Agenda Document Pack - Climate Change and Sustainability Committee - 09/11/2022
South Lanarkshire Council · 9 November 2022
Back to Climate Change and Sustainability Committee — 9 November 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 01 November 2022 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, 09 November 2022 Time: 10:00 Venue: Hybrid - Council Chamber, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Cleland Sneddon Chief Executive Members Mark McGeever (Chair), Kirsten Robb (Depute Chair), Joe Fagan (ex officio), Alex Allison, John Anderson, Ralph Barker, Janine Calikes, Maureen Chalmers, Ross Clark, Margaret Cooper, Colin Dewar, Ross Gowland, Lynsey Hamilton, Gavin Keatt, Ross Lambie, Richard Lockhart, Katy Loudon, Julia Marrs, Monique McAdams, Lesley McDonald, Elaine McDougall, Carol Nugent, Mo Razzaq, John Ross, Dr Ali Salamati, Graham Scott, Bert Thomson, Margaret B Walker Substitutes Walter Brogan, Robert Brown, Andy Carmichael, Gerry Convery, Poppy Corbett, Andrea Cowan, Allan Falconer, Gladys Ferguson-Miller, Elise Frame, Mark Horsham, Martin Hose, Richard Nelson, David Watson 1
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Climate Change and Sustainability Committee held on 31 August 2022 submitted for approval as a correct record. (Copy attached) 5 - 14 Item(s) for Noting 3 Climate Change and Sustainability Presentation by Secondary School representatives on Education Resources' Youth Forum Monitoring Item(s) 4 Good Food Strategy Update – Quarter 2 2022/2023 Report dated 18 October 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 15 - 40 Item(s) for Decision 5 Public Bodies Climate Change Duties Annual Report 2021/2022 Report dated 18 October 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 41 - 72 6 Clyde Climate Forest Concordat Report dated 19 October 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 73 - 84 Item(s) for Noting 7 Mid-Term Report on the Climate Emergency Fund 2021 to 2024 Report dated 24 October 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 85 - 114 Urgent Business 8 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Pauline MacRae 2
Page 3
Clerk Telephone: 07385 370044 Clerk Email: pauline.macrae@southlanarkshire.gov.uk 3
Page 4
4
Page 5
CLIMATE CHANGE AND SUSTAINABILITY COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 31 August 2022 Chair: Councillor Mark McGeever Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan (substitute for Councillor Graham Scott), Councillor Janine Calikes, Councillor Ross Clark, Councillor Gerry Convery (substitute for Councillor Monique McAdams), Councillor Margaret Cooper, Councillor Colin Dewar, Councillor Gladys Ferguson-Miller (substitute for Councillor John Ross), Councillor Ross Gowland, Councillor Lynsey Hamilton, Councillor Mark Horsham (substitute for Councillor Maureen Chalmers), Councillor Gavin Keatt, Councillor Ross Lambie, Councillor Richard Lockhart, Councillor Julia Marrs, Councillor Lesley McDonald, Councillor Elaine McDougall, Councillor Mo Razzaq, Councillor Kirsten Robb (Depute - after item 2), Councillor Dr Ali Salamati, Councillor Bert Thomson Councillors' Apologies: Councillor Maureen Chalmers, Councillor Joe Fagan (ex officio), Councillor Katy Loudon, Councillor Monique McAdams, Councillor Carol Nugent, Councillor John Ross, Councillor Graham Scott, Councillor Margaret B Walker Attending: Community and Enterprise Resources D Booth, Executive Director; E Berry, Policy Officer; K Carr, Head of Facilities, Waste and Grounds; H Gourichon, Policy Development Officer (Food Development); L Hinshelwood, Sustainable Development Officer; J Richmond, Carbon Management Officer; M Wilkie, Performance and Policy Development Manager Finance and Corporate Resources P MacRae, Administration Adviser; K McLeod, Administration Assistant Housing and Technical Resources S Turner, Section Leader (Legislative) 1 Declaration of Interests No interests were declared. 2 Appointment of Depute Chair The Chair asked for nominations for the position of Depute Chair of the Climate Change and Sustainability Committee Councillor Clark, seconded by Councillor Convery, moved that Councillor Robb be appointed as Depute Chair of the Climate Change and Sustainability Committee. The Committee decided: that Councillor Robb be appointed as Depute Chair of the Climate Change and Sustainability Committee. 2 5
Page 6
3 Action Plan for the Third Year of Implementation (2022/2023) of the Good Food Strategy A report dated 28 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the action plan for the third year of implementation (2022/2023) of the Council’s Good Food Strategy. The Council’s Good Food Strategy 2020 to 2025 was approved by the Executive Committee at its meeting on 4 December 2019. The Strategy provided a framework for actions to move towards healthier, fairer and more sustainable food systems in the Council area and aimed to ensure that food played a positive role in the lives of South Lanarkshire residents. The action plan for the third year of implementation of the Good Food Strategy, attached as Appendix 1 to the report, had been developed based on input from a variety of Services across the Council’s Resources. The action plan comprised 2 sections, Performance Indicators and Projects, and each section was divided into the following Good Food themes:- Good Food at Home and in the Community Good Food in Public Places Good Food Economy Good Food Growing Good Food for the Environment Good Food Governance Measures and actions were reported by outcome as defined in the Good Food Strategy. In addition to the Good Food Strategy, the Council had a statutory obligation to develop a Food Growing Strategy and provide allotments and other food growing opportunities. Given the relationship between the Food Growing Strategy and the Good Food Strategy and the requirement to report within similar timescales, the Good Food Strategy action plan for 2022/2023 incorporated the main Food Growing Strategy actions, allowing progress on food growing to be reported to the Committee. A mid term review of the Strategy would be undertaken from mid 2023 and would assess the broader outcomes and overall impacts of the 5 year Strategy. Officers responded to members’ questions on various aspects of the report. The Committee decided: that the Council’s action plan for the third year of implementation (2022/2023) of the Good Food Strategy, attached as Appendix 1 to the report, be approved. [Reference: Minutes of the Executive Committee of 4 December 2019 (Paragraph 9)] 4 Litter Strategy for South Lanarkshire A report dated 22 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the Litter Strategy for South Lanarkshire for the period 2022 to 2027. At its meeting on 10 February 2020, the Committee agreed to the development of a Council- wide Litter Strategy to cover a five year period from 2022 to 2027. The development of the Strategy had involved a wide range of consultation, engagement and communication across the Council and with partners and communities to identify opportunities and shared objectives. 6
Page 7
The overall vision of the Council’s Litter Strategy was to provide a cleaner place to live, work and visit, free of litter, fly tipping and dog waste. The Strategy would be underpinned by:- encouraging awareness, behaviour change and personal responsibility working in partnership with different communities and community groups meeting legislative requirements on the Code of Practice on Litter and Refuse (Scotland) 2018 The objectives of the Strategy fell within the 3 key themes of Education, Engagement and Enforcement and actions in relation to each of those themes were detailed in the report. If approved, the Strategy would go through a design process to ensure that it was user friendly. Progress on the implementation of the Strategy would be reported to the Committee on an annual basis. In September 2021, a pre-screening exercise was undertaken to assess whether a Strategic Environmental Assessment (SEA) was required. A Pre-Screen Exemption Statement was submitted in November 2021 stating that the Litter Strategy did not seek to change or amend policies contained in the Community Plan or the Council Plan, both of which had been subject to SEA. No concerns were raised, or further assessment requested by the Consultation Authorities within the statutory timeframe. It was concluded that no further SEA work was required for the Litter Strategy. There followed a full discussion during which officers responded to members’ questions on various aspects of the report. The Committee decided: that the Litter Strategy for South Lanarkshire for the period 2022 to 2027 be approved. [Reference: Minutes of 10 February 2020 (Paragraph 6) and 3 November 2021 (Paragraph 6)] In terms of Standing Order No 14, the Chair adjourned the meeting at 11.40am for a 10 minute period. The meeting reconvened at 11.50am without the attendance of Councillors Allison and Calikes 5 Sustainable Development and Climate Change Strategy Update – Quarter 4 2021/2022 A report dated 22 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the status of the actions and measures contained in the Sustainable Development and Climate Change Strategy (SDCCS) at Quarter 4 of 2021/2022. The Council’s SDCCS covered a 5-year period from 2017 to 2022. Delivery of actions within the Strategy provided the main focus for sustainable development activity over the period and enabled the Council to fulfil its duties under the Local Government (Scotland) Act 2003, the Climate Change (Scotland) Act 2009 and other associated environmental legislation. The SDCCS Action Plan for 2021/2022 contained 36 performance measures towards the Strategy’s outcomes together with 74 improvement actions. The measures were rated using a traffic light system of green, amber or red, while the improvement actions were rated using green, amber or red as well as blue which indicated that an action had been completed. Of the 36 measures within the SDCCS:- 20 had seen the timescale or target met according to expectations(green) 0 had minor slippage against timescale or minor shortfall against target (amber) 7
Page 8
2 had seen major slippage against timescale or major shortfall against target (red) 9 would be reported later when data was available 5 were contextual and provided a health check for South Lanarkshire Of the 74 improvement actions within the SDCCS:- 15 actions had been completed (blue) 40 had seen the timescale or target met according to expectations (green) 14 had seen some minor slippage against targets (amber) 2 had seen major slippage against targets (red) 3 would be reported later when data was available The 2 red improvement actions related to household waste and recycling issues and were as a result of the Covid pandemic and the consequent high staff absence levels in the Service. There were also 14 amber improvement measures that had seen minor slippage. 7 of those were as a result of Covid-19 restrictions or reprioritisation of resources to continue service delivery during the pandemic. Details were provided on management actions taken to ensure there was no further slippage in respect of the 7 amber improvement measures that had seen minor slippage which was not related to Covid. Progress on all objectives, actions and measures was detailed in the Quarter 4 performance report for 2021/2022, attached as an appendix to the report. There followed a discussion during which officers responded to members’ questions on various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 2 February 2022 (Paragraph3)] 6 Sustainable Development and Climate Change Strategy 2017 to 2022 Achievements Report A report dated 22 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted on key achievements of the Sustainable Development and Climate Change Strategy 2017 to 2022. The Council’s Sustainable Development and Climate Change Strategy (SDCCS) had been approved by the Executive Committee on 6 December 2017 and covered the period 2017 to 2022. The Strategy set out outcomes and actions organised around the following 3 sustainable development themes:- sustainable Council sustainable environment sustainable communities The Strategy had been successful in embedding climate change action and sustainability into all Resources’ and Services’ delivery. Its 5-year term had now ended, and a new Strategy, covering the period 2022 to 2027, had been approved at the full Council meeting on 15 June 2022. The new Strategy would build on the success and key achievements from the previous Strategy. Details of the key achievements of the Strategy over the 5 year period 2017 to 2022 were provided in the report. 8
Page 9
The Committee decided: that the report be noted. [Reference: Minutes of the Executive Committee of 6 December 2017 (Paragraph 2) and Minutes of South Lanarkshire Council of 15 June 2022 (Paragraph 6)] 7 Sustainable Development and Climate Change Strategy 2022 to 2027 A report dated 1 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the development of the Sustainable Development and Climate Change Strategy (SDCCS) 2022 to 2027. In September 2020, the Climate Change and Sustainability Committee approved the development of the next SDCCS for the period 2022 to 2027. It was agreed that the Strategy should set out how the Council aimed to develop sustainably and tackle climate change over that period as well as providing a broad strategic direction for longer term planning to help to deliver on agreed outcomes and contribute to achieving the longer-term vision. An internal workshop, 9 online community engagement focus groups and responses to an online survey helped shape the vision and themes of the Strategy. The Strategic Environment Assessment was finalised in January 2021 and, along with the draft SDCCS, was the subject of public consultation from 1 February to 15 March 2022. All of the comments from the public consultation had been reviewed and, where appropriate, incorporated into the final draft, which was attached as Appendix 1 to the report. Based on the significant engagement and consultation, as well as legislative requirements and national/local policy, a vision and mission statement, 4 themes and 13 priority/focus areas had been developed and those were detailed in the report. The themes had been aligned with the themes of the Council Plan. The new Strategy would be web-based and published on the Council website. The content of the web-based pages would be reviewed every 6 months to ensure that it was as up-to-date and relevant as possible. Work would continue across the Council to develop the accompanying action plan which would be reviewed annually and reported to the Climate Change and Sustainability Committee on a 6-monthly basis. The Committee decided: that the report be noted. [Reference: Minutes of 17 September 2020 (Paragraph 2) and Minutes of South Lanarkshire Council of 15 June 2022 (Paragraph 6)] 8 Carbon Emissions - Non-Domestic Buildings A report dated 23 August 2022 by the Executive Director (Housing and Technical Resources) was submitted on:- the baseline carbon emissions for the Council’s non-domestic operational property portfolio progress in the reduction of carbon emissions from non-domestic properties to date and actions required to achieve the Scottish Government target for public sector buildings to be “zero emissions” by 2038 9
Page 10
It was considered that investment to meet the target requiring public sector non-domestic buildings to reduce emissions from heating to zero would be significant in terms of both capital and revenue. As fossil fuels were replaced by electrically powered solutions, the demand on the electricity grid would increase significantly which would have implications in terms of stability of supply. In terms of the Council’s carbon emissions baseline from non-domestic buildings, details were given on:- carbon emissions by building category carbon emissions from electricity and gas consumption respectively carbon emissions from changes in the Council’s non-domestic portfolio other factors affecting carbon emissions Due to the scale of investment required, a thorough assessment of service requirements would have to be undertaken to identify properties likely to be needed in the future and what carbon reductions could be achieved through repurposing, demolition or disposal. Actions towards an investment plan would involve:- 2022/2023 realigning existing programmes to fabric first undertaking 3 feasibility studies and reporting on recommendations commencing an area based asset review identifying a funding stream for options appraisals to be carried out on a building by building basis assessing the skills and resources required to deliver and implement the investment plan 2023/2024 completing the area based asset review developing the first 3 year programme developing Local Heat and Energy Strategies (LHEES) and implementation plan In response to a member’s question, the Executive Director (Community and Enterprise Resources) advised that a report on the incorporation of sustainability into new build property would be submitted to a future meeting of the Committee. The Committee decided: that the report be noted. 9 Good Food Strategy Update – Quarter 4 2021/2022 A report dated 23 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the Good Food Strategy actions and measures at Quarter 4 of 2021/2022. The Good Food Strategy had been approved by the Executive Committee on 4 December 2019 and covered a 5 year period from 2020 to 2025. It set out outcomes and actions organised around 6 key themes as follows:- good food at home and in the community good food growing good food in the public sector good food for the environment good food economy good food governance 10
Page 11
The Good Food Strategy contained an action plan which set out specific actions to progress the objectives in the Strategy. It contained 21 performance measures towards the Strategy’s outcomes together with 36 improvement actions. The measures were rated using a traffic light system of green, amber or red, while the improvement actions were rated using green, amber or red as well as blue which indicated that an action had been completed. Of the 21 measures within the Strategy:- 10 had been achieved or were on course to be achieved (green) 1 had seen some minor slippage against targets (amber) 2 had seen major slippage against timescale or major shortfall against targets (red) 8 would be reported later when data was available Of the 36 actions within the Strategy:- 7 had been completed (blue) 26 had been achieved or were on course to be achieved (green) 0 had seen some minor slippage against targets (amber) 3 had seen major slippage against timescale or major shortfall against targets (red) 0 would be reported later when data was available Further information on the performance measures and improvement actions categorised as red was provided in the report. An update on other food related actions which had been developed but not included in the IMPROVe report, as the decision to implement them had been taken after approval of the 2021/2022 action plan, was provided and included:- the expansion of the Universal Free School Meals to primary 4 children the development of the Scottish Milk and Healthy Snack Scheme in nurseries summer session hubs which ran within 14 locations across South Lanarkshire for a period of 6 weeks, serving breakfast and lunch each day Progress on all objectives, actions and measures was detailed in the Quarter 4 performance report for 2021/2022, attached as an appendix to the report. The Committee decided: that the report be noted. [Reference: Minutes of 2 February 2022 (Paragraph 4)] 10 Food Growing Annual Report 2021/2022 A report dated 10 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the Food Growing Annual Report 2021/2022 which had been published on the Council’s website. In accordance with legislative requirements, the Council had produced a Food Growing Strategy covering the period 2020 to 2025. The Council was required to publish its Food Growing Annual Report as soon as reasonably practical after the end of each reporting year. The Annual Report required to incorporate mandatory information, outlined by the Scottish Government, in relation to food growing. The Annual Report for 2021/2022, attached as Appendix 1 to the report, detailed food growing activity and related financial information for the period April 2021 to March 2022. 11
Page 12
Progress had been disrupted by the Covid-19 pandemic as the Council had been required to reduce and suspend a number of services following Government advice, however, work had continued where possible. The Committee decided: that the report be noted. [Reference: Minutes of 26 May 2021 (Paragraph 3)] 11 Food Growing Sites – Hamilton Area A report dated 10 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted on proposals for developing food growing sites in the Hamilton area. Following the introduction of the Community Empowerment (Scotland) Act 2015, the Council’s Food Growing Strategy was implemented in 2020. The Council was legislatively required to increase food growing to meet waiting list demands and currently provided 6 Council managed sites. As a result of higher demand in East Kilbride and Cambuslang and Rutherglen, efforts to provide food growing sites had concentrated primarily in those areas. There was now, however, a reasonable level of demand in the Hamilton area and, due to the size and spread of the area, it was anticipated that 2 sites would be required, one to cover Hamilton, Blantyre and the surrounding area and the other to cover Hamilton, Larkhall and the surrounding area. Sites had been identified as follows:- Chatelherault Country Park (former garden centre) which would accommodate around 60 to 90 plot holders land adjacent to Springwells Hall, Blantyre which would accommodate up to 70 plot holders A sum of £200,000 had been ringfenced as part of the Food Strategy Fund and it was anticipated that this would be used for at least one of the sites identified in the Hamilton area. The development of a second site in the area would be dependent on additional funding being identified. It was proposed that a formal planning application be submitted for each of the sites to establish whether additional conditions would be applied which could materially affect the cost of each development. This could potentially assist in determining which site was progressed first. The Committee decided: that the report be noted. 12 Single Use Item Reductions A report dated 22 August 2022 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on efforts to reduce the procurement of single use items across the Council. In addition to work undertaken from 2018 onwards to reduce or design out the use of single use items, the Council, in line with the Single-use Plastic Products (Scotland) Regulations 2021 which came into effect on 1 June 2022, had been actively replacing any single use plastic products affected by the legislation, such as food takeaway boxes, with products made from more sustainable materials. 12
Page 13
Details were given on the reduction in use of targeted single use items, using 2017/2018 as a baseline year for most items, with some items using a 2018/2019 baseline. The outcome had been positive, however, some of the reductions were directly related to the suspension of some related Council services during the pandemic. In line with national trends, the use of single use PPE, as a result of Covid, had increased. Work would continue to raise awareness of the need to reduce reliance on single use items and to ensure that they were disposed of properly. The Committee decided: that the report be noted. 13 Urgent Business There were no items of urgent business. 13
Page 14
14
Page 15
Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 9 November 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Good Food Strategy Update – Quarter 2 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] update the Committee on the status of Good Food Strategy actions and measures at Quarter 2 of 2022/2023 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) That the 2022/2023 Quarter 2 position in respect of actions and measures within the Good Food Strategy is noted. 3. Background 3.1. On 4 December 2019, the Executive Committee approved the Good Food Strategy which covers a five-year period from 2020 to 2025. 3.2. The vision of the strategy is to contribute to the improvement of the quality of life of everyone in South Lanarkshire through the development of a Good Food Council where food is celebrated, supports healthy life and wellbeing, is affordable and accessible to all, encourages a fair and inclusive food economy, has limited impacts on the environment and climate change, and promotes animal welfare. 3.3. The strategy sets out outcomes and actions organised around six themes and twelve objectives: Good Food at Home and in the Community 1. Supporting good food education and culture 2. Reducing food poverty and insecurity Good Food in the Public Sector 3. Improving food in schools and in council properties 4. Improving food in public places 4 15
Page 16
Good Food Economy 5. Supporting a good food retail and catering environment 6. Encouraging a fair and inclusive local food economy Good Food Growing 7. Providing food growing opportunities 8. Promoting good food growing and sustainability Good Food for the Environment 9. Reducing waste and packaging 10. Limiting the impact of food system on the environment and climate change Good Food Governance 11. Developing and strengthening food partnerships 12. Making good food a priority in the council’s area 3.4. The strategy action plan set out specific actions to be undertaken to deliver these objectives under each theme. 3.5. The action plan for the third year of implementation of the strategy was approved by the Climate Change and Sustainability Committee on 31 August 2022 and is monitored using IMPROVe. Its progress is reported to the Climate Change and Sustainability Committee at Quarter 2 and Quarter 4. 4. Good Food Strategy 2022/2023 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. 4.2. The overall summary of performance measures at the end of quarter two is as follows:- Total number of performance/ contextual measures 22 Status – Green The timescale or target has been met as per expectations 7 (32%) Status – Amber There has been minor slippage against timescale or minor shortfall against target 1 (5%) Status - Red There has been major slippage against timescale or major shortfall against target 0 (0%) Reportable at a later stage/ contextual 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 14 (64%) Percentages may not total 100 due to rounding 4.3. One of the measures is amber which is the level of uptake of school meals (free and paid) in secondary schools, the uptake being 39% and the target 47%. Uptake has been lower since the pandemic and this is in line with the national trend as shown by the Healthy Living Survey (national survey carried out in February 2022). However, the level of uptake is improving and in period 6 alone, the uptake was 44%. 16
Page 17
4.4. Fourteen of the measures will be reported later or are contextual. With respect to nine indicators, Q2 data is not available at the time of reporting and may only be reported on an annual basis (therefore will be reported at Q4). With respect to five indicators, Q2 data is reported as contextual because the update is for information only. There is no target, nor does it make sense to set one (e.g. number of food parcels delivered by food banks). 4.5. The overall summary of improvement actions at the end of quarter two is as follows: - Total number of improvement actions 20 Status - Blue Action Complete 1 (5%) Status – Green The timescale or target has been met as per expectations 16 (80%) Status – Amber There has been minor slippage against timescale or minor shortfall against target 2 (10%) Status - Red There has been major slippage against timescale or major shortfall against target 0 (0%) Reportable at a later stage/ contextual 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 1 (5%) Percentages may not total 100 due to rounding 4.6. Two of the measures are amber. These measures relate to Planning projects: the audit for the development of the Open Space Strategy has been delayed due to a lack of resources to carry out this work but is now nearly complete; no Local Place Plans were produced as their development is dependent on local communities and desire to produce a plan and interest has been limited so far. 4.7. One measure is to be reported later. Progress on the mid-term review of the Good Food Strategy will be undertaken later next year. 4.8. Progress on all objectives, actions and measures is set out in Appendix 1. Some of the highlights for each of the themes of the action plan include: Good food at home and the community Summer Session Hubs ran within 14 locations this summer for a duration of 6 weeks with breakfast and lunch served each day to 834 children in total The Kitchen Learning Hub was delivered to 169 service users of the Unpaid Work Service (Social Work) and bread making sessions to 202 service users. The service also started a new project promoting a seed to plate approach with the recruitment of an Educational Gardener, it will allow service users to grow vegetable within Auchentibber grounds The Youth Family and Community Learning service (Education) has delivered food related learning programmes to 567 learners over the first six months of the year, already surpassing the planned annual target of 220 learners. 17
Page 18
A cash referral leaflet developed by the Independent Food Aid Network in partnership with the Council, Citizens’ Advice Bureau and local food banks was launched in May and distributed in several places in South Lanarkshire including at the Summer Session Hubs and in schools. The leaflet helps people maximise income and access any existing financial entitlements Good food in the public sector The Food Pledge developed by Facility Services is promoted on all menu promotional materials and available on the Council website The analysis on the capacity of local food and drink businesses to supply food to the different Council buyers was carried out from July to October 2022 with consultations with Council services, local businesses, and other external partners. Results will be presented and next steps discussed from November 2022 Good food economy 96% of food businesses were compliant with food safety statutory requirements, the target being 85% For the second year, the Council part-funded a co-ordinator post for Lanarkshire Larder, which is a local network for local food and drink businesses including 60 members Economic development supported 62 local food and drink businesses by directly providing advice, signposting them to a broad range of other support services and by supporting them with networking and funding Good food growing Progress in relation to food growing (including the number of people involved in food growing and size of land made available for food growing) is now being reported annually Plans considering the provision of land for food growing and embedding health and wellbeing when possible are under development by Planning in collaboration with other Council Services. This includes the Open Space Strategy, the Local Place Plans and the Local Development Plan 3 Good food and the environment The decision was taken to offer hot composters to rural areas as an alternative to extending the food waste collection service to rural areas that do not currently have a means of recycling food waste. The tendering process to purchase hot composters is now complete The Waste Education team reviewed the materials presented in primary schools to include a section on the food waste journey and to emphasize the need to reduce food waste Facility Services is now meeting the Environmental Protection (Single-use Plastic Products) (Scotland) Regulation 2021 introduced in June 2022 Good food governance The “South Lanarkshire Good Food Forum discussion list”, made up of more than 50 food stakeholders in the Council area is regularly used to share information such as the development of new local food initiatives or funding opportunities 18
Page 19
The Community Planning Partnership Board took the decision to adopt a more integrated approach to food among partners at its meeting in September 2022 with the approval of several recommendations including sharing more information, mainstreaming and promoting Good Food, and engaging with communities to support them in the development of healthier, fairer and more sustainable food systems 5. Employee Implications 5.1. Resources and Services involved in food related activities are required to contribute to the implementation of the Good Food Strategy to ensure that actions and targets are met. The Policy Officer (Food Development) monitors and reports the Council’s progress. 6. Financial Implications 6.1. Specific financial implications relating to the implementation of the action plan were reported on a case-by-case basis. 7. Climate Change, Sustainability and Environmental Implications 7.1. The Food Action Plan 2022/2023, by taking into account all the aspects of the food systems from farm to fork and encouraging the transition towards a more sustainable food system, will help to achieve the objectives of the Climate Change and Sustainability Strategy. 8. Other Implications 8.1. There are no implications for risk in terms of the information contained within this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. The Equality Impact Assessment has been conducted and approved. 10. Strategic Environmental Assessment 10.1. Following the SEA pre-screening exercise and communication with the Scottish Government, it was concluded that no further action was required in relation to the SEA process for the Good Food Strategy David Booth Executive Director 18 October 2022 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 Excellent employer Priorities 19
Page 20
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 Previous References Executive Committee 4 December 2019 - Good Food Strategy Climate Change and Sustainability Committee 31 August 2022 – Action Plan for the third year of implementation of the Good Food Strategy List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Michelle Wilkie (Performance and Policy Development Manager) E-mail: michelle.wilkie@southlanarkshire.gov.uk 20
Page 21
IMPROVe - SLC Performance Management System Report printed on 11 Oct 11:51 Quarter : - April to June Performance Report Appendix 1 4 21
Page 22
IMPROVe - SLC Performance Management System Report printed on 11 Oct 11:51 Page 2 of 3 22
Page 23
IMPROVe - SLC Performance Management System Report printed on 11 Oct 11:5123
Page 24
IMPROVe - SLC Performance Management System Report printed on 11 Oct 11:51 Summary (Section 1) - number of Quantitative Measures green, amber and red under each Good Food Strategy objective Theme Green Amber Red Report later / Contextual Total Good Food at Home and in the Community 1 0 0 3 4 Good Food Economy 1 0 0 1 2 Good Food for the Environment 0 0 0 2 2 Good Food Governance 0 0 0 1 1 Good Food Growing 1 0 0 4 5 Good Food in the Public Sector 4 1 0 3 8 Total 7 1 0 14 22 Summary (Section 2) - number of Project Measures complete, green, amber and red under each Good Food Strategy objective Theme Complete Green Amber Red Report later Total Good Food at Home and in the Community 0 3 0 0 0 3 Good Food in the Public Sector 1 1 0 0 0 2 Good Food Economy 0 2 0 0 0 2 Good Food Growing 0 1 2 0 0 3 Good Food for the Environment 0 4 0 0 0 4 Good Food Governance 0 5 0 0 1 6 Total 1 16 2 0 1 20 Page 1 of 17 24
Page 25
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Strategy Section 1: Quantitative measures Page 2 of 17 25
Page 26
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food at Home and in the Community 1. Supporting good food education and culture 2. Reducing food insecurity and poverty Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of learners from Youth, Family and Community Learning service (Education) benefiting from food related learning programmes 567 learners have taken part in food related learning programmes through the Youth, Family and Community Learning Service across South Lanarkshire. Food growing and cooking projects include the ‘Nowhere to Grow’ Project and ‘Eco Eaters’; REHIS related programme; Healthy cooking and nutrition programmes; cooking on a budget; after school cookery and dinner clubs; baking programmes for young people and outdoor cookery programmes. The programmes have helped learners to identify healthy alternatives and improve skill and knowledge in relation to health and overall wellbeing. Green 220 567 0 567 414 Number of children eligible for free school meals and supported during school holiday periods (£2.50 per day) The number of children currently entitled to Free School Meals payments during school holiday periods is 8,562. This figure is subject to change as the year progresses. Contextual ------ 8,562 0 0 0 Number of referrals to specific food initiatives for families experiencing food insecurity (Best Start Food applications; Healthy Start Voucher applications; Food Bank referrals; School meal applications; Scottish Welfare Fund applications) Money Matters made 625 food related referrals for families experiencing food insecurity during the Q1 and Q2 periods. This includes 502 to food banks, 68 to the Scottish Welfare Fund crisis grants, 40 to Best Start Food and 15 to school meals. Contextual ------ 625 0 0 1,056 Number of food parcels delivered by food banks The figures covering period quarter one and quarter two 2022/23 will be available from early October 2022. Report Later ------ ------ 0 0 41,293 Good Food in the Public Sector 3. Improving food in schools and council properties 4. Improving food in public places Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Level of free primary school meals uptake (as proportion of total primary school free meals which could be taken up over the period) The free school meal uptake level is on target to be met by the year end. Green 65% 68% 0% 0% 58% Page 3 of 17 26
Page 27
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food in the Public Sector 3. Improving food in schools and council properties 4. Improving food in public places Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Level of free secondary school meals uptake (as proportion of total secondary school free meals which could be taken up over the period) Free meal uptake achieving target. Green 41% 42% ------ 41% 44% Level of total (free and paid) primary school meal uptake (as proportion of total primary school meals which could be taken up over the period) Meal uptake is achieving target set. Green 59% 65% 59% 41% 58% Level of total (free and paid) secondary school meal uptake (as proportion of total secondary school meals which could be taken up over the period) Uptake of secondary school meals has been lower since the pandemic, but is in line with figures taken from the Scotland census February 2022. However, we can see a growing improvement in the figures and in period 6 alone, the uptake figure was 44%. We expect the year to date figure to improve over the winter period when uptake is traditionally higher. Amber 47% 39% 47% 24% 36% Number of lunches served in nursery schools as part of new Scottish Government Early Years Initiative. Included is the Period 1 - 5 lunch figures. Period 6 is not yet available and will be reported in quarter three. Green 450,500 177,229 288,486 218,249 438,249 Number of free breakfasts served in primary schools during school days Number of free breakfasts served in primary schools during school days is 226,919 (figures covering period 1 to period 6). Contextual ------ 226,919 0 0 0 Annual public procurement spending on Fairtrade products in schools and council premises Data are reported annually. Report Later ------ ------ ------ £3,890 £4,116 Annual public procurement spending on local food (i.e. food produced or manufactured in Scotland) Data are reported annually. Report Later ------ ------ 0% 0% 39% Page 4 of 17 27
Page 28
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Economy 5. Supporting a good food retail and catering environment 6. Encouraging a fair and inclusive local food economy Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Food businesses compliant with food safety statutory requirements The rating scheme used to determine broad compliance with food safety requirements in food businesses operating within South Lanarkshire and inspected by Environmental Services assesses overall compliance with both food hygiene and food standards legislation. Year to date, 96% of food businesses were found to be broadly compliant with both food hygiene and food standards legislation. This compliance figure continues to exceed the annual target set for this measure, and has increased gradually since a new food law rating scheme has come into effect. This is due to the fact that the new food law rating scheme allows local authorities to focus resources on high risk and non-compliant businesses by conducting more frequent inspections in these establishments Green 85% 96% ------ 90% 93% Number of local food businesses engaged with and supported (start-ups and established) Economic Development supported 62 local food and drink businesses by directly providing advice to businesses, sign-posting them to a broad range of other support services and by supporting them with networking and funding. Contextual ------ 62 0 0 0 Good Food Growing 7. Providing food growing opportunities 8. Promoting good food growing and sustainability Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Size of Prime Agriculture Land protected from development There has been no loss of prime agricultural land during the period. Green 6,213 6,213 0 0 6,213 Increase in the number of overall plot holders on Council managed food growing sites by March 2023 Data are reported annually. The objective is to increase the number of plotholders by 10%. Report Later 36 ------ 0 0 31 Increase in the area of council land made available for food growing sites by March 2023 Data are reported annually. The objective is to increase the area by 10%. Report Later 10% ------ 0% 0% 20% Page 5 of 17 28
Page 29
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Growing 7. Providing food growing opportunities 8. Promoting good food growing and sustainability Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Increase in the overall number of food growing participants on council land including schools, care homes, housing areas and areas managed by community groups or third party organisations by March 2023 Data are reported annually. The objective is to increase the number of food growing participants by 5%. Report Later 261 ------ 0 0 167 Occupancy levels at council managed food growing sites Data are reported annually. Report Later 98% ------ 0% 0% 99% Good Food for the Environment 9. Reducing food waste and packaging 10. Limiting the impact of food system on the environment and climate change Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Share of householders using the council's food waste collection service A count of bins with food in them will take place in January-February 2023 when tonnage of garden waste is at the lowest level, therefore providing more accurate figures. Report Later ------ ------ ------ ------ ------ Quantity of food waste from school catering as proportion of total food purchased (all food waste is collected by council contractor for recycling/composting) Figures will be reported at Q4. Report Later 2% ------ ------ ------ 1% Page 6 of 17 29
Page 30
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Governance 11. Developing and strengthening food partnerships 12. Making good food a priority in the council's area Performance Indicators Comments/ Progress Status 2020/21 2021/ 22 2019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Report on the £0.3m Food Strategy Support Fund budget including the community grants by March 2024 £0.27m has been committed, with the breakdown of projects approved in 2022-2023 as follows: - £5,000 for Unpaid Work Service Garden Project (Social Work) - £15,000 to develop Additional Growing Space at Richmond Allotment - £32,500 to five other projects which were approved for funding in financial year 2021/22 - £19,000 to 21 Community Grants. Initially, £20,000 had been earmarked for Food Strategy Community Grants over two financial years (2022/23 and 2023/24). However, due to the popularity of the grants it was agreed that the full amount would be allocated over one year instead (2022/23). - £205,000 has been set aside to provide one allotment site in the Hamilton area. A report outlining options for the Hamilton area was presented at the Climate Change and Sustainability Committee in August 2022 and the next step is for planning applications to be submitted. Contextual £0.300m £0.277m £0.000m £0.000m £0.000m Page 7 of 17 30
Page 31
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Strategy Section 2: Project measures Page 8 of 17 31
Page 32
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food at Home and in the Community 1. Supporting good food education and culture 2. Reducing food insecurity and poverty Action Measures Comments/ Progress Status Work in partnership with community food organisations and partners to identify and support the development of initiatives to tackle food poverty Activities developed to tackle food insecurity including improving access to food and ensuring those accessing aid receive the advice and support required The cash first referral leaflet developed by the Independent Food Aid Network in partnership with the council, Citizen Advice Bureau, local food banks was launched in May 2022. It has been widely distributed including at the Holiday Summer Hubs and in schools (with more that 5,000 leaflets ordered by schools). In 2022, Summer Session Hubs ran within 14 locations for a duration of 6 weeks with breakfast and lunch service served each day. 834 children from low income families participated with 22,828 meals provided over the duration of the programme. The Community Planning Partnership (CPP) Board also took the decision to adopt a more integrated approach to food among partners at its meeting in September 2022 and this includes “to work in partnership in order to try to reduce the reliance on food banks faced by people in situation of food poverty, within the area of influence of local CPPs, by prioritising access to emergency financial assistance, money advice and access to holistic support services”. Information on key support available for people facing food insecurity issues was also shared during the Challenge Poverty Week in October 2022. A new Tackling Poverty officer has also joined the Community Engagement Team with the remit to develop a Tackling Poverty Action Plan. Green Page 9 of 17 32
Page 33
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food at Home and in the Community 1. Supporting good food education and culture 2. Reducing food insecurity and poverty Action Measures Comments/ Progress Status Deliver Kitchen Learning Hub to service users of the Unpaid Work Service in collaboration with Lanarkshire Community Food and Health Partnership Increased number of service users participating in the hub and gaining REHIS qualifications. Service users report having more confidence to cook healthy meals for themselves and family and report a better understanding of nutrition and impact on their health and wellbeing Kitchen Learning Hub (KLH) is an ongoing practical cooking and nutrition education course for Auchentibber Community Payback service users. The service continues to have capacity for three service users per week to attend KLH Mondays- Wednesdays. Lanark service users still have the opportunity to attend remotely on Microsoft teams on Thursdays and have ingredients delivered to them to ensure their participation. From March to September 2022, 169 service users have attended the KLH sessions. During the same period, 202 service users attended bread making sessions that were delivered in-house every Thursday and Friday. These sessions were led by a case manager and fresh baked bread was donated to homeless organisations within South Lanarkshire. Service users have reported feeling more confident in the kitchen and sharing the food that they make with their families. REHIS accreditations – this was not available to the service users during this period as the allocated worker was not trained to deliver this at the time. There is now a new worker in place who can facilitate REHIS accreditations and service users who have missed this opportunity can now undertake REHIS accreditations if they wish. Green Page 10 of 17 33
Page 34
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food at Home and in the Community 1. Supporting good food education and culture 2. Reducing food insecurity and poverty Action Measures Comments/ Progress Status Employ an educational gardener to support service users of Unpaid Work Service undertaking food growing as part of their unpaid work Service users report increased knowledge and skills in gardening and food growing. Opportunity to undertake the Royal Caledonian Horticultural Society GLiN Award. Fruit and vegetables grown are distributed to support foodbanks and other community food initiatives promoting access to locally grown affordable produce. In March 2022, the Unpaid Work Service employed an Educational Gardener to start a new project promoting a ‘seed to plate’ approach. It allows service users to grow vegetables within Auchentibber grounds, prepare food and receive education in relation to nutrition. The set-up phase of the garden is now complete. The placement started in October 2022 for four service users. As the project is in the initial stages, the first harvest has been small and has been distributed to service users and for use in the KLH. An increased harvest is expected in line with the natural growth of the project so that service users could be provided with their five vegetables a day from the garden from Spring 2023. The increased harvest will also benefit the community pantry in the future. Green Page 11 of 17 34
Page 35
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food in the Public Sector 3. Improving food in schools and in council properties 4. Improving food in public places Action Measures Comments/ Progress Status With the Sustainable Food Procurement group, support the progress of the analysis on the capability of Lanarkshire F&D businesses to supply SLC Progress of the analysis on the capability of Lanarkshire F&D businesses to supply SLC The analysis on the capability of local food and drink businesses to supply food to the different council buyers was carried out from July to October 2022 with consultations with council services, local businesses and external partners. Results will be presented to council officers in November 2022 when the recommendations and next steps will also be discussed. Green Promote a food pledge aligned with the SL Good Food definition; meeting the MSC, red tractor and QMS standards for fish, chicken and red meat; and meeting the Nutritional Requirements for Food and Drink in schools Food pledge promoted by March 2023 Complete - The food pledge is promoted on all menu promotional materials and is also available on the council website. Complete Page 12 of 17 35
Page 36
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Economy 5. Supporting a good food retail and catering environment 6. Encouraging a fair and inclusive local food economy Action Measures Comments/ Progress Status Encourage networking amongst the food and drink sector Demonstrated activities to encourage networking in the sector The council financially supports the local food and drink business network "Lanarkshire Larder" (along with Scotland Food and Drink and North Lanarkshire Council). The network arranges regular networking events for the food and drink sector. It is now in its second year and has over 60 members in this sector throughout Lanarkshire. Green Promote use of local food produce (promotion and events) across business sectors Demonstrated activities to promote local products Lanarkshire Larder has received funding from Scotland Food & Drink, South Lanarkshire Council and North Lanarkshire Council to fund a co-ordinator’s role to drive its activities. The network also received funding from the Government’s Regional Food Fund to help with their branding and funding from VisitScotland’s Destination, and Sector Marketing Fund to create food trails across Lanarkshire to raise the profile of businesses. Lanarkshire Larder is also liaising with New College Lanarkshire to encourage increased use of Lanarkshire produce. Economic Development is also working with South Lanarkshire College about them using more South Lanarkshire products. Economic Development also worked with South Lanarkshire College and E3 Hub South Lanarkshire to produce two promotional videos. Video are available here: What’s Fresh: https://youtu.be/vRMyHictNOg Biggar Gin: https://youtu.be/G7XGdb5dg9s Green Page 13 of 17 36
Page 37
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Growing 7. Providing food growing opportunities 8. Promoting food growing and sustainability Action Measures Comments/ Progress Status Develop a council wide Open Space Strategy (OSS) including an assessment of the current quality and location of food growing opportunities and identify potential suitable areas where new or improved provision could be appropriate Audit of existing open space provision to be completed by mid 2022 and draft OSS by end 2022/2023 This audit of open space provision has been a significant piece of work given the size of the Council area. Work on it is almost complete. Following this, data needs to be analysed, a comprehensive engagement exercise has to be carried out, and then the Open Space strategy will be written. Amber Work with local communities who are preparing Local Place Plans for their area to identify opportunities locally to meet any aspirations related to food growing Corporate response developed and in place by end of Q2 The development of the Local Place Plans is dependent on local communities indicating their desire to prepare such plans. To date interest has been low. Planning will shortly be publishing information on the Council website alerting the public to the new legislation on Local Place Plans and hope to improve interest in this way. Amber Ensure embedding of health and wellbeing issues in the preparation of Local Development Plan 3 in accordance with the NPF4 and consider the need for interim supporting planning guidance Progress in the development of the LDP (5 year process with preparation of the Evidence Report commencing later in 2022 including evidence on Lifelong Health and Wellbeing) Publication of planning guidance for any new policy areas emerging from the new National Planning Framework as an interim measure Preparation of Local Development Plan (LDP) 3 will formally commence when the final version of the Scottish Government's LDP Regulations is issued. This is expected to be early 2023. Work has started on data collection and meetings with other services and stakeholders are taking place to establish the evidence base for the LDP. Green Page 14 of 17 37
Page 38
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food for the Environment 9. Reducing food waste and packaging 10. Limiting the impact of food system on the environment and climate change Action Measures Comments/ Progress Status Consider extending the food waste collection service Review of existing service provision and identification of costs associated with extending the service to rural areas or identify alternatives to help residents manage food waste The final decision on extending the food waste collection service in rural areas will be dependent on the outcome of the council’s charging review and waste review. However, to increase recycling of food waste in rural areas, the service has completed a tender process to purchase ‘hot composters’ as an alternative to extending the food waste. Green Revise the content of the presentations provided by the Waste Education Team to schools in South Lanarkshire to include information about food waste reduction and recycling Educational material updated by March 2023 including criteria to assess the impact of the educational programme Waste Education have reviewed the content that they present at primary schools and have included a section on the 'food waste journey'. Emphasis also being put on the need to reduce food waste (not just to treat it after it has been produced). Waste Educational Team also provided support to Education to deliver-mini-COP events at two Special Educational Needs Schools (Rutherglen High School and Sanderson High School). The company Enva (who treats council food/garden waste and make compost) supplied compost for the pupils to plant spring bulbs. Green Continue to reduce the council's reliance on avoidable single-use plastic items for food Actions to reduce the reliance on single-use plastic items for food across the council Facility Services is meeting the Environmental Protection (Single-use Plastic Products) (Scotland) Regulations 2021 introduced in 1 June 2022. To meet the new legislation, any single use plastic products affected by the regulation were replaced with products made from more sustainable materials. More information on the reduction of single use item reduction can be found in the Climate Change and Sustainability Committee report presented on 31 August 2022 (Item 12). Green Undertake campaigns promoting sustainable food to Council employees and South Lanarkshire residents Type of campaigns promoting sustainable food Seasonality food calendars were published on social media and intranet until August 2022. The Too Good Too Go app was also promoted to employees via emails. Green Page 15 of 17 38
Page 39
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Governance 11. Developing and strengthening food partnerships 12. Making good food a priority in the council's area Action Measures Comments/ Progress Status Promote Fairtrade principles in the council’s area together with members of the Fairtrade Zone Status renewed by August 2022 The Fairtrade Zone Status of the council was automatically renewed this year by the Fairtrade Foundation. Green Fairtrade steering group and renew the Fairtrade Zone status of the council Demonstrated activities promoting Fairtrade principles On the occasion of World Fair Trade Day in May 2022, the council supported the SL Fairtrade steering group with the organisation of a Fairtrade lunch in the Hillhouse community centre in Hamilton organised with St Ninian's Primary School. Most of the activities promoting Fairtrade take place during the Fairtrade Fortnight in February each year. Green Encourage and facilitate information sharing among participants of the Good Food Forum and encourage a partnership approach to progress the objective of the food strategy Demonstrated activities to encourage and facilitate networking and partnership The 'South Lanarkshire Good Food Forum discussion list' made of 52 food stakeholders in the council area is regularly used to share information such as the development of new local food initiatives or funding opportunities. Support was also provided to several council and non-council food initiatives, and contacts, shared with the objective of increasing networking and partnership. Green Page 16 of 17 39
Page 40
IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Tuesday 11 October 2022 11:51:02am Good Food Strategy actions and measures (level 2) Good Food Governance 11. Developing and strengthening food partnerships 12. Making good food a priority in the council's area Action Measures Comments/ Progress Status Pilot the Fork to Farm dialogue meetings to increase understanding and collaboration between the local farming community and the council Demonstrated activities to increase understanding and collaboration between the local farming community and the council Several Fork to Farm Dialogue meetings were organised with local farmers, council officers and other representatives from key organisations (NFU, RHET and Lanarkshire Larder). These meetings led to the identification of key potential areas of collaboration between the farming community and the council. The Local Action Group implementing the Rural Community Led Local Development Programme will now consider how they can link in with the Farm to Fork group, collaborating with them and consulting/involving them in relevant projects, and considering the provision of funding to them. Green Work with partners including the Community Planning Partnership to define and implement collective actions to progress the objectives of the Good Food Strategy Demonstrated actions to increase partnership working among partners Following a workshop organised in June 2022 with the Progress Group of the Community Planning Partnership (CPP) to discuss how to adopt a more strategic approach to food among partners, recommendations were presented and approved by the CPP Board in September 2022. Recommendations include: (1) mainstreaming and promoting Good Food across the partnership; (2) sharing more information on local food initiatives and increasing networking among partners and within the community; (3) sharing information among partners on priority areas and key areas of influence and considering the development of collective actions; (4) engaging with communities to support them in the development of healthier, fairer, and more sustainable food systems; (5) holding further discussions following future local and national policy developments. The implementation of these recommendations will be discussed with the Progress Group. Green Conduct a mid-term review of the Good Food Strategy Publication of the mid-term review report The midterm review of the Good Food Strategy will be conducted later this year. Report Later Page 17 of 17 40
Page 41
Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 9 November 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Public Bodies Climate Change Duties Annual Report 2021/2022 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] Present the Council’s annual Public Bodies Climate Change Duties report for 2021/2022, 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 annual Public Bodies Climate Change Duties report for 2021/2022 is approved [1recs] 3. Background 3.1. The Climate Change (Scotland) Act 2009 commits the government to reduce Scotland’s greenhouse gas and develop long-term measures to adapt to changes in the climate. The Climate Change Act 2019 commits Scotland to meet or exceed a net-zero carbon emissions target by 2045. 3.2. The Acts place duties on all public bodies in Scotland to reduce greenhouse gas emissions, adapt to a changing climate, and act sustainably. Public bodies are required to prepare annual reports on their compliance with these duties and publish and submit these reports to Scottish Government. 3.3. The Council has complied with the statutory reporting requirement every year since its introduction in 2015, however has also been reporting climate change action on a voluntary basis since 2007 as signatories of Scotland’s Climate Change Declaration. 4. Climate Change Duties Report 2021/2022 4.1. The report requires approval by the Climate Change and Sustainability Committee to publish the report on the Council’s website and submit to the Scottish Government by 30 November 2022. 4.2. The report is in a similar format as previous years and is based on a template issued by Scottish Government. It contains six sections - 5 41
Page 42
1 Organisational Profile Provides a better understanding of the scale of activity of the body in addressing climate change in relation to its size 2 Governance and Management Seeks to establish how governance of climate change is recognised within the organisation. Also, the reporting and review structure and the level of engagement between leaders, department managers, practitioners and staff generally 3 Corporate Emissions Provides data on corporate emissions relating directly to the organisation’s assets and activities 4 Adaptation Seeks to establish if the body has assessed the risks that both current and future climate change presents to its assets, infrastructure, service provision and business continuity. Also, to identify actions that will reduce risk both now and, in the future. 5 Procurement Clarify how sustainable procurement policy has had an impact on climate change reduction, reporting and compliance issues 6 Validation It is expected that validation of quantitative and qualitative information is regarded as good business practice and risk management of any inaccuracies or inconsistencies that could result in legal challenge or reputational damage 4.3. A copy of the draft Climate Change Duties report for 2021/2022 can be found at Appendix 1. 4.4. Some highlights from the 2021/2022 report include: Carbon reductions of 64% have been reported in 2021/2022 compared to the baseline year of 2005/2006 Significant levels of renewable energy are being generated and consumed in our buildings from solar PV and biomass The residual waste contract has enabled a large proportion of our non- recyclable waste to be sent to the Energy from Waste plant, not only reducing landfilled waste but creating electricity We have 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 We have a robust Strategic Environmental Assessment process that ensures that all plans, polices and strategies undergo an environment assessment which includes considering climatic factors The report details how many of our plans, polices and strategies demonstrate our commitment to meeting our climate change duties South Lanarkshire Council’s participation in the Climate Ready Clyde partnership which is a collaborative initiative with an adaptation strategy and action plan for the Glasgow City Region (which includes all of South Lanarkshire’s rural and urban areas) 42
Page 43
4.5. The information contained in section 3 of the report details the Council’s own carbon footprint which is measured from five sources: energy consumption from buildings, disposal of household waste, energy consumption from street lighting, emissions associated with fleet and staff travel. 4.6. The information contained in section 4 details how the Council assesses risks from climate change and how we are adapting to changes in the climate. The plans and policies which we have to do this include our risk management strategy, business continuity plan, core path plan, local development plan and local transport strategy. 5. Employee Implications 5.1. The Council’s Sustainable Development and Carbon Management officers prepare the annual climate change 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 8.2. Climate Change and carbon reduction targets are included in the Council’s top risks. 9. Equality Impact Assessment and Consultation Arrangements 9.1. An equality impact assessment was carried out on the Sustainable Development and Climate Change Strategy 2017-2022. David Booth Executive Director 18 October 2022 43
Page 44
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 Inspiring learners, transforming learning, strengthening partnerships 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: - Name: Julie Richmond Designation: Carbon Management Officer E-mail : julie.richmond@southlanarkshire.gov.uk 44
Page 45
Appendix 1 Public Sector Climate Change Duties 2021-22 Summary Report: South Lanarkshire Council Required section of the annual report 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 45
Page 46
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 12,486 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 322,630 Figure taken from mid-year estimate Other (Please specify in the comments) other (specify in comments) 3.7 The Council's carbon footprint in tonnes per number of employees (per head) for 2021- 22 Other (Please specify in the comments) other (specify in comments) 3.3 South Lanarkshire area wide carbon emissions per capita (tonnes) – 2020 latest estimated figure available (two-year lag) released in June 2022 from BEIS 1(e) Overall budget of the body Specify approximate £/annum for the report year £787,975,000 The budget represents the year end budget from our 2021-22 outturn report and excludes the COVID GRG funding 1(f) Report year Financial (April to March) 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 322,630 (2021 mid-year estimate) residents living with 149,864 households (2021 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. 46
Page 47
Education Resources – is South Lanarkshire Council’s biggest service. There are 53,000 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. 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 fourth largest social landlord in Scotland and delivers a range of key housing management, homelessness, and property and repairs services. Activities include: - managing a stock of 25,328 dwellings, 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 charitable Trust set up by South Lanarkshire Council to deliver a range of services including: 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 Department for Business, Energy and Industrial Strategy (BEIS), formerly Department of Energy and Climate Change (DECC). The data includes that of South Lanarkshire Leisure and Culture Ltd. 47
Page 48
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 bi-annually using IMPROVe (the Council's performance management system). The Strategic Environmental Assessment (SEA) Corporate Working Group continues to operate and is a cross-resource group that works together to ensure that all plans, polices and strategies undergo the SEA process which includes climatic factors. The SEA group feeds in to the steering group and reports progress of the Council’s SEA process to the climate change and sustainability committee. In addition to the steering group and SEA working group, there are additional Project Review Groups (PRGs). The PRGs work on projects that will drive forward climate change mitigation and adaptation and deliver the outcomes in the sustainable development and climate change strategy. The project group themes are agreed by the Climate Change and Sustainability Steering Group and consist of relevant officers to deliver the outcomes of the project within the set timescales. There is a lead officer identified for each project group depending on the specific project or theme. The groups include officers with the technical expertise of the specific subject/theme and representatives from procurement, finance, IT, communications and planning (if required) to enable the delivery of the project. 48
Page 49
The following diagram outlines governance, management and strategy for the Council: - Executive Committee Council strategies, plans, policies and programmes most directly relevant to sustainable development outcomes: • Air Quality Strategy • Asset Management Plan • Biodiversity Duty Implementation Plan • Carbon Management Plan • Contaminated Land Strategy • Cycling Strategy • Energy Framework • Food Growing Strategy • Good Food Strategy • ICT Strategy • Local Development Plan • Local Housing Strategy • Local Transport Strategy • Outdoor Access Strategy • Procurement Strategy • Waste Contract Connect 2017 - 2022 The Council Plan Resource Plans Sustainable Development & Climate Change Strategy Climate Change and Sustainability Committee Corporate Management Team Climate Change and Sustainability Steering Group Strategic Environmental Assessment (SEA) Corporate Working Group Climate Change and Sustainability Project Review Groups 49
Page 50
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 sustainable development officer and carbon management development officer have a strategic overview of the Council's progress to reduce carbon emissions, climate change adaptation and environmental sustainability. The Performance and Development team acts as a centre of expertise on climate change for the Council and works with Services across the Council to build capacity on climate change awareness. Reports on climate change produced by the team are reviewed by the Head of Service prior to being presented to the Corporate Management Team, which includes the Chief Executive and Executive Directors for all Resources. Progress reports are submitted to the climate change and sustainability committee bi-annually. The Performance and Development team are responsible for developing the SDCCS and carbon management plan (CMP). The development of both documents is done in conjunction with all Resources and they provide a basis from which elected members and officers can demonstrate strong and effective leadership in environmental sustainability and climate change actions. Actions within the SDCCS action plan are monitored and reported using the Council's IMPROVe system. The SDCCS action plan is reported bi-annually to the corporate management team and the climate change and sustainability committee - previously the SDMOWG and Executive 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 have to evidence how they contribute to this principle as part of their annual review. The Behaviours Framework helps to embed sustainability and climate change consideration in the culture of the Council. The Council has corporate key performance measures that all Resources have to comply with that contribute to meeting the climate change duties, these include: reducing fuel vehicle emissions, reducing the use of single-use plastics and reporting new or ongoing sustainable development and climate change activity within the Resource. Each Resource reports progress on these measures, on a quarterly basis using IMPROVe, to each Resource’s committee. The Council has taken a number of steps to further embed climate change action across the organisation. This includes staff engagement and awareness activities including the development of an e-learning module on climate change and sustainability, climate change and sustainability session in the management development programme, an SEA webinar and regular articles in the staff intranet. There is also an annual programme of events and campaigns focused on climate change including Earth Hour, Cycle to Work Week, Recycle Week, Climate Week, and Sustainable South Lanarkshire. The SEA Corporate Working Group provides a mechanism to liaise with Services to ensure that relevant plans, polices and strategies include the climate change duties considerations and any actions accordingly. The Sustainable Development Officer is also part of the Council's procurement network and has been working with procurement colleagues to review the Sustainable Procurement Policy to include further guidance on climate change and sustainability within the procurement process. 50
Page 51
The following diagram outlines how climate change is managed and embedded in the Council: - 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 We have 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 https://www.southlanarkshire.gov .uk/downloads/file/15714/connect _council_plan_2022-27_odt 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) 2017-2022 set out our overall approach to sustainable development and challenges and opportunities of climate Executive Committee Chief Executive Climate Change and Sustainability Steering Group Climate Change and Sustainability Committee Executive Director of Education Resources Executive Director of Finance and Corporate Resources Executive Director of Housing and Technical Resources Executive Director of Community and Enterprise Resources Head of Service Performance and Development Team • Performance and Development Manager • Sustainable Development Officer • Carbon Management Development Officer Corporate Management Team Executive Director of Social Work Resources Strategic Environmental Assessment (SEA) Corporate Working Group Climate Change and Sustainability Project Review Groups 51
Page 52
change. It outlined the changes in sustainable development and climate change policy since the publication of the last strategy, and the Council's strategic outcomes for sustainable development and climate change over a five year period. This was the Council's third strategy, the first was published in 2007, and covers the actions taken throughout the reporting period FY 2021-22 for this report. https://www.southlanarkshire.gov.uk/downloads/file/12055/sustainable_development_and_climate_ change_strategy_2017-2022 After considerable consultation the sustainable development and climate change strategy has been renewed and covers the period April 2022 to March 2027. The Council's Carbon Management Plan (CMP) update 2018 provides details of what we aimed to achieve for carbon reduction. The Council's first CMP was published in 2008, with updates published in 2012, 2014 and 2016. The CMP has been refreshed and no longer published as a standalone document, instead incorporated into the new sustainable development and climate change strategy 2022-2027. https://www.southlanarkshire.gov.uk/downloads/file/12689/carbon_management_plan_2018 The Council also has an 'Environmental Statement' which is relevant for all employees and sets out the Council's environmental commitments as per the sustainable development and climate change strategy. Climate change is one of the key considerations in the statement and information is included on how employees can contribute to meeting the commitments. 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 202-2025 Climate adaptation is embedded throughout the plan – in particular Policy 1 Spatial Planning, Policy 2 Climate Change, Policy 13 Green Network and Greenspace, and Policy 16 Water Environment and Flooding Adaptation Biodiversity Strategy Biodiversity Strategies and plans 2018-2022 Climate change adaptation is incorporated into Chapter 3: Our eco-systems and challenges Adaptation Local Transport Strategy Local Transport Strategy 2013-2023 LTS includes adaptation through Flood Risk Management Adaptation Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2017-2022 Strategic Outcome: The Council’s strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to changing climate Adaptation Local Flood Risk Management Plans (LFRMP) - Clyde and Flooding advice and support 2016-2022 The Flood Risk Management team also have 'Response to Flooding' procedures 52
Page 53
Loch Lomond, and Tweed Business Air quality Action plan Air Quality Action Plan 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 Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2017-2022 Included in the Strategy’s framework to achieve the outcomes (Appendix 3): Continue to improve the efficiency of our business travel and promote more sustainable travel options for employees Staff Travel Employee Travel Plan Employee Travel Plan Published 2013 The staff travel plan was refreshed in March 2020 however was not published due to Covid-19. Changes in working arrangements for employees will require the employee travel plan to be reviewed again Energy Efficiency Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2017-2022 Included in the Strategy’s framework to achieve the outcomes (Appendix 3): Continue to implement energy efficiency measures across Council facilities including investment in renewable and low carbon energy solutions Energy Efficiency Carbon Management Plan Carbon Management Plan 2018 2018 Energy from the Council’s buildings and street lighting are two of the sources of carbon emissions within the boundaries of the Council’s carbon footprint Energy Efficiency Local Housing strategy Local Housing Strategy 2017-2022 Chapter 2: Housing Quality and Energy Efficiency Fleet Transport Air Quality Action Plan Air Quality Action Plan South Lanarkshire provide fleet operators, including the Council's own fleet, free access to 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 2017-2022 Included in the Strategy’s framework to achieve the outcomes (Appendix 3): Implement measures within the Council’s fleet to contribute to the Scottish Government's ambition of the decarbonisation of road transport 53
Page 54
Renewable energy Local Development Plan Local Development Plan 2020-2025 Policy 1 Spatial Planning, Policy 2 Climate Change, Policy 18 Renewable Energy Renewable energy Sustainable Development and Climate Change Strategy Sustainable Development and Climate Change Strategy 2017-2022 Included in the Strategy’s framework to achieve the outcomes (Appendix 3): Supporting renewable energy generation across South Lanarkshire helping to reduce the area’s carbon emissions and promote economic growth Sustainable/Renewable Heat Local Development Plan Local Development Plan 2020-2025 Sustainable/renewable heat is included in Policy 2 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 2017-2022 Included in the of the Strategy’s framework to achieve the outcomes (Appendix 3): Continue to divert waste from landfill by providing and encouraging the effective use of waste management services across South Lanarkshire Waste Management Carbon Management Plan Carbon Management Plan 2018 2018 Household waste is one of the sources of carbon emissions within the boundaries of the Council’s carbon footprint 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 2017-2022 Included in the Strategy’s framework to achieve the outcomes (Appendix 3): Ensure our planning and land use policies protect and enhance the natural environment and ecosystem services Other (please specify in comments) Air Quality Action Plan Air Quality Action Plan 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 2020-2023 Sustainable Procurement - Includes contribution to sustainable procurement duty and the climate emergency 54
Page 55
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. Deliver a package of climate literacy training for key council officers, elected members and the wider employee workforce 2. Finalise the sustainable development and climate change strategy 2022-2027 action plan 3. Implement the 2022-23 action plan for the Sustainable Development and Climate Change Strategy 4. Establish Project Review Groups to work on specific projects/pilots that contribute to meeting the Council’s sustainable development and climate change strategy outcomes 5. Continue the work with the Climate Ready Clyde partnership to develop a city region adaptation strategy and action plan 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 self-evaluation using CCAT was carried out in June 2021 as part of the development of the next sustainable development and climate change strategy. The key findings are as follows: Overall results - Run 3 Organisation score Total score available Percentage score Traffic light assessment Governance 22 28 79% 79% Emissions 17 30 57% 57% Adaptation 20 27 74% 74% Behaviour 14 20 70% 70% Procurement 6 16 38% 38% Overall 79 121 65% 65% 55
Page 56
Our focus areas continue to be Emissions and Procurement. We now have a target for direct and indirect emissions and have plans to develop a route map for future emission reductions, however this is dependent on the outcomes from a number of feasibility / pilot studies being undertaken. In terms of procurement, we know that climate change needs to be embedded more within our procurement practices. Focus will be given to progressing with sustainable procurement actions as identified through the Flexible Framework action plan; training opportunities on use of prioritisation and sustainability tools; updating our Sourcing Strategy to further embed sustainability measures from evaluation to contract management; and using the prioritisation tool undertake prioritisation assessments for construction, social care and information technology categories. We will also further our progress on adaptation and behaviour change through our new strategy and action plan. 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. It was agreed at a full Council meeting on 25th September 2019 that a climate change and sustainability committee would be established. 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 of net-zero greenhouse gas emissions by 2050 and 2045 respectively. To support the work of the committee a cross-Resource climate change and sustainability steering group was established to provide senior-level management and guidance on the action 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. In addition to the steering group, climate change and sustainability project review groups are established to work on specific projects to help deliver the outcomes in the sustainable development and climate change strategy. The project groups have an identified lead and work within set timescales to meet set outcomes and regular progress of each of the projects is reported regularly to the steering group and in turn to the climate change and sustainability committee. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Governance Emissions Adaptation Behaviour Procurement Overall South Lanarkshire Council (Run 3) 56
Page 57
South Lanarkshire Council is represented on the Sustainable Scotland Network Steering Group and has been an active member of the network with participation in both Finance and Reporting Action Groups and presenting at member events. 57
Page 58
Part 3: Emissions, targets and projects 3a Emissions from start of the year which the body uses as a baseline (for its carbon footprint) to the end of the report year Referenc e Year Year Scope1 Scope2 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) 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 58
Page 59
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) 3b Breakdown of emission sources - complete the following table with the breakdown of emission sources from the body's most recent carbon footprint (greenhouse gas inventory); this should correspond to the last entry in the table in 3(a) above. Use the 'Comments' column to explain what is included within each category of emission source entered in the first column. If, for any such category of emission source, it is not possible to provide a simple emission factor(a) leave the field for the emission factor blank and provide the total emissions for that category of emission source in the 'Emissions' column. Total 58,703 Figures in this section do not match the total in section 3a due to differing conversion factors used in 3a (3a uses 2022 factors and 3b uses 2021 factors). Home working and biomass emissions are included in 3b but not in 3a. Emission source Scope Consumption data Units Emissions (tCO2e) Units Source Grid Electricity (generation) 2 52,771,028 kWh 11,204.9 kg CO2e/kWh Buildings Grid Electricity (transmission distribution losses) 3 52,771,028 kWh 991.6 kg CO2e/kWh Buildings Natural Gas 1 130,587,218 kWh 23,918.4 kg CO2e/kWh Buildings Gas Oil 1 6,035,110 kWh 1,549.8 kg CO2e/kWh Buildings Biomass 1 5,132,550 kWh 77.7 kg CO2e/kWh Buildings Refuse Municipal to Landfill 3 20,061 tonne s 8,952.1 kg CO2e/tonne Waste Refuse Municipal to combustion 3 74,260 tonne s 1,581.3 kg CO2e/tonne Waste Refuse Municipal to mixed recycling 3 49,265 tonne s 1,049.0 kg CO2e/tonne Waste Refuse Municipal to composting 3 19,693 tonne s 176.3 kg CO2e/tonne Waste Diesel (average biofuel blend) 1 2,241,482 litres 5,631.3 kg CO2e/litre Fleet Petrol (average biofuel blend) 1 82,907 litres 181.9 kg CO2e/litre Fleet Gas Oil 1 246,016 litres 678.7 kg CO2e/litre Fleet Grid Electricity (generation) 2 8,287,285 kWh 1,759.6 kg CO2e/kWh Street Lighting Grid Electricity (transmission distribution losses) 3 8,287,285 kWh 155.7 kg CO2e/kWh Street Lighting Diesel (average biofuel blend) 1 4,525 litres 11.4 kg CO2e/mile Pool cars Average Car - Unknown Fuel 3 1,438,955 miles 246.8 kg CO2e/mile Staff travel Car - Battery Electric Vehicle (Small) miles 2 55,282 kWh 12.7 kg CO2e/kWh Electric vehicles Home working 3 14% workforce kWh 524.4 kg CO2e/FTE/ annum Estimated figure 59
Page 60
3c 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 1,175,587 62 sites with PV systems installed Biomass 5,132,550 Installed in 48 schools and 1 sheltered housing complex 3d Targets Name of Target Target Scope of Target Baseline Year Units of baseline Target completion year Comments Zero direct emissions Reduce to zero emissions Energy use in buildings 2021/22 25,387 2037/38 Scope 1 gas and oil in buildings Zero direct emissions Reduce to zero emissions Transport 2021/22 6,614 2037/38 Scope 1 fossil fuels for fleet vehicles and pool cars Reducing indirect emissions Reduce to as close to zero as soon as possible Energy use in buildings 2021/22 10,205 2045/46 Scope 2 electricity in buildings Reducing indirect emissions Reduce to as close to zero as soon as possible Waste 2021/22 11,755 2045/46 Scope 3 waste collected from households Reducing indirect emissions Reduce to as close to zero as soon as possible Staff travel 2021/22 235 2045/46 Scope 3 staff travel in personal vehicles Reducing indirect emissions Reduce to as close to zero as soon as possible Street lighting 2021/22 1,603 2045/46 Scope 2 electricity for street lighting Reduce overall carbon footprint 5% reduction Council carbon footprint 2019/20 67,282 2022/23 Scope 1-3 buildings, waste, fleet, street lighting, staff travel 60
Page 61
Percentage of household waste to be recycled 50% Household waste 2021/22 2022/23 Scope 3 Household waste Percentage of household waste at the council's recycling centres to be recycled 64.5% Household waste 2021/22 2022/23 Scope 3 Household waste Percentage of household waste sent to landfill less than 10% Household waste 2021/22 2022/23 Scope 3 Household waste Percentage of material accepted by council's paper and card processor 97% Household waste 2021/22 2022/23 Scope 3 Household waste 3da 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' in order to ensure that these 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. 3db 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 reported annually on the Council's website. This includes reporting on progress towards emissions reduction targets. 3e 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 46 As per project list below - LED lighting and PV installations 61
Page 62
3f 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 Fundin
g
source
Are these
savings
figures
estimated or
actual?
Capital
cost (£)
Project
lifetime
(years)
Fuel/
emission
source
saved
Estimated
carbon savings
per year (tCO2e/
annum)
LED lighting Dollan Aqua
Centre
CEEF Estimated 90,750 10 Electricity 7
LED lighting Hamilton Central
library
CEEF Estimated 22,776 10 Electricity 4
LED lighting Primary school x
9 sites
CEEF Estimated
151,863
10 Electricity 15
PV panels Primary school x 2
sites
CEEF Estimated
100,038
10 Electricity 20
3g 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.
2,905 tonnes increase from estate changes, due to new sites coming onto billing, sites re-opening
and re-billing again after close down due to Covid19 plus additional heating usage on a weather
corrected basis due to continuing covid ventilation controls
3h Anticipated annual carbon savings from all projects implemented by the body in the year
ahead
Source Saving Comments
Electricity 75 7 LED projects and 1 PV installation and battery system
3i 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.
unknown
3j 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").
599,374 tonnes This is the sum of annual carbon savings since the baseline year of 2005-06
Fewer than 10 projects due to reporting schools LED and PV as two projects -
this is the complete set
62Page 63
3k 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. A Carbon Management Plan has been in place since 2008, with update reports issued in 2012, 2014, 2016 and 2018. This demonstrates our commitment to reducing our carbon footprint and reporting in a transparent manner. 63
Page 64
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). Assessing Current Climate Risk A Local Climate Impacts Profile was carried out for South Lanarkshire back in 2008. The outcome of the Impact Profile coupled with our knowledge of past impacts and contributory factors indicated flooding as the biggest risk for South Lanarkshire and will be a more frequent problem in the area which the Council and partners will respond to. A Council-wide climate change adaptation workshop was held in 2011 involving the most relevant services and managers that contribute to meeting the Council’s climate change adaptation duty. The event was facilitated by Adaptation Scotland, and it helped raise awareness of climate change and the potential risks and opportunities to service delivery. The outcome from the event was also used to help shape the Council’s sustainable development and climate change strategy and the local development plan at the time. The local development plan has recently been renewed with a new LDP2 adopted in 2020. https://www.southlanarkshire.gov.uk/info/200145/planning_and_building_standards/39/developme nt_plans/2 The Council’s risk management team assists in the identification and evaluation of risks associated with the delivery of the Council's objectives and provides 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 a number of control measures - such as ensuring that the climate change duties are embedded in policies, plans and strategies, working with services to raise the awareness of the business risks of a changing climate, to be an active member of the ‘Climate Ready Clyde’ partnership - to mitigate the risk and impact of climate change. The scorecard is reviewed annually. Severe weather is also one of the risks in the Council's risk register and includes control measures such as emergency and contingency planning, weather warning alerts and response, infrastructure investment and flood risk management. 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. The effects of severe weather are one of the emergencies that the EMT have prepared for. 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 (CRR) includes severe weather incidents, the possible consequences and what the Regional Resilience Partnership are doing to mitigate the risks. The CRR is the result of risk assessments carried out by the multi-agency resilience partnership to identify the likely risks in the area and rate them in terms of their potential impact and likelihood of occurring. The results of these assessments are used to inform the partnership and produce agreed and effective multi-agency plans and procedures Assessing Future Climate Risks The Council has a dedicated flood risk management team who manages flooding priorities and delivers 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 and Tweed Local 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 64
Page 65
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). http://climatereadyclyde.org.uk/ The partnership started in 2017 the first major piece of work was to assess the risks and opportunities of climate change for the city region. The risk and opportunities assessment were launched in October 2018 and sets out the risks and opportunities posed by climate change to the end of this century, and highlights areas where more action is needed in the next five years. The risks and opportunities assessment is supported by a technical report and in parallel an economic assessment was undertaken which provides an evidenced baseline cost of doing nothing The assessment identified 70 risks and opportunities which can be found on the website and have been grouped into four categories of urgency: - more action needed, build capacity and understanding, sustain current action, and a watching brief. The findings and recommendations in the assessment were used to guide the development of the first Adaptation Strategy and Action Plan for the Glasgow City Region which was launched in June 2021. Climate Ready Clyde has also developed and piloted a toolkit for screening capital investment and major projects. Informed by world leading thinking from development banks, the toolkit will enable a common approach to embedding adaptation into new investment to maximise its performance. South Lanarkshire Council hosted training on the toolkit for both Climate Ready Clyde partners, and officers of the Council, for use on large scale investment projects. 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 Council's sustainable development and climate change strategy 2017-2022 includes the Council's approach to managing climate change adaptation. Within the strategy’s Sustainable Council theme, the intention is to take account of the public sector climate change duties (reduction, adaptation and acting sustainably) when making decisions about the use of our assets and capital investment in our estate. Incorporating climate screening as part of the capital programme submission process would help to manage this. Within the Sustainable Communities theme the intention is to work in partnership to ensure local infrastructure, buildings and local communities are resilient to adapt to the impacts of climate change. The strategy links with the work of Climate Ready Clyde. The Climate Ready Clyde board, subgroups and networks provide a forum for the Council to engage with other stakeholders to understand the collective risks from the City Region. Doing so will also enable dialogue between the Council and others about the wider consequences of one organisation’s climate risks on other organisations (for example, disruptions to transport network affecting the ability for employees to get to work). The Council has a Risk Management Strategy which 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. 65
Page 66
The Council 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: - Core Path Plan – Adopt a path is an environmental volunteering opportunity in South Lanarkshire to report the condition of paths within the Council’s path network. An interactive comprehensive map of all core path routes in South Lanarkshire can be found on the Council’s web-site. Local Development Plan 2015 - 2020 - Supplementary Guidance to the Local Development Plan, such as Sustainable Development and Climate Change, Green Network and Greenspace, Natural and Historic Environment. A key theme running through the Local Development Plan 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 14, Green network and Greenspace - any development proposals should safeguard the local green network and identify opportunities for enhancement and / or extension which can contribute towards: - place-making; mitigating greenhouse gases; supporting biodiversity; enhancing health and quality of life; providing water management including flood storage, and buffer strips; providing areas for leisure activity; and promoting active travel. • Policy 17, Water environment and flooding - the avoidance principle of flood risk management as set out in Scottish Planning Policy must be met. 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. Response to Flooding - The Flood Risk Management Service have procedures to deal with potential flooding events, called 'Response to Flooding', 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 - Objective 6: Mitigate, adapt and manage the effects of climate change, including flooding, on transport infrastructure and communities. The revised South Lanarkshire Biodiversity Strategy 2018-2022 has been approved and published. Climate change is identified as a key cross-cutting theme in the draft South Lanarkshire Biodiversity Strategy 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 (BDIP) will encourage appropriate management of the Council estate. The BDIP will, through the planning function, encourage other land-owners 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. 66
Page 67
The Council has an ‘Energy Framework Group’ which has representation from Housing and Technical Resources and Community and Enterprise Resources. The group discusses the delivery of actions which includes energy efficiency measures, carbon reduction and climate change adaptation. The Council's 'Environmental Statement' is for all employees and sets out the environmental commitments and how employees can contribute to the commitments. Meeting our climate change duties is one of the high-level commitments which includes preparing for a future where the climate is changing. 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 • 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 Council has adopted and implemented a number of practices to adapt to climate change through both building design and management: - Natural Ventilation, SUDS, Insulation, low carbon technologies (Air Source Heat Pumps, Ground Source Heat Pumps, PV, LED, Combined Heat and Power systems, Biomass). • The Council’s 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. • Contributing to the flagship actions in Climate Ready Clyde’s climate adaptation strategy and action plan. Building adaptive capacity • Flagship action 1 in the adaptation strategy is ‘Local authorities in the region working together to build capabilities and deliver collaborative adaptation’. A local authorities working group is being established to take forward this action. • Raising the awareness of the Risk and Opportunity Assessment and the Climate Adaptation Strategy • The Council has starting using Adaptation Scotland’s Benchmarking Tool. The tool provides a baseline assessment of the Council’s current adaptation capabilities and how we can development progresses over time. The Council’s Sustainable Development Officer also attends the Capability Benchmarking Assessment Network meetings to share experience and knowledge amongst peers. • The Council is also part of the Transboundary Adaptation Learning Exchange’ (TalX) which is a collaborative project working across Northern Ireland, Republic of Ireland, Scotland, England and Wales and is an EPA–funded research project. TalX aims to establish an innovative learning network to enable a cohesive approach for measuring and acting on climate change adaptation across boundaries. • As members of Climate Ready Clyde, the Council has been involved in training in adaptation skills and competencies including the business case for action and the co- benefits; 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. 4(d) Where applicable, what contribution has the body made to helping deliver the Programme? Local Flood Risk Management Plans were published in June 2016. 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 67
Page 68
areas at risk of coastal flooding, and then objectives and actions were included in the Plans for Responsible Authorities to undertake in order to improve the current situation. South Lanarkshire Council have been involved in the production and the ongoing updating of the Scottish Detailed River Network (SDRN), and in complying with our duty under the Flood Risk Management (FRM) Act we use this dataset within our asset management database to assess and maintain waterbodies. We also have access to the LiDAR (Light Detection and Ranging) dataset which is regularly utilised during the catchment analysis stage in the production of Flood Studies. SLC’s Local Development Plan 2 contains policies on protecting and enhancing its 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. The Council manages two components of the Clyde Valley Woodlands National Nature Reserve, at Chatelherault and Mauldslie. Recent restructuring of the woodland at both sites is allowing conversion from coniferous forest to naturally regenerating, native broadleaved woodland. SNH published a survey of the River Clyde Catchment to establish the extent of riparian transported Invasive Non-Native Species (INNS) plants, Japanese Knotweed, Giant Hogweed and Himalayan Balsam. SLC collect data on reported occurrence, principally Japanese Knotweed and undertake some control of the species on SLC land. Energy Efficient Scotland: Area Based Scheme (EES: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 significant increase in costs. In the financial year 2021-22 61 private properties and 81 council properties had external wall insulation applied. Programmes of works for energy efficiency measures – loft and cavity insulation, external wall insulation and heating upgrades – have been developed to increase energy efficiency in tenant’s homes. 98% of SLC housing stock complied with EESSH as of March 2022. 6.48% of SLC housing stock complied with EESSH2 as of March 2022. The Council facilitates the council LA Flex Scheme. 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 LA is responsible to complete and submit their annual return to BEIS (Business Energy & Industrial Strategy) Last financial year under ECO 3 1,560 homeowners have 3,536 energy efficiency measures installed for example first time central heating, replace of gas boilers and new heating controls, loft and cavity wall insulation, unfloor insulation and internal wall insulation. 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). SCCAP2 and the Risk and Opportunity Assessment for the city region will provide a basis for climate adaptation in the development of the Council's next sustainable development and climate change strategy 2022-2027. The strategy will review current and future climate risks and an action plan will be prepared with improvement actions as required. The Council's top risks, which include risks on both climate change and adverse weather, are reviewed annually in June. 68
Page 69
The local development plan (LDP) was renewed in 2020. Climate change mitigation and adaptation are key themes throughout the LDP2. The new Biodiversity Strategy 2018-22 and Biodiversity Duty Implementation Plan were launched in 2018. The Strategy is reviewed every five years and the BDIP every three years. Action planning takes places on a rolling programme and kept under continual review. The South Lanarkshire Biodiversity Partnership meets once a year, but the project development is largely driven by subgroups that meet more regularly. The Strategic Environmental Assessment 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. The next sustainable development and climate change strategy will undergo a full SEA. The climate adaptation strategy for the city region is also undergoing a full SEA. The first cycle of Local Flood Risk Management Plans (LFRMP), which were published in 2016 will be updated in 2022. 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. The actions for the Council in the current cycle of LFRMPs includes the production of four Flood Protection Studies and 5 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 levels, and the resultant impacts upon building and infrastructure networks etc., 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. Biannual State of the Environment report has indicators for monitoring climate change. This is reported to various governance forums within the Council and with partners. 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 includes a specific chapter related to climate change. https://www.southlanarkshire.gov.uk/downloads/file/13578/south_lanarkshire_state_of_the_environ ment_report_2019 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. 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. A number of Surface Water Management Plans (SWMP) and Flood Studies have been developed for the locations assessed with the highest Annual Average Damages (AADs) from surface water and river flooding. Any actions or recommendations identified within the plans and studies will be evaluated in regard to reduce or mitigation of damages due to flooding within these areas. 69
Page 70
The regional adaptation strategy and action plan, through Climate Ready Clyde, will be monitored and evaluated. 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. Continue to raise awareness of the risks and opportunities for the city region with elected members and officers of the Council and how these could impact service delivery and local communities 2. Continue Climate Ready Clyde development work for the flagship actions in the city region’s adaptation strategy and action plan 3. Continue involvement in the TalX project. 4. Work with the equalities team to further understand the effects of climate change on vulnerable groups and how Climate Justice can be incorporated in equality impact assessments 5. Continue progressing the Adaptation Scotland’s benchmarking toolkit 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 member of the Climate Ready Clyde partnership. Climate Ready Clyde is a place-based approach to adapting to the impacts of climate change. Initially, a three- year initiative to assess the risks and opportunities and develop a comprehensive adaptation strategy and action plan for Glasgow City Region. Glasgow City Region now has its first Climate Change Risk and Opportunity Assessment which sets out the risks and opportunities posed by climate change to the end of this century, and highlights areas where more action is needed in the next five years. The assessment is supported by a technical report and an economic study of the costs and benefits of Glasgow City Region’s climate risks and opportunities. The full assessment, methodology, technical report and economic study are available on the Climate Ready Clyde website. The findings and recommendations in the assessment were used to guide the development of the first Adaptation Strategy and Action Plan for the Glasgow City Region. A Theory of Change was developed and the strategy and action plan – along with the SEA – was published in June 2021. 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 the impacts arising from the climate crisis. The Strategy: • outlines the processes and early interventions needed to manage climate risks and realise opportunities in line with our Theory of Change • provides a strategic framework for adaptation in and by the Glasgow City Region that fits alongside and supports key plans, policies and activities to enable delivery • sets out how Glasgow City Region will deepen and expand collaboration and collective impact by working together and engaging, equipping and enabling citizens and organisations to play a role in realising the vision • sets out how progress in increasing climate resilience will be monitored, evaluated and learnt from to improve policies, strategies, programmes and projects. The Strategy is supported by the Action Plan which contains the concrete actions being taken in the City Region between 2020 and 2025 that will move the City Region towards its vision. 70
Page 71
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. From June 2016, South Lanarkshire Council was subject to a new Sustainable Procurement Duty, whereby the Council must demonstrate that it has considered sustainability in all of its regulated purchases over £50,000. Consequently, whenever anyone makes a purchase above £50,000 on behalf of the Council they need to consider how the purchase can: • 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 One of the key objectives in the Council’s Procurement Strategy is “Sustainable and Ethical” in recognition of our responsibility to secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty. The Council uses the Sustainable Flexible Framework to measure organisational progress in embedding sustainable outcomes: the framework measures performance across the following areas: • People: training on sustainable procurement tools is progressing across the organisation • Objective, Strategy and Communications: sustainable procurement duty embedded in Procurement Strategy • Process: Development of the prioritisation and sustainable tools is scheduled for 2021/2022 • Stakeholders: improved engagement for stakeholders • Monitoring and Reporting: Sustainable procurement outcomes are included in the Annual Report 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. In 2021/2022, the Council completed the Scottish Government’s Prioritisation Framework with the support of Sustainable Development Scotland: this identifies the key categories of spend where the Council can influence and improve sustainability, including climate impacts. The Procurement Service is also reviewing the scoring approach to tenders to improve the consideration of climate and this is expected to be implemented in 2022/2023. 5(c) Supporting information and best practice The output from the Sustainable Procurement tools can be accessed through the Council’s Annual Procurement Report 2021/2022. 71
Page 72
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. This report has been reviewed by the Corporate Management Team and Climate Change and Sustainability 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 2021-22 report has not been audited however the same methodologies and processes have been applied as 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 comparing the level of reporting detail against six other local authorities that come under the same ‘family group’ as South Lanarkshire for sustainability (LGBF) was reviewed. 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. Portions of the data and information used are reported and have been audited externally, for example energy use within building and street lighting for CRC purposes, and waste figures by SEPA. 6e - 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 November 2022 72
Page 73
Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 9 November 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Clyde Climate Forest Concordat 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] note the Glasgow City Region (GCR) cabinet report on the first-year progress of the Clyde Climate Forest (CCF) initiative note the development of the CCF/GCR concordat seek approval to endorse the concordat [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) note and welcome the first-year report on progress of the Clyde Climate Forest initiative and the development of the CCF/GCR Concordat; (2) approve the Concordat and agree to its signing by the GCR cabinet (3) note the establishment of a corporate Working Group to progress the Council’s commitments in relation to the Clyde Climate Forest [1recs] 3. Background 3.1. The Clyde Climate Forest was launched by GCR Cabinet in June 2021 with a headline target of “18 million trees over the next decade”. The aim of the CCF is to enable and co-ordinate an approach that will deliver a major increase in tree planting across GCR by 2032 as a response to the Climate Emergency. 3.2. The Glasgow GCR cabinet report dated 30 August 2022 (Appendix 1) provides the first-year progress of the CCF initiative. At this meeting, the cabinet also endorsed the Clyde Climate Forest Concordat and requested that this is approved by individual local authorities. 4. CCF/GCR Concordat 4.1. South Lanarkshire is an important stakeholder in the Clyde Climate Forest, with the Council convening the Canopy Working Group and representing that group on the CCF Steering Group. The Council is also a significant landowner and a vital partner in supporting the initiative to deliver its objectives. 4.2. Over the course of its first year, those actively involved in the Clyde Climate Forest have learned that there are great opportunities that could be pursued arising from the initiative. However, there are some barriers to realising the opportunities. To allow 6 73
Page 74
GCR Councils to fully play their role in the initiative there is a need to clarify the role of the Clyde Climate Forest team (and its Delivery Partners) and the role of the councils – particularly in relation to the urban canopy aims of the initiative. The CCF/GCR Concordat (Appendix 2) seeks to provide that clarity with clear commitments, roles and responsibilities in pursuit of the CCF objectives. 4.3. South Lanarkshire Council has begun setting out real, lasting commitments to the management, protection and enhancement of trees at a canopy cover level along social-ecological principle. This approach maximises the services and quality of life benefits it can collectively bring to its community. The commitment to the CCF objectives and partnership working aligns with the councils’ own objectives and aspirations. 5. Council Commitment 5.1. The Council is a key stakeholder in tree canopy cover as it has responsibility for planning and development, environmental legislation, Roads, Education, Housing, as well as being major landowners. The Council manages, protects and enhances those trees growing on the Council’s estate, or those it can influence through the planning framework, Roads or collective working, a small but significant part of our canopy cover. 5.2. If approved, it is hoped that the Concordat will be signed by the GCR Cabinet on or around National Tree Week (27 November – 5 December 2022). 5.3. To progress the Council’s commitment in relation to the Clyde Climate Forest, a working group will be established with key service areas involved in making or influencing decisions that affect trees or in shaping the spaces and places in which we live, work and relax. 6. Employee Implications 6.1. The Council has committed staff time to convene the Canopy Working Group and represent that group on the CCF Steering Group. An internal working group will also be established to progress the Council’s commitments in relation to the CCF. 7. Financial Implications 7.1. There are no financial implications at this point, however, as this work progresses, additional funding may be required to deliver on commitments. This will be subject to future reports and officers will explore all opportunities for external funding to support this work. 8. Climate Change, Sustainability and Environmental Implications 8.1. The Concordat and the Council’s commitment to the Clyde Climate Forest will support the delivery of the Council’s Climate Change ambitions and broader strategy, particularly in the areas of biodiversity, carbon capture and adaptation. 9. Other Implications 9.1. There are no implications for risk in terms of the information contained within this report 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. 74
Page 75
David Booth Executive Director 19 October 2022 Link(s) to Council Values/Priorities/Outcomes Improve the quality of life of everyone in South Lanarkshire Make communities safer, stronger and sustainable Improve health, care and wellbeing Work with communities and partners to promote high quality thriving and sustainable communities 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:- Name: Andy Whalley Designation: Arboriculture Officer Contact Number: 07795 090 304 Email: andy.whalley@southlanarkshire.gov.uk 75
Page 76
76
Page 77
Glasgow City Region Cabinet Report by Councillor Gordan Low, Leader of East Dunbartonshire Council and Land Use and Sustainability Portfolio Lead Contact: Max Hislop T: 07796 937972 E: max.hislop@tcv.org.uk Clyde Climate Forest: First Year Progress Report and Concordat Purpose of Report: The purpose of the paper is to provide a report on the progress of the Clyde Climate Forest (CCF) initiative since its launch and to propose that a Clyde Climate Forest Glasgow City Region Concordat is endorsed by Cabinet. Recommendations The Cabinet is invited to: a) Note and welcome the first-year report on progress of the Clyde Climate Forest initiative and the development of the CCF/GCR Concordat; b) note that Clyde Climate Forest will seek approval of the Concordat from the individual local authorities in order to maintain local democratic oversight; and c) endorse the Clyde Climate Forest Glasgow City Council Concordat. Item 6 30th August 2022 6 77
Page 78
1. Purpose 1.1 The purpose of the paper is to provide a report on the progress of the Clyde Climate Forest (CCF) initiative since its launch and to propose that a Clyde Climate Forest Glasgow City Region Concordat is endorsed by Cabinet. 2. Background 2.1 The Clyde Climate Forest was launched by GCR Cabinet in June 2021 with a headline target of “18 million trees over the next decade”. The aim of the Clyde Climate Forest is to enable and co-ordinate an approach that will deliver a major increase in tree planting across GCR by 2032 as a response to the Climate Emergency. 2.2 Trees, woodlands, and forests provide a range of nature-based solutions to the twin and linked challenges of a changing climate and ecological collapse: • Urban trees – provide urban cooling in heatwaves, and surface water management for cloudbursts, whilst also providing some carbon storage and wildlife habitat; • Native woodlands – provide essential ecosystem services and habitat for associated species and, when part of a wider network, allow those species to migrate as the climate changes; • Plantation forests – are effective carbon sinks, can provide upstream natural flood management, provide construction timber to substitute for high emission steel and concrete and provide wildlife habitats. 2.3 Specific objectives for the Clyde Climate Forest are based on three ‘C’s: • Canopy: to increase average urban tree canopy cover to 20%; • Connectivity: to increase the average woodland habitat network area by 20%; • Carbon: to increase forest and woodland land cover in the Region to 20%. 2.4 This means that over the next decade the Clyde Climate Forest will facilitate and co- ordinate: • tree planting in urban neighbourhoods where there are few trees, and which are susceptible to the impacts of a changing climate; • new native woodlands in target locations which join up existing woodland habitats; and, • a doubling of the current rate of forest and woodland planting in the Region. 2.5 The Woodland Trust granted £400k and Scottish Forestry granted £150k to Clyde Climate Forest over the first two years which provides a ‘kick-start’ for the project. A Programme Board provides oversight for the project which is co-chaired by the Chief Executives of East Dunbartonshire and East Renfrewshire Councils, representing the GCR Partnership’s interests in the project. The Programme Board other members comprise senior representatives from Scottish Forestry, Woodland Trust, TCV, Scottish Water and Strathclyde University. 2.6 A Steering Group provides direction and co-ordination for the project’s programme of work and is chaired by Scottish Forestry. The Steering Group comprises operational representatives from those organisations that have a role in delivering the Clyde Climate Forest’s objectives, and the Partnership Manager for the GCR Partnership. 78
Page 79
3. Progress since June 2021 CCF Staff Team 3.1 A Director and two Engagement Officers were recruited in June 2021. In January 2022 both Engagement Officers moved on to other jobs and a restructuring of the team was agreed with funders. Recruitment for the new positions has been difficult but an Operations Coordinator and a Development Manager are now in-post employed by TCV and the Green Action Trust. In addition, Trees for Cities is funding and recruited an additional ‘Urban Tree Canopy Coordinator’ post which brings additional capacity to the team. Canopy – Urban Tree Planting 3.2 In the 2021/22 tree planting season the CCF team worked with council officers to facilitate urban tree plantings. Statistics for these projects are still being collated but it is estimated that more than 60,000 trees have been planted across the Region because of these activities. 3.3 Sixteen “Target Neighbourhoods” have been identified across urban areas of GCR. These will be the focus for urban tree planting activities for the CCF team over the coming years. Target Neighbourhoods are characterised by having low levels of urban trees and high vulnerability to the impacts of climate change. The CCF team are working with council officers and CCF Delivery Partners to deliver tree planting projects in some of the Target Neighbourhoods in the 2022/23 season. These projects will receive funding from the Woodland Trust grant and sponsorship from local businesses. Connectivity – Targeted Woodland Planting 3.4 Over 200 areas have been identified across GCR where broadleaved woodland planting will make a significant contribution toward connecting the Region’s existing woodland habitat networks and create a migratory corridor for wildlife. Based on CCF’s innovative analysis, Scottish Forestry has created a new ‘Target Area Payment’ which is additional funding to the Forestry Grant Scheme payment to landowners that create broadleaved woodlands in the CCF connectivity target areas. This will be an important incentive to landowners to plant “the right trees in the right places”. 3.5 The CCF team have had several discussions with landowners in target areas and currently one project is in development in North Lanarkshire. Carbon – Doubling Forest Creation 3.6 There is a significant growth of interest and activity in tree planting in GCR largely driven by investors, businesses and other organisations looking to acquire woodland derived carbon credits to offset their own emissions or to sell in a burgeoning carbon market. Scottish Forestry report that some major schemes of forest and woodland creation in GCR are in the Forestry Grant Scheme approval ‘pipeline’. Statistics on this activity are reported annually in June by Scottish Forestry and will be made available at the meeting. 3.7 The CCF Team looks to amplify the woodland creation promotional activity that Scottish Forestry and the wider forestry sector undertake in GCR. The high profile of the Clyde Climate Forest is seen as being beneficial to attracting new landowners toward the benefits of tree planting on their land. Discussions are ongoing with several landowners in this regard. 79
Page 80
4. A CCF/GCR Concordat 4.1 Glasgow City Region is an important stakeholder in the Clyde Climate Forest. The Council Leaders have shown enthusiastic support for the initiative. The Councils are also significant landowners and vital partners in helping the initiative to deliver its objectives. 4.2 Over the course of its first year those actively involved in the Clyde Climate Forest have learned that there are great opportunities that could be pursued arising from the initiative. However, there are some barriers to realising the opportunities. To allow GCR Councils to fully play their role in the initiative there is a need to clarify the role of the Clyde Climate Forest team (and its Delivery Partners) and the role of the councils – particularly in relation to the urban canopy aims of the initiative. The CCF/GCR Concordat seeks to provide that clarification by stating what the CCF team and Delivery Partners will seek to provide and what the Councils will seek to provide in pursuit of the CCF objectives. 4.3 The draft Concordat (Appendix) is framed on four sections: i. An acknowledgement of the significant challenge that the climate and ecological emergencies present to GCR; the need for additional and sustained effort across the region as a response to the challenge; and the role of trees, woodlands, and forests in this endeavour. ii. A recognition of the concept and targets of the CCF; the wider social, economic, and environmental benefits their delivery will provide; and Scottish Government support for the CCF. iii. A commitment from CCF team and Delivery Partners to seek additional resources toward the delivery of targets; promote Council activities and interests toward trees; and an alignment of CCF and GCR communications. iv. A commitment from GCR Councils to actively participate in the realisation of CCF targets and support the work of the CCF team; ensure the CCF is embedded in plans and policies; manage, protect, and enhance Council trees; identify opportunities for tree planting on Council owned land; work with the CCF team to increase urban tree canopy cover in target neighbourhoods; promote and celebrate trees so that they are cherished and protected. 4.4 The draft Concordat has been shared with many relevant council officers with favourable feedback. It is hoped that a high-level recognition of the role of the Councils working in partnership with the CCF team and Delivery Partners will facilitate an uplift in the delivery of “the right trees in the right places” on Council managed land across the Region. 5. Recommendations 5.1 The Cabinet is invited to: a. Note and welcome the first-year report on progress of the Clyde Climate Forest initiative and the development of the CCF/GCR Concordat; b. note that Clyde Climate Forest will seek approval of the Concordat from the individual local authorities in order to maintain local democratic oversight; and c. endorse the Clyde Climate Forest Glasgow City Council Concordat. 80
Page 81
The Clyde Climate Forest Glasgow City Region Concordat 6 81
Page 82
Actively participate in, and promote, the realisation of CCF targets within each council area; Support the work of the CCF team and the CCF Delivery Partners as part of the Council’s commitment to partnership working; Ensure the CCF is integrated and trees are embedded, as appropriate, into development plans, development frameworks, masterplans, design briefs along with corporate policy and investment documents; Manage, protect and enhance the council’s tree resource through robust tree canopy cover strategies and appropriate policies and practices; Identify council owned land holdings appropriate for woodland creation as part of the council’s plans to achieve ‘Net Zero’; Work with the CCF team to identify ‘target neighbourhoods’ to increase urban canopy cover, and to identify potential tree planting sites, target available resources and facilitate delivery; Actively participate in the CCF ‘Canopy Working Group’ and other CCF working groups as they arise; Actively promote a cultural change in relation to tree provision and management and overcome perceived barriers to the planting and the retaining of appropriate trees; Actively work toward achieving the globally recognised status as a ‘Tree City of the World’ for each council. GCR Councils commit from this date to:The government’s support for the Clyde Climate Forest (CCF) through its inclusion in Scotland’s National Planning Framework; The CCF concept and targets as described in the CCF brochure The opportunity the creation of the CCF provides to deliver our economic, social and environmental aims; The opportunity to develop and enhance our partnerships with other Local Authorities, National Agencies, NGOs and communities in delivering CCF ambitions. GCR welcome: Date Work to achieve CCF targets within each Council area and to seek additional resources and funding to facilitate their delivery; Promote the interests and activities of each Council toward trees and their management, protection and enhancement wherever possible within the architecture of the CCF; Ensure that CCF communications work is compatible with, and supportive of GCR communications. The Clyde Climate Forest* commit from this date to: *The Clyde Climate Forest here refers to the CCF staff team and the CCF Delivery Partners (namely: Scottish Forestry; Woodland Trust Scotland; TCV Scotland; Green Action Trust; Trees for Cities and Glasgow City Region). The Clyde Climate Forest will see 18 million trees planted across the region over the next decade as a response to the Climate and Ecological Emergencies. Glasgow City Region’s (GCR) local authorities are important stakeholders in its delivery. Objectives – • Urban trees – 1.5 million trees to increase tree canopy cover in urban areas vulnerable to climate impacts • Woodland habitats – new woods in over 200 locations to connect our habitats and create migration routes for wildlife • New forests – doubling the current rate of woodland creation to lock up carbon and create new jobs and a renewable resource for the region. Councillor Gordan Low, Leader, East Dunbartonshire Council Councillor Owen O’Donnell, Leader, East Renfrewshire Council Councillor Iain Nicolson, Leader, Renfrewshire Council Councillor Jim Logue, Leader, North Lanarkshire Council Councillor Stephen McCabe, Leader, Inverclyde Council Councillor Susan Aitken, Leader, Glasgow City Council Councillor Martin Rooney, Leader, West Dunbartonshire Council Councillor Joe Fagan, Leader, South Lanarkshire Council Trees, woodlands, and forests have a vital role to play in making Glasgow City Region resilient to the impacts of a changing climate, helping to achieve ‘Net Zero’, and repairing our damaged ecosystems; Additional effort must be made to manage, protect and enhance our existing trees and increase the number of trees in urban and rural areas if we are to gain the climate and ecological benefits that they can afford; We must plan to deliver the benefits and values that trees, woodlands, and forests can provide to all the region’s people equally; Delivering the change at scale required for our regional tree, woodland and forest resource can only take place over a long period with sustained resourcing; GCR acknowledge that: 82
Page 83
7482 5/21 www.traffic-design.co.uk The Clyde Climate Forest is being delivered with the help of: The Clyde Climate Forest is a Green Network Blueprint delivery project. Contact Us Clyde Climate Forest c/o TCV, Unit M1, Rosemount Workspace 141 Charles Street Glasgow G21 2QA @ClydeClimateFor www.clydeclimateforest.co.uk 83
Page 84
84
Page 85
Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 9 November 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Mid-Term Report on the Climate Emergency Fund 2021 to 2024 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] update members on where the £2million Climate Emergency Fund has been directed to date, and the progress of the projects that have been funded so far. [1recs] 2. Recommendation(s) 2.1. The Climate Change and Sustainability Committee is asked to approve the following recommendation: (1) That the mid-term position in respect of the implementation of the Climate Emergency Fund is noted. [purpose]+ 3. Background 3.1. The 2021/2022 Revenue Budget was approved by members at the Special Council meeting on 24 February 2021. At that time, a package of investments totalling £10.054 million was agreed, which included an allocation of £2 million for the Climate Emergency Fund to be committed over a three-year period (2021-24). 3.2. A report to the Climate Change and Sustainability Committee on 28 April 2021 informed members of the range and scope of the areas to which the £2 million Climate Emergency Fund would be directed (covered in item 4). 3.3. A further report to the Climate Change and Sustainability Committee on 3 November 2021 informed members of plans to formally launch the Climate Emergency Fund community grant scheme, which is funded through the above Climate Emergency Fund (covered in item 5.3). 4. Climate Emergency Fund 4.1. Climate Emergency Funding is available to all Council Resources to progress Sustainable Development and Climate Change projects. The Climate Emergency Fund is split into 5 key areas: Staffing £680,000 of the fund was allocated to the recruitment of 7 officers (6.5 FTE) for a period of 23 months to develop climate change projects. (See 4.2) 7 85
Page 86
Development Fund £475,000 of the fund is allocated to a development fund which allows Services to carry out feasibility studies on projects that meet the climate change objectives. This helps to develop a pipeline of low carbon projects that are investment-ready and that can lever in external funding or private investment. • Match Fund £445,000 of the fund is allocated to match funding. This allows Services to bid for existing external funding opportunities that require Council match funding. • Projects/Pilots £250,000 is allocated to projects or pilot studies. This allows Services to progress smaller projects or develop pilots that are fully funded by the Council. These projects and pilots help identify benefits in advance of submitting larger bids for funding (for example Levelling Up Fund, Green Growth Accelerator, UK Shared Prosperity Fund). • Community Grant Fund £150,000 of the fund is allocated to a community grant scheme to be administered over a two-year period (2022-24). This allows local groups and schools to bid for funding to develop and promote climate change and sustainability focused projects within local communities. 4.2. Staffing Community and Enterprise Resources (3 posts) Three posts within Community and Enterprise Resources were advertised in July 2021, two progressed to interview. The Sustainable Development Officer (Support) commenced employment from 11 October 2021 and the Sustainable Development Officer (Funding) commenced employment from 1 November 2021. The Sustainable Development Officer (Support) resigned at the end of January 2022 and took up another post with another organisation. This post was, therefore, readvertised in April 2022, with the job title changed to Sustainable Communities Engagement Officer. The new Officer commenced employment in July 2022. There were no suitable candidates for the Green Economy post either at this time or when the post was re-advertised in November 2021 (see item 4.3). Housing & Technical Resources (3 posts) Three posts within Housing and Technical Resources were advertised in August 2021, two were progressed to interview. One Strategy Officer (Built Environment) commenced employment from 3 December 2021, and another commenced employment from 21 January 2022. The Strategy Team Leader (Built Environment) post was filled internally on 21 February 2022. PHD Student (0.5 Post) It was agreed at the Climate Change and Sustainability Committee on 28 April 2021 that a Project Support Assistant (Sustainable Development) would also be employed through a PHD student placement. The placement was advertised jointly with Glasgow Caledonian University’s Centre for Climate Justice and interviews took place on 31 August 2022. A candidate has been selected and the placement is due to begin in October 2022. The project scope is to investigate the vulnerability of local communities to climate change and how we can work together to build resilience in this area. 86
Page 87
4.3. Recruitment Issues With regard to the Green Economy post, it has been noted that there is a skills shortage in this area of work and that temporary contracts are less attractive in a competitive recruitment market. A lead officer in Economic Development has been identified to deal with the Green Economy remit in the meantime. 5. Planned Spend The £2million Climate Emergency Fund has been split over 3 years and is being used to provide a range of opportunities for Council Resources and external groups to source funding. The projected yearly spend for the fund is: Spend in Year 1: £0.148m Spend in Year 2: £1.110m Spend in Year 3: £0.742m Total Spend: £2.000m 5.1. Committed Spend The table below sets out the actual spend for year one of the fund (2021/2022) and the spending commitments for the fund in years two (2022/2023) and three (2023/2024). At the end of September 2022, there was an overall committed spend of £1,889,725, with the remaining £110,275 still available to be committed to projects. Applications have been received from various Council Resources for many interesting and innovative projects (see item 5.2). Climate Fund (£2 million) Spend Financial Year 2021/22 Spend Committed Financial Year 2022/23 Spend Committed Financial Year 2023/24 Staffing £65,000 £339,340 £310,340 Development Fund £0 £363,000 Climate Match Fund £27,500 £164,949 £191,675 Projects/Pilots £54,650 £220,771 £12,500 Community Grants £0 £75,000 £75,000 Total £147,150 £1,163,060 £589,515 Total spend committed for 2021-2024 £1,889,725 Fund still to be committed over remaining 18 months of fund £110,275 5.2. Sustainable Development and Climate Change Projects (Internal) 23 projects have been approved through the Sustainable Development and Climate Change Steering Group since the introduction of the fund. Due to the nature of the 87
Page 88
fund, many of these projects involve feasibility studies and external consultants. This means that while the funding is allocated, it will not be released until the projects are complete. A full list of the projects that have been approved for funding is included in Appendix 1, with case studies on those projects already completed or underway provided in Appendix 2. Some highlights funded through the Climate Emergency Fund include: A programme of Carbon Literacy Training is being rolled out for Council staff and elected members in conjunction with Keep Scotland Beautiful. A project has been developed to accelerate the introduction of electric vehicles into South Lanarkshire Fleet. A feasibility study has been carried out and a Levelling Up funding application has been submitted to create a Green Action Travel Project connecting paths and cycle networks in rural South Lanarkshire and with neighboring authorities. A Tree Canopy analysis has been carried out for the South Lanarkshire area which will help better understand existing canopy cover and where projects need to be targeted in the future. A Youth Forum on Sustainability and Climate Change has been created, with representatives from all secondary schools. We will continue to monitor the projects and produce a final report at the end of the 3-year term of the fund. 5.3. Community Grants It was agreed at the Climate Change and Sustainability Committee, on 3 November 2021, that £75,000 would be allocated from the Climate Emergency Fund in 2022/23 and 2023/24 to establish a Community Grants Scheme. The Climate Emergency Community Grants scheme was opened to applicants in January 2022. Grants of up to £2,500 are available to help community groups and partner organisations who need funding to pursue sustainability, climate change or food growing projects. 5.4. Climate Emergency Community Grant Applications At the end of September 2022, 23 community grants have been approved, with just over £51,000 paid out to groups. The groups have until the end of March 2023 to spend their funding and provide their updates for the projects. A full list of the community grants that have been approved for funding is provided in Appendix 3, with case studies on those projects already completed provided in Appendix 4. Some highlights funded through the Climate Emergency Community Grants include: Ballerup Nursery was awarded a grant to develop a nursery/community allotment and garden area Blantyre Soccer Academy and Blantyre Bikes Better received funding to run a cycling repair and holiday club Burnhill Action Group bid for funding from a variety of sources and have redeveloped the ‘Highbacks’ area in Rutherglen into a community garden Stonehouse Eco Festival took place in May 2022. This was a community led initiative to share ideas and promote a greater awareness of climate change issues Waste Not Want Not received a grant to purchase equipment for their community reuse and recycle Shop in East Kilbride 88
Page 89
5.5. The initial promotion of the Community Grants Scheme has been very successful and resulted in grant applications for many innovative community projects. We will continue to promote the grants through social media, emails to community groups and community councils, and with the help of partners. We recently published a View article to coincide with Climate Week to highlight the inspiring projects that are underway in the community. We will continue to promote the grants in this way and will run regular articles on these projects in the View and on social media. 5.6. Next Steps In relation to the Climate Emergency Fund, for Community and Enterprise Resources, the key objectives over the next year will be to: Ensure that projects which have been awarded funding are progressed and achieve the outcomes and benefits outlined by the Climate Emergency Fund Continue to process new Climate Emergency Fund bids, committing the outstanding £110,275 Continue to promote and administer the Climate Emergency Community Grants to ensure £75,000 is allocated to projects in 2022/23 and 2023/24 6. Employee Implications 6.1. Five full time officers have been employed on a 23-month basis through the Climate Emergency Fund. As the recruitment has been unsuccessful for a specialist Green Economy Officer, alternative options for this area of the fund have been developed. The Project Support Assistant (PHD Student) is due to start in October 2022. 7 Financial Implications 7.1. There are significant external funding opportunities available to the Council, for example Levelling Up Fund, Green Growth Accelerator, and UK Shared Prosperity Fund. The Climate Emergency Fund will continue to fund projects which provide support for these types of external funding applications. 8 Climate Change, Sustainability and Environmental Implications 8.1. The Scottish Government is committed to reach net zero greenhouse gas emissions by 2045, with interim reduction targets of 75% by 2030 and 90% by 2040 (based on 1990 levels) and becoming carbon neutral by 2040. The Council has an obligation to contribute to these targets and fulfil its duties under the Local Government (Scotland) Act 2003 and the Climate Change (Scotland) Act 2009. 8.2. Investment in these grants is helping the Council contribute to these national targets. 9 Other Implications 9.1. There are no other implications to report at this stage. 10. Equality Impact Assessment and Consultation Arrangements 10.1. There are no impact assessment or consultations needed for this report. David Booth Executive Director 24 October 2022 89
Page 90
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 Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Climate Change and Sustainability Committee 28 April 2021 – Climate Challenge South Lanarkshire Fund Climate Change and Sustainability Committee 3 November 2021 – Community Grants (Climate Emergency Fund & Food Strategy Support Fund) List of Background Papers Intergovernmental Panel on Climate Change report 2018. The Climate Change (Scotland) Act 2009 The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 Sustainable Development and Climate Change Strategy 2017-2022 Sustainable Development and Climate Change Strategy 2022-2027 Biodiversity Strategy 2018 – 2022 Biodiversity Duty Implementation Plan 2018 -2022 Good Food Strategy 2020 -2025 UN’s Sustainable Development Goals Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathryn McCafferty, Sustainable Development Officer (Funding) E-mail: kathryn.mccafferty@southlanarkshire.gov.uk 90
Page 91
Appendix 1 – Climate Emergency Fund Internal Projects 2021-2024 Climate Emergency Fund (£2 million) Projects Project Details Funding Approved Expected Outcomes Development Fund Clydesdale Way Pathways Project Project to carry out a feasibility study to create Southwest Scotland Green Action Travel Project connecting paths and cycle networks in South Lanarkshire to neighbouring authorities in Borders and Dumfries and Galloway creating a complete network of local, regional, and national routes. £50,000 • Encourage and enable active travel options • Help improve local air quality • Help create a safe and accessible path network • Provide mapping and design to enable the submission of a Levelling Up Fund bid Active Travel Enhancement A consultant will be appointed to undertake an assessment of various active travel options in South Lanarkshire towns. Public consultation will be undertaken, and the consultant will help develop a UK Levelling Up Fund bid. £50,000 • Progress key active travel infrastructure improvement priorities for South Lanarkshire • Identify priority projects for a Levelling Up Fund bid • Development work will be utilised for future phases of active travel infrastructure improvements Town Centres Transition to Net Zero Programme to secure the transition to Net Zero for South Lanarkshire’s Towns. Consultant will be appointed to identify and develop a portfolio of projects for future green infrastructure investments and to support bids for major funding opportunities £98,000 • Progress key infrastructure improvement priorities for South Lanarkshire towns to achieve net zero • Identify priority projects for Levelling Up Fund, Green Growth Accelerator, UK Shared Prosperity Fund bids • Development work will be utilised for future funding bids 91
Page 92
Climate Emergency Fund (£2 million) Projects Project Details Funding Approved Expected Outcomes Primary school heating and fabric upgrade feasibility A consultant will be appointed to carry out a feasibility study into the scope of work required to upgrade the primary school estate to zero carbon by 2038. The feasibility will look at five primary schools of different ages to then role the out for the primary school estate. £60,000 • Identify measures and suitable technologies to be implemented across the primary school estate • Establish priorities for future investments required to meet net zero • Help to develop future bids to funds such as the Public Sector Estate Decarbonisation Scheme and the Heat Network Fund Primary school PV feasibility A specialist consultant will be appointed to carry out desktop study of the 128 primary schools. Existing data will be used to assess the schools, consider if the roofs can have PV panels installed, or in the case of the existing PV arrays on the school roofs, could these be expanded or increased £15,000 • Calculate a potential reduction in greenhouse gas emissions • Model energy savings generated by the PV panels • The findings will be used to inform future programmes of works through various funding streams to install or expand the installation of PV panels on primary school roofs Zero emissions upgrades to wet leisure properties Feasibility study into the works required to meet the Scottish Government zero emissions targets by 2038 and reduce heat demand in the properties at wet leisure properties. £20,000 • Identify measures and suitable technologies to be implemented across the council’s wet leisure properties, • Establish priorities for future investments required to meet net zero • Help to develop future bids to funds such as the Public Sector Estate Decarbonisation Scheme and the Heat Network Fund 92
Page 93
Climate Emergency Fund (£2 million) Projects Project Details Funding Approved Expected Outcomes Ballerup Pavilion options appraisal Options appraisal into the works required to meet the zero emissions targets by 2038 at Ballerup Pavilion including the fabric first measures and low carbon heating upgrade. £15,000 • The options appraisal will allow us identify measures and suitable technologies to be implemented in the property upgrading the whole building envelope • The findings will provide recommendations for works which will be scaled across similar build types. Cycle Hire Feasibility Study Feasibility study into developing a bike hire scheme in South Lanarkshire. Various options of bike hire scheme will be considered in the study including the business case potential for joining Glasgow City Council’s Nextbike scheme. £25,000 • Identify potential funding and contract models using successful schemes from around the country • Identify key areas and key benefits of the bike hire scheme • Allow a bike hire business case and model to be developed for South Lanarkshire. • Identify priorities in relation to providing or improving active travel infrastructure Calderwood Multi Storey Blocks district heating feasibility RIBA Stage 2 feasibility for a potential Ground Source Heat Pump (GSHP) and district heating project centred around six tower blocks in East Kilbride which are currently heated by aging electric storage heating. £30,000 • Demonstrate that technologies such as GSHPs and local district heating networks can be scaled to work in the domestic sector throughout South Lanarkshire. • Identify the project’s environmental benefits, costs and potential challenges • Provide recommendations for future works which could be scaled across council’s domestic and non-domestic properties. 93
Page 94
Climate Emergency Fund (£2 million) Projects Project Details Funding Approved Expected Outcomes Climate Match fund Tree canopy analysis Match funding for the analysis of aerial photography funded by the Green Network Partnership and Clydeplan. The information is specific to South Lanarkshire and will help better understand existing canopy cover and where projects need to be targeted in the future. £7,000 • Evaluate carbon off set from tree canopy cover • Help understand existing tree canopy cover in South Lanarkshire • Help with future external funding bids ECO stars Match funding with Scottish Government to continue EcoStars within South Lanarkshire Fleet and the Taxi and Private Hire Scheme. Both schemes engage with a network of fleet operators and encourages positive action against contributions to local transport related emissions. £20,000 • Promote sustainable and environmentally responsible transport • Improving local air quality • Reduce fuel consumption • Raise fuel efficiency awareness • Promote cleaner vehicles Nature Restoration Fund Match funding with Scottish Government Nature Restoration Fund to focus on: • Peatland and Wetland Management & Development • Local Nature Reserve Management & Development • Enhancing Canopy Cover • Outdoor Education • Develop Management Plans • Enhance Wildflower Cover for pollinators £146,000 • Deliver positive effects for biodiversity and enhance local ecosystems • Address the climate emergency by promoting nature-based solutions • Promote the health and well-being of local communities 94
Page 95
Climate Emergency Fund (£2 million) Projects Project Details Funding Approved Expected Outcomes Clyde Climate Forest Match funding for the supply and planting of 4,000 trees to increase tree canopy cover. Clyde Climate Forest and its partners will engage and promote volunteers/community groups to plant the trees. £7,500 • Increased tree canopy cover Outdoor classroom for Duncanrig ASN Base Match funding to build an outdoor classroom for the Additional Needs Support base at Duncanrig High School £3,000 • Increased opportunity for learning outdoors • The space will be used to encourage awareness and responsibility for the natural environment amongst pupils Love to Ride South Lanarkshire Match funding with Smarter Choices, Smarter Places to extend the ‘Love to Ride’ online behaviour change programme and platform which supports inclusive cycling. £8,949 • Encourage travel behaviour change • Support the uptake of cycling • Support a higher uptake of active and sustainable options, especially for local journeys • Reducing single occupancy car journeys • Help meet our air quality objectives Better Points active travel project Match funding with Scottish Government Air Quality Action Plan grant to establish a travel behaviour change project which focuses on residents, schools, and workplaces to increase active and sustainable travel within our local communities £31,675 • Encourage travel behaviour change • Support a higher uptake of active and sustainable options, especially for local journeys • Reducing single occupancy car journeys • Impact emissions levels • Help meet our air quality objectives Projects/ Pilots Youth Forum Project to set up a Climate Change & Sustainability Youth Forum. The group will assist in raising awareness within the school community, gathering information on initiatives already £52,500 • Raise awareness of climate change within the school community • Gather information on initiatives already operating within schools and upsize those with most impact 95
Page 96
Climate Emergency Fund (£2 million) Projects Project Details Funding Approved Expected Outcomes operating within schools, and considering how we can upsize those with most impact. Members of the Forum will also attend COP26 and host an SLC COP26 event to raise awareness. Climate Training Develop a programme of climate emergency training across the Council. This will involve the design of a climate emergency training course bespoke to South Lanarkshire and delivery of the training to the first 100 people – primarily aimed at elected members and senior management. £20,000 • Increase understanding of the global, national and local climate emergency • Mainstream climate action in decision making across the Council. Fleet Electric Vehicle transition Project to accelerate the introduction of Electric Vehicles (EVs) by assisting with the identification and assessment of fleet charging locations, EV user familiarisation, managing EV charging/charging network and developing day to day arrangements required to embed EVs in the fleet. 2 staff members have been appointed to carry out these duties on a 2-year contract. £97,500 • Reduced emissions • Accelerate the introduction of EV • EV user familiarisation • Manage the EV charging/charging network Universal Connections Electric Bikes Funding to purchase 2 electric bicycles and secure storage at each of the 9 Universal Connections sites across South Lanarkshire. The bikes will be used by staff to deliver youth outreach £51,300 • Reduced emissions • Promoting sustainable transport within the community • Increased active travel opportunities 96
Page 97
Climate Emergency Fund (£2 million) Projects Project Details Funding Approved Expected Outcomes work in the community. Right Stuff Right Bin Adhesive stickers to be attached to wheeled bins in flats throughout South Lanarkshire to advise householder of changes to the service. Stickers can also be used in problematic areas to remind householder of correct recycling practices. Leaflets also to be issues to all flats. £15,470 • Improve recycling rates and reduce rubbish going to landfill Area-wide emissions route map To commission an external consultant to help develop a route map which sets a pathway to net-zero for South Lanarkshire £35,000 • Identify the biggest contributors to South Lanarkshire’s emissions • Outline the scale of reduction required to meet net-zero by 2045 • Provide details of cost effective, carbon effective and transformational action required to meet net-zero. • Outline the earliest that South Lanarkshire could achieve net-zero • Outline the investment required to meet net- zero Reverse Vending Machine for St Andrews and St Brides High School Purchase a Reverse Vending Machine for trialling the Return Deposit Scheme in St Andrews and St Brides High School £14,000 • Reduces the number of plastic bottles going to landfill or being discarded • Minimises staff time associated with the manual processing of returned containers • The device securely compacts the containers minimising the storage space required meaning the material is collected as efficiently as possible. 97
Page 98
Appendix 2: Climate Emergency Fund Internal Projects – Case Studies Internal Projects Project Information and Update Climate Training Funding was provided to develop a programme of climate emergency training across the Council. Project outcomes to date: • A bespoke Carbon Literacy Training Programme was developed for South Lanarkshire with Keep Scotland Beautiful. • First round of training is now complete with over 100 employees trained. • Some feedback from participants: “Very interesting and thought-provoking course and the speakers came across as very knowledgeable” “I really enjoyed the course and learned a lot but wondering how I will fit in time for assignment. I would have liked some tips as to how as an individual I can reduce my carbon footprint” “I very much enjoyed the training including the background science stuff. It could be more tailored to South Lanarkshire in terms of what we have been doing and what we could and should be doing” “I thought the pace/content / timing was spot on. It certainly kept me engaged throughout, and the level of ‘homework’ wasn’t too onerous, and it complimented the main sessions” • Currently looking at options to develop the training for elected members. Options include 90-minute webinars and an eLearning course. 98
Page 99
Internal Projects Project Information and Update Clyde Climate Forest Match funding with Clyde Climate Forest for the supply and planting of 4,000 trees to increase tree canopy cover in the area. Project outcomes to date: • 4,000 trees have been supplied and planted with community involvement in some areas. • We have engaged with communities on the environmental and climate change agenda. • We have carried out tree planting in urban areas where there is low levels of tree canopies and where the communities are vulnerable to the impacts of a changing climate due to heatwaves or heavy rainfall events. Clydesdale Way Pathways Project Funding was awarded for a feasibility study to create a Green Action Travel Project. The aim is to connect paths and cycle networks in South Lanarkshire, to link isolated communities in rural Clydesdale and neighbouring authorities, creating a network of local, regional, and national routes. The study will provide the essential mapping, design and costs to enable the submission of a joint Levelling Up funding application between South Lanarkshire, Scottish Borders and Dumfries and Galloway Councils. Project outcomes to date: • External consultant, Ironside Farrar, successfully tendered for the project. • A Strategic Business case and RIBA Stage 2 Concept Design Report have been produced. • A Levelling Up Fund Bid was submitted for the project in July 2022 • The decision on the Levelling Up Bid is expected October /November 2022. • The contract has been extended to develop a consultancy brief for the next stages of the design. These will be tendered on condition Levelling Up Bid is successful. 99
Page 100
Internal Projects Project Information and Update EcoStars for South Lanarkshire Fleet, Taxi and Private Hire Match funding with Scottish Government to continue EcoStars within South Lanarkshire Fleet and the Taxi and Private Hire Scheme. Project outcomes to date: ECO Stars has been a key action in promoting sustainable and environmentally responsible transport within South Lanarkshire and, alongside other interventions such as infrastructure changes and promotion of cleaner vehicles, forms part of South Lanarkshire Council’s Action Plan for improving local air quality. Since inception, South Lanarkshire ECO Stars has built an engaged and growing membership of local fleet operators, with tailored advice supplemented by fuel efficiency member workshops. An emissions toolkit has also been developed to provide a quantitative estimate on the impact on emissions following the interventions as identified via the ECO stars bespoke fleet advice to operators. The South Lanarkshire fleet scheme has successfully recruited 231 commercial vehicle operators as members. These members operate over 8,900 commercial vehicles in the local area. The next step is a bespoke “Road Map” which outlines the assessment findings and contains tailor-made advice to help improve the efficiency of the operator’s fleet. Fleet Electric Vehicle Transition This project was awarded funding to support the council’s transition from diesel vehicles to Electric Vehicles (EVs). Two staff members have been appointed to carry out these duties on a 2-year contract. Project outcomes to date: • Over 70 staff have been trained to charge/drive EVs • Daily support is provided for staff including help with charging issues, vehicle familiarisation, fault support • 48 charge points have been installed and are operational • 46 further charge points to be installed • Management of the EV charging projects, regular liaison with EV charging supplier and SLC site representative • This project is supporting SLC’s transition from diesel vehicles to EVs Right Stuff, Right Bin This is an educational project to target problematic areas and to remind householders of correct recycling 100
Page 101
Internal Projects Project Information and Update practices. Adhesive stickers will be attached to wheeled bins in flats throughout South Lanarkshire to advise householder of changes to the service. Project outcomes to date: • Project is at development stage; however, targeted areas will be recycling facilities in flats which are continually contaminated. • Leaflets and stickers have been produced (see sample below) and the project will be rolled out in early 2023. Tree Canopy Analysis Match funding has been provided for the analysis of aerial photography funded by the Green Network Partnership and Clydeplan. The information is specific to South Lanarkshire and will help better understand existing canopy cover and where projects need to be targeted in the future. Project outcomes to date: • The desktop evaluation of 3,485 individual council trees (includes removed trees) has been completed, focusing on the Clyde Climate Forest target neighbourhoods. This is from resource of 101
Page 102
Internal Projects Project Information and Update circa. 63,847 individual trees. • The calculation of total ecosystem benefits, value and savings in monetary terms (£126,080 pa) provided by the 3,185 subject trees has been completed. • An easy-to-use record of the subject tree demographics (including species composition, quantity, quality, and age diversity) has been created. • We now have statistics and evidence to start informing more resilient and diverse tree species selection and to help inform future funding bids. TreePlotter – South Lanarkshire Council (pg-cloud.com) Youth Forum & Climate Emergency Newsroom Education Resources have established a Youth Forum on Sustainability and Climate Change, with representatives from all secondary schools. Project outcomes to date: During COP26, 80 secondary pupils participated in a Climate Emergency Newsroom (CEN). Although the target audience was primary pupils, through their high-quality reporting, the young journalists gained a national and international audience. News content was hosted on a blog offering video and written interviews with politicians, scientific experts, climate activists and other organisations. The blog also covered the science behind climate change, the impact on our planet and what we can do about it. Due to the high-quality content produced, our primary schools, and many others, were able to feel connected to 102
Page 103
Internal Projects Project Information and Update and learn from COP26, deepening their understanding of issues, encouraging them to speak out and find ways to work towards net zero. Educational professionals have reached out from across the country to commend the CEN on their work. 132 articles were published, including interviews with activists, scientists and politicians, generating more than 20,000 views. There were more than 1 million views of CEN tweets and the work was acknowledged in a motion to the Scottish Parliament. The Youth Forum has run its own 'COP' (called COS1 - Conference of Schools 1) to further raise awareness of climate issues. 103
Page 104
Appendix 3 – Community Grant Applications approved January 2022 – September 2022 Group/Partner Organisation Project details Grant Amount Allers Allotments Solar PV system for allotment shed £2,206 Ballerup Nursery Develop the nursery allotment and garden area £2,445 Biggar and District Men's Shed A polytunnel with irrigation for community allotment £1,805 Blackwood Primary Purchase scooters and bikes for children to travel to school / £2,500 Blantyre Soccer Academy Programme of cycle training, bike repair and prepare sessions £2,500 Burnhill Action Group Purchase of a cabin which will provide the kitchen space for healthy eating sessions to be delivered £2,500 Calderwood Primary School/community garden project to include an outdoor classroom, bee and butterfly garden £2,500 Carluke Primary Create a greenhouse/ garden area in playground £2,500 Clyde Cycle Park SCIO Buy 5 adult bikes for the ‘On Yer Bike’ project £2,500 Families Like Us Create book for pre-school and lower primary school children to teach how we can be more environmentally friendly £2,500 Hareleeshill Primary Purchase and build raised beds / seeds and plants £2,500 Heathery Knowe Primary School and Nursery Inclusive sensory garden, tree, planting, bird boxes, shed, planters etc. £2,500 ISKCON Scotland The funds will be used for harvest festival. £2,500 Kirktonholme Primary School sustainability project focussing on recycling, composting renewable energy, tree planting, bee keeping £2,500 Lammermoor Allotments Association Purchase shed, shed base, solar lighting pack & wheelie bins £2,490 Lanarkshire Real Nappy Project Purchase new nappy kits to hire, marketing materials for project £800 LEAP Community Growing Space Install a wood workshop space within the community growing space, create £2,500 104
Page 105
Group/Partner Organisation Project details Grant Amount raised beds and planters from recycled timber. Royal Highland Education Trust Run a Food and Farming Day at Museum for Rural life £2,500 St Bride’s Primary Open a Community Farm Shop, purchase polytunnel, gardening equipment £2,500 Stonehouse Eco Festival Programme/booklet and printed publicity materials to support the Eco Festival £1,000 Udston Primary School Improvements to outdoor space, outdoor storage shed for the playground £2,500 Upper Clyde Parish Church Create a community orchard and allotment £2,000 Waist Not Want Not Community reuse shop - equipment £1,500 105
Page 106
Appendix 4: Climate Emergency Community Grants – Case Studies Community Projects Project Information and Update Ballerup Nursery Garden Ballerup Nursery was awarded a grant to develop a nursery/community allotment and garden area. Project outcomes achieved to date: • The garden area has been successfully developed with grant money used to purchase planters, tools, soil and seeds. • The children are very engaged in the outdoor environment and look forward to working in and maintaining the allotment area. • The nursery encourages parental engagement by hosting ‘stay and plant’ sessions within the nursery garden. • The allotment helps to promote healthy food choices and provides sustainable learning opportunities. • From next year the nursery hope to provide vegetable parcels with recipes for families to take home. • The project will continue to develop over the years and has already had a positive impact on learning for the children, their families, and the nursery community. 106
Page 107
Community Projects Project Information and Update Biggar Men’s Shed Polytunnel and Irrigation System In March 2022, Biggar and District Men’s Shed were awarded £1,805 to purchase and install a polytunnel and irrigation system at their community allotment site. The project will allow the allotment to expand and flourish, encourage more community participation, and allow members to grow their own produce. The expected benefits are a more sustainable food chain and more people engaging and participating in the community allotment. The polytunnel has been purchased and is under construction. Blantyre Soccer Academy & Blantyre Bikes Better Cycle Project Blantyre Soccer Academy and their partner organisation Blantyre Bikes Better were awarded funding to run a Spring programme of cycle training, bike repair sessions and group cycling sessions to encourage residents to get on their bikes. Project outcomes achieved to date: • A bike borrowing and bike repairs scheme has been run from April 2022 to present, this has seen many people contact the group for simple repairs like punctures and chain problems. More complex repairs are referred to Halfords where the group have a partnership agreement to allow people to get their bikes fixed at a discounted rate. The Repairs services has an average of 10 requests each month. 107
Page 108
Community Projects Project Information and Update • The group is currently running a Bikeability level 1 at Chatelherault Primary in Hamilton. This will continue onto level 2 in the spring term. They have also provided borrowing bikes to High Blantyre Primary and St Johns Primary (Hamilton) to allow them to facilitate their own Bikeability and encourage pupils to cycle to school. • Throughout the Spring holiday (2022) the group ran projects in the Hamilton and Hillhouse areas to allow children and families to take part in bike borrowing and challenges to increase the number of miles they could travel using active travel. This was very successful with an average of 60 participants each day with many parents joining in. • The schools and other participants give details of how many miles they cycle each month. The group will collate this information and report how many miles cycled at the end of the project (due March 2023). 108
Page 109
Community Projects Project Information and Update Burnhill Action Group Community Garden Burnhill Action Group were awarded a grant of £2,500 to continue the development of land commonly known as The Highbacks. The group aim to develop the land into a safe, welcoming outdoor space that the whole community can enjoy. Funds will be used to building planters and raised beds to grow fruit and vegetables, and to build a cabin/shed to be used as a community space. At the time of the award the group had secured £4,200 in participatory budgeting funds and in June 2022 they were awarded £7,000 from The Asda Foundation. Projects outcomes achieved to date: • The funds awarded have been used to continue the development of the land commonly known as ‘the Highbacks’. Raised beds have been built and fresh produce has been grown this year and the group have made jam and soup with products grown. • The group have erected the “Highbacks Hideaway” cabin which will allow activities to run over the winter. A coffee hut is run as a social enterprise with any profits invested back into the project. • The group has hosted 2 large community events this year, welcoming around 300 residents as well as hosting coffee mornings, outdoor bingo and exercise sessions. • The development of the land has seen a massive reduction in fly tipping and anti-social behavior in the area. Young people are eager to get involved in the project, helping out with grass cutting, growing and building. • 24 local volunteers are dedicated to making the Highbacks a thriving community space with opportunities to plant, grow and harvest produce. They have identified several local residents who are very experienced gardeners and keen to share their knowledge with their neighbours. • All activities, courses and events are open to all in Burnhill and the surrounding areas. Volunteers offer a warm welcome and all local people are encouraged to get involved. 109
Page 110
Community Projects Project Information and Update • Feedback from residents and users: “it’s all looking fabulous and keeps going from strength to strength, well done to every one of you” “such an enjoyable morning at the first coffee morning, the Highbacks have been totally transformed by local families, creating an amazing space where the community can come together all year round.. community doing it for themselves” “thanks for organising this community day, my kids have had a ball and I have met people I haven’t seen for years, it’s been a great day” 110
Page 111
Community Projects Project Information and Update “ Calderwood Primary Outdoor Classroom A grant was awarded to Calderwood Primary to support their outdoor classroom project. Project outcomes achieved to date: • The outdoor classroom encourages teachers to take learning outdoors as much as possible, in all weathers. • The outdoor classroom and areas within the garden will be timetabled for use by the whole school. • Pupils will take part in class topics about the environment and climate change within the space. • “Our children and staff have loved making use of this fantastic outdoor space and it is used regularly for a variety of different lessons. Our outdoor classroom is also well used at playtimes and lunchtimes as a reading nook for all our children.” Julie Kirkland, Depute Head Teacher 111
Page 112
Community Projects Project Information and Update Lammermoor Allotments Association Lammermoor Allotments Association were awarded a grant to purchase a shed, shed base and solar lighting pack for the allotment site. The shed will be used as a ‘Share Shed’ for sharing seeds, produce, tools and knowledge. It will provide a hub for social events and a shelter area from adverse weather. Project outcomes achieved to date: The shed has been purchased and built. The next stage of the project is to install the solar lighting and to set up the tool/resource sharing and provide furniture for a rest area. The shed will then be opened to all members. Stonehouse Eco Festival A grant was awarded to the Stonehouse Eco Festival which took place in May 2022. This was a community led initiative to share ideas and promote a greater awareness of climate change issues. The grant allowed the group to produce an informative programme and publicity materials to promote the event. Project outcomes achieved to date: • The event had a big community turnout from around Lanarkshire with councillors, leaders of council, MSPs and MPs attending. • Over 20 national and local organisations attended the event. 112
Page 113
Community Projects Project Information and Update • The organisers have produced an event guide for communities seeking to establish their own events. • Some feedback from participants: “Loved the event, inspiring”. “As your first Eco Festival, and being unable to determine attendance numbers, you covered all bases well” “Great for networking and also support from local councillors and MSP” “Fantastic event, the event co-ordinators were very friendly and helpful, I have a fantastic day” “I thought the whole event was excellently run and was very happy to have been part of it!” Waste Not Want Not Community Reuse Shop A grant was awarded to reuse shop Waste Not Want Not to purchase essential equipment including washing machine, scales and storage to increase the capacity of the reuse shop and reduce items going to landfill. Project outcomes achieved to date: “The Climate Emergency Fund allowed us to purchase a 12kg washing machine and tumble dryer, scales and more storage for our stock room for sorting items. We are now able to wash items that we would previously would have gone to cash for clothes or landfill. In July we saved 1254.8kg of clothing and textiles that would otherwise have gone to landfill. These items have either been reused, repaired and re-loved. The scales enable us to keep statistics, any items that are donated are weighed before they enter the 113
Page 114
Community Projects Project Information and Update stock room. We now have over 400 members of our clothes swap service on top of that we have many people who use the shop to purchase items which are donated”. Jan Thomson, Project Manager, Waste Not Want Not. Support available for groups as Climate Week gets underway - South Lanarkshire View 114