Agenda Document Pack - Climate Change and Sustainability Committee - 20/09/2023
South Lanarkshire Council · 20 September 2023
Back to Climate Change and Sustainability Committee — 20 September 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 12 September 2023 Dear Councillor Climate Change and Sustainability Committee The Members listed below are requested to attend a meeting of the Committee to be held as follows:- Date: Wednesday, 20 September 2023 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Cleland Sneddon Chief Executive Members Mark McGeever (Chair), Kirsten Robb (Depute Chair), Joe Fagan (ex officio), Alex Allison, John Anderson, Ralph Barker, Maureen Chalmers, Ross Clark, Margaret Cooper, Colin Dewar, Ross Gowland, Lynsey Hamilton, Mark Horsham, Gavin Keatt, Ross Lambie, Richard Lockhart, Katy Loudon, Julia Marrs, Monique McAdams, Lesley McDonald, Elaine McDougall, Carol Nugent, Mo Razzaq, John Ross, Graham Scott, Bert Thomson, Helen Toner, Margaret B Walker Substitutes Walter Brogan, Robert Brown, Andy Carmichael, Gerry Convery, Poppy Corbett, Andrea Cowan, Allan Falconer, Gladys Ferguson-Miller, Elise Frame, Geri Gray, Martin Hose, Richard Nelson, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Climate Change and Sustainability Committee held on 14 June 2023 submitted for approval as a correct record. (Copy attached) 5 - 10 Item(s) for Decision 3 Sustainability Impact Assessments of Capital Project Submissions and Revenue Budget Proposals Joint report dated 31 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 11 - 36 4 2023/2024 Action Plan of the Good Food Strategy Report dated 31 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 37 - 52 Item(s) for Noting 5 Good Food Strategy Update – Q4 2022/2023 Report dated 1 September 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 53 - 82 6 Sustainable Procurement Duty and Climate Sustainability Report dated 31 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 83 - 88 7 Food Procurement Findings of the Market Capacity Assessment and Next Steps Report dated 31 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 89 - 104 8 Sustainable Development and Climate Change Strategy Action Plan: Quarter 4 Progress Report 2022/2023 Report dated 31 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 105 - 144 9 Litter Strategy - Update Report dated 31 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 145 - 160 Urgent Business 10 Urgent Business Any other items of business which the Chair decides are urgent. 2
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Clerk Name: Susan Somerville Clerk Telephone: 07557 323097 Clerk Email: susan.somerville@southlanarkshire.gov.uk 3
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CLIMATE CHANGE AND SUSTAINABILITY COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 14 June 2023 Chair: Councillor Mark McGeever Councillors Present: Councillor Alex Allison, Councillor Ralph Barker, Councillor Janine Calikes, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Margaret Cooper, Councillor Colin Dewar, Councillor Elise Frame (substitute for Councillor John Anderson), Councillor Ross Gowland, Councillor Lynsey Hamilton, Councillor Gavin Keatt, Councillor Ross Lambie, Councillor Richard Lockhart, Councillor Katy Loudon, Councillor Julia Marrs, Councillor Lesley McDonald, Councillor Elaine McDougall, Councillor Carol Nugent, Councillor Mo Razzaq, Councillor Kirsten Robb (Depute), Councillor John Ross, Councillor Graham Scott, Councillor Margaret B Walker Councillors' Apologies: Councillor John Anderson, Councillor Joe Fagan (ex officio), Councillor Monique McAdams, Councillor Bert Thomson Attending: Community and Enterprise Resources D Booth, Executive Director; K Allan, Sustainable Development Officer; A Brown, Head of Enterprise and Sustainable Development; F Carlin, Head of Planning and Regulatory Services; T Finn, Planning and Building Standards Manager (Headquarters); C Park, Head of Roads, Transportation and Fleet Services; G Simpson, Development Adviser Housing and Technical Resources J Forbes, Head of Property Services; J Read, Strategy and Policy Advisor Finance and Corporate Resources J Davitt, Public Relations Team Leader; P MacRae, Administration Adviser; K McLeod, Administration Assistant 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Climate Change and Sustainability Committee held on 26 April 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Update on South Lanarkshire Council Motion to 'Cut Fuel Bills, Cut Carbon Emissions, Kick Start the Green Economy' A joint report dated 25 May 2023 by the Executive Directors (Housing and Technical Resources) and (Community and Enterprise Resources) was submitted on progress in relation to the motion considered by the Council on 7 December 2022 entitled ‘Cut Fuel Bills, Cut Carbon Emissions, Kick Start the Green Economy’. 2 5
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At its meeting on 7 December 2022, the Council approved a motion for Council services to consider opportunities to further improve energy efficiency and sustainability standards within its domestic and non-domestic estates. The motion included a range of actions for improving energy efficiency with the aim of:- saving money for front line services reducing the Council’s risk regarding future energy price increases cutting carbon emissions improving wellbeing reducing fuel poverty kick starting the green economy The motion comprised the following 3 sections:- produce an energy demand reduction plan for Council buildings adopt the highest standards of energy efficiency for all South Lanarkshire Council funded building projects and in the forthcoming Residential Design Guide actions to kick start the local green economy An update on progress had been provided on the various actions in relation to the above sections of the motion. It was proposed to provide further reports on progress made in relation to all aspects of the motion as well as local and national developments being implemented. This included the next Local Development Plan and the new statutory requirements for the Local Heat and Energy Efficiency Strategy. The Council would continue to maximise opportunities to enhance sustainability within its new domestic and non-domestic buildings within the budget parameters available and through identifying appropriate external funding opportunities. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the update on progress to the South Lanarkshire Council motion to ‘Cut Fuel Bills, Cut Carbon Emissions, Kick Start the Green Economy’ be noted; and (2) that the proposal to provide further updates on progress in relation to the motion and wider regulatory or legislative changes in this area be approved. [Reference: Minutes of South Lanarkshire Council of 7 December 2022 (Paragraph 16)] 4 Area Wide Emissions Route Map A report dated 25 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on consultancy work carried out in respect of area wide carbon emissions. A successful application had been made to the Council’s Climate Emergency Fund for £35,000 to appoint an industry expert to advise on how to measure and reduce area wide carbon emissions in South Lanarkshire. Following competitive tender, Aether Limited had been appointed. As part of the scope of the works, 2 workshops were held to inform Aether’s final report, the first involving internal stakeholders and the second with external stakeholders. The list of invited attendees and participants was provided at Appendix 1. Officers confirmed that East Kilbride Housing Association had attended the stakeholder engagement. 6
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The project brief detailed that the final report should:- identify and baseline 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 Council’s scope of influence to reduce emissions through its regulatory powers and policies The final report would provide the foundation for area wide emissions reduction. The full report produced by Aether Limited was attached as Appendix 3 to the report and key messages included:- the biggest contributors to area wide emissions were from transport (31%) and domestic energy (31%) the scale of action required for area wide emissions reduction was extensive the timeframe for meeting national net zero targets was unachievable within current levels of resourcing the potential for the Council to use its powers of influence and policy was extensive the proportion of the area’s carbon footprint which came from Council services was minimal engagement with local businesses, developers, organisations and communities was key to future area wide emissions reduction the potential for local businesses to invest in Council led offsetting opportunities was significant but the appetite for this was unknown examples of good practice in other Scottish local authority areas could be used to inform how South Lanarkshire could reduce area wide emissions The report could be used to engage and work with wider stakeholders to plan and develop emissions reduction projects and actions to best assist in South Lanarkshire achieving net zero by 2045. Next steps in reducing area wide emissions were detailed in Appendix 3 to the report and included:- agreement, subject to clarity on who had primary duty, on how to engage with key stakeholders and involve them in area wide emissions reduction agreement, in conjunction with key stakeholders, on set targets for area wide emissions reduction consideration of how to link area wide emissions reduction with the Net Zero Town project and Town Centre Visioning project and other key Council strategies, policies and projects ensuring that due consideration was given to climate justice and that the transition to net zero did not exacerbate poverty or inequalities There followed a discussion during which officers:- responded to members’ questions undertook to update members in the Clydesdale area in respect of the Clydesdale Scottish Transport Appraisal Guidance (STAG) The Committee decided: (1) that the progress on baselining area wide carbon emissions be noted; and 7
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(2) that the proposed next steps to reduce area wide carbon emissions, as detailed in the report, be approved. 5 The Role of Planning and Building Standards A report dated 24 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on recent changes to national spatial planning policy and Building Regulations and the role of the Planning and Building Standards Service in delivering the Council’s climate change and sustainability ambitions. Specific measures had recently been implemented by the Scottish Government to assist in achieving climate change and nature targets, together with the decarbonisation of homes and buildings. Those included:- changes to the Building Regulations in February 2023 covering energy performance, overheating and ventilation for new buildings adoption of National Planning Framework 4 (NPF4), also in February 2023, which represented the national spatial strategy for Scotland to 2045 further changes, introduced on 5 June 2023, involving a requirement for electric vehicle charging to serve new buildings and those subject to major renovation Those changes had been anticipated during the preparation of the Council’s Sustainable Development and Climate Change Strategy 2022 to 2027 and several of the priorities in the associated action plan reflected the role of the Planning and Building Standards Service in delivery of the Strategy. Details were given on:- the main changes to the Building Regulations the aim and outcomes of NPF4 the overarching principle of NPF4, which was to ensure that future places would be net zero and nature positive, designed to reduce emissions and adapt to climate change as well as protecting, enhancing and restoring the natural environment Details were also given on future actions for the Planning and Building Standards Service in delivering climate change and sustainability including:- work on the Local Development Plan 3 (LDP3), taking account of NPF4 as well as the Council’s Community Plan incorporating Scottish Government Guidance into the preparation of the LDP using evidence to develop policy options which would reduce climate change causing emissions and support adaptation while promoting nature recovery and restoration preparation of the Open Space Strategy (OSS) a review of the existing Residential Guide incorporating a joint planning and building standards approach to the design and layout of new housing sites to ensure energy efficiency and net zero emissions as an integral part of the process Officers responded to members’ questions on the report. The Committee decided: that the information contained in the report in terms of national spatial planning policy and Building Regulations, together with details of the role of the Planning and Building Standards Service in delivering the Council’s climate change and sustainability ambitions,be noted. 8
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6 Urgent Business There were no items of urgent business. 9
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Page 1 of 26 Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 20 September 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Sustainability Impact Assessments of Capital Project Submissions and Revenue Budget Proposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] Update the Climate Change and Sustainability committee on the proposed Sustainability Impact Assessment process and; Receive endorsement for the Sustainability Impact Assessment process to be used during future capital and revenue budget processes. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the attached Sustainability Impact Assessments are endorsed for use in future capital and revenue budget processes. [1recs] 3. Background 3.1. The Council has a statutory duty under the Climate Change (Scotland) Act 2009 to: reduce carbon emissions from its activities and influence the reduction of carbon emissions in the wider community; take action to adapt to the impacts caused by the effects of climate change – in our local communities, on our buildings, infrastructure, service delivery and the natural environment; and; to act sustainably in everything it does as a Council 3.2. The above legislation requires the Council to consider the above within its decision-making processes. The Council’s capital and revenue budget process is one of these decision- making processes and the proposed sustainability impact assessment process aims to ensure that we continue to ensure that factors related to carbon reduction, climate change adaptation and the wider principles of sustainable development are included within capital and revenue budget processes. 3.3. As part of the annual revenue and capital budget process, assessments of the impact of projects, and changes to the revenue budget, are prepared and shared with Members, prior to them making decisions around these budgets. 3 11
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Page 2 of 26 3.4. The proposed Sustainability Impact Assessment process included in this report will allow Officers and Elected Members to complete a more detailed assessment of the sustainability impacts resulting from either budget or project proposals, which can aid their decision making. 3.5. At the meeting of Council on 23 August 2023 it was agreed via a Motion that “Officers provide high level guidance for political groups to complete a sustainability impact assessment of their proposed budgets in the run up to the Council’s budget setting process in February; and encourages all budget motions to include an accompanying statement to their proposals which sets out how their spending plans align with the Council’s climate strategies, including this as an appendix”. 3.6. Officers will use the documents included in this paper when presenting revenue and capital budgets to Members. 3.7. Separate documents have been created for the process asked for under the Motion as detailed at section 3.5. It should be noted that Council agreed that Members are encouraged to complete these assessments in any proposed budget motions. Standing orders have not been changed, therefore this is not mandatory. 4. Sustainability Impact Assessments 4.1. Copies of the proposed sustainability impact assessment process are attached as appendices to this paper. Appendix 1 provides the document for revenue budget proposals that can be used by Members to accompany their budget motions (as covered at section 3.5). Appendix 2 provides the document that officers will use when considering capital projects. Appendix 3 provides the guidance document which will aid the completion of the Sustainability Impact assessment. 4.2. The proposed sustainability impact assessment templates feature fifteen impact categories which are divided into reference numbers, examples of impact categories include Energy, Water, Waste and Greenhouse Gas Emissions. Prompted questions are also available within the template to help guide those completing the forms consideration to key sustainability issues. The template then prompts the user to decide whether there is a possible impact because of the budget proposal by using drop-down menus built into the template, the options for this is as follows: yes – positive, yes – negative, no impact and unknown. The template then details a section for the user to provide a description of the impact. If it is decided that there is an impact, either negative or positive, the template prompts users to consider the significance of the impact before scoring the impact on a varying scale of significance by using the drop-down menus built into the template, the options for this are as follows: major adverse/ beneficial, moderate adverse/ beneficial, minor adverse/ beneficial, negligible, no impact and further information required. 4.3. It is proposed that these documents are rolled out across the Council and should be used to consider the impacts of capital projects and revenue budget options in response to the motion agreed by Council on 23 August 2023. 5. Employee Implications 5.1. There are no direct employee implications from this report. 5.2. Support for completion of the sustainability impact assessments has been provided in the form of a guidance document with further support available during budget-setting from the Council’s Sustainable Development and Climate Change team. 12
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Page 3 of 26 6. Financial Implications 6.1. There are no direct financial implications of this report. The continued assessments undertaken on revenue and capital plans will continue to support our duties which requires public bodies to include in their annual climate change reports “how the public body will align its spending plans and use of resources with emissions targets”. 7. Sustainability, Climate Change and Environmental Implications 7.1. The proposed sustainability impact assessments will help to embed sustainability considerations within the Council’s decision-making processes ensuring that both Officers and Elected Members consider the impacts of their proposals, both negative and positive, within the realms of carbon emissions, adapting to the effects of climate change, social justice, economic wellbeing, and good environmental stewardship, as well as the steps taken (or planned) to mitigate any adverse impacts of the Council’s operations. 8. Other Implications 8.1. Furthermore, well developed and considered sustainability impact assessments will help mitigate one of the Council’s top risks: ‘the failure to meet sustainable development and climate change objectives’ and supports a main objective of the Council’s Sustainable Development and Climate Change Strategy 2022-2027: ‘to build a sustainable, climate resilient and net zero South Lanarkshire together in a fair and inclusive way’. 9. Equality Impact Assessment and Consultation Arrangements 9.1. 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. The Sustainable Development and Climate Change Strategy 2022-2027 has undergone full Strategic Environmental Assessment and Equality Impact Assessments. 9.2. There were no consultation arrangements required for this report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 31 August 2023 Link(s) to Council Values/Priorities/Outcomes Values Fair, open and sustainable Priorities We will work towards a sustainable future in sustainable places. Outcomes Good quality, suitable and sustainable places to live. Caring, connected, sustainable communities. Previous References Meeting of Full Council on 23 August 2023 13
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Page 4 of 26 List of Background Papers Sustainable Development Strategy 2022-2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kirsten Allan (Sustainable Development Officer) E-mail: Kirsten.Allan@southlanarkshire.gov.uk 14
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Page 5 of 26 Appendix 1: Sustainability Impact Assessment for Revenue Budget Proposals Sustainability Impact Assessment for Revenue Budget Proposals Background Information Reducing our contribution to climate change and taking action to reduce the impacts of climate change is central to living and working sustainably. The Council has a statutory duty under the Climate Change (Scotland) Act 2009 to: reduce carbon emissions from its activities and influence the reduction of carbon emissions in the wider community; take action to adapt to the impacts caused by the effects of climate change – in our local communities, on our buildings, infrastructure, service delivery and the natural environment; and; to act sustainably in everything it does as a Council The above legislation requires the Council to consider all the above within its decision-making processes. The Council’s revenue budget process is one of these decision-making processes and this template aims to ensure that factors related to carbon, climate change adaptation and sustainability are included within a budget proposal. Completion of this template also supports the Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Amendment Order 2020 which requires public bodies to include in their annual climate change reports “how the body will align its spending plans and use of resources with emissions targets”. Use of the template will help mitigate one of the Council’s top risks: ‘the failure to meet sustainable development and climate change objectives’ and supports a main objective of the Council’s Sustainable Development and Climate Change Strategy 2022-2027: ‘to build a sustainable, climate resilient and net zero South Lanarkshire together in a fair and inclusive way’. 15
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Page 6 of 26 - Section 1 - Completing a Sustainability Impact Assessment of Budget Proposals This sustainability impact assessment aims to consider likely effects of budget proposals on South Lanarkshire’s people, infrastructure, natural and physical environment. It is not an in-depth expert assessment but rather a high-level assessment which helps consider impacts in terms of carbon emissions, adapting to the effects of climate change, social justice, economic wellbeing, and good environmental stewardship, as well as the steps taken (or planned) to mitigate any adverse impacts. It is expected that this template will accompany submission of any revenue budget proposal. • Guidance on completing the assessment is available. • Support in completing the form can also be requested from the Council’s Sustainable Development Officers by emailing Sustainability@southlanarkshire.gov.uk. • The process outlined within this report is an evolving process and will be trialled during February’s budget setting process with a review taking place following this. 16
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Page 7 of 26 Please complete the budget details template, before moving on to completion of the sustainability impact assessment. Budget Details Budget Option (number/title) Prepared By: 17
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Page 8 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 1 Energy (usage, demand and generation) Does the activity/proposal impact energy demand, use and provision? Select impact level. Select an assessment level. 2 Water (quality, demand, use and disposal) Does the activity/proposal impact on the sustainable use, management and conservation of water? Select impact level. Select an assessment level. 3 Environmental Good Stewardship (air and soil quality, noise and light pollution) Does the activity/proposal result in any emissions to air, soil and/or water? Does the activity/proposal impact air quality or noise and light pollution? Select impact level. Select an assessment level. 4 Waste (total volume, end of life disposal and recycling, resource use and product consumption) Does the activity/proposal impact waste generation or disposal methods? Select impact level. Select an assessment level. 5 Active Travel and Sustainable Transport (walking, wheeling, cycling) Does the activity/proposal impact the use of fossil fuelled vehicles and the provision of low carbon travel opportunities in communities? Select impact level. Select an assessment level. 18
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Page 9 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 6 Transport (Fleet) Does the activity/proposal impact the use of Council- owned fleet/ staff travel? Select impact level. Select an assessment level. 7 Communities (resilience, awareness, communication, skills) Does this activity help build awareness, willingness, and skills in our communities to address climate change? Select impact level. Select an assessment level. 8 Reduced Inequalities and Social Justice (poverty, inclusion, cost of living, fair work) Does the proposal build capacity to identify and tackle poverty and exclusion? Does the proposal improve quality of life? Select impact level. Select an assessment level. 9 Services (demand and use) Does the proposal or activity increase overall consumption of services or decreasing them? Select impact level. Select an assessment level.. 19
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Page 10 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 10 Procurement/ Supply Chain (e.g. purchased goods and services, contractor and sub-contractor activities, local supply chain, SMEs, community wealth building) Does the activity/proposal increase consumption of resources? Does the activity/proposal impact local supply chains and local spend? Are there opportunities for local employment? Select impact level. Select an assessment level. 11 Land Use and Land Use Change Does the activity/proposal alter or change the function of land and/or impact on peatland or vacant and derelict land? Select impact level. Select an assessment level. 12 Nature/ Biodiversity (protection, restoration and enhancement) Does the activity/proposal impact on the protection, enhancement and restoration of biodiversity and nature? Select impact level. Select an assessment level. 13 Health and Wellbeing (physical, mental and social) Does the proposal promote and support improved social, physical and mental wellbeing? Select impact level. Select an assessment level. 20
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Page 11 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 14 Extreme weather/ climate events (drought, flooding, heat, storms) Does the activity/proposal impact on resilience of both South Lanarkshire Council and communities to extreme weather events (flooding, drought, wildfires, storms)? Select impact level. Select an assessment level. 15 Greenhouse Gas Emissions (increase or decrease in emissions) Does the activity/proposal impact on greenhouse gas emissions? Select impact level. Select an assessment level. 21
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Page 12 of 26 Appendix 2: Sustainability Impact Assessment for Capital Project Submissions Sustainability Impact Assessment for Capital Project Proposals Background Information for Officers Reducing our contribution to climate change and taking action to reduce the impacts of climate change is central to living and working sustainably. The Council has a statutory duty under the Climate Change (Scotland) Act 2009 to: • reduce carbon emissions from its activities and influence the reduction of carbon emissions in the wider community; • take action to adapt to the impacts caused by the effects of climate change – in our local communities, on our buildings, infrastructure, service delivery and the natural environment; and; • to act sustainably in everything it does as a Council The above legislation requires the Council to consider all the above within its decision-making processes. The Council’s annual capital budget development process is one of these decision-making processes and this template aims to ensure that factors related to carbon, climate change adaptation and sustainability are included within capital project proposals. Completion of this template also supports the Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Amendment Order 2020 which requires public bodies to include in their annual climate change reports “how the body will align its spending plans and use of resources with emissions targets”. Use of this template will help mitigate one of the Council’s top risks: ‘the failure to meet sustainable development and climate change objectives’ and supports a main objective of the Council’s Sustainable Development and Climate Change Strategy 2022-2027: ‘to build a sustainable, climate resilient and net zero South Lanarkshire together in a fair and inclusive way’. 22
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Page 13 of 26 - Section 1 – Completing a Sustainability Impact Assessment of Capital Project Proposals This sustainability impact assessment aims to consider likely effects of budget proposals on South Lanarkshire’s people, infrastructure, natural and physical environment. It is not an in-depth expert assessment but rather a high-level assessment which helps consider impacts in terms of carbon emissions, adapting to the effects of climate change, social justice, economic wellbeing, and good environmental stewardship, as well as the steps taken (or planned) to mitigate any adverse impacts. An example project has been included below to help with completion. It is expected that this template will accompany submission of any capital budget proposal. • A worked example of a capital project submission is available to help guide completion of the below templates. • Guidance on completing the sustainability impact assessment template is available. • Support in completing the form can also be requested from the Council’s Sustainable Development Officers: sustainability@southlanarkshire.gov.uk Please complete the project information template, before moving on to completion of the sustainability impact assessment. PROJECT INFORMATION Proposal/Project Title: Project Information: Status: Lead Officer Name: Lead Officer Job Title: Service Name: Resource Name: Completed By: Proposal/Project/Report Summary - why it is required, and expected outcomes: Actions: Actions required to mitigate the negative effects of the proposal, should it be implemented: 23
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Page 14 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 1 Energy (usage, demand and generation) Does the activity/proposal impact energy demand, use and provision? Select impact level. Select an assessment level. 2 Water (quality, demand, use and disposal) Does the activity/proposal impact on the sustainable use, management and conservation of water? Select impact level. Select an assessment level. 3 Environmental Good Stewardship (air and soil quality, noise and light pollution) Does the activity/proposal result in any emissions to air, soil and/or water? Does the activity/proposal impact air quality or noise and light pollution? Select impact level. Select an assessment level. 4 Waste (total volume, end of life disposal and recycling, resource use and product consumption) Does the activity/proposal impact waste generation or disposal methods? Select impact level. Select an assessment level. 5 Active Travel and Sustainable Transport (walking, wheeling, cycling) Does the activity/proposal impact the use of fossil fuelled vehicles and the provision of low carbon travel opportunities in communities? Select impact level. Select an assessment level. 24
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Page 15 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 6 Transport (Fleet) Does the activity/proposal impact the use of Council- owned fleet/ staff travel? Select impact level. Select an assessment level. 7 Communities (resilience, awareness, communication, skills) Does this activity help build awareness, willingness, and skills in our communities to address climate change? Select impact level. Select an assessment level. 8 Reduced Inequalities and Social Justice (poverty, inclusion, cost of living, fair work) Does the proposal build capacity to identify and tackle poverty and exclusion? Does the proposal improve quality of life? Select impact level. Select an assessment level. 9 Services (demand and use) Does the proposal or activity increase overall consumption of services or decreasing them? Select impact level. Select an assessment level.. 25
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Page 16 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 10 Procurement/ Supply Chain (e.g. purchased goods and services, contractor and sub-contractor activities, local supply chain, SMEs, community wealth building) Does the activity/proposal increase consumption of resources? Does the activity/proposal impact local supply chains and local spend? Are there opportunities for local employment? Select impact level. Select an assessment level. 11 Land Use and Land Use Change Does the activity/proposal alter or change the function of land and/or impact on peatland or vacant and derelict land? Select impact level. Select an assessment level. 12 Nature/ Biodiversity (protection, restoration and enhancement) Does the activity/proposal impact on the protection, enhancement and restoration of biodiversity and nature? Select impact level. Select an assessment level. 13 Health and Wellbeing (physical, mental and social) Does the proposal promote and support improved social, physical and mental wellbeing? Select impact level. Select an assessment level. 26
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Page 17 of 26 SUSTAINABLITY IMPACT ASSESSMENT TEMPLATE Ref No. Category Question(s) Yes/No/Unknown Description of Impact If Yes, How Significant is the Impact? 14 Extreme weather/ climate events (drought, flooding, heat, storms) Does the activity/proposal impact on resilience of both South Lanarkshire Council and communities to extreme weather events (flooding, drought, wildfires, storms)? Select impact level. Select an assessment level. 15 Greenhouse Gas Emissions (increase or decrease in emissions) If assessment level is considered to be major or minor adverse (i.e.. There’s a significant or minor increase in greenhouse gas emissions),go to next section and complete the carbon impact assessment. If no adverse impact, you have now completed the template. Does the activity/proposal impact on greenhouse gas emissions? Select impact level. Select an assessment level. 27
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Page 18 of 26 - Section 2 - Completing a Carbon Impact Assessment of Capital Projects Background As an organisation we have a duty to understand the carbon impact of our activities. The council has a statutory responsibility to act in a sustainable way and contribute to emission reduction targets. We must where possible avoid increasing emissions through our daily activities, projects and policies. Instructions for Completing a Carbon Impact Assessment Step 1: Has the project been subject to a previous Environmental Impact Assessment (EIA) or Strategic Environmental Assessment (SEA)? Step 2: Now complete the table(s) below, considering whether any of the emission sources will be impacted by the proposed activity/project. EIA OR SEA Have the details of your report been directly subject to an Environmental or Strategic Environmental Impact Assessment previously? If yes, please add a short outline of the EIA/SEA below and continue with the following carbon impact assessment. If no, please complete the following impact assessment. 28
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19 CARBON IMPACT ASSESSMENT TEMPLATE Please consider whether any of the following emissions sources will be impacted by proposed activity/project Emission Source(s) Is an Impact Expected? (Yes/No/Unknown) If Yes, How Significant is the Impact Positive impact = reduction in emissions Negative impact = increase in emissions Description (please provide an explanation of emissions, how you have taken actions to limit emissions, provide emission quantities or consumption data if known and describe how emissions will be monitored) Existing Buildings (electricity, gas, gas oil, water for heating, cooling and cooking) Choose an impact level Choose an assessment level. New Buildings (domestic and non- domestic) (electricity, gas, gas oil, water for heating, cooling and cooking) Travel (staff commuting, business travel, working from home) Transport (fleet) Waste (recyclates, landfill, incineration/energy from waste) Renewables (air source/ground source heat pumps, wind, solar, water, geothermal use and generation) Whole Lifecycle Carbon (Embodied Carbon) (material extraction, use, disposal) 29
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20 CARBON IMPACT ASSESSMENT TEMPLATE Carbon offsetting/insetting (e.g tree planting, peatland restoration) Procurement/ Supply Chain (e.g purchased goods and services, consider contractor, sub-contractor activities) Land Use Changes (e.g deforestation, land degradation, conversion of land for agriculture or urbanisation) Other emissions (e.g street lighting, refrigerants, fugitive emissions, air travel and shipping) Step 3: Consider the current and future changes in our weather and climate and how they may impact on the project/activity? FUTURE CLIMATE AND WEATHER SCENARIOS If appropriate, have you considered the current and future changes in our weather and climate? If yes, please provide a description (including any adaptation actions taken) below: (RCP Pathway Scenarios (1.5, 2, 3+ degrees), assessment against drought, wildfires, flooding, combined climactic effects) 30
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21 Step 4: Provide a summary of the above assessment which can be included within the ‘Climate Change, Sustainability and Environmental Implications’ section of committee reports. Step 5: Receive Head of Service sign-off on the assessment. SUMMARY (for inclusion in reports and project submission forms) Use the box below to summarise your responses for inclusion within the ‘Climate Change, Sustainability and Environmental Implications’ section of your report/project submission Carbon Impact Assessment Approved by Head of Service Date 31
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Appendix 3: Guidance on Completing a Sustainability Impact Assessment Guidance on Completing a Sustainability Impact Assessment The following table aims to help officers and elected members assess the impact of their proposal – whether if the proposal is implemented, it will have a negative or positive impact. Table 1.0: Questions for Consideration When Assessing Sustainability Impacts Ref No. Impact Category Questions for Consideration 1 Energy (usage, demand and generation) Consider operational council buildings, offices, libraries, community centres, schools, wet leisure Does the proposal change overall energy demand? This might include installation of more efficient systems, or management to allow reduced heating or lighting energy demand? Will energy usage be reduced by minimising energy demand, improving energy efficiency or using renewable energy sources? Does the proposal represent additional emissions for South Lanarkshire Council (I.e. installation of new gas boilers in a new facility)? If construction is required, does the proposal embrace the principles of circular design and construction i.e. prioritising building/material reuse, low embodied carbon materials? Does the proposal ensure adequate management, monitoring and control of services are adopted i.e. through a building management system? Does the proposal include changes to local capacity for renewable electricity heat generation? This might include solar PV panels, heat pumps, biomass boilers, wind turbines etc. Does this activity involve an increase or decrease in static fossil fuel technologies (transport is covered later)? For example, replacement of an existing gas boiler with a heat pump of an equivalent rating would be a decrease in fossil fuel consumption. 2 Water (quality, demand, use and disposal) Does the proposal result in an increase in water consumption? Does the proposal promote the efficient use of water and prevent pollution to local sewerage systems, rivers, streams and other water courses? Does the proposal promote water conservation such as the use of a permanent water leak detection system or flow control devices or water efficient appliances? 32
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Table 1.0: Questions for Consideration When Assessing Sustainability Impacts 3 Environmental Good Stewardship (air and soil quality, noise and light pollution) Will levels of consumption and damage to the natural and built environment be reduced as part of this option? Does the proposal result in any emissions to air, soil and/or water? Does the proposal result in any noise and light pollution? 4 Waste (total volume, end of life disposal and recycling, resource use and product consumption) Will the proposal make efficient use of natural resources? Does the proposal prevent waste? Does the proposal increase or decrease the proportion of waste recycled? Does it increase segregation rates, improve infrastructure around waste segregation to facilitate easier and less contaminated recyclates? Does the proposal support minimal waste disposal, and does it dispose of any waste arising in accordance with good practice and legislation? Does the proposal support a ‘circular economy’ e.g. keeping resources in use for as long as possible, extract the maximum value from them whilst in use, then recover and regenerate products and materials at the end of each service life? Will the proposal reduce reliance on single-use plastics? 5 Active Travel and Sustainable Transport (walking, wheeling, cycling) Does the activity decrease or increase the use of fossil- fuelled vehicles? Does the activity provide support or accessibility for people to use active forms of travel (mainly cycling and walking)? Does this activity mean that staff will need to travel more or less? Can this be reduced? Can we modify the project to change the mode of transport (public transport, cycling, walking). 6 Transport (Fleet) Will fuel consumption and/or business mileage be reduced by minimising travel demand, modal shift (e.g. changing to walking, cycling, bus or train instead of cars or taxis), or using alternative fuels (e.g. electric vehicles) as part of this option? Will any staff travel be conducted using pool cars instead of owned vehicles? Will meetings be conducted via MS Teams where possible rather than in-person? 7 Communities (resilience, awareness, communication, skills) Does this activity increase awareness of climate change, and the council’s actions to address climate change issues? Does this activity help build awareness, willingness, and skills in our communities to address climate change? Does 33
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Table 1.0: Questions for Consideration When Assessing Sustainability Impacts it have a cost or benefit in terms of our relationships with community groups? Does this activity provide training to individuals and businesses in improving their climate change performance, or in developing marketable green skills? Will implementing this option decrease residents’ and communities’ vulnerability to the impacts of climate change (e.g. storms, high winds, flooding, high temperatures) which could result in damage to infrastructure, transport disruption and service delivery? 8 Reduced Inequalities and Social Justice (poverty, inclusion, cost of living, fair work) Does the proposal build capacity to identify and tackle poverty and exclusion? Promote the participation of minority or underrepresented groups in public consultations? Provide services in a non-discriminatory way? Align budgets to boost employment opportunities and income in disadvantaged communities? Does the proposal improve people’s quality of life? 9 Services (demand and use) Does the proposal or activity increase overall consumption of services or decreasing them? Suppliers and external business have their own associated carbon footprints and emissions. Is the service necessary? Does the activity support the development of green business i.e. new technologies, research and development, services etc? 10 Procurement/ Supply Chain (e.g. purchased goods and services, contractor and sub-contractor activities, local supply chain, SMEs, community wealth building) Are we exerting influence over external service providers, partners and communities to ensure they are acting to improve their environmental performance? I.e., do they have a sustainability and/or environmental policy? Are we taking steps in this activity to ensure that we are working with partners with similar values to ours in relation to climate change? Does the proposal increase local spend? Improve local supply chains? Improve opportunities to work with SMEs and/or local businesses? Does the proposal support community wealth building? Does the proposal increase local employment and fair work opportunities? Are we working to ensure that we specify lower carbon options when we buy in food and drink? Typically, we want to use food that is less land and carbon intensive to produce, process, and transport. This means we should ideally be reducing red meat and dairy consumption and keeping supply chains as short as possible (i.e. buying locally produced food where possible). How is the food packaged? Is it wrapped in foil or plastic? Are we decreasing the quantities? 34
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Table 1.0: Questions for Consideration When Assessing Sustainability Impacts 11 Land Use and Land Use Change Does this project result in a net increase or decrease in land carbon storage? This is likely to be directly correlated with the amount of timber (or mature trees) on the site, but may also be affected by peat formation, wetlands, or peat use as a horticultural medium. Is this activity reducing or increasing the risk of flooding due to changes in land use? Rough vegetation, woodland, and artificial flood storage areas will decrease the risk, impermeable surfaces, open ground, and drainage directly into watercourses will increase it. 12 Nature/ Biodiversity (protection, restoration and enhancement) Are we creating, modifying or destroying habitats? Does the proposal protect existing natural resources and habitats? Does the proposal seek to enhance natural resources and habitats? Does the proposal result in a biodiversity and natural capital net gain (i.e. the introduction of street trees, bird and bat boxes, joining up of hedgerows etc). Does the proposal create new habitats ie greenspaces, improve resilience within habitats or join up existing habitats? Will the project use pesticides? Will the project avoid converting wildland or greenfield to developed land, by reusing redundant buildings or repurposing brownfield sites or derelict urban land? 13 Health and Wellbeing (physical, mental and social) Does the proposal promote social wellbeing by encouraging integration and positive connection with others – both indoors and outdoors? Does the proposal promote physical wellbeing through the delivery of healthy, comfortable and active places? Does the proposal promote mental wellbeing of all users through high- quality, attractive and supportive internal and external environments? 14 Extreme weather/ climate events (drought, flooding, heat, storms) How vulnerable is the proposal to drought? How vulnerable is the activity to flooding both from rivers and surface water? How vulnerable is the activity to heatwaves? How vulnerable is the proposal to extreme weather events? Has consideration been given to future climate changes and measures put in place to adapt to them? Will implementing this option decrease the vulnerability of the Council’s premises and infrastructure to the impacts of climate change (e.g. damage to buildings, roads and pavements and transport disruption) caused by extreme weather events such as storms, high winds, flooding and high temperatures? Will implementing this option decrease or increase the vulnerability of the Council’s services to the impacts of climate change? Will the implementation of this option lessen the effect climate change could have on Council premises and local infrastructure? These effects include 35
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Table 1.0: Questions for Consideration When Assessing Sustainability Impacts road deterioration, failure of drainage infrastructure, significant increases in maintenance costs and replacement infrastructure or disruption. Will action to improve the resilience of the Council’s premises and infrastructure to climate change be considered for this option? 15 Greenhouse Gas Emissions (increase or decrease in emissions) Will this option, if implemented, result in an increase / a decrease / no change in carbon emissions, considering both short-term and long-term emissions? What measures will be taken to minimise or off-set any emissions? Is the project compatible with the Council’s and Scotland’s net-zero ambitions? If emissions are unavoidable, can off-setting emissions be considered? Further Information/ Useful Links: • Climate Ready Clyde has developed a climate risk screening toolkit to help incorporate adaptive measures in projects that involve infrastructure and the built environment. This toolkit can be used as a reference for all projects that include infrastructure and the built environment Climate Ready Clyde: Climate Ready Clyde • Adaptation Scotland: Adaptation Scotland :: Home • SEPA Flood Risk Maps: Flood maps | Scottish Environment Protection Agency (SEPA) • Scotland’s Climate Change Plan: Climate change - gov.scot (www.gov.scot) • UN Sustainable Development Goals: THE 17 GOALS | Sustainable Development (un.org) • Ellen McArthur Foundation: What is a circular economy? | Ellen MacArthur Foundation • Zero Waste Scotland: Zero Waste Scotland • Net Zero Nation Scotland: Home | Net Zero Nation • Built Environment – Smart Transformation Scotland: Built Environment - Smarter Transformation Scotland - BE-ST • NatureScot: NatureScot 36
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 20 September 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: 2023/2024 Action Plan of the Good Food Strategy 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] agree the Action Plan for the fourth year of implementation (2023/2024) of the Council’s Good Food Strategy [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation: [ (1) that the Council Action Plan for the fourth year of implementation (2023/2024) of the Good Food Strategy, attached as Appendix 1, be agreed. s] 3. Background 3.1. The Council’s Good Food Strategy 2020 to 2025 was approved by the Executive Committee on 4 December 2019. 3.2. The Strategy provides a framework for actions to move towards healthier, fairer and more sustainable food systems in the Council’s area and seeks to ensure that food plays a positive role in everyone’s life. Change in the food systems has the potential to tackle challenges and bring positive outcomes in relation to health, well-being, social connections, poverty and inequalities, economy, including agriculture and tourism, environment and climate change and animal welfare. 3.3. By taking into account all the aspects of food, the Council has set out objectives and intentions to deliver the vision of the Strategy and to work in collaboration with partners and support the community. 3.4. The implementation of the Strategy started in April 2020. An update on the implementation of the Strategy is provided at quarter 2 and quarter 4 each year, with reports presented to the Climate Change and Sustainability Committee. 4. Good Food Strategy Action Plan 2023/2024 4.1. The Action Plan for the fourth year of implementation of the Good Food Strategy is attached at Appendix 1. 4.2. The Action Plan was developed based on inputs from the following services:- Community and Enterprise: Amenity services, Economic Development services, Environmental services, Facility services, Planning services, Refuse and Recycling services 4 37
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Education: Health and Wellbeing in schools, Youth, Families and Communities Learning services Finance and Corporate: Benefits and Revenue, Community Engagement Team, Money Matters Advice Services Social Work: Unpaid Work services 4.3 The Action Plan includes two sections: Performance indicators and Projects. Each section is divided into Good Food Themes: Good Food at Home and the Community Good Food in Public Places Good Food Economy Good Food Growing Good Food for the Environment Good Food Governance Measures and actions are reported by outcome as defined in the Good Food Strategy. 5. Food Growing Strategy Action Plan 2023/2024 5.1. In addition to the Good Food Strategy, the Council has a statutory obligation to develop a Food Growing Strategy and provide allotments and other food growing opportunities (Community Empowerment Scotland Act 2015). 5.2. The Council’s Food Growing Strategy was published in 2020, with a Food Growing Action Plan formulated annually in consultation with members of the Food Growing Group. This group is made up of partners, voluntary and third sector organisations. The Food Growing Action Plan is monitored by the Food Growing Group and Amenity Services oversees compliance with the statutory obligations defined by the Scottish Government. The Action Plan is publicly shared in accordance with statutory obligations. 5.3. 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 2023/2024 incorporates the main Food Growing Strategy actions, allowing progress on food growing to be reported to the Climate Change and Sustainability Committee (in green in Appendix 1). 6. Monitoring Framework 6.1. Progress of the Action Plan will be reported to the Climate Change and Sustainability committee at quarter 2 and quarter 4. The IMPROVe system will continue to be used to gather the progress from Services and to produce monitoring reports. 6.2. A mid- term review of the Strategy is also under development and will be published towards the end of 2023. This will assess the broader outcomes and overall impacts of the five-year strategy. 7. Strategic Environmental Assessment 7.1. 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 and the Food Growing Strategy. 38
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8. Employee Implications 8.1. Monitoring the implementation of the Good Food Strategy Action Plan is the key task of the Policy Officer (Food Development). The implementation of the Food Growing Strategy is monitored by Amenity Services. 8.2. In addition, the implementation of the strategies is the task of Resources and Services involved in food activities as identified during the development of the Good Food Strategy and Food Growing Strategy and as indicated in the action plan. 9. Financial Implications 9.1. Although there are no financial implications at this stage, specific financial implications related to the implementation of the Action Plan are foreseen and reported on a case- by-case basis. 10. Climate Change, Sustainability and Environmental Implications 10.1. 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, the Food Action Plan 2023/24 will help to achieve the objectives of the Sustainable Development and Climate Change Strategy. 11. Other Implications 11.1. There are no implications for risk in terms of the information contained within this report. 12. Equality Impact Assessment and Consultation Arrangements 12.1. The Equalities Impact Assessment for the Good Food Strategy has been conducted and approved. 12.2. There were no consultation arrangements required for this report. David Booth Executive Director (Community and Enterprise Resources) 31 August 2023 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 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. 39
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Outcomes Our children and young people thrive. Good quality, suitable and sustainable places to live. Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities. People live the healthiest lives possible. Inspiring learners, transforming learning, strengthening partnerships Previous References Executive Committee 4 December 2019 – Recommendations Referred by Community and Enterprise Resources Committee Community and Enterprise Resources Committee 12 November 2019 – 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: Hélène Gourichon (Policy Officer for Food Development) E-mail: helene.gourichon@southlanarkshire.gov.uk 40
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Appendix 1. 2023/2024 Good Food Strategy Action Plan Contents 1- Performance indicators ........................................................................................................................................................................................................... 2 2- Actions ..................................................................................................................................................................................................................................... 7 41
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1- Performance indicators *The baseline refers to the starting point i.e. 2020/2021 which corresponds to the figure for the first year of implementation of the strategy. When this figure is not available (either because the data was not collected this year or because the measure was only included in subsequent action plans), the oldest figure available is included as well the date it refers to. **Measures are set as contextual when there is no target or when the services have limited or no impact on the variation of the figure. Updates are therefore provided for information only as they reflect contextual changes in the food system. Good Food at Home and the Community Resource Outcome 1. Supporting good food education and culture 2. Reducing food insecurity and dignity Measure Baseline 2020/2021* Performance 2022/2023 Annual Target Resource/Service Number of learners from Youth, Family and Community Learning service (Education) benefiting from food related learning programmes 855 834 300 Youth, Family and Community Learning service/ Education Number of children eligible for free school meals and supported during school holiday periods (£2.50 per day) 9,557 (2021/22) – the initiative started in 2021 9,544 Contextual** Benefits & Revenue (Finance and Corporate) Number of referrals to specific food initiatives for families experiencing food insecurity made by Council services and partners (Best Start Food applications; Healthy Start Voucher applications; Food Bank referrals; School meal applications; Scottish Welfare Fund applications) 1,656 3,565 (figure is much higher compared to baseline as referrals from partners are now captured while only referrals from the Council were included before) Contextual Money Matters/ Finance Number of people receiving food parcels or vouchers distributed by food banks 50,656 57,709 Contextual Community Engagement Team 42
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Good Food in the Public Sector Resource Outcome 3. Improving food in schools and council properties 4. Improving food in public places Measure Baseline 2020/2021* Performance 2022/2023 Annual Target Resource/Service 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) 59% 66% 60% Facilities C&E 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) 47% 38% 38% Facilities C&E Number of lunches served in nursery schools as part of the Scottish Government Early Years Initiative 288,486 571,245 Contextual Facilities C&E Number of free breakfasts served in primary schools during school days Not available 727,816 Contextual Facilities C&E Level of free primary school meals uptake (as proportion of total primary school free meals which could be taken up over the period) 65% 73% Maintain Facilities C&E Level of free secondary school meals uptake (as proportion of total secondary school free meals which could be taken up over the period) 41% 43% Maintain Facilities C&E Annual public procurement spending on Fairtrade products in schools and Council premises £3,890 (2020/21) £9,348 Contextual Performance and Development/ C&E Annual public procurement spending on local food (i.e. food produced or manufactured in Scotland) 39% (2021/2022) 36% Contextual Performance and Development/ C&E 43
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Good Food Economy Resource Outcome 5. Supporting a good food retail and catering environment 6. Encouraging a fair and inclusive local food economy Measure Baseline 2020/2021* Performance 2022/2023 Annual Target Resource/Service Food businesses compliant with food safety statutory requirements 87.9% (2019/2020) 96% 85% Environmental Health/ C&E Number of local food businesses engaged with and supported Not available 10 Contextual Economic Development / C&E 44
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Good Food Growing Resource Outcome 7. Providing food growing opportunities 8. Promoting food growing and sustainability Measure Baseline 2020/2021* Performance 2022/2023 Annual Target Resource/Service Loss of Prime Agriculture Land as a result of non- agricultural development Prime agriculture Land is 6213 hectares 0% 0% Planning/ C&E Increase in the number of overall plot holders on Council managed food growing sites by March 2024 275 plot holders 7.5% 10% C&E/ Amenity Increase in the area of Council land made available for food growing sites by March 2024 30,220 m2 4% 10% C&E/ Amenity 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 2024 1,955 participants 167% (2021/2022) 5% C&E/ Amenity Occupancy levels at Council managed food growing sites 99% 99% Minimum 98% uptake C&E/ Amenity 45
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Good Food for the Environment Resource Outcome 9. Reducing food waste and packaging 10. Limiting the impact of food system on the environment and climate change Measure Baseline 2020/2021* Performance 2022/2023 Annual Target Resource/Service Undertake of waste compositional analysis to estimate the share of food waste in residual bins Not available – ad hoc project Not available – ad hoc project Contextual Refuse and recycling / C&E Share of food waste from school catering which is recycled/composted 1% (2021/2022) 1% Below 2% Facilities/ C&E Good Food Governance Resource Outcome 11. Developing and strengthening food partnerships 12. Making good food a priority in the Council’s area Measure Baseline 2020/2021* Performance 2022/2023 Annual Target Resource/Service Report on the £0.3m Food Strategy Support Fund budget including the community grants by March 2024 Not available – project started in 2022-2023 £0.27 £0.3 Performance and Development / C&E 46
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2- Actions Good Food at Home and the Community Resource Outcome 1. Supporting good food education and culture 2. Reducing food insecurity and dignity Action Measure Resource/Service 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 Performance and Development / C&E Deliver Kitchen Learning Hub to service users of the Unpaid Work Service 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 the impact on their health and wellbeing. Unpaid Work Service/ Social Work Employ an educational gardener to support service users of Unpaid Work Service undertake 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. Unpaid Work Service/ Social Work 47
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Good Food in the Public Sector Resource Outcome 3. Improving food in schools and Council properties 4. Improving food in public places Action Measure Resource/Service Progress actions to increase supply of local food and drink in the Council following recommendations from the Market Capacity Assessment Demonstrated actions to increase supply of food and drink in the Council Performance and Development/ C&E Good Food Economy Resource Outcome 5. Supporting a good food retail and catering environment 6. Encouraging a fair and inclusive local food economy Action Measure Resource/Service Encourage networking amongst the food and drink sector Demonstrated activities to encourage networking in the sector Economic Development /C&E Promote use of local food produce through promotion and events Demonstrated activities to promote local products Economic Development /C&E 48
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Good Food Growing Resource Outcome 7. Providing food growing opportunities 8. Promoting food growing and sustainability Action Measure Resource/Service Develop a Council wide Open Space Strategy (OSS) including consideration of the potential of open space for providing food growing opportunities Consultants to be appointed to develop standards and analysis of the open space audit data at Council and locality level with public engagement carried out by the Council (draft OSS to be submitted for committee approval in 2024/25) Planning & Economic Development / C&E Promote awareness of, and provide guidance on, the development of Local Place Plan by local communities and in particular highlight the potential to support them in meeting food growing aspirations. Demonstrated activities to promote and develop Local Place Plan Planning & Economic Development / C&E Ensure embedding of health and wellbeing issues in the preparation of Local Development Plan 3 (LDP3) in accordance with the NPF4 Early public engagement to inform LDP3 and committee approval to commence its Preparation of Evidence Report (including collation of evidence on Lifelong Health and Wellbeing) Planning & Economic Development / C&E Good Food for the Environment Resource Outcome 9. Reducing food waste and packaging 10. Limiting the impact of food system on the environment and climate change Action Measure Resource/Service 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 2024 including criteria to assess the impact of the educational programme Refuse and recycling/ C&E 49
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Resource Outcome 9. Reducing food waste and packaging 10. Limiting the impact of food system on the environment and climate change Action Measure Resource/Service Undertake campaigns promoting sustainable food to Council employees and South Lanarkshire residents Type of campaigns promoting sustainable food Performance and Development/ C&E 50
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Good Food Governance Resource Outcome 11. Developing and strengthening food partnerships 12. Making good food a priority in the Council’s area Action Measure Resource/Service Promote Fairtrade principles in the Council’s area together with members of the Fairtrade steering group and renew the Fairtrade Zone status of the Council Fairtrade Zone Status renewed by August 2023 Performance and Development/ C&E Demonstrated activities promoting Fairtrade principles 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 Performance and Development/ C&E Facilitate discussions on local food production at the next Rural Community Conference (scheduled in March 2024) Agenda, participants and outputs from the discussion Economic Development 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 and collective actions developed Performance and Development/ C&E Conduct a mid-term review of the Good Food Strategy Publication of the mid-term review report Performance and Development/ C&E 51
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 20 September 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Good Food Strategy Update – Q4 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 4 of 2022-2023 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) That the 2022-2023 Q4 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 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 Good Food Economy 5. Supporting a good food retail and catering environment 6. Encouraging a fair and inclusive local food economy 5 53
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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 the 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 sets out specific actions to be undertaken to deliver these objectives under each theme. 3.5. 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 Q4 Update 4.1. The Council 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 2 is as follows:- Total number of performance/ contextual measures 22 Status – Green The timescale or target has been met as per expectations 11 (50%) Status – Amber There has been minor slippage against timescale or minor shortfall against target 2 (9%) Status - Red There has been major slippage against timescale or major shortfall against target 1 (5%) 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 8 (36%) 4.3. Two of the measures show an amber status and these are measures related to food growing. Targets related to the number of plot holders on Council managed food growing sites and size of Council land made available to food growing could not be reached because of a delay in delivering a new allotment site in Chatelherault, Hamilton. If completed, number of plot holders would have increased by 27% (compared to a target of 10%). 4.4. One of the measures is red as the overall number of food growing participants on Council land including schools, care home, housing areas and areas managed by community groups or third party organisations could not be estimated this year due to the partial information shared by food growing participants. 4.5. Eight of the measures are contextual as the update is for information only. 54
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4.6. The overall summary of improvement actions at the end of Quarter 2 is as follows: - Total number of improvement actions 20 Status - Blue Action Complete 4 (20%) Status – Green The timescale or target has been met as per expectations 11 (55%) Status – Amber There has been minor slippage against timescale or minor shortfall against target 4 (20%) Status - Red There has been major slippage against timescale or major shortfall against target 1 (5%) 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 0 (0%) 4.7. Four of the measures are currently amber but two of them will be progressed through the preparation of the Open Space Strategy and the delivery of the Local Development Plan 3 which formally commenced following the approval of the Planning Committee on 8 August 2023. The third measure being amber relates to the preparation of Local Place Plan and communities are now encouraged to develop some. The fourth amber measure refers to the review of existing services to collect food waste in rural areas which is dependent on the terms of the emerging Circular Economy Bill and the new Waste Route Map which may impact the current exemption to collect food waste in rural areas. 4.8. The red measure refers to the publication of the mid-term review of the Good Food Strategy. This action has been carried forward to 2023-2024 and the outcomes from the review will be presented to the Climate Change and Sustainability Committee in November 2023. 4.9. Progress on all objectives, actions and measures is set out in Appendix 1. Some of the highlights for each of the themes of the Council include: Good Food at Home and the Community Summer Session Hubs ran within 14 locations for a duration of 6 weeks with breakfast and lunch served each day to 834 children in total In addition to the delivery of the Kitchen Learning Hub, the Unpaid Work service (Social Work) started a new project in 2022 promoting a seed to plate approach with the recruitment of an Educational Gardener, which allows service users to grow fruits and vegetables within Auchentibber grounds The Youth Family and Community Learning service (Education) has delivered food related learning programmes to 834 learners A cash referral leaflet developed by the Independent Food Aid Network (IFAN) in partnership with the Council, Citizen Advice Bureau and local food banks was launched in May 2022. The leaflet helps people with maximising income and accessing any existing financial entitlements. In South Lanarkshire, 44,000 leaflets were distributed in 31 organisations 55
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Good Food in the Public Sector The Food Pledge developed by Facility services is promoted on all menus, promotional materials and is available in the Council website Levels of total primary and secondary school meal uptake (free and paid) have exceeded the targets as well as the level of free primary and secondary school meals uptake The analysis on the capacity of local food and drink businesses to supply food to the different Council buyers was carried out by consultants from July to October 2022, and involved Council services, local businesses, and other external partners. A report is being presented to the Climate Change and Sustainability Committee on 20 September 2023, outlining the work done to date in relation to the report recommendations 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 Eight food and drink businesses received a Business Support Grant totalling approximately £74,000 Good Food Growing Despite the fact that food growing targets were missed this year due to the delay in delivering the new site in Chatelherault, the Council has 3 sites under development to be completed in 2023-2024: 1/ Chatelherault, Hamilton (potential for 64 new plot holders), 2/ Richmond extension, Rutherglen (potential for 18 new plot holders), 3/ Cuningar Loop, Rutherglen (potential for a minimum of 58 new plot holders) Plans considering the provision of land for food growing and embedding health and wellbeing when possible are under development involving a range of Council services Good Food and the Environment The Waste Education team reviewed the materials presented in primary schools to include a section on the food waste journey and to emphasise the need to reduce food waste A new pilot project was developed by Facilities services together with Education services and the Waste Education team to monitor food waste from school catering Facility services is now meeting the Environmental Protection (Single-use Plastic Products) (Scotland) Regulation 2021 introduced in June 2022 Good Food Governance 26 community groups or partners organisations have received Food Strategy Community Grants funded through the Council Food Strategy Support Fund 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 56
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5. Strategic Environmental Assessment 5.1. 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 6. Employee Implications 6.1. 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. 7. Financial Implications 7.1. Specific financial implications relating to the implementation of the Council were reported on a case-by-case basis. 8. Climate Change, Sustainability and Environmental Implications 8.1. The Food Council 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 Sustainable Development and Climate Change Strategy. 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. The Equality Impact Assessment for the Good Food Strategy has been conducted and approved. 10.2. There were no consultation arrangements required for this report. David Booth Executive Director (Community and Enterprise Resources) 1 September 2023 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 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 57
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Previous References Executive Committee 4 December 2019 - Good Food Strategy Climate Change and Sustainability Committee 31 August 2022 – Council for the third year of implementation of the Good Food Strategy Climate Change and Sustainability Committee 09 November 2022 - Good Food Strategy Update – Q4 2022-2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Hélène Gourichon (Policy Officer for Food Development) E-mail: helene.gourichon@southlanarkshire.gov.uk 58
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IMPROVe - SLC Performance Management System Report printed on 1 Sep 09:22 Quarter 4 : 2022/23 - April to March Performance Report Appendix 1 5 59
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of learners from Youth, Family and Community Learning service (Education) benefiting from food related learning programmes Programmes have taken place across the local authority through the Youth, Family and Community Learning service provision for adults, young people, communities and families. Programmes include: Additional Support Needs (ASN) food learning provision; REHIS programmes; learning programmes on cooking on a budget, food preparation, nutritional value, healthy eating, food hygiene and the good food plate; delivery of Hospitality Award Scheme Development and Accreditation Network (ASDAN); Peer led Breakfast Clubs; outdoor cooking. Green 220 834 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 9,544. Contextual ------ 9,544 0 0 0 Page 4 of 11 62
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- 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 1,621 food related referrals for families experiencing food insecurity in 2022-2023. This includes 1,400 referrals to food banks, 144 to the Scottish Welfare Fund, 52 to Best Start Food and 25 to school meals. The Community Engagement Team (CET) has acted as the lead for the Council for emergency food requests through the Community Wellbeing Line (originally set up as a response to the COVID pandemic). In 2022-2023, the team has referred 142 households to local food banks for emergency food aid, feeding 282 people. Other CPP partners, such as the four South Lanarkshire CAB’s together have referred 1,799 clients to the local foodbanks during 2022-2023, including 490 children. Figures are higher compared to previous years because only referrals made by Money Matters were captured previously. Contextual ------ 3,565 0 0 1,056 Page 5 of 11 63
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of food parcels delivered by food banks During the period April 2022 to March 2023, 31,929 households were referred to the South Lanarkshire food banks for emergency food assistance, with 57,709 people fed through emergency food parcels (including 35,971 adults and 21,738 children). Compared to the same period last year, the number of households referred to local food banks has increased by almost a fifth (19%). Breaking the figures down to user types, the number of adults accessing emergency food aid during 2022-2023 has grown by 45% compared to 2021-2022, while the number children receiving parcels has increased by a third (33%). Referrals made by the Community Engagement Team and the Citizen Advice Bureau are included in the overall foodbank totals. The rises in both household referrals and adults and children being fed through emergency food aid is reflective of the current cost of living crisis and the rising cost of food, as well as other essentials (energy, services, clothing) and the knock on effect that this is having on household budgets. The recent trends indicates that food bank use is currently at record levels, while the predictions about the continuation of the cost of living crisis linked to the sustained high price for essentials like food and energy would suggest that high demand for emergency food aid will persist for at least for the next 12 months. As well as providing emergency food parcels direct to households in need, selected foodbanks have also looked to develop alternatives designed to provide cash first alternatives and apply dignity principles as a response to food poverty, in line with planned national policy proposals (Scottish Government- 'Ending the need for food banks - draft plan'). As an example of the new approach both East Kilbride Community and Rutherglen/ Cambuslang food banks have issued 613 vouchers for local supermarkets to clients to provide greater control over their food choices. Contextual ------ 57,709 0 0 41,293 Page 6 of 11 64
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 2021/222019/20Target 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 level of free primary school meals uptake was 73% and therefore the annual target was exceeded. Theme days have assisted uptake levels. Green 65% 73% 0% 0% 58% Level of free secondary school meals uptake (as proportion of total secondary school free meals which could be taken up over the period) The level of free secondary school meals uptake was 43% and therefore the annual target was exceeded despite a slow increase in uptake. Green 41% 43% ------ 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) Primary school meal uptake for the year was 66% and therefore exceeded the set target. Green 59% 66% 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) Secondary school meal uptake for the year was 38% and therefore exceeded the set target. Green 35% 38% 47% 24% 36% Number of lunches served in nursery schools as part of new Scottish Government Early Years Initiative. 571,245 lunches were served, exceeding the set target. This figure is up to and including Period 13. Green 450,500 571,245 288,486 218,249 438,249 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 for the period 1 to 6 and 500,897 for the period 7 to 14. Contextual ------ 727,816 0 0 0 Page 7 of 11 65
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Annual public procurement spending on Fairtrade products in schools and council premises Data was provided by Scotland Excel for the period January 2022 to December 2022 and represents council Fairtrade spending through Scotland Excel contracts. Contextual ------ £9,348 ------ £3,890 £4,116 Annual public procurement spending on local food (i.e. food produced or manufactured in Scotland) Data was provided by Scotland Excel for the period April 2021 to March 2022 (data for the 2022-2023 will be available during Summer 2023). Figures reported here therefore represents the 2021-2022 procurement spending position. Figure represents the share of spending towards food products with the country of origin being Scotland or food products manufactured in Scotland compared to total spending towards food and drink products as part of the Scotland Excel contracts. The breakdown is the following: 22% of the food products are from Scotland and 13% manufactured in Scotland. 100% of the milk is either from Scotland or manufactured in Scotland, 99% of fresh meat, cooked meat, and fresh fish, 20% of frozen food and 12% of groceries. Contextual ------ 36% 0% 0% 39% Page 8 of 11 66
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 2021/222019/20Target 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 changed on 1 July 2019. The previous food law rating scheme focused on broad compliance with food hygiene requirements only, whereas the new scheme assesses overall compliance with both food hygiene and food standards legislation. Under the combined old and new food law rating schemes, 96% of food businesses that have been inspected 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 the new food law rating scheme has come into affect. 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) Support to the food and drink sector has been delivered in 2022-2023 through Business Support Grants to eight food and drink businesses in South Lanarkshire totalling approximately £74,000. Three medium businesses (less than 250 employees), one small business (less than 50 employees) and four micro-businesses (less than 10 employees) benefited from the grants. In addition, a further two companies were supported with business advice and referral to specialist support. Contextual ------ 10 0 0 0 Page 9 of 11 67
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Size of Prime Agriculture Land protected from development No prime agricultural land was lost as a result of the granting of planning applications. 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 In comparison to the previous year, the council has provided a further 25 plots, an increase of 7.5%. The target of 10% increase was not achieved due to a delay in delivering a new site in Hamilton. When completed, provision will increase by 27% compared to 2021-2022. The Hamilton site has now received planning approval and the contract for its construction was awarded in February 2023. Work on-site started in May. In total, the council has three sites under development to be completed in 2023-2024: Chatelherault, Hamilton (potential for 64 new plot holders), Richmond extension, Rutherglen (potential for 18 new plot holders), Cuningar Loop, Rutherglen (potential for a minimum of 58 new plot holders). Amber 36 25 0 0 31 Increase in the area of council land made available for food growing sites by March 2023 In 2022-2023, the addition of the Lesmahagow Road allotment site in Strathaven added a further 1,191m2 of land managed by the Council in relation to food growing which equates to a 4% increase. The size of the land provided for Council managed food sites is now 37,555. The target was missed due to delays in the new Chatelherault Allotment site. Amber 10% 4% 0% 0% 20% 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 The overall number of food growing participants could not be estimated this year due to the partial of information returned by food growing participants. Red 5.00% ------ ------ ------ 167.00% Occupancy levels at council managed food growing sites All plots are either let or have been offered out and are awaiting acceptance of the offer. Green 98% 99% 0% 0% 99% Page 10 of 11 68
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years ------------------- This Year ----------- Share of householders using the council's food waste collection service Participation rate studies undertaken by the Waste Education team during the period November 2022 - February 2023 indicated that 35% of householders use their burgundy bin to dispose of food waste. Contextual ------ 35% ------ ------ ------ Quantity of food waste from school catering as proportion of total food purchased (all food waste is collected by council contractor for recycling/composting) Snapshot of data from the new food waste pilot developed in schools by Facilities services together with Education services and Waste services show that 1.42% of the food is wasted. Green 2% 1% ------ ------ 1% 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 2021/222019/20Target 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 2021-2022; -£19,550 has been awarded to 21 community groups or partner organisations for the Food Strategy Community Grants. Initially, £20,000 had been earmarked for Food Strategy Community Grants over two financial years (2022-2023 and 2023-2024). However, due to the popularity of the grants, it was agreed that the full amount would be allocated over one year instead (2022-2023). - £205,000 has been set aside to provide a new allotment site in the Hamilton area. Planning approval was granted for the Chatelherault site in January 2023. The tender has now been awarded and work on site started in May 2023. Green £0.300m £0.270m £0.000m £0.000m £0.000m Page 11 of 11 69
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IMPROVe - SLC Performance Management System Report printed on 1 Sep 09:22 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 1 0 0 1 2 Good Food Governance 1 0 0 0 1 Good Food Growing 2 2 1 0 5 Good Food in the Public Sector 5 0 0 3 8 Total 11 2 1 8 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 2 0 0 0 0 2 Good Food Economy 0 2 0 0 0 2 Good Food Growing 0 0 3 0 0 3 Good Food for the Environment 1 2 1 0 0 4 Good Food Governance 1 4 0 1 0 6 Total 4 11 4 1 0 20 Page 1 of 13 70
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 Food was distributed following requests to the Community Wellbeing Line by the Community Engagement Team (see section on food parcel distribution). The cash first referral leaflet developed by the Independent Food Aid Network (IFAN) in partnership with the council, Citizen Advice Bureau, local food banks was launched in May 2022. In total, 31 organisations or places have ordered 44,000 leaflets and 81 posters in South Lanarkshire (from the launch to May 2023). An interactive version is also available online and tracking of usage shows that it is one of the most viewed in Scotland. Council employees from Money Matters and the Youth Family and Community Learning service (Education) as well as people with lived experience of food insecurity received train the trainer training on dignity in the context of food insecurity with the objective to train employees and volunteers working with people facing food insecurity issues. 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”. The action plan to progress this objective is now being discussed with the CPP Progress Group. Green Page 4 of 12 73
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 Level of uptake with service users participating in the hub continues to be high. Service Users are learning new skills and gaining formal REHIS qualifications. The bread baking workshop is teaching service users the skills to prepare bread which is distributed to local homeless and support services. Green 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 (UWS) employed an Educational Gardener to start a new project promoting a "seed to plate" approach and placement started in October 2022. It allows service users to grow vegetables within Auchentibber grounds, prepare food and receive education in relation to nutrition. The vegetable garden includes potato, onions, garlic, lettuces, leeks and cabbages. In the poly tunnel, there are carrots, peas, tomatoes, chillies, kale, chard, beans, pumpkins, butternut squash, spring onion and sweetcorn. Fruit trees were also planted. Later in the year, harvest will be used to prepare and cook in the UWS learning hub and to provide food to food banks and people within the community. The project helps by reducing food insecurity and develops service users food education and cooking skills. In relation to pollinating plants, there is also a variety of plants (e.g. cosmos, marigolds, calendula, nasturtiums, honesty, lavatera, hollyhocks, wallflowers and sunflowers). These will encourage bees and other insects to promote pollination. During the last quarter, service users also registered for horticultural qualifications and enjoyed an educational trip to a market garden this summer. Green Page 5 of 12 74
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 consultants, council services, local businesses and external partners. Results were presented to council officers in November 2022 when the recommendations and next steps were discussed. A meeting with external stakeholders was also held to present the results. A report will be presented to the Climate Change and Sustainability Committee on 20 September outlining work done to date in relation to report recommendations. Complete 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 The food pledge is listed on the menu promotional material and SLC website. Complete Page 6 of 12 75
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 and to organise a recipe competition using ingredients from the Lanarkshire larder involving schools, local businesses and chefs. Lanarkshire Larder also liaised with New College Lanarkshire to encourage increased use of Lanarkshire produce. Economic Development also worked with South Lanarkshire College about them using more South Lanarkshire products. Together with E3 Hub South Lanarkshire, they produce promotional videos. Several local food and drink businesses also attended the event “Showcasing the Larder of the Lowlands” organised with support from Scotland Food and Drink in April 2023. Green Page 7 of 12 76
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 The audit was completed in early 2023 and work has commenced on the preparation of the Open Space Strategy and will be considered by the Planning Committee by quarter two 2024. 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 Community bodies are encouraged to prepare Local Place Plans and information on the process is available on the Council website. 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 The preparation of the Local Development Plan has begun following the approval by the Planning Committee in August 2023. Amber Page 8 of 12 77
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 Waste services is awaiting from the results of national policy developments before taking decisions on the extension of the service to rural areas. Indeed, there is a potential within the proposed Circular Economy (CE) Bill for the rural food waste exemption to be withdrawn and garden waste collection might also become mandatory. The CE bill is expected to go before Scottish Parliament soon. Amber 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 team is working alongside colleagues in Facilities and Education services to stress to our children the importance of food waste reduction within our schools. This initiative involves monitoring the types and levels of food waste produced, school meals and packed lunches. This is an ongoing project. 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. Complete 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 from August 2021 through to August 2022 to show fruits and veg in season every month in Scotland. The Too Good Too Go app was also promoted to employees via emails. Daily communications were also shared during the Food Waste Action week in March. Video and articles were also published on South Lanarkshire View to promote the council grants available to tackle climate change including grants to develop allotments and garden area in schools or nurseries. Green Page 9 of 12 78
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 Fairtrade Zone Status renewed by August 2022 The Fairtrade Zone Status of the council was automatically renewed this year by the Fairtrade Foundation. Complete council’s area together with members of the 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 South Lanarkshire Fairtrade steering group with the organisation of a Fairtrade lunch in the Hillhouse community centre in Hamilton organised with St Ninian's Primary School. Fairtrade towns in South Lanarkshire also organised activities and events during the Fairtrade Fortnight in February 2023 with for instance the installation of Fairtrade banners in Biggar or the organisation of a raffle and talks in schools. Some of the Fairtrade towns have also updated their directories of businesses selling Fairtrade products. Green Page 10 of 12 79
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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 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 has been 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. A Food Champion was also nominated at the Executive Committee on 24th August 2022 and his role is to facilitate and increase connections among the increasing number of stakeholders involved in local food actions and initiatives. Green Page 11 of 12 80
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IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am Good Food Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Friday 1 September 2023 09:22:45am 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. Increased links with key farmer organisations also led to the organisation of a Food and Farming event for primary 6 organised by the Royal Highland Education Trust (RHET). Pupils learned about food and farming by taking part to hands-on education activities provided by farmers. Farmers representatives (National Farmers Union Scotland and SAC Consulting) also participated in the external stakeholder workshop aiming to estimate contributors to South Lanarkshire’s greenhouse gas emissions and define a route map to reduce 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 was furthered discussed with the Progress Group in June 2023. Green Conduct a mid-term review of the Good Food Strategy Publication of the mid-term review report This action has been carried forward to the 2023-2024 action plan and the review will be presented to the Climate Change and Sustainability Committee in November 2023. Red Page 12 of 12 81
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. Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 20 September 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Sustainable Procurement Duty and Climate Sustainability 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] provide an update on the Council’s approach to embedding the Sustainable Procurement Duty in contracts, with specific focus on climate sustainability [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the content of the report be noted. 3. Background 3.1. The Procurement Reform (Scotland) Act 2014 requires councils to consider how they can improve the economic, social and environmental wellbeing of the authority’s area through the Sustainable Procurement Duty, with a particular focus on reducing inequality and contributing to the sustainable development goals. 3.2. The Sustainable Procurement Duty has a wider scope than climate, being focused on people and place, as well as planet. The factors impacting on wellbeing are defined as: economic: support local small SMEs, local availability of high quality jobs meeting fair work first standards and sustainable economic growth. social: positive impacts on communities, housing and health environmental: carbon emission reduction, water quality, climate change and biodiversity 3.3. The Council’s Procurement Strategy 2023-2028 has “Sustainable and Ethical”, “Fair Work” and “Community Wealth Building” as three of the seven key procurement objectives. The Council’s progress on the Sustainable Procurement Duty is monitored through the Scottish Procurement Sustainable Toolkit and is reported annually in the Procurement Annual Report. 3.4. This report sets out the requirements on the use of the Sustainable Procurement Toolkit, Scottish Government procurement guidance on climate, sustainability in contracts and provides case studies illustrating the approach to sustainable procurement in tenders, with specific focus on climate issues. 6 83
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4. Sustainable Procurement Tools 4.1. Scottish Government has developed a set of online Sustainable Procurement Tools which are used to support the implementation and monitoring of the Sustainable Procurement Duty, as outlined in section 3.1 above. In accordance with the wider scope of the duty, this focuses not only on environmental sustainability but includes assessment of Fair Work, Communities, Equality and Ethical trade. The tools are set out below: 4.2. Flexible Framework: this is a self-assessment framework that rates the council’s approach through a set of standards, scoring from 1 – 5 (with 5 being the highest): the standards and the council’s current performance is set out below: People (level 2) Objectives, Strategy and Communication (level 4) Process (level 2) Stakeholders (level 2) Monitoring and Reporting (level 2) 4.3. The Procurement Service is responsible for assessing progress against the standards, which is currently reviewed on a six-monthly basis. Scottish Government expect progress against the Flexible Framework to be published annually in the Procurement Annual Report and the council complies with this requirement. Link to the 2021/22 annual report below: https://www.southlanarkshire.gov.uk/download/downloads/id/14914/procurement_an nual_report_2021-2022.odt 4.4. Prioritisation Tool: this supports early strategic planning and ensures a structured approach to the assessment of procurement categories, which are assessed based on spend, risk and ability to influence the market: completion of this tool for all council categories ensures an appropriate focus on priority contracts which have the most significant sustainability impact. 4.5. The Procurement team completed an assessment of the Prioritisation Tool, in consultation with the Sustainability team, Resources and Sustainable Procurement Scotland, in June 2022. Output from the Prioritisation Framework was published in the Procurement Annual Report 2021/2022. 4.6. The outcome from the Council’s Prioritisation analysis is detailed below: this identifies the categories of spend where the Council has scope to improve sustainable outcomes and influence in the market to achieve this. Risk and impact are weighted against annual spend levels in each category. This analysis will guide future procurement strategies, focusing on areas of climate impact such as Construction and Waste Management and those areas with social and economic impacts, including Social Care and Early Learning. 84
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Risk: relevance of overall sustainability risk/relevance (environmental, socio-economic and reputational) to procurement category Scope: How much scope is there to improve the sustainability of procurement of this category Influence: level of influence your organisation might have over the market to improve sustainability outcomes 4.7. Sustainability Test: this ensures that sustainability requirements are embedded at contract or framework level: use of the sustainability tool would only be proposed for those contract categories identified as a priority. The sustainability test supports the development of the specification and contract management arrangements. 4.8. A sustainability test has been completed for two tenders, Household Waste Recycling Centres and Care at Home. This represented a significant investment in resourcing from Procurement and the procuring Resource to assess the sustainability impacts and ensure appropriate updates to the specification and technical requirements. 4.9. The current priorities to ensure progress in the Sustainable Procurement Duty include development of new guidance for the climate specific technical score and training for those involved in relevant procurements. We will also aim to go live with new Community Benefit monitoring software by March 2024. Future priorities will include responding to anticipated Scottish Government guidance on measuring and reducing scope three emissions through the supply chain, expected in 2024. 5. Sustainability in Contracts 5.1. Sustainability in contracts can be embedded in a tender through several routes: Single Procurement Document (SPD): completed by all bidders for regulated contracts, gathers information in respect of previous breaches of environmental law by suppliers Mandatory requirements: the council can mandate standards where is it legally competent to do so and non-discriminatory to bidders. This may include specifying specific environmental standards that bidders must comply with Technical envelope: specific technical questions on sustainability, which are weighted and scored as part of the tender evaluation Purchasing restrictions on minimum order and delivery levels: this can be a useful mechanism to ensure that regular orders of small value items, e.g., stationery, are ordered and delivered in an efficient way 85
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5.2. Following approval from the Corporate Management Team in March 2023, the council’s approach to sustainability weighting in contracts has been increased from 20% to 30% of the technical envelope and introduced a specific score for climate sustainability for the first time. The sustainability weighting can be varied between Fair Work First, Climate and Community Benefits depending on the works, goods or services being procured. For example, a construction contract may be equally weighted between all three categories, with a fleet contract being weighted towards climate impact and a Social Care contract being weighted towards Fair Work First. 5.3. The newly weighted sustainability question can be specific to each tender but generally asks bidders to demonstrate how they will ensure that the contract will be delivered in an environmentally sustainable way, with a focus on mitigating carbon emissions. Examples can include use of renewable energy sources, fuel efficient vehicles, working towards zero waste targets and sustainable use of natural resources. 5.4. The report to Climate Change and Sustainability Committee on 14 June 2023 on the motion to cut carbon emissions sets out progress in respect of construction climate impacts, including new build and retrofit arrangements for housing and council properties. The Procurement Service will provide support in sourcing, tender and evaluation in the tendering processes for works contracts to achieve new energy standards, with Housing and Technical Resources working towards embedding the new standards in tender specifications. 6. Scottish Government Guidance 6.1. Procurement guidance on climate, through Scottish Procurement Policy Note (SPPN) 03/2022 was published in June 2022. The requirements set out on procuring authorities were: To demonstrate how the council will prioritise and take account of climate and circular economy in our procurement activities Use the Sustainable Procurement Toolkit to embed sustainability arrangements at category and contract level and monitor organisational progress Report ongoing progress to these commitments in the Annual Procurement Report Demonstrate how the council are using procurement to support Scotland’s response to the climate emergency 6.2. The SPPN encourages councils to focus on the following principles: Whether to buy What to buy How to buy How much to buy 6.3. These principles are supported by the Sustainability Test in the Sustainable Procurement Tools, and the council’s Procurement Network has recently focused on demand management principles in respect of the procurement of goods, to consider whether we can buy less, if we need to buy at all, and encourage extending the useful life of products. Recent examples of demand management efficiencies which have generated a positive climate impact include removal of sticky notes from stationery catalogues, reduced thickness of laminate within schools and extended useful life of dust sheets. 7. Case Studies: sustainable procurement in tenders 7.1. The following case studies provide context on the approach to sustainable procurement in tenders, with specific focus on climate issues. 86
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7.2. Case Study: Household Waste Recycling Centres (HWRC) The HWRC tender was published in July 2023 and the toolkit sustainability test was undertaken to ensure that sustainable standards were embedded in the specification and technical envelope Mandatory requirements included appropriate environment accreditation ISO140001: Environment Management System (or equivalent), waste management plans, environmental policies and training arrangements The climate weighting in the technical envelope was 8%, to reflect that core specification and purpose of the contract was focused on climate sustainability The technical question asked bidders to demonstrate how services could be delivered in a sustainable way with a focus on reducing emissions: examples included use of renewable energy, fuel efficient vehicles and working towards zero waste 7.3. Case Study: Passenger Transport Framework The Passenger Transport Framework for ASN transport, including minibuses and taxis, was awarded in November 2020 and runs until November 2024 Under mandatory requirements, all vehicles to be used in provision of services were required to be less than five years old from date of first registration Climate sustainability in the technical envelope was weighted at 10%. The technical wording of the climate question focused on the reduction in fossil fuels and emissions and asked bidders to outline plans for introduction of low carbon, hybrid or electric vehicles and use of tracking and routing software Bidders were also asked to confirm compliance with the Council’s “no idling” standards and encouraged to participate in the ECO Stars Fleet recognition scheme 7.4. Case Study: Construction Retrofit An award was made from the Procurement for Housing Energy Efficiency in Social Housing Framework, which has been specifically designed to deliver heating and whole property retrofit projects The refit of 26 properties in the Hamilton area included new roof coatings, replacement UPCv fascia and soffits and external wall insulation to improve energy efficiency of properties and reduce carbon emissions The works were carried out to the Ofgem Publicly Accessible Specification 2035, with multiple innovative energy improvement measures carried out in a whole house approach to retrofit 8. Employee Implications 8.1. The activity outlined in the report is met from existing resources in the Procurement team and in procuring Resources. 9. Financial Implications 9.1. There are no direct financial implications arising from this report. 10. Climate Change, Sustainability and Environmental Implications 10.1. The actions within this report are expected to have a positive bearing on the economic, social and environmental impacts of procurement. 11. Other Implications 11.1. There is a risk of additional costs arising from increased standards under the Sustainable Procurement Duty, to be managed from existing Resource budgets and a risk that future efforts to increase performance levels are restricted by resource constraints. 87
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12. Equality Impact Assessment and Consultation Arrangements 12.1. There is no requirement to carry out an impact assessment in terms of the proposals contained within this report. 12.2. There were no consultation arrangements required for this report. Paul Manning Executive Director (Finance and Corporate Resources) 31 August 2023 Link(s) to Council Values/Ambitions/Objectives Accountable, effective, efficient and transparent Ambitious, self-aware and improving List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: Craig.Fergusson@southlanarkshire.gov.uk 88
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 20 September 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Food Procurement: Findings of the Market Capacity Assessment and Next Steps 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] Note the findings and recommendations from the Market Capacity Assessment on food procurement as well as the next steps as described in the action plan [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s): [ (1) Note the findings and recommendations from the Market Capacity Assessment on food procurement as well as the next steps as described in the action plan. 3. Background 3.1. South Lanarkshire Council (SLC) aims to provide suppliers with opportunities to increase the provision of local food and drink as set out in the Good Food Strategy, Procurement Strategy, Community Wealth Building Strategy. Local procurement is indeed one of the key strands of the Council Community Wealth Building Strategy and this exercise aimed to identify opportunities for increasing local spend. 3.2. A project review group on Sustainable Food Procurement was established in February 2021 to identify options to progress this objective. In particular, the decision was taken to source funding to undertake research into the food and drink market in South Lanarkshire with a view to identifying actions to increase local spend and overcome potential barriers. 3.3. An application was made in October 2021 to the Council’s Food Strategy Fund for £10,000 to recruit a consultant to undertake a Market Capacity Assessment and understand the capacity of local food and drink businesses to supply food to the different buyers of the Council. 3.4. The application was successful and following a Quick Quote Procedure, the contract was awarded to Fare Consulting Limited for a budget of £14,500 (additional funding also came from the Food Strategy Fund). Fare Consulting Limited is an independent consultancy established eight years ago with experience in projects with multiple stakeholders and businesses of varying scale and complexity and in food and drink related projects. 3.5. There is national interest at the moment with regards to sourcing local food with the Good Food Nation Act (2022). 7 89
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4. Objectives of the Market Capacity Assessment 4.1. The objectives of the research were as follows: 1. Assess capacity of local food and drink businesses to supply to SLC Resources; 2. Identify local food and drink businesses who can currently meet the Council demand; 3. Identify food and drink businesses who could develop to meet demand; 4. Identify challenges to local businesses to begin to supply and to the Council in purchasing; and 5. Recommend actions for the Council and partners to address and overcome barriers. 5. Activities undertaken to deliver the project 5.1. The consultant undertook the following activities:- Internal engagement with the Council including bilateral and group meetings with officers from Facilities, Social Work, Economic Development, Performance and Development teams and South Lanarkshire Leisure and Culture (SLLC) and data collection on food requirements and provision per department External engagement with local food and drink businesses across Lanarkshire via a variety of methods (online meetings, online survey, drop-in sessions, direct contact via emails and calls) External engagement with industry bodies (i.e. Scotland Excel, Scotland Food and Drink, Lanarkshire Larder, Soil Association, SAC Consulting, National Farmers Unions) External engagement with other local authority representatives; Analysis of documentation received (Council and SLLC food and drink purchasing details, country of origin purchasing data, agricultural census) Analysis of research (data, questionnaire, feedback from meetings and discussions) 6. Summary of Fare Consulting Limited findings and additional data provided by Scotland Excel 6.1. Overview of Council buyers Facilities Service is the largest purchaser of food and drink. It represents 86% of the value of food purchased by the Council (including all Resources and SLLC). The Service supplies food to 93 nurseries, 125 primary schools, 7 Additional Support Need schools and 17 high schools, staff restaurant and community meals. The Service has a legislative duty to provide school meals which comply with the nutritional requirements of National Requirements for Food and Drink in School (Scotland) Regulations 2020, for Nurseries the standard for meals is "setting the Table". In addition to these legislative requirements, the Service provides over 500 adapted diets for medical and cultural needs for pupils. The Service must comply with Food Safety Act 1990 and ensure that all suppliers are vetted and have the accreditations and safety standards in place. Scotland Excel uses the Environmental Health Service to ensure that food and drink contracts meet the relevant safety standards and can provide full traceability of food Social Work Resources is the second largest purchaser (9% of the total value of food purchased) with food provision to care homes and day care SLLC purchase food and drink for visitor cafés and for events at SLLC venues (4% of the total value of food purchased) Other Resources (Housing and Technical, Finance and Corporate, Education) have limited spend with ad hoc requirements 90
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6.2. Overview of food purchased The Council is procuring all food and drink via Scotland Excel Framework Contracts, with the exception of fresh fruit and vegetables sourced directly from George Carruthers Scotland Excel is the Scottish local authority Centre of Expertise which is responsible for establishing collaborative frameworks for use of all councils to drive efficiency and best value. The Council’s strategic sourcing approach for food and drink requirements is focused on use of Scotland Excel frameworks, which ensure compliance with health and safety and food quality standards The Council has a collaborative contract with North Lanarkshire for fruit and vegetables and has maintained this contract as the terms are more favourable than the Scotland Excel framework Total food and drink purchased via Scotland Excel frameworks for the Council is in the region of £4.5m per year Current suppliers, value of contract and information about country of origin for food purchased by the Council are presented below All figures are extracted or calculated from tables provided by Scotland Excel for the period April 2021 to March 2022 or from tables provided by Procurement Services. A visual representation is available in Appendix 1. Contract Supplier Total spent Total Scottish Spend* Sub-suppliers from Lanarkshire available in suppliers’ catalogue Frozen Food Brakes £3,291,728 (73%) 20% Cosmo’s pizza and pizzini Groceries and Provision Brakes 12% Lees and Tunnocks cakes and confectionery, Border Biscuits, Equi Ice Cream and AG Barr drinks Brakes also employs over 400 people in Newhouse, Motherwell Depot. Fresh Fruit and Veg George Carruthers £517,874 (11%) 16% Fruits and vegetables are sourced from the Glasgow fruit market. Milk Muller £416,058 (9%) 100% 23% of supplying farms are within Lanarkshire and 20% adjacent (Dumfries and Galloway) Significant company infrastructure and employee numbers in Bellshill, East Kilbride and Cambuslang Fresh Meat, Cooked Meat and Fish Campbells Prime Meat £164,101 (4%) 99% Some meat procured from farms in Lanarkshire, including Heatheryhall Farm, Toftcombs Farm and Park Farm 91
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Contract Supplier Total spent Total Scottish Spend* Sub-suppliers from Lanarkshire available in suppliers’ catalogue Davidsons Cash and Carry Soft drinks and confectionar ies- (essentially for SLLC) £143,740 (3%) 13% Information not available * To be classified as Scottish, products should either come from Scotland or be manufactured in Scotland. To be classified as coming from Scotland, one of the following must apply: it is grown on a Scottish farm or it is derived from fishing activities in the North-East Atlantic (which includes the North Sea and Scottish coastal waters) and landed at a Scottish seaport in rivers, lochs or water courses and fish farms within Scotland. Food classified as manufactured in Scotland is manufactured from raw ingredients (even though they may not originate from Scotland) in a Scottish factory or food facility which employs people and contributes positively to the country’s gross domestic product. With regards to the origin of meat (frozen, fresh and cooked either from Campbell Meat and Brakes), 53% is from Scotland*, 44% was from the rest of the UK, 1% from Europe and 2% was out with Europe. Regarding fish (exclusively from the Frozen Food contract with Brakes), 47% is from Scotland*, 1% was from the rest of the UK and 52% was from a country of origin out with Europe. 6.3. Overview of the local food and drink market and engagement with businesses including current suppliers There are 615 businesses registered as Food and Drink businesses in South Lanarkshire and 166 in North Lanarkshire (Growth Sector Statistics, Scottish Government, consulted in 2022). The sector includes the following: Crop and Animal Production, Hunting and Related Service Activities; Fishing and Aquaculture; Manufacture of Food Products; Manufacture of Beverages Following engagement with businesses, 22 businesses showing interest in supplying food to the council were identified (overview of businesses available in Appendix 2) The Lanarkshire location has a reputation for high quality dairy produce and meat In addition to farmers and traditional food and drink businesses, there is a thriving artisan food scene in South Lanarkshire with makers of craft drinks, coffee blenders, artisan bakers and specialist meat and cheese producers There are limited examples of active collective working in the food and drink private sector. Lanarkshire Larder is a network of food and drink businesses with under 30 producer members, but it is first and foremost a marketing organisation 88% of the agricultural land in the Council area is grassland or land used for rough grazing, 6% is woodland, 5% is used to grow crops (of which 76% is used for grains) and 1% is classified as other land Brakes is currently working with 78 Scottish suppliers including eight from Lanarkshire and offers local food products within a large buying range Muller sells milk from 198 Scottish farms including 11 farms from Lanarkshire to all Scottish customers. The business has significant infrastructure and employee numbers in Bellshill, East Kilbride and Cambuslang 6.4 Overview of practices developed by other local authorities in Scotland Practices described below i.e. from East Ayrshire Council and Argyll and Bute Council were selected and analysed by the consultant as they are perceived as part of the most advanced in Scotland regarding local food procurement However, it should be noted that the requirements in terms of volume for the respective catering teams are very distinct given the number of pupils in each 92
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local authorities with 45,862 pupils in South Lanarkshire, 16,149 in East Ayrshire Council and 9,994 in Argyll and Bute (figures for 2022) In East Ayrshire Council, the process of sourcing local food started 8 years ago. Menu and recipe are developed according to seasonality and availability of supply. Contracts are offered for smaller lots i.e. specific products or specific geographical areas which allow smaller businesses to tender. Tendering processes are also tailored with criteria related to community wealth building and sustainability. This approach requires additional human resources in the procurement and catering team and continuous engagement and support to several businesses compared to handling one single contract. There is also a central distribution point. Cost of local food is higher, but this is offset by the hospitality and events business. Buying independently also offers flexibility to buy what is affordable whereas there is less flexibility in Scotland Excel frameworks In Argyll and Bute Council, the process started 12 years ago, and the primary objective is to support local communities. The Council uses Excel Framework but has clauses in place to permit flexibility in use of contracts. A pilot exercise was initially established on Isle of Bute with local meat, milk and eggs supplied into island schools, then the model was replicated elsewhere. Small procurements lots were defined on a local basis. Business Gateway and the Supplier Development Programme (SDP) targeted businesses wishing to engage with the Council. Cost of local food is higher, and it also takes more resources and time to deal with multiple small suppliers compared to handling one contract 6.5. Key findings Supplier engagement was challenging and the level of interaction with local food and drink businesses was not as high as anticipated with only 22 businesses responding (more information on businesses available in Appendix 2). The low level of responses could be explained by the context with businesses under pressure and limited capacities to engage with third parties and/or a low interest in supplying food to the council All 22 businesses identified indicated a desire to engage further with the Council on local procurement However, further engagement with businesses would be required for a better understanding of their ability to supply food to the Council as the following constraints were identified:- 1. Many of the products sold by local businesses do not match the demand from Facilities (e.g. five businesses of alcohol and three of soft drinks businesses were identified) but could match the demand of other buyers such as SLLC (Appendix 2- Figure 2) 2. None of the businesses can fulfil the scale of current requirements for schools. Although some of the businesses could supply an element of the requirement (i.e. some products or some geographical areas) and these are mostly small businesses with turnover below £250k per annum. For instance, of the 22, two businesses were interested in supplying poultry, two businesses were interested in supplying milk to some areas/schools, one business could also supply gluten free bakery goods. 3. Accreditations held by businesses are very variable depending on businesses (Appendix 2 - Figure 5) and might not match the requirements of the Council buyers. The analysis of practices implemented in local authorities which are further ahead in their journey does not give a fully relevant assessment of opportunities given the different scale on which they operate 93
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As shown in the table paragraph 6.2 (last column), some of the food currently purchased by the Council comes from local suppliers as they supply Tier 1 contractors Muller, Brakes and Campbell Meat There is a national interest towards local food in the public sector. Scotland Excel and current Council suppliers are following strategies to expand local procurement by trying to increase the number of local sub-suppliers 6.6. Challenges and opportunities If suitable local products/businesses were identified (e.g. milk), the strategy of splitting lots during the tendering process could potentially be adopted to overcome the issue of local businesses being able to only supply smaller quantities compared to the council requirements, following the approach of East Ayrshire and Argyll and Bute Councils. By doing that, businesses would be required to supply only one elements of the requirements i.e. a product or an area. This approach is likely to imply more resources from Procurement Service to tender and manage contracts, more resources from Facilities Service to manage multiple contracts and from Environmental Services if vetting and traceability processes had to be undertaken The Council cannot award local providers without a competitive process, but tendering processes can be tailored with specific criteria that could give higher score to local businesses (e.g. community wealth building and sustainability criteria) To meet the Council demand in terms of volume, opportunities of collaboration among businesses could also be explored To overcome the issues of accreditations, business support provided by the Council and partners could be targeted to specific businesses (e.g. Business Grants, Business Gateway) Cost of local food might be higher as seen in other local authorities engaged in local food procurement Challenges perceived among suppliers also include the lack of capacity of businesses to engage with the public sector. However, support is available though the Supplier Development Programme who supports businesses in engaging with public sector procurement In the short term, there are more opportunities to make progress with regards to local procurement for SLLC venues compared to other Council Resources. This is due to the type and scale of produce sold within these venues. For instance, among the companies who have expressed interest, five produce alcohol, two produce coffee and one produces tea As illustrated in the table paragraph 6.2, subcontract opportunities are significant with the possibility for local small-scale providers to supply food to the largest suppliers (e.g. Brakes, Muller or Campbell Meat) 94
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7. Evaluation of the Market Capacity Assessment 7.1. The outputs of the Market Capacity Assessment are evaluated in the light of the objectives (as listed in paragraph 4). Objectives Evaluation Assess capacity of local food and drink businesses to supply to SLC Resources The assessment is partial as only 22 food and drink businesses responded to the survey despite the variety of methods used to engage with them. Identify local food and drink businesses who can currently meet the Council demand All businesses identified wanted to engage with the Council but would face constraints to supply food to the council. Further engagement with businesses would be required to get a more in-depth understanding of opportunities. Identify food and drink businesses who could develop to meet demand While assessment of current interest and capacity has been undertaken, no assessment of required development to meet the Council’s demand has been undertaken. Identify challenges to local businesses to begin to supply and to the Council in purchasing Barriers were identified. Recommend actions for the Council and partners to address and overcome barriers Recommendations were made and discussed with Council services. 8. Next steps and monitoring 8.1. Recommendations were discussed with the consultant and Council Services and Resources. Actions agreed and an update on implementation is provided below. Action Expected outcomes Update / timeframe Engagement with businesses Pursue engagement with the 22 businesses identified. Service: Economic Development For each business, detailed analysis of business capacity compared to Council demand and identification of actions that would be required to source products from these businesses Engagement with businesses will be carried out in 2023/204 Explore the possibility of using the Quick Quote process to increase the supply of local food and drink in specific SLLC venues. Increased supply of local food and drink in specific SLLC venues Two sites i.e. Rutherglen Town Hall and Chatelherault Country Park started an audit process of the current demand (type of product, volume used and current suppliers) and local offer (potential local suppliers). The audit in Rutherglen Town Hall is complete and shows that the current offer of food is suitable, but the venue will 95
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Service: SLLC and Procurement review the menu and products periodically. The audit in Chatelherault Country Park is still ongoing. A working group including officers from SLLC procurement was established. It will bring recommendations together including a list of products (e.g. meat and fruit and veg) that is expected to be sourced through Quick Quote processes. The process is expected to start in December 2023. Delays are being experienced in the development of this project due to restructure of SLLC. Identification of additional good practices Identify and analyse practices developed in comparable local authorities including cost implications. Service: Sustainable Development and Facilities List of good practices from comparable local authorities that could replicated in South Lanarkshire Engagement with additional local authorities will be carried out in 2023/24 Business support Deliver the food and drink accelerator programme “Eat South Lanarkshire”. Service: Economic Development Tailored support to selected food and drink businesses The programme will take place in 2023- 2024. Eight businesses from South Lanarkshire will be selected to participate to the accelerator programme. The programme will be advertised to companies who have shown interest in supplying food to the Council buyers. Cost: £31,440 for 2023/2024 Support discussion with the existing collaborative food and drink group Lanarkshire Larder Service: Economic Development Effective food and drink businesses local network to increase possibilities of collaboration among businesses The Council continues to financially support Lanarkshire Larder and provide expertise. South Lanarkshire Council has a now a seat at the board of Lanarkshire Larder and outcomes were agreed together with the organisation. Cost: £5,000 for 2023/2024 Promote sub- contracting opportunities to local businesses together with Increasing number of local food and drink businesses aware of sub- Two local events took place in 2022/2023 for local businesses to meet buyers: 1/ Lanarkshire Meet the “Real” Buyer event organised in February 2023 and 96
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partners (e.g. Supplier Development Programme, Scotland Food and Drink, Lanarkshire Larder) Service: Economic Development contracting opportunities jointly hosted by North Lanarkshire and South Lanarkshire Council and supported by the Supplier Development Programme (SDP). However, no local food and drink businesses participated to the event despite communication on the event. 2/ “Showcasing the Larder of the Lowlands” organised with support from Scotland Food and Drink in April 2023 with 50 food and drink businesses who attended the event. By March 2024, a supplier development event will be organised by Lanarkshire Larder for local food and drink businesses with support from the Council. 8.2. An update on the implementation of this action plan will be provided twice a year as part of the quarter 2 and quarter 4 reports of the food action plan presented to the Climate Change and Sustainability Committee. 9. Employee Implications 9.1. Key services (i.e. Economic Development, Procurement, South Lanarkshire Leisure and Culture) are required to contribute to the implementation of actions. The Policy Officer for Food Development will monitor progress. 10. Financial Implications 10.1. There are no direct financial implications as a result of the recommendations in the report. 10.2. Financial implications of local procurement options will be confirmed as part of the delivery of the action plan. 11. Climate Change, Sustainability and Environmental Implications 11.1. Providing suppliers with opportunities to increase the provision of local food and drink will help the transition towards a more sustainable and resilient food system, and therefore help to achieve the objectives of the Climate Change and Sustainability Strategy by supporting local food production and local food system, ensuring that food come from places subject to high environmental standards, reducing food miles, increasing connections between residents and local businesses. 12. Other Implications 12.1. The main risk identified is the possibility for the Council to have difficulty to progress the Council objectives of increasing the provision of local food (Community Wealth Building Strategy, Good Food Strategy). 13. Equality Impact Assessment and Consultation Arrangements 13.1. 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. 13.2. There were no consultation arrangements required for this report. 97
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David Booth Executive Director (Community and Enterprise Resources) 31 August 2023 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 We will work to put people first and reduce inequality. We will work towards a sustainable future in sustainable places. We will work to recover, progress and improve. Outcomes Our children and young people thrive. Good quality, suitable and sustainable places to live. Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities. People live the healthiest lives possible. Inspiring learners, transforming learning, strengthening partnerships Previous References Climate Change and Sustainability Committee 13 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: Hélène Gourichon (Policy Officer for Food Development) E-mail: helene.gourichon@southlanarkshire.gov.uk 98
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Appendix 1. Food spending per category and per contract (value) 73% 4% 9% 11% 3% Brakes (general/frozen goods) Campbells Prime Meats (raw and cooked meats) Muller (milk and cream) Carruthers (fruit and vegetables) Davidsons Cash and Carry 99
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Appendix 2. Overview of food and drink businesses showing interest in supplying food and drink to the Council Type of business 100
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Categories of food and drink that businesses make/sell 101
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Size of businesses 102
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Department that businesses would be interested to supply Accreditations hold by businesses 103
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Other includes: BRC AA+, SEDEX, Living Wage, Vegan Society, Speciality Coffee Association, Rainforest Alliance, RSPO Palm Oil, FDA 104
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 20 September 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Sustainable Development and Climate Change Strategy Action Plan: Quarter 4 Progress Report 2022-2023 1. Purpose of Report 1.1. The purpose of the report is to: - [ present the Sustainable Development and Climate Change Strategy Quarter 4 Progress Report 2022-23, for the period 1 April 2022 to 31 March 2023. 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s): - (1) that the Sustainable Development and Climate Change Strategy Action Plan Quarter 4 Progress Report 2022-23 be noted. 3. Background 3.1. The new Sustainable Development and Climate Change Strategy 2022-27 was approved by South Lanarkshire Council on 15 June 2022. The strategy sets out how the council aims to develop sustainably and tackle the climate change emergency over a five-year period, whilst also providing a broad strategic direction for longer term planning to help to deliver on the agreed outcomes and contribute to achieving a longer-term vision. 3.2. It was agreed that the action plan for 2022-23 would be an interim action plan, while work continued with Services and Resources across the council to develop the longer-term actions through to 2027. This Quarter 4 report closes off the 2022-23 interim action plan and is the final report against the three sustainable development themes within the previous 2017-2022 strategy. 3.3. The new action plan for 2022-2027 was approved at the Climate Change and Sustainability Committee in February 2023, and is now being implemented. Progress against these actions will be monitored using IMPROVe and reported to the Climate Change and Sustainability Committee at Quarter 2 and Quarter 4 from this year onwards. 3.4. Delivery of actions within these strategies provides the main focus for our sustainable development activity and also enables the council to fulfil its duties under the Local Government (Scotland) Act 2003, the Climate Change (Scotland) Act 2009 and the council’s contribution to the UN’s Sustainable Development Goals. 8 105
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3.5. Progress on all objectives, actions and measures as at Quarter 4 2022-23 is set out in Appendix 1. All data and comments included in the appendix are correct as of June 2023. 4. Sustainable Development Strategy 2022-23 Quarter 4 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. Part One - Performance Measures The overall summary of performance measures at the end of Quarter 4 is as follows:- Total number of performance/ contextual measures 28 Status – Green The timescale or target has been met as per expectations. 8 (29%) Status – Amber There has been minor slippage against timescale or minor shortfall against target. 2 (7%) Status - Red There has been major slippage against timescale or major shortfall against target. 2 (7%) Reportable at a later stage For some measures, the statistics are not yet available to allow us to report whether the target has been reached or not. These will be reported when available 6 (21%) Contextual The contextual measures provide a health check for South Lanarkshire. The council’s activities contribute to these measures, however there are many factors that could influence these measures which are not fully within the council’s scope. 10 (36%) 4.3. Areas for Improvement Two measures have been classified as “red” (major slippage against timescale or shortfall against target). These are detailed below, together with the reason why, and the management action being taken. Sustainable Communities Homes and communities are energy efficient, environmentally sustainable, and fuel poverty is minimised Measure Comments/Progress Management Action % of council stock meeting the SHQS The changes to the Fire Tolerable standard have continued to impact on the SHQS In relation to the reporting requirements for Fire Tolerable Standards and Fixed Electrical Testing, a robust programme of work is in place to address these issues, including the appropriate use of forced entry. 106
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Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate Measure Comments/Progress Management Action Percentage of total household waste that is recycled The Household Recycling Rate for this period was 37.75%. The figure for the full year (2022) was 41.2%. This remains below the target of 50%. The new bulky waste contract is ongoing, having commenced on 1 April 2022, and continues to increase the quantities of bulky waste being recycled. The service has also now recruited additional Waste Education Officers to rollout the new service change for flatted properties to improve the recycling rates. The majority of the material at the flatted properties tends to be too badly contaminated to recycle and therefore is landfilled as residual waste. 4.4. Part Two - Improvement Actions The overall summary of improvements actions at Quarter 4 is as follows: - Total number of improvement actions 47 Status - Blue Action Complete 8 (17%) Status – Green The timescale or target has been met as per expectations 29 (62%) Status – Amber There has been minor slippage against timescale or minor shortfall against target 9 (19%) Status - Red There has been major slippage against timescale or major shortfall against target 0 (0%) Reportable at a later stage For some measures, the statistics are not yet available to allow us to report whether the target has been reached or not. These will be reported when available 1 (2%) 4.5. Areas for Improvement There are 9 “amber” actions where minor slippage was reported at Quarter 4. The justification for these delays, and associated management actions, are included within Appendix 1. 4.6. Key Highlights Progress on all objectives, actions and measures is set out in Appendix 1. Some of the key achievements for 2022-23, are noted below: The new Sustainable Development and Climate Change Strategy (2022-27) was approved at Full Council in June 2022 Strathaven Park, Cambuslang Park and Castlebank Park have retained their Green Flag status. Strathaven Park has once again been voted in the top 10 in the UK People’s Choice vote 107
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New Local Nature Reserve sites have been developed by bringing together Scottish Government Nature Restoration Funding with the Climate Emergency Fund. The focus of this Programme is on improving the biodiversity of various council land sites, including for pollinators The Litter Strategy was approved by the Climate Change and Sustainability Committee on 31 August 2022 Two temporary Waste Services Assistants have been recruited to facilitate projects aimed at reducing residual waste and increasing recycling rates The Climate Emergency Community Grants scheme has been a huge success with 34 community groups having successfully applied for funding during 2022- 23. A mid-term report on the progress and impact of the Fund was presented to the Climate Change and Sustainability Committee in November 2022 The Food Strategy Community Grants have been extremely popular with over £19,000 allocated in year one (2022-23), rather than over the two years as originally intended The Conference of Schools Climate Conference was successfully held by Education at the Palace Grounds on 11-13 October 2022 with a high level of participation The number of Environmental Volunteering days recorded was 5,212, far exceeding the target of 2,000 Get Walking Lanarkshire provided 14 active weekly walks and 2 one-off walks in South Lanarkshire reaching on average 92 walkers per week 5. Employee Implications 5.1. All Resources are required to contribute to the implementation of the Sustainable Development and Climate Change strategy to ensure that actions and targets are met. Officers within the Sustainable Development and Climate Change team monitor and report the council’s progress, however there are officers from all Resources who have responsibility for updating and owning the actions noted within the IMPROVe action plan. 6. Financial Implications 6.1. The actions detailed in the Sustainable Development and Climate Change Strategy and associated action plan are funded from existing Resource budgets, however the scale and pace of action needed to meet climate change targets and address the current climate crisis will require capital investment and is likely to require external funding and investment. The delivery of the strategy may help to leverage in additional funding and investment, however alternative financial models may need to be considered. 7. Climate Change, Sustainability and Environmental Implications 7.1. The Sustainable Development and Climate Change Strategy contributes towards the Public Sector Climate Change Duties, the Biodiversity Duty and the UN Sustainable Development Goals. 7.2. A full Strategic Environmental Assessment was carried out alongside preparation of the Sustainable Development and Climate Change Strategy. This has ensured a consistency in approach to addressing the climate crisis alongside the ecological emergency. It ensures that the importance of sustainable development is mainstreamed across the council and promoted to communities and partners. Incorporating this sustainable approach across all council led policies, plans, programmes and strategies should result in continued environmental benefits for South Lanarkshire and the people who live, work and visit here. 108
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8. Other Implications 8.1. The Sustainable Development and Climate Change Strategy has been assessed as part of the council’s risk management arrangements and relevant issues have been added to the Resource Risk Registers. 9. Equality Impact Assessment and Consultation Arrangements 9.1. An Equality Impact Assessment and Fairer Scotland Duty impact assessment have been carried out on the Sustainable Development and Climate Change strategy. 9.2. Public and stakeholder consultation was undertaken during the development of the Sustainable Development and Climate Change Strategy. David Booth Executive Director (Community and Enterprise Resources) 31 August 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References South Lanarkshire Council report on 15 June 2022 entitled ‘Sustainable Development and Climate Change Strategy 2022-2027’ Climate Change and Sustainability Committee report on 31 August 2022 entitled ‘Sustainable Development and Climate Change Strategy 2022-2027’ 109
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List of Background Papers The Climate Change (Scotland) Act 2009 Sustainable Development and Climate Change Strategy 2017-2022 Sustainable Development and Climate Change Strategy 2022-2027 UN’s Sustainable Development Goals Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kathryn McCafferty, Sustainable Development Officer (Funding) E-mail: kathryn.mccafferty@southlanarkshire.gov.uk 110
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IMPROVe - SLC Performance Management System Report printed on 24 Aug 15:50 Quarter 4 : 2022/23 - April to March Appendix 1 Performance Report 8 111
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IMPROVe - SLC Performance Management System Report printed on 24 Aug 15:50 Sustainable Development and Climate Change Strategy 2017-2022: Vision, Themes and Strategic Page 2 of 4 112
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IMPROVe - SLC Performance Management System Report printed on 24 Aug 15:50 Summary (Section 1) - number of Quantitative Measures green, amber and red under each Sustainable Development Theme Sustainable Development Theme Green Amber Red Report later / Contextual Total Sustainable Council 1 0 0 6 7 Sustainable Environment 2 0 0 1 3 Sustainable Communities 5 2 2 9 18 Total 8 2 2 16 28 Summary (Section 2) - number of Improvement Actions complete, green, amber and red under each Sustainable Development Theme Council Priority/ Theme Complete Green Amber Red Report later Total Sustainable Council 3 9 2 0 0 14 Sustainable Environment 3 9 6 0 1 19 Sustainable Communities 2 11 1 0 0 14 Total 8 29 9 0 1 47 Page 1 of 30 115
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development and Climate Change Strategy - Section 1: Quantitative Measures The following section provides performance and contextual measures for each of the themes in the strategy. The performance measures highlights progress towards each of the outcomes. The contextual measures provide a health check; however, these are not fully in the scope of influence for the Council. Page 2 of 30 116
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Council The council's carbon emissions are managed and reduced Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Reduction in the council’s greenhouse gas emissions achieved by March 2023 (buildings, waste, street lighting, transport) The results for financial year 2022-23 will be reported later in 2023 and will be included in the quarter two update for 2023-24. The council’s carbon emissions for financial year 2021-22 reduced by 17% compared with baseline year 2019-20. This is partly due to the continued service disruption throughout the year due to Covid, reductions in national carbon conversion factors and reduced amounts of household waste going to landfill. Report Later 5.0% ------ 44.0% 19.0% 17.0% Percentage of non-domestic buildings that are heated through low/zero carbon technologies There is a strategic energy review underway, and this will address how we are going to achieve the 70% target by 2032. Work continues on three feasibility studies (Primary school heating and fabric upgrades, Primary school solar PV feasibility, Zero emissions upgrades to wet leisure properties) the results of which will inform decisions on the technical options and costs associated with the decarbonisation of the property estate. Report Later 70.0% 0.0% 0.0% 0.0% 0.0% Percentage of the Council's cars and light vehicles that are ultra-low emission vehicles The Scottish Government’s Climate Change Plan 2018–2032, published in February 2018, sets a target to phase out the need for all petrol and diesel cars and car derived vans from the public sector fleet by 2025. South Lanarkshire Council is on target to replace our entire fleet of diesel/petrol cars and car derived vans with fully electric vehicles by 2025. Over the past two years we have made steady progress towards this with some 30% of the car and car derived van fleet (202 of 670) now fully electric. Green ------ 30.0% 0.0% 24.0% 28.0% The council is environmentally responsible in the procurement, use and disposal of resources Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Continued reduction in the procurement of single-use plastic items across the Council compared to the baseline year of 2018-19 This data, detailing the reductions for targeted single use items such as cutlery, cups, straws and food containers, is measured once per year. The 2022-23 data will be reported later in 2023. Report Later ------ ------ 0.0% ------ 57.0% Page 3 of 30 117
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - 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(figures from BEIS with a 2-year lag) Annual data is published by the Department for Business, Energy and Industrial Strategy. It has a two-year lag therefore this figure (1,071) relates to carbon emissions for 2020. Data for the South Lanarkshire area in 2020 shows a reduction of 10% from 2019. Data for 2021 will be be included in the quarter two update for 2023-24. Contextual ------ ------ 1,289.3 1,263.2 1,071.0 Percentage reduction on area-wide emissions compared to previous year: emissions within scope of Local Authority (figures from BEIS with a 2-year lag) Annual data is published by the Department for Business, Energy and Industrial Strategy. Data (10.3%) is for calendar year 2020. The 2021 data will be be reported in the quarter two update for 2023-24. Contextual ------ ------ 3.7% 2.2% 10.3% Per capita: emission within scope of Local Authority (figures from BEIS with a 2-year lag) Annual data is published by the Department for Business, Energy and Industrial Strategy. Data (3.30) is for calendar year 2020. Data for the South Lanarkshire area in 2020 shows a reduction of 10% from 2019 and demonstrates 18% less than the Scottish average. The 2021 data will be be reported in the quarter two update for 2023-24. Contextual ------ ------ 4.10 4.00 3.30 Sustainable Environment South Lanarkshire's natural environment is protected, enhanced, and respected Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage of streets found to be acceptable during LEAMS survey The LEAMS survey has now been replaced by the Litter Monitoring System (LMS). This is a statutory requirement and involves external validation by Keep Scotland Beautiful. In 2021-22, South Lanarkshire Council continued to score higher for its street cleansing service than the Scottish average, with 92.10% of streets surveyed found to be of an acceptable standard. 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A total of 369 walks were delivered reaching on average 92 walkers per week. This equates to more than 3,000 walker days. The walks were led by 41 volunteer walk leaders. Green 1,000 3,000 ------ ------ 4,786 Number of Environmental Volunteering days The numbers achieved in the Environmental Volunteering Programme have exceeded the set target. Green 2,000 5,212 8,221 2,380 4,168 Sustainable Communities Homes and communities are energy efficient, environmentally sustainable, and fuel poverty is minimised Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- % of Council stock meeting the SHQS The changes to the Fire Tolerable standard have continued to impact on the SHQS. In relation to the reporting requirements for Fire Tolerable Standards and Fixed Electrical Testing, a robust programme of work is in place to address these issues, including the appropriate use of forced entry. Red 90.9% 80.0% 93.2% 93.5% 72.3% % of council dwellings that are Energy Efficiency Standard for Social Housing 2 (EESSH2) The 2025 and 2032 EESSH Milestones have been suspended as the Scottish Government are reviewing the EESSH2 standards to strengthen and realign the standard with the target for net zero heat in houses from 2040. Report Later ------ ------ 93.39% 93.88% 98.64% Housing carbon emissions in tonnage for South Lanarkshire: emissions within scope of Local Authority (figures from BEIS with a 2-year lag) Annual data published by the Department for Business, Energy and Industrial Strategy. Data (490.4) published in June 2022 is for calendar year 2020. Data for the South Lanarkshire area in 2020 shows a reduction of 5% from 2019. Contextual ------ ------ 536.9 535.2 490.4 Page 5 of 30 119
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SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Communities Homes and communities are energy efficient, environmentally sustainable, and fuel poverty is minimised Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage reduction on housing area-wide emissions compared to previous year: emissions within the scope of Local Authority (figures from BEIS with a 2-year lag) Annual data is published by the Department for Business, Energy and Industrial Strategy. It has a two-year lag therefore this figure (5%) relates to carbon emissions for 2020. The 2021 data will be be reported in the quarter two update for 2023-24. Contextual ------ ------ 6.5% 0.3% 4.5% Fuel poverty percentage in South Lanarkshire Estimates relating to local authority area fuel poverty rates are compiled from the national Scottish Household Condition Survey which was last conducted in 2019. At that time 22% of households in South Lanarkshire were estimated to be in fuel poverty, however with the significant energy price increases observed over the past 12 months this figure is expected to substantially increase. The 2021 survey findings are due for release in 2023, however the information will not be directly comparable with previous years due to the limited survey carried out via telephone/video. Report Later ------ ------ 20.0% 22.0% 22.0% That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage of total household waste that is recycled in 2022 (reported per calendar year) The measure is reported per calendar year, and so the figure for quarter four covers the period October - December 2022. The Household Recycling Rate for this period was 37.75%. The figure for the full year (2022) was 41.2%. This remains below the target of 50%. The new bulky waste contract is ongoing, having commenced on 1 April 2022, and continues to increase the quantities of bulky waste being recycled. The service has also now recruited additional Waste Education Officers to rollout the new service change for flatted properties to improve the recycling rates. The majority of the material at the flatted properties tends to be too badly contaminated to recycle and therefore is landfilled as residual waste. Red 50.00% 41.20% 46.40% 40.50% 41.50% Percentage of material accepted by the council’s paper and card processor (reported per calendar year) This figure is reported per calendar year. The figure for quarter four (October - December 2022) was 93.54%. This equates to 96.42% for the year, which is slightly below the target of 97%. Amber 97.0% 96.4% 97.0% 94.1% 97.1% Page 6 of 30 120
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - 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SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage of household waste recycled at the council's household waste and recycling centres (reported per calendar year) The figure for quarter four has decreased slightly to 57.7%, as has the year to date figure at 59.78%. This is primarily due to large volumes of non-recyclable waste continuing to be brought into the sites by members of the public, thus reducing the recycling performance. Amber 64.5% 59.8% 64.5% 63.3% 59.3% Percentage of household waste sent to landfill in 2022 (reported per calendar year) This measure is reported per calendar year, and so the figure provided for quarter four relates to the period October - December 2022. During this period, 2.07% of Household Waste was sent to landfill. The overall figure for 2022 is 1.84%, which is below (better than) the target of 10%. Green 10.0% 1.8% ------ 9.7% 8.7% Number of properties prone to flooding in South Lanarkshire The SEPA National Flood Risk Assessment in 2011, which provided us with a total number of properties at risk of flooding within South Lanarkshire was updated in 2018. The original 2011 NFRA used centrally located GIS points to identify properties, whereas 2018 NFRA used building outlines which meant many more properties were now included in the at-risk numbers as flood water predicted within the footprint of a building was being more accurately recorded. Contextual ------ 8,500 0 8,500 8,500 Page 7 of 30 121
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SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Percentage of adults travelling to work by active or public transport (Scottish Household Survey) There were 24% of adults travelling to work by active or public transport in 2021. (12% walked, 6% travelled by bus and 6% travelled by rail (0% cycled)) This is a slight increase of 3% when compared to 2019 data which was 21%. (7% walked, 1% cycled, 4% by bus and 9% by rail) Nationally in 2021 and 2019 these figures were 27% and 30% showing a 3% decrease. However, it is likely that the 2021 will have been affected by the changes to travel patterns caused by the Covid-19 pandemic. (Figures taken from Transport Scotland’s Transport and Travel in Scotland document published in April 2023 using data Scottish Household Survey) Green 21.0% 24.0% ------ 21.0% 24.0% Percentage mode share of children travelling to school by active or public transport (annual national 'Hands Up' survey) There were 59.9% of children travelling to school by active or public transport during 2022 (excluding nursery). 37.3% walked, 3% cycled, 2.6% by scooter/skate and 17% by bus. This is a slight increase of 0.1% when compared to 2021 data which was 59%. (40.4% walked, 2.9% cycled, 2.3% by scooter/skate and 13.4% by bus). Nationally in 2022 and 2021 these figures were 65.2% and 64.8% showing a 0.4% increase. (Figures taken from Sustrans annual ‘Hands Up’ Scotland Survey) Green 59.8% 59.9% 0.0% 59.8% 59.0% Number of charging infrastructure points available to the public within South Lanarkshire Works associated with the six dual chargers in Mill Street, East Kilbride are complete with these now operational. In addition, the works to install 12 dual on-street chargers are also complete and the commissioning process is scheduled for completion in the coming weeks. These will all be operational by mid September. Green ------ 139 42 43 133 Page 8 of 30 122
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SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - 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SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Carbon emissions tonnage for transport emissions in South Lanarkshire: emissions within scope of Local Authority (figures from BEIS with a 2-year lag) Annual data published by Department for Business, Energy and Industrial Strategy. Data (278.7) is for calendar year 2020. The 2021 data will be be included in the quarter two update for 2023-24. Contextual ------ ------ 367.2 346.9 278.7 Percentage reduction in carbon emissions from transport compared to previous year: emissions within scope of Local Authority (figures from BEIS with a 2-year lag) Annual data published by the Department for Business, Energy and Industrial Strategy. Data (20%) is for calendar year 2020. The 2021 data will be be included in the quarter two update for 2023-24. Contextual ------ ------ 0.9% 5.5% 20.0% Carbon emission tonnage for industry in South Lanarkshire: emissions within scope of Local Authority (figures from BEIS with a 2-year lag) Annual data published by the Department for Business, Energy and Industrial Strategy. Data (133.4) is for calendar year 2020. Data for the South Lanarkshire area in 2020 shows a reduction of 7% from 2019. The 2021 data will be be included in the quarter two update for 2023-24. Contextual ------ ------ 333.1 328.4 214.1 Percentage reduction in carbon emissions from industry in South Lanarkshire compared to previous year: emissions within scope of Local Authority (figures from BEIS with a 2-year lag) Annual data published by the Department for Business, Energy and Industrial Strategy. Data (11.4%) is for calendar year 2020. The 2021 data will be be included in the quarter two update for 2023-24. Contextual ------ ------ 1.3% 1.4% 11.4% Local communities are supported in taking action to be more environmentally responsible Performance Indicators Comments/ Progress Status 2020/21 2021/222019/20Target To Date -------- Last 3 Years --------------------- This Year ------------- Encourage schools to achieve eco school status 35 South Lanarkshire Council establishments currently hold green flag awards with 10 schools awaiting certification. The Eco initiative was promoted at the COS1 event with Keep Scotland Beautiful in attendance and work is ongoing to continue to promote uptake and participation. Best practice with regards Eco Schools was also shared at the Locality meetings in April 2023. Green 40 35 ------ ------ ------ Page 9 of 30 123
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Council The council's carbon emissions are managed and reduced Action Measures Comments/ Progress Status Continue to implement energy efficiency measures across council facilities including investment in renewable energy solutions and low/ zero-carbon heating where funding allows Details of projects delivered as part of the CEEF programme during 2022/23 The majority of the projects on the programme have now been delivered. However, the PV panel installations at Calderwood and High Blantyre Primary Schools will be completed in 2023/24. Amber Continue to implement energy efficiency measures across council facilities including investment in renewable energy solutions and low/ zero-carbon heating where funding allows Prepare a strategic approach for the transition of non-domestic buildings to low/ zero carbon heating Work continues on three feasibility studies (Primary school heating and fabric upgrades, Primary school solar PV feasibility, Zero emissions upgrades to wet leisure properties). The final reports will help inform the strategic approach for the transition of non-domestic buildings to zero carbon heat. Green Create the conditions for the decarbonisation of the council’s fleet Implement the Fleet Strategy (2020-2025) Action Plan including a reduction in transport related emissions, conversion of fossil fuelled small fleet to full electric and the trialling of new fuel option for the medium to heavy fleet The Fleet Asset Management plan is complete and provides an update in relation to progress against the actions contained in the Fleet Strategy (2020 - 2025). It is recognised that the 2 years lost to the Covid pandemic have impacted the extent of progress that might have otherwise been made. Green The council is environmentally responsible in the procurement, use and disposal of resources Action Measures Comments/ Progress Status Improve the environmental outcomes from procurement Review the scope and scoring of sustainability requirements in contracts to maximise environmental benefits during 2022-23 A revised approach to sustainability scoring has been agreed: this will ensure a higher weighting for sustainability in tenders, including Fair Work First, Community Benefits and climate sustainability. Complete Page 11 of 30 125
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Green Promote the 'reduce, reuse and recycle' principle across the Council to make better use of materials and create less damage to Initiatives implemented during 2022-23 to reduce, reuse, and recycle more within Council workplaces Food waste action week and Plastic Free July was promoted with employees via intranet and email and also with local residents via the Council's social media platforms. Love Food Hate Waste seasonal recipes were also shared with employees via intranet articles. Plans are underway within council catering establishments to introduce reusable cups for hot drinks via a cup deposit scheme. Green the environment Involvement in national campaigns promoting the circular economy during 2022-23 The plastics ban and Plastic Free July campaign was promoted with council employees via the intranet and global emails. Warmer Homes Scotland campaign, Earth Hour 2023 and Reusable Nappy Week was also supported with employees and local residents via social media channels. Green The public sector climate change duties are further embedded in service delivery and partnership working Action Measures Comments/ Progress Status Lead by example and influence area-wide climate change and sustainability action Finalise the new Sustainable Development and Climate Change Strategy (2022-2027) for approval alongside the new Council Plan in June 2022 The new Sustainable Development and Climate Change Strategy (2022-27) has been finalised and was approved at Full Council in June 2022. It was also noted at the Climate Change and Sustainability Committee in August 2022. Complete Implement year one of the Sustainable Development and Climate Change Strategy (2022-2027) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee The Sustainable Development and Climate Change Interim Action Plan (2022-23) has been implemented throughout the year. Progress at quarter two was reported to the Climate Change and Sustainability Committee in February 2023. The quarter four progress report will be reported to the same Committee in September 2023. Green Page 12 of 30 126
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Internal and external workshops were held and the final report detailing recommendations for area wide emissions reduction was received in December 2022. A report proposing the next steps in area wide emissions was reported at the Climate Change and Sustainability Committee in June 2023. Green Deliver the £2m Climate Emergency Fund by March 2024 Report on progress and impact of the funding to date to the Climate Change and Sustainability Committee in March 2023 A mid-term report on the progress and impact of the Climate Emergency Fund was presented to the Climate Change and Sustainability Committee in November 2022. Further updates will be provided at subsequent committees. Green Continue a collaborative approach to climate adaptation and resilience through the city region's Climate Ready Clyde Partnership The Council’s contribution to implementing year 2 of Climate Ready Clyde’s Adaptation Strategy Action Plan The Sustainable Development Officer continues to attend the quarterly meetings of the Climate Ready Clyde Local Authority Forum. The focus of the Forum is on sharing tools, guidance and experience on adaptation approaches, climate impacts on operations, and engaging and equipping the member organisations to adapt. The council also has in place a number of strategies which contribute to climate adaptation, including the Local Development Plan, the Biodiversity Strategy and the Local Transport Strategy. Green Page 13 of 30 127
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Environment South Lanarkshire’s natural environment is protected, enhanced, and respected Action Measures Comments/ Progress Status Work in partnership to reduce land and air pollution within South Lanarkshire, minimising the impacts on human health and the natural environmental Progress the development of a formal Litter Strategy that identifies a range of options and timescales to promote the new Code of Practice on Litter and Refuse, with particular emphasis on prevention The Litter Strategy was approved in August 2022 by the Climate Change and Sustainability Committee. We are now progressing with implementing the strategy and action plan. Complete Work in partnership to reduce land and air pollution within South Lanarkshire, minimising the impacts on human health and the natural environmental Implement grant funded air quality measures during 2022-23 to support the Air Quality Action Plan Detailed monitoring of air quality in the Blantyre area has been completed and this has confirmed that no exceedance of air quality objectives at locations with receptors have been identified. As a result the council will not be proceeding to declare an air quality management area for Blantyre. A detailed review of air quality in the Lanark area has been completed and this has supported proceeding to revocation of the air quality management area. Works on revocation will commence over this next quarter. Applications for air quality management funding, action planning funding as well as vehicle emissions / engine idling grant funding have been made to Scottish Government. The results of the funding applications will be reported at the end of the next quarter. Green Page 15 of 30 129
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Examples include developments such as the Clyde Gateway regeneration as well as re-development of the Philips factory and also the former Motorola site. To ensure sites with contamination issues are identified and addressed, the Environmental Health service work with planning colleagues and developers to review site investigations, remediation proposals as well as final verification of remediation works. Other contaminated land strategy projects include reviewing vacant and derelict land sites, particularly old landfills, with a view to bringing sites into suitable and more beneficial use. Green Implement projects approved within the Vacant and Derelict Land Fund framework for 2022-23 Clyde Gateway Cuningar Phase 2 project completed and VDLF funding drawn down. Site investigations for SLC Allotments project at Phase 3 site to be completed. Clyde Gateway project to upgrade access road and car park underway. Green Prepare an Open Space Strategy in partnership with Glasgow and Clyde Valley Green Network Partnership and other council services. Strategy will contain standards on access to and quality of open spaces Report on draft Open Space Strategy to Planning Committee in March 2023 This has been delayed due to the associated regulations and guidance not having been published by the Scottish Government. An audit of open space in South Lanarkshire has been completed. The procurement of a consultant to carry out the next stages is underway. Amber Protect, enhance and respect South Prepare ash dieback disease action plan by September 2022 Work is still ongoing with the Ash Dieback action plan. The majority of work is now complete, however the final plan still needs to be collated. Amber Page 16 of 30 130
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Final report was presented to the Climate Change and Sustainability Committee on 8 February 2023. The Grounds Team have been informed of the outcomes and have been advised to ensure that all areas of review with regards to application of chemical is maintained. Alternative methods to be rolled out this year include additional mankur lances, review of dilution rates, investment in both large mechanical footpath brushers and tractors and smaller pedestrian wire brush machines. Green Ensure compliance with biodiversity via the Biodiversity Implementation Plan (2018-2022) and develop a new Biodiversity Implementation Plan for (2023-2027) for approval by Climate Change and Sustainability Committee by March 2023 A new Biodiversity Officer commenced in post on 23 January 2023. Consequently, the Biodiversity Strategy and the Biodiversity Duty Implementation Plan preparation and committee approval will now be delayed until March 2024. Amber Take action to address and discourage fly tipping Work with landowners / private properties to agree preventative action, and work with Housing Services to install CCTV cameras in ‘hotspot’ areas in line with the 2022 investment proposal Works were completed in three hotspot areas, working with internal stakeholders, including housing, to identify known problem areas. Green South Lanarkshire's enhanced environment provides health and wellbeing benefits to local communities Action Measures Comments/ Progress Status Contribute to community health and wellbeing through active livestyles and well managed and accessible greenspace Retain Green Flag accreditation at Strathaven Park, Cambuslang Park and Castlebank Park, through implementation of agreed action plans for 2022-23 Green flag status was successfully retained for Cambuslang, Castlebank and Strathaven Park. Strathaven Park also achieved top ten in peoples choice once again. All staff are aware of and have been working on the action plans for the retention of green flag status for the coming year 2023-24. Green Page 18 of 30 132
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Places and wellbeing assessments have been carried out on the existing LDP2 and Burnhill neighbourhood plan, and a range of data has been collected and analysed. Report Later Undertake sample case studies to determine impacts – including % of volunteers expressing positive experience/ health benefits 2022/3 has been the most successful year so far, with volunteer days exceeding 5000 for the first time. Case study sampling still to take place. Early discussions with VASLAN re promoting opportunities, improving procedures and volunteer experience and evaluation. Amber In partnership with local communities, continue programme of Continue to explore funding opportunities for phase 2 regeneration work at Greenhall and Millheugh, Blantyre including costed propsals for replacement river crossing Work is still ongoing with this project. Further discussions on location have taken place. A tender is being prepared for detailed bridge design and cost estimate. Green restructuring council owned woodland Consult on Management Plans for Bothwell and Blantyre Woods with community interests, David Livingstone Centre and other stakeholders A draft Management Plan for Bothwell Woods was developed by consultants in 2019 . Although some initial discussions took place with David Livingstone Trust, delays due to Covid-19 restrictions and lockdowns prevented planned public meetings and exhibitions. Consequently, the service will seek to update the plan to take account of the increasing need to address the ash-dieback issues, together with revising the budget estimates, before embarking on the wider public consultation. Funding currently being sought for updating the management plan. Amber Page 19 of 30 133
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The cyber-attack experienced by SEPA has severely impacted their ability to review the project’s Hydrology and Hydraulics Reports, which has led to delays in this project. Although other project deliverables were brought forward in an attempt to minimise the delay to the programme, the original completion date of May 2021 slipped to December 2021. However, some additional modelling work was required which extended the completion date again into Summer 2022. This project is now complete and deliverables are in hand. East Kilbride Surface Water Management Plan: Work is underway to produce a surface water management plan for East Kilbride. Building on the outputs from Scottish Water’s Integrated Catchment Study, this project will identify locations within East Kilbride at risk of flooding and develop innovative solutions for implementation in future programmes of work. This project commenced during 2021-22 and was scheduled for completion in Autumn 2022, however the final report required some minor amendments which rescheduled the completion date to February 2023. The outputs for this project are currently being reviewed. Programme of Culvert Maintenance: This is an ongoing programme of works to improve our network of culvert inlets and their surrounding areas in order to improve the performance of our assets and the safety of operatives maintaining these assets. Works have been identified and these include the repair/replacement of culvert inlet trash screens and the construction of suitable access paths, steps, fencing and handrails. It is anticipated that these works will be undertaken in summer 2023. Green Page 24 of 30 138
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Initial works have been undertaken with the main work currently being programmed for later this year. Lanark Interchange Improvements: This project consists of 2 sections: - Section 1 – Park and Ride. Planning permission has been granted for both phases of Park and Ride. Phase 1 has been completed. The removal of the existing building on the site is now complete which will allow for completion of the park and ride. Section 2 – Bus Station. The design of new bus station layout is progressing along with disabled parking provision at train station building. Contact has been made with Network Rail and meetings to progress the land acquisition/transfer are ongoing. Colleagues in Planning have been contacted to discuss whether a Planning Application is required to undertake the works to upgrade the bus station area. Hairmyres Station Park and Ride: This project consists of the design and submission of a planning application for proposed Park and Ride facilities associated with the East Kilbride Rail Enhancement project. The package of works associated with the Park and Ride includes new active travel connections, bus stop and bus layover provision and electric vehicle charging infrastructure. Progress towards the submission is being discussed with Network Rail and a programme is currently being Green Page 26 of 30 140
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Communities That council's strategies, plans and policies support communities to live more sustainably, reduce carbon emissions and adapt to a changing climate Action Measures Comments/ Progress Status Encourage active travel by extending our network of cycle routes Deliver walking and cycling projects / schemes in line with agreed 2022-23 capital programme A number of cycling and walking projects are progressing and these are listed below: - 1) Active Travel Studies – A number of studies have been completed for towns such as Blackwood, Kirkmuirhill, Abington, Crawford, Carnwath, Forth and Biggar. The priorities identified in these studies will be reviewed as part of the development of the new Local Transport Strategy. 2) East Kilbride Cycle Network – The next phase of the development of a segregated cycle network with enhanced pedestrian facilities in East Kilbride has commenced on Churchill Avenue. This will link West Mains Road to Cornwall Street and towards the trunk road network on the A726. This work is 70% complete and it is anticipated that works will be completed before the end of August 2023. 3) Carstairs to Carluke – Works which include surfacing upgrades, shared cycle /pedestrian crossing points of the A706 and A70, signing, road markings and other associated works are 75% complete and scheduled for completion this year. 4) Cycle Parking Provision in Town Centres – Locations for new shelters were identified in Lesmahagow and Carstairs and works are now complete. 5) Cycle Shelters and parking stands in schools – Works have been completed. 6) Cycle Route designs continue being taken forward in various locations, Larkhall to Blackwood / Carluke and Law / Hamilton / Lanark / Cambuslang and Newton. Green Page 28 of 30 142
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IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) IMPROVe - SLC Performance Management System Report printed on Thursday 24 August 2023 03:50:17pm Sustainable Development Strategy actions and measures (level 2) Sustainable Communities Local communities are supported in taking action to be more environmentally responsible Action Measures Comments/ Progress Status Provide the opportunities for children and young people to be more involved in local Empower the involvement of children and young people in schools and through the Young People’s Forum to help shape and influence Council outcomes in the sustainable development and climate change strategy Continue to work successfully with and support South Lanarkshire Council Youth Forum on Climate Change and Sustainability allowing them to shape their ideas for action across the authority empowering their involvement and roles within the forum. Green climate change and sustainability action. Organise a pupil led COP conference involving primary, secondary and ASN schools The COS 1 schools pilot conference was successfully held across Education schools at Palace Grounds on 11th-13th October with a high level of participation. Schools will now look to undertake a pledge to change their behaviour in working towards more sustainable practice in their school and promoting this in the wider community. Green Develop a sustainable food system to overcome social, health, economic and environmental issues related to food Implement year three of the Good Food Strategy (2020-2025) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee The year three action plan for the Good Food Strategy (for 2022-2023) was approved by the Climate Change and Sustainability Committee in August 2022. The quarter two progress report against the action plan was presented to the same Committee in November 2022, and the quarter four progress report will be presented in September 2023. Green Deliver the £0.3m Food Strategy Support Fund by March 2024 Report on progress and impact of the funding to date to the Climate Change and Sustainability Committee in March 2023 The Food Strategy Support Fund continues to be monitored, with £0.27m committed to projects. A report on the progress and impact of the fund will be presented at a future Committee. This will allow the projects to be implemented and impact assessed. Due to the popularity of the Food Strategy Grants, the full amount was allocated in year one (2022-23), rather than over 2 years as originally intended. Green Page 29 of 30 143
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Report Agenda Item Report to: Climate Change and Sustainability Committee Date of Meeting: 20 September 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Litter Strategy - Update 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] Provide an update on the work undertaken to date on the Litter Strategy 2022 to 2027 and the associated action plan. [1purpose] 2. Recommendation 2.1. The Committee is asked to approve the following recommendations: [ (1) that the progress and updates on the Litter Strategy Action Plan be noted. (2) that the pilot project updates be noted. 3. Background 3.1. The Litter Strategy covers the period 2022 to 2027 and was approved by the Climate Change and Sustainability committee on 31 August 2022. The strategy outlines a clear vision for how the Council will develop various plans and initiatives to prevent and address litter, dog fouling, and fly tipping. It builds on existing initiatives and complements national campaigns promoted by organisations like Keep Scotland Beautiful and Zero Waste Scotland. 3.2. Over the past year, there has been positive engagement with diverse community groups and individuals. Through the Community Clean Up webform, we have supported groups and residents in conducting litter picks and cleanups. We have also actively engaged with the Climate Change and Sustainability Youth Forum by attending meetings, providing information, and assisting with initiatives run in schools. This is an encouraging start for collaborating with Education and individual schools. 3.3. The litter bin mapping and inventory undertaken for the Litter Strategy has been invaluable for understanding the current locations and capacities of infrastructure. This has informed decisions about new bin requests. The Litter Bin Map is now publicly available for residents and community members to access. We continue our Litter Bin Replacement Programme to ensure locations and capacities suit the area's needs. Going forward, litter bins with hoods are being prioritised to prevent litter escape from animals and wind. 3.4. In 2022, we successfully obtained Chewing Gum Task Force grant funding, which allowed effective cleaning of gum staining in Hamilton and Strathaven. We also 9 145
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submitted a successful application for Year 2 funding of £24,641. This will enable tackling gum issues in other South Lanarkshire Council communities. Circular Economy Bill 3.5. The Scottish Government has introduced the Circular Economy Bill to move towards creating a circular economy in Scotland. Through modernising waste and recycling services, it aims to address the climate emergency and biodiversity crisis. Introducing a circular economy strategy and targets will monitor progress in reaching a circular economy. 3.6. The Bill includes specific provisions regarding litter and fly tipping. It introduces a new penalty system for littering from vehicles, powers to seize vehicles involved in specified waste crimes, and strengthened household duty of care responsibilities around household waste to help prevent fly tipping. The Bill is currently at Stage 1 and it is expected to receive Crown Consent at Stage 3. The National Litter and Fly Tipping Strategy 3.7. The Scottish Government published the National Litter and Fly Tipping Strategy on 28 June 2023. It outlines a refreshed approach to tackling litter and fly tipping to protect and enhance Scotland's environment, ensure safer and cleaner communities, and contribute to a thriving circular economy. 3.8. The Strategy sets out how national and local governments, businesses, third sector, communities and individuals can collaborate to support behaviour change, improve infrastructure, and strengthen enforcement. This aims to protect the environment, better value societal resources, and prevent materials escaping the economy. 3.9. The vision is for a future where Scotland's environment and communities are not blighted by litter and fly tipping, and materials remain within a circular economy. Working together towards this goal presents opportunities to prevent litter and fly tipping and promote a thriving circular economy. 3.10. This vision encapsulates three core concepts: Urgent large-scale action is required across Scotland Effective action necessitates integrated and coordinated efforts to address various drivers Tackling litter and fly tipping can contribute to addressing Scotland's throwaway culture and retaining products and materials in the economy 4. Litter Strategy Steering Group 4.1. The purpose of the Litter Strategy Steering Group is to provide leadership, governance and oversight that will drive collaborative action across the Council to achieve the vision and objectives outlined in the Litter Strategy. 4.2. The Steering Group is made up of colleagues from Grounds Services, Waste Services, Roads and Transportation Services, Housing and Technical, Environmental Services, Education, Economic Development, Estates, Sustainable Development and PR. The initial meeting took place on 5 December 2022 with a follow up workshop occurring on 17 January 2023. The meetings now take place every two months. 4.3. The group has been invaluable for discussing current practices and encouraging innovative corporate collaboration across all Council resources. It has highlighted 146
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areas for future development, initiated pilot projects, and created the Litter Strategy Action Plan. Litter Strategy Action Plan 4.4. The Action Plan was approved by the Steering Group early 2023 and covers the main themes of Education, Engagement and Enforcement with 19 actions - 6 for Education, 8 for Engagement and 5 for Enforcement. Actions are assigned to Resources to progress over the period of the strategy with a copy of the Litter Strategy Action Plan included in Appendix 1 with updates against each action. 4.5. Some highlights over the year so far include: The Council facilitated a climate emergency community grant fund (UK Government funded). In May 2023, Hamilton & Blantyre Litter Pickers secured £930 to purchase much needed trolleys and litter pickers for new volunteers. In June 2023, East Kilbride Community Litter Pickers secured £563 from the fund. Two secondary schools have been identified for a waste pilot to educate pupils and staff to reduce general waste and increase recycling. Outcomes will be monitored and reviewed for potential expansion to all secondary schools. Base recycling data is available for comparison. All fly tipping data has been collated and uploaded to the Litter Monitoring System, now with the ability to analyse at a more granular level. This will inform future campaigns targeting hot spot areas. The Waste Education Team developed a talk on food waste reduction and recycling to support Facilities' school initiative. Delivered at Underwood Primary School in Crossford and scheduled for Murray Primary in August. Three pilot initiatives underway focussing on Town Centres; Housing; Industrial Estates 5. Baseline Data 5.1. To support delivery of the Strategy and help measure success, the Steering Group has set out a suite of baseline data that will be monitored over the life of the strategy. This is presented in Appendix 2, with indicators listed below. Local Environmental Audit and Management System (LEAMS) Fixed Penalty Notices (FPNs) Procurator Fiscal (PF) Reports Fly tipping Housing (waste in the wrong place) Requests Community Groups (Full list being developed) Community Clean Up – bag uplifts Community Clean Up – support 5.2. The LEAMS data shows annual figures from 2015/16 for South Lanarkshire Council, the national average, and Benchmarking Club 3. South Lanarkshire Council's performance over this time has been better than both comparators and has followed a similar trend over the period. The 2022/23 figures are encouraging as it is the first increase for all 3 results, hopefully indicating a positive trend. 5.3. The Fixed Penalty Notice (FPN) data that has been provided by Environmental Health shows a decline in FPNs issued in the last 4 years. Covid-19 restrictions resulted in a reduction in enforcement activity over the first part of that period. 5.4. The number of cases/reports passed to the Procurator Fiscal (PF) peaked at 21 in 2019/20. Due to COVID-19 restrictions, they dropped to 1 per year but have since 147
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increased back up to 8 in 2022/23. This upward trend should continue with a focus on enforcement activity. 5.5. From 2013 to 2019, reported fly tipping instances were around 2,500 annually. Although high, it was believed that additional unreported cases existed. In early 2020 a new process was implemented to ensure all instances were recorded onto Confirm to track numbers and hotspot locations. 5.6. This was implemented during the COVID-19 pandemic and whilst expecting an increase in reporting due to the new process, the data suggests there may also have been an actual increase of fly tipping during this time. Since peaking in 2020, this has started decreasing but remains around 3,000 instances annually. 5.7. The baseline dataset that the Steering Group is working with also includes Housing requests for abandoned waste and 'waste in the wrong place' within housing areas. This highlights the lack of personal responsibility even locally where residents live. East Kilbride West and Bothwell and Uddingston have very low numbers, however this reflects the limited housing stock in these wards. During 2022/23 there were 4,188 requests for the removal of waste. 5.8. The Community Clean Up webform has been an invaluable resource for both South Lanarkshire Council and local community groups. The form was launched in May 2021 as services started to open up after lockdown and saw an initial peak of 105 enquiries for support. Since then, main peaks have been around February, March and April each year when the Spring Clean takes places. The other option on the webform is to inform South Lanarkshire Council of bags for uplift which allows the Council to uplift bags promptly after a litter pick. The Council continues to receive informal requests for support as well as through the webform, and the Steering Group is developing a process to ensure all of this information is tracked and monitored to give a complete picture of community clean up support across South Lanarkshire. 6. Pilot initiatives 6.1. As part of the implementation of the Strategy, the Steering Group agreed to establish three pilot initiatives that would require collaborative working to target areas of concern. The pilots are Town Centres (Cambuslang); Housing; Industrial Estates. Town Centres – Cambuslang 6.2. The Council is working in partnership with Cambuslang Community Council to address some of the issues on the Main Street caused by commercial and household waste bin infrastructure. Surveys were undertaken in March and April 2023 to better understand waste and fly tipping issues on Cambuslang Main Street pertaining to both domestic and commercial wheelie bins, side waste, and fly tipping. 6.3. The results show both domestic and commercial bins consistently remain on the street due to lack of rear access for off-street storage. While the predominantly wide pavements mean bins do not block access, they restrict pavement space and are unsightly. Bins are often abandoned or not returned to more appropriate locations against buildings or barriers. Overflowing or unsecured bins are common nearing collection day. 6.4. Cambuslang Community Council have also surveyed local businesses regarding their waste and recycling arrangements. Despite not all businesses responding to the survey, those that have, have expressed an interest in addressing street bin storage and are open to collaborating with the Community Council and South Lanarkshire Council. 148
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6.5. The Community Council and the Council have agreed to target a particular area of the Main Street as an opportunity for collaborative working with the local business community and will progress this over the coming months. Housing 6.6. Housing Services are working in partnership with Grounds Services, Environmental Services, Waste Services, and the Anti-Social Behaviour Team to address fly tipping and improper waste disposal around housing properties. Re-deployable CCTV cameras have also been temporarily installed in consistent fly tipping hotspots, deterring the behaviour and enabling enforcement where possible. 6.7. Letters have been issued to households in problem areas, reminding them of responsibilities and how to report occurrences. Housing, Waste Education, and Environmental Health have also been active, talking to residents and distributing leaflets. Housing's "Common Sense" Campaign highlights waste in closes, fire risks, and proper wheelie bin return after collection. 6.8. Housing Services is also exploring waste and recycling solutions for flats or areas with inadequate accessibility. Communal bins and custom communal bin enclosures are being considered. Industrial Estates 6.9. Allanshaw Industrial Estate in Hamilton was highlighted by Hamilton and Blantyre Litter Pickers through their local MP due to concerns about dumped litter and waste around the estate and unsecured business bins. A letter was drafted by Grounds Services and distributed to estate tenants in cooperation with the Estates team. The area is being monitored to evaluate the effectiveness of the approach and to determine whether any further actions are required. 7. Communications Plan 7.1. Effective communications are an important part of the Litter Strategy, to encourage public understanding and support and to bring key messages to specific audiences. An overarching and long-term identity is being developed for the Strategy as part of this approach. Meanwhile, Communications and Strategy is working with Community and Enterprise to promote all significant developments and actions currently being undertaken as part of the Strategy, with an initial focus in 2023/24 on anti-litter and fly tipping messaging. 8. Employee Implications 8.1. Implementing the strategy will be a key task for the Policy Officer. All Resources will contribute to the actions within the Strategy to ensure a coordinated, comprehensive and collaborative approach. Resource and service implications will vary based on the relevance of their activities to litter and the action plan. 8.2. Beyond implementing the Strategy, the Policy Officer will champion and report on broader litter, dog fouling, and fly tipping prevention issues. 9. Financial Implications 9.1. There are no financial implications at this stage. 10. Climate Change, sustainability, and the environmental implications 10.1. Littering and fly tipping detrimentally impact health, wellbeing, the economy, and the natural environment. Litter and waste can lead to soil, water, and air pollution. It's estimated 80% of marine litter originates on land. Ecosystem services and biodiversity 149
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are also harmed. Preventing litter and fly tipping plays a key role in sustainable development and the circular economy. The Litter Strategy will support the Council's Sustainable Development and Climate Change Strategy outcomes. 10.2. Proper disposal preventing littering and fly tipping will also positively impact the Council's recycling figures. Currently, litter and fly tipped materials are not separated before disposal, mainly being incinerated. 11. Other Implications 11.1. There are no other implications associated with this report. 12. Equality Impact Assessment and Consultation Arrangements 12.1. This report does not introduce a new policy, function or strategy nor recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. 12.2. There were no consultation arrangements required for this report. David Booth Executive Director (Community and Enterprise Resources) 31 August 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References Community and Enterprise Resources Committee report on Code of Practice on Litter and Refuse (Scotland) 2018 on 24 August 2017 Community and Enterprise Resources Committee report on Litter Development Policy Officer on 26 March 2018 Climate Change and Sustainability Committee – 10 February 2021 Climate Change and Sustainability Committee report on Litter Strategy on 31 August 2022 List of Background Papers None 150
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Berry (Environmental Initiatives Officer) Ext: 7775 (Tel: 07385032023) E-mail: emma.berry@southlanarkshire.gov.uk 151
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Appendix 1 Litter Strategy Action Plan Action Plan In Progress Complete Not Started Overdue On Hold THEME ACTION RESPONSIBILITY STATUS TIMESCALE UPDATE Education Establish a baseline for tracking performance against the strategy. Grounds Services Complete First quarter of 2023 Baseline data has been discussed and provided. Will be updated quarterly/annually as appropriate. Education Develop a series of short and long term projects for schools. Education Grounds Services Waste Services Facilities In Progress March 2024 St Andrews and St Bride's - reverse vending machine trial Trinity High School and Larkhall High School - two secondary schools have been identified to participate in a waste pilot. The purpose of the pilot is to improve infrastructure and educate pupils and staff with a view to reducing the amount of general waste and increasing recycling within each school. Facilities have surveyed the schools to identify bin infrastructure for a ZWS Smalls Grants application. The outcomes from the pilots will be monitored and reviewed with a view to rolling out to all secondary schools. Base data on recycling is available and will be used to monitor and review outcomes of the pilots. Signage is also being developed in cooperation with the schools. 152
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Waste Education Team have developed an educational talk/presentation on food waste reduction and recycling to support Facilities initiative in schools. Presentation delivered to Underwood PS in Crossford and Murray PS is scheduled for August. Education Review the Scottish Secure Tenancy Agreement to ensure tenants’ responsibilities in relation to disposal of waste and use of common parts is clearly detailed. Housing Complete First quarter of 2023 Review of current SST Agreement undertaken to ensure responsibilities clearly defined. Robust in relation to tenant's responsibilities 2.13 and 3.3 of agreement. Education Review information available to private landlords on proper waste disposal by themselves and tenants and promote via PL Forum. Housing In Progress March 2024 Work will be scheduled to review current internet pages and links to relevant pages for advice and information. Presentation to be taken to Private Landlord forum in September 2023. Education Explore technology opportunities to map littering and review bin infrastructure. Grounds Services In Progress March 2025 Litter bin mapping has been reviewed and is now available on the SLC website. The service is currently investigating a litter mapping tool using Artificial Intelligence. Education All resources to provide best practice opportunities and ideas from other local authorities. All Services In Progress March 2024 Waste Operations are piloting 'perspex' communal bins in area of Cambuslang with a view to improving residents' waste management practices. These bins have been used by other LA with some success. Will monitor project and provide an update later in the year. 153
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Engagement Further engagement with key partners and community groups to encourage the creation of litter prevention action plans. All Services In Progress March 2024 LPAP Template has been created along with initial talks with community groups regarding their action plans. Economic Development have spoken to key town centre partners who are happy to help share any messaging around litter, fly tipping and waste management good practice. Waste Ed Team have delivered awareness raising presentations to community groups such as Cadzow Church Group and Burnhill Community Project to date. The team also coordinated a joint 'door knocking' initiative (aided by Environmental Services and Housing representatives) aimed at promoting responsible waste management for householders. The initiative was initially rolled out in areas within East Kilbride (Westood, St Leonard's, Calderwood, Murray and Greenhills). Similar initiatives (without Environmental Services and Housing) have since been carried out in Springhall as well as, Cambuslang Main St, Rutherglen Main St and Uddingston Main St. Engagement Review lease agreements across all commercial properties to ensure appropriate waste disposal is included. Economic Development Estates Complete 2023 Lease arrangements reviewed and both cleaning and refuse disposal are included within. When tenants move in they are advised that they need to contact one of the various commercial waste contractors to set up a waste and recycling contract. Engagement Work with community groups and businesses to increase engagement, volunteer clean ups and build a proactive communications campaign. Grounds Services PR Community Engagement In Progress March 2025 Grounds Services work with community groups, businesses, and volunteers to support them with their clean ups and other initiatives. This includes Beautiful Scotland, It's Your Neighbourhood and Britain In Bloom competitions. The Council has appointed a Sustainable Communities Engagement Officer (2 year temporary post) to work directly with community groups in relation to the climate change and sustainability agenda. This includes helping to empower local communities to create sustainable places and protect and enhance the natural environment. The Council also facilitated a climate emergency community grant fund (funded by the UK Government). In May 2023, Hamilton & Blantyre Litter Pickers secured £930 to purchase 154
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much needed trolleys and additional litter pickers for new volunteers, and in June 2023, East Kilbride Community Litter Pickers secured £563 from the fund. A communications campaign is in the process of being developed. Engagement Identify the most common types of fly tipping and create a communication campaign. Grounds Services PR In Progress March 2024 Fly tipping data has now been collated and uploaded onto the Litter Monitoring System, all instances have been categorised into broad groupings which can filtered by area. This information will be beneficial for the future campaigns. Broad grouping of rural and urban identified through work with PR on social media. A communications campaign is in the process of being developed. Engagement Create a formal communication plan to promote the work of the Litter Strategy steering group that will include a number of different campaigns that will cover the themes of the strategy. Litter Strategy Steering Group Grounds Services PR In Progress September 2023 The first draft of the communication plan is prepared and branding for long term programme is still to be agreed. A communications plan for the sustainable development and climate change strategy is also currently being developed and some of the key themes will be interlinked. Engagement Develop options to tackle commercial and household waste issues in town centres and high streets. Waste Services Estates Economic Development Grounds Services In Progress March 2025 Pilot projects in Cambuslang and Rutherglen. Audit of the numbers of bins and hotspot areas along both main streets undertaken. Cambuslang Community Council conducting a survey with business. Waste Services lettered properties on Main Street, Rutherglen regarding their wheelie bins and side waste. Working with CCTV for evidence of repeated misuse occurrences. Waste Services are investigating installing communal Bin Housings for domestic waste in certain parts of Cambuslang Main St, Rutherglen Main St and Uddignston Main St. If deemed feasible, work will progress with Grounds and Housing Services to deliver the project. 155
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Engagement Increase monitoring and mapping of fly tipping occurrences to identify hotspots using the Litter Monitoring System. Grounds Services Complete March 2024 2022/23 data has been updated on to the LMS Fly Tipping map and will be used to identify hot spot areas for further work. Will be updated quarterly going forward. Engagement Further engagement with businesses around their responsibilities to keep the area around their premises clear of litter and to take steps to prevent future littering. Grounds Services Environmental Services Economic Development BIDs In Progress March 2024 This is ongoing and is a standard aspect of interaction with landowners for Environmental Services. Hamilton BID can support this within Hamilton town centre. Enforcement Scoping a way forward for improved CCTV provisions for fly tipping, litter and environmental ASB. Environmental Services Housing CCTV Grounds Services In Progress March 2024 Housing and Technical Resources are in the process of redesigning CCTV provision across South Lanarkshire. Members of the Steering Group have been feeding into this process to ensure specific requirements to support the enforcement of fly tipping, littering and other environmental issues are incorporated.. Enforcement Investigate options and sources for funding streams for additional CCTV provisions. Environmental Services Housing CCTV Grounds Services Economic Development In Progress March 2025 No funding sources have been identified as yet for additional CCTV provisions. Enforcement Investigate recharging costs for waste in the wrong place within Housing factored properties (for tenants, private leases, and owner occupiers). Housing Legal Service In Progress March 2024 Currently exploring the legal implications of this approach. 156
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Enforcement Develop a new proactive approach to maximise enforcement opportunities. Environmental Services Complete March 2024 Waste enforcement is reactive by its very nature. Deterrent signage has been used for a number of years. The previous resources for proactive approaches for littering and dog fouling were removed as a saving a number of years ago. Enforcement Identify the most common geographical locations of fly tipping for enforcement action. Environmental Services Grounds Services In Progress March 2024 The Confirm data has been uploaded to LMS Fly Tipping map which provides good geographical information of hotspot locations. This information will be updated quarterly going forward and we will use it for campaigns. This is the way Environmental Services has always operated in relation to the deployment of surveillance cameras. Appropriate sites are reviewed on an ongoing basis. 157
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Appendix 2 Baseline data 84 86 88 90 92 94 96 98 100 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 LEAMS street cleanliness score South Lanarkshire Benchmarking club 3 National 0 20 40 60 80 100 120 140 2018/19 2019/20 2020/21 2021/22 2022/23 Number of fixed penalty notices (FPN) issued Fly tipping Littering Dog fouling 0 2 4 6 8 10 12 14 16 18 20 2018/19 2019/20 2020/21 2021/22 2022/23 Number of cases/reports passed on to the Procurator Fiscal (PF) Fly tipping Littering Dog Fouling 158
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0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Number of fly tipping instances 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Dumped waste and 'waste in the wrong place' - Housing requests 159
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0 20 40 60 80 100 120 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23 Number of enquiries for Community Clean Up Support 0 50 100 150 200 250 300 350 400 450 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23 Number of bags for uplift from Community Clean Up web form 160