Agenda Document Pack - Clydesdale Area Committee - 01/05/2024
South Lanarkshire Council · 1 May 2024
Back to Clydesdale Area Committee — 1 May 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 23 April 2024 Dear Councillor Clydesdale Area Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 01 May 2024 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Catherine McClymont (Chair), Ross Gowland (Depute Chair), Alex Allison, Ralph Barker, Poppy Corbett, Lynsey Hamilton, Mark Horsham, Ross Lambie, Richard Lockhart, Eileen Logan, Julia Marrs, Ian McAllan, David Shearer 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Clydesdale Area Committee held on 14 February 2024 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Noting 3 Education Scotland Report - Black Mount Primary School Report dated 3 April 2024 by the Executive Director (Education Resources). (Copy attached) 9 - 14 4 Education Resources - Participatory Budgeting Report dated 3 April 2024 by the Executive Director (Education Resources). (Copy attached) 15 - 18 5 Clydesdale Way Report dated 17 April 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 19 - 26 6 Lanark Racecourse Masterplan and Wider Racecourse Update Report dated 11 April 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 27 - 42 Item(s) for Decision 7 Can Do Community Challenge Fund Applications Report dated 17 April 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 43 - 50 8 Community Grant Applications Report dated 15 April 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 51 - 56 Urgent Business 9 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Carol Lyon Clerk Telephone: 07385 370065 Clerk Email: carol.lyon@southlanarkshire.gov.uk 2
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CLYDESDALE AREA COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 14 February 2024 Chair: Councillor Catherine McClymont Councillors Present: Councillor Ralph Barker, Councillor Poppy Corbett, Councillor Ross Lambie, Councillor Eileen Logan, Councillor Julia Marrs, Councillor David Shearer Councillors’ Apologies: Councillor Alex Allison, Councillor Ross Gowland (Depute), Councillor Lynsey Hamilton, Councillor Mark Horsham, Councillor Richard Lockhart, Councillor Ian McAllan Attending: Education Resources M Hendry, Quality Link Officer; J Kennedy, Headteacher Finance and Corporate Resources C Lyon, Administration Officer; L O’Hagan, Finance Manager (Strategy); L Wyllie, Administration Assistant Health and Social Care/Social Work Resources G Booth, Justice Service Manager; E Lloyd, Operations Manager Housing and Technical Resources C Frew, Strategy Co-ordinator; P Newey, Area Housing Manager 1 Declaration of Interests The following interests were declared:- Councillor(s) Item(s) Nature of Interest(s) Community Grant Applications:- Marrs McClymont ♦ Forth and District Development Trust, Lanark (CL/29/23) ♦ Clydesdale Netball Club, Lanark (CL/31/23) ♦ Kilninie Club, Lanark (CL/33/23) ♦ Forth and District Development Trust, Lanark (CL/29/23) Previously involved with the group Known to group Known to group Member 2 Minutes of Previous Meeting The minutes of the meeting of the Clydesdale Area Committee held on 15 November 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Education Scotland - Lamington Primary School A report dated 30 January 2024 by the Executive Director (Education Resources) was submitted on the outcome of the inspection of Lamington Primary School made by Education Scotland. 2 3
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The inspection had taken place in September 2023 as part of a national sample of primary education and the inspection letter reporting on the findings had been published on 31 October 2023. A number of particular strengths of the school had been highlighted in the inspection letter. The areas for improvement, agreed with the school and education authority, had been incorporated into the school’s improvement plan and parents would be informed of progress. M Hendry, Quality Link Officer and J Kennedy, Headteacher, having spoken on key aspects of the report, were congratulated on the positive inspection report. The Committee decided: that the report be noted. 4 Common Good – Update Report A report dated 10 January 2024 by the Chief Executive was submitted providing background information and an update on the Lanark and Biggar Common Good funds. The Common Good was a fund of money or assets, or both, and was administered by a Scottish local authority in respect of each former burgh within the area of the local authority. Common Good property was owned by the local authority and administered separately from other local authority assets for accounting purposes. The Common Good funds held within South Lanarkshire Council were Lanark, Biggar, Hamilton and Rutherglen. Finance Services administered the Common Good Accounts and accounts were prepared on an annual basis, as part of the Council’s year end process, with the position at 31 March 2023 detailed in Appendix 1 to the report. As at 31 March 2023, Biggar Common Good Account had cash balances amounting to £0.025 million. The Biggar Common Good Account held cash balances only and had no physical assets. As there were no assets to maintain, little expenditure was incurred by the Common Good Account. The position on the Lanark Common Good Account, as at 31 March 2023, showed that the fund had cash balances amounting to £0.251 million. As well as cash balances, the Lanark Common Good Account also held assets, as detailed in Appendix 2 to the report. An annual budget of £15,000 was available for the maintenance of Common Good properties in Lanark. As at the last report to Finance and Corporate Resources Committee on 6 December 2023, there were no commitments against this budget. On 19 February 2008, the Finance and Information Technology Committee approved an annual contribution of £2,500 towards the maintenance of St Nicholas Church Tower. This earmarked budget had not been utilised in recent years. At its meeting on 6 December 2023, the Finance and Corporate Resources Committee approved the use of the unused allocation over the last 2 years to cover the costs of a conservation accredited architect to identify the areas which required repair. Decisions on the Common Good Accounts were taken by the Finance and Corporate Resources Committee. A report on the management of the Common Good fund would also be provided annually to the Clydesdale Area Committee. 4
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Following a question from a member regarding the timescales for when the information would be back from the Architect in relation to St Nicolas Church Tower and also how the decision would be made as to how it posed best value or the best way forward, the Finance Manager (Strategy) gave an undertaking to find out and would advise local Members. She highlighted that there were a couple of projects that been identified for consideration for Lanark and it was intended to write to local Members regarding those. Costs for St Nicholas Church Tower would need to be considered before a decision was made overall. The Committee decided: that the background information and update on the Lanark and Biggar Common Good funds be noted. [Reference: Minutes of 12 October 2022 (Paragraph 3)] 5 Participatory Budgeting – Housing and Technical Resources A report dated 30 January 2024 by the Executive Director (Housing and Technical Resources) was submitted on Participatory Budgeting (PB) in relation to the Estate Improvement Budget and the Housing Investment Programme (HIP) Environmental Programme. The Estate Improvement Budget totalled £40,000 and was split across the 4 housing divisions of South Lanarkshire. Each Local Housing Management Team could direct funding towards projects or improvements highlighted as a priority by customers of Housing and Property Services. Although not a significant value, the budget was ideally suited for conversion to PB and funded a number of smaller projects that had been highlighted as a priority by customers. To date, a total of £9,983.85 had been spent from the Estate Improvement Budget for 2023/2024 on 5 projects that had been undertaken within the Clydesdale area, as detailed in the report. Engagement with tenants on the overall Housing Revenue Account Budget for 2023/2024, and the proposed level and focus of the Housing Investment Programme (HIP) within this, had taken place as part of the Annual Resource 2023/2024 budgetary consultation process. The environmental aspect of the HIP (Environmental Programme) was a significant budget area that covered a wide range of projects that sought to improve the quality and energy efficiency of the Council’s domestic housing stock. To date, one PB project had commenced in Glebe Gardens, Lesmahagow where tenants would be consulted on a series of environmental upgrades. The project remained at an early stage and the work would be completed in 2024/2025. Officers from Housing and Technical Resources would continue to take forward opportunities within Clydesdale to ensure tenants and other customers had the opportunity to determine the outcome of budgets within the Environmental Programme and Community Safety Partnership Commissioning budget, with further updates provided to this Committee in due course. Officers responded to members’ questions on various aspects of the report and members expressed their thanks to the team. The Committee decided: that the report be noted. [Reference: Minutes of 22 March 2023 (Paragraph 4)] 5
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6 Community Payback Order - Presentation G Booth, Justice Service Manager and E Lloyd, Operations Manager, gave a presentation on Community Payback Orders (CPOs), the most common requirement of which involved unpaid work for the benefit of the community. Details were given on:- general requirements and objectives of CPOs the type of work carried out in relation to CPOs within South Lanarkshire, including community, resource centre based, remote and partnership projects the Unpaid Work Service, based within the Auchentibber resource centre, Blantyre delivery of work and activities both in terms of hours and bespoke projects delivered support offered to individuals who had received a CPO specific projects delivered in the Clydesdale area Officers responded to members’ questions on various aspects of the presentation. The Committee decided: that the presentation be noted. 7 Community Grant Applications A report dated 29 January 2024 by the Chief Executive was submitted:- ♦ on applications for community grant ♦ requesting authorisation for the Chief Executive or the Executive Director (Finance and Corporate Resources), in consultation with the Chair, to approve further community grant applications meeting the relevant criteria in the period to 31 March 2024 from the 2023/2024 budget In view of the fact that this was the last meeting of the Committee in the current financial year and to allow best use to be made of the remaining 2023/2024 community grant budget, it was proposed that the Chief Executive or the Executive Director (Finance and Corporate Resources), in consultation with the Chair, be authorised to approve any further community grant applications meeting the relevant criteria in the period to 31 March 2024. Those grants awarded would be reported to a future meeting for noting. The Committee decided: (1) that community grants be awarded as follows:- (a) Applicant: Forth and District Development Trust, Lanark (CL/29/23) Purpose of Grant: Administration and publicity costs Amount Awarded: £480 Councillors Marrs and McClymont, having declared an interest in the above application, withdrew from the meeting during its consideration. In terms of Standing Order No 5, Councillor Logan took the Chair for this application only (b) Applicant: Clydesdale Netball Club, Lanark (CL/31/23) Purpose of Grant: Equipment Amount Awarded: £300 Councillor Marrs, having declared an interest in the above application, withdrew from the meeting during its consideration 6
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(c) Applicant: Biggar Area Climate Care, Biggar (CL/32/23) Purpose of Grant: Materials, administration and publicity costs Amount Awarded: £300 (d) Applicant: Kilninie Club, Lanark (CL/33/23) Purpose of Grant: Equipment Amount Awarded: £270 Councillor Marrs, having declared an interest in the above application, withdrew from the meeting during its consideration (e) Applicant: Lanark, Biggar and Peebles Foal Show Society, Lesmahagow (CL/35/23) Purpose of Grant: Administration and publicity costs Amount Awarded: £230 (f) Applicant: 449 Squadron RAF Air Cadets, Lanark (CL/36/23) Purpose of Grant: Equipment Amount Awarded: £350 (2) that, to ensure that the remaining 2023/2024 community grant budget was utilised as fully as possible, the Chief Executive or the Executive Director (Finance and Corporate Resources), in consultation with the Chair, be authorised to approve community grant applications in the period to 31 March 2024 subject to the applications meeting the Council’s criteria for the receipt of funding; and (3) that the details of those applications approved be reported to a future meeting for noting. [Reference: Minutes of 15 November 2023 (Paragraph 4)] 8 Urgent Business There were no items of urgent business. 7
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Report Agenda Item Report to: Clydesdale Area Committee Date of Meeting: 1 May 2024 Report by: Executive Director (Education Resources) Subject: Education Scotland Report - Black Mount Primary School 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of the outcome of the inspection of Black Mount Primary School, Elsrickle, Biggar by Education Scotland inspectors [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Education Scotland report on Black Mount Primary School, Elsrickle, Biggar be noted. [1recs] 3. Background 3.1. Black Mount Primary School was inspected in December 2023 as part of a national sample of primary education. 3.2. As part of the revised approach to inspection, the Education Scotland inspectors evaluated; learning, teaching and assessment and raising attainment and achievement as part of their short model for inspection. 3.3. The inspection team analysed questionnaires issued to parents, pupils and staff. Inspectors observed class lessons and interviewed groups of pupils, including the pupil council, and staff. Members of the inspection team also met parents and members of the school community. 3.4. The report by Education Scotland was published on 6 February 2024. 4. Finding of HM inspectors 4.1. Education Scotland made comment under the following headings:- Learning, teaching and assessment Raising attainment and achievement 4.2. The particular strengths of the school were identified as follows:- Children are confident and articulate and show enthusiasm for learning. They are supportive and respectful of each other and work effectively as a team, demonstrating the school values. 3 9
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The headteacher leads by example and empowers staff to improve and develop learning and teaching approaches. This is resulting in consistently high-quality learning experiences that match very well to children’s abilities and interests. The headteacher provides very effective leadership in monitoring how well children are progressing and attaining. She works closely with staff to support children to make very good progress in their learning and provide any additional support children may require. This leads to consistently high levels of attainment. Staff foster close partnership working with families. These positive relationships support all children very well to engage positively with the life of the school. 4.3. Education Scotland identified the following area for continued improvement:- Continue to provide children with opportunities to apply what they are learning in literacy and numeracy across all other areas of their learning. The planned development of outdoor learning should support this. 4.4. Education Scotland have intimated that they are confident that the school will be able to take forward the areas for improvement and will make no more visits in connection with this report. 4.5. Additional inspection evidence can be accessed by clicking the following web link-: Black Mount Primary School, South Lanarkshire 06/02/24 (education.gov.scot) 5. Employee Implications 5.1. None 6. Financial Implications 6.1. None 7. Climate Change, Sustainability and Environmental Implications 7.1. None 8. Other Implications 8.1. There are no direct risks associated with this report which is provided for information only. 9. Equality Impact Assessment and Consultation Arrangements 9.1. There is no requirement to carry out an assessment in terms of the proposals contained within this report. 9.2. The content of Education Scotland reports is shared with parents and discussed at Parent Council meetings. Carole McKenzie Executive Director (Education Resources) 3 April 2024 10
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Link(s) to Council Values/Priorities/Outcomes Inspiring learners, transforming learning, strengthening partnerships. Previous References None List of Background Papers Education Scotland Report of Black Mount Primary School 6th February 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact-: Jacqueline Wallace Head of Education (Clydesdale) Ext: 4468 (Tel: 01698 454468) E-mail: Jacqueline.Wallace@southlanarkshire.gov.uk 11
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1 | Black Mount Primary School, South Lanarkshire Council, 8549524 © Crown Copyright 6 February 2024 Dear Parent/Carer In December 2023, a team of inspectors from Education Scotland visited Black Mount Primary School. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • Children are confident and articulate and show enthusiasm for learning. They are supportive and respectful of each other and work effectively as a team, demonstrating the school values. • The headteacher leads by example and empowers staff to improve and develop learning and teaching approaches. This is resulting in consistently high-quality learning experiences that match very well to children’s abilities and interests. • The headteacher provides very effective leadership in monitoring how well children are progressing and attaining. She works closely with staff to support children to make very good progress in their learning and provide any additional support children may require. This leads to consistently high levels of attainment. • Staff foster close partnership working with families. These positive relationships support all children very well to engage positively with the life of the school. The following area for improvement was identified and discussed with the headteacher and a representative from South Lanarkshire Council. • Continue to provide children with opportunities to apply what they are learning in literacy and numeracy across all other areas of their learning. The planned development of outdoor learning should support this. 3 13
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2 | Black Mount Primary School, South Lanarkshire Council, 8549524 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition). Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Black Mount Primary School Quality indicators Evaluation Learning, teaching and assessment very good Raising attainment and achievement very good Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Find an inspection report | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. South Lanarkshire Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Gillian Frew HM Inspector 14
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Appendix 8 Participatory Budgeting – Update for Clydesdale Area Committee May 2024 Service Area Education Lead Officer Maureen Farr Stage 1 : Pre Consultation : • What are we asking the public for their view on (what service is it / description etc)? • How much funding are we asking about? • Who are we asking, • How are we doing this ? • When are we doing this ? • When will we report back ? Progress update since last Area Committee Case Study: Following the consultation and voting process as reported at a previous area committee, schools have progressed with their spend, to ensure the minimum 5% is spent in full by the end of March 2024. We are pleased to share Lanark Primary School’s participatory budgeting work (Appendix 1) as an example of very good practice within the Clydesdale area. This case study illustrates the school’s PB journey for 2023-24. Lanark Primary ensured the people who should be helped through the Pupil Equity Fund were the people whose views were gathered first i.e families who were living in SIMD 1 or 2 and/or were entitled to Free School Meals. Identified families were contacted directly through phone calls and identified pupils were met with at school to gather their ideas and opinions. These conversations garnered 12 ideas which were then brought to the PB Group who reduced the 12 ideas down to a more manageable 4 which could go out to all stakeholders for a vote. See Appendix 2 for the full list of suggestions given to the school from pupils and families. This session, an impressive 77% (153 people) of parents voted as part of the process, thanks in part to the school using the opportunity of a Parental Consultation Evening along with a Google Form QR Code. The school ensured almost all pupils voted by making this part of the school day on the 13th of October 2023. On this day 100% of the pupils present voted – a total of 232 pupils. 100% of school staff also cast their vote. Expected outcomes from the projects chosen were the continuation of zero cost trips and the increase of participation in extra curricular clubs. At time of writing the school has maintained zero cost trips and while there is still a full term left to gather results on club participation, a real success story is that they have had 100% of P7s (one of their focus groups) attend at least 2 clubs so far. It is very clear from the amount of work Lanark Primary have put into the PB process that they see the value in it for their pupils and families. Families have also engaged well in the process and seem to appreciate the opportunity to be more involved in what happens in school. Next Steps: PB is now fully embedded in SLC schools through the Pupil Equity Funding. Schools continue to allocate a minimum of 5% of their Pupil Equity Funding to be subject to PB year on year. Optional PB training is planned for August for schools who have new PB Leads or need a 4 15
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refresh. Stage 2 : Post Consultation • The outcome of the PB activity • What happens next ? • Further reporting requirements (eg required Committee approval) Following the voting, Education Resources will provide Area Committees with the following: - Summary Report of each school’s PB outcome (available late October/early November) and Local Authority and Area analysis report of this - Case studies of school activity, which has had particular impact/success (ongoing throughout the year) Education Resources will continue to support schools with implementation of this and monitor and track the impact of this activity. Findings will inform any future PB activity within Education Resources. Regular PB Updates and the highlighting of good practice will be communicated to schools via the Equity Hub and through our @SLCEquity Twitter handle. 16
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Appendix 1 17
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Appendix 2: suggestions gathered from families and pupils Families contacted suggested: • School Residential Trip contribution for families experiencing hardship. • Building a 'Residential Stock Box' with clothing and items to be reused by pupils who require them each year (eg. torches, sleeping bags, shoes, ponchos etc). • 'Forest School Stock Box' with clothing required for pupils to participate eg: waterproof trousers, jackets, hats, gloves, wellies etc. • After School Club resources. • Free fruit for snack times. • PE Resources. • Cooking club/lessons • Gardening club/lessons • Really likes the sensory room and a chance to chill out, making that more accessible would be helpful • Providing stationery and whiteboard in homework folders • Christmas hamper and gifts • Breakfast club already in place but more after school would be great Identified Pupils suggested: • School Trip contributions to reduce cost for all families • Free fruit for snack times • After school clubs (especially cooking and gardening) • 'Forest School Stock Box' with clothing required for pupils to participate eg: waterproof trousers, jackets, hats, gloves, wellies etc. • Fidget toys and sensory resources. Stakeholder Vote From the suggestions gathered, the PB group chose the four most popular options to go to a whole school vote (pupils, parents/carers & staff): 1. School Trip contributions to reduce cost for all families 2. Free fruit for snack times 3. After school clubs (especially cooking and gardening) 4. Fidget toys and sensory resources. 18
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Report Agenda Item Report to: Clydesdale Area Committee Date of Meeting: 1 May 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Clydesdale Way 1. Purpose of Report The purpose of this report is to: provide an update on the Clydesdale Way Project 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the details of the Clydesdale Way project, proposed routes and current position of the project be noted. 3 Background 3.1. In 2021/2022, South Lanarkshire Council worked in partnership with Borders and Dumfries and Galloway Councils to develop a joint bid for Round Two of the UK Levelling Up Fund (LUF) targeting the Dumfriesshire, Clydesdale, and Tweeddale constituency. The joint ‘Three Rivers Active Tourism Project’ bid was targeted at promoting tourism, providing significant community benefits, improved culture and rural economies. The bid comprised three projects, one from each of the three local authorities. 3.2. South Lanarkshire’s project has focused on our rural path and cycling network through the development of the Clydesdale Way to address the gaps in the regional paths network. The proposed route commences at the end of the Clyde Walkway at Bonnington Lynn, creating a western spur to Douglas and Eastern spur towards Biggar. From Wolfeclyde at Biggar, the route can travel towards John Buchan Way at Broughton in the Scottish Borders or continue south past Coulter, Abington, Crawford, Elvanfoot and Leadhills to join the Southern Upland Way in Wanlockhead in Dumfries and Galloway. A high-level map is attached at Appendix 1 3.3. Detailed path route information was developed through a feasibility commission carried out by Ironside Farrer in 2022, which produced RIBA Stage 2 Concept Drawings, budget costs and maps for the proposed routes. 3.4. The creation of the Clydesdale Way promotes numerous benefits, including:- creating connected all user path network(s) to deliver economic, social and environmental benefits across South Lanarkshire’s settlements including links to local and regional visitor attractions 5 19
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addressing local needs and addressing the major strategic regional gaps and connections to established long-distance path routes and associated networks across South of Scotland addressing the need for connectivity within disadvantaged and deprived communities, creating active travel and recreational leisure choices in areas of poor public transport and low car ownership enhancing connectivity, addressing connections and safeguarding rights of way, and connections to 2 World Heritage sites and local areas of high environmental quality securing improved awareness and education about local routes and long- distance path connections and value of local environmental assets and biodiversity through signage/interpretation 3.5. The other local authorities’ projects focussed on the refurbishment of the following key heritage assets on the proposed routes:- The Chambers Institution (Scottish Borders): converting an A-listed Council building in Peebles to accommodate an integrated museum, library, art gallery, and flexible event space Annan Harbour (Dumfries and Galloway): refurbishing Colette’s Building, a vacant warehouse into a community hub; including public realm improvements to the surrounding harbourside, and construction of a new footbridge 3.6. The joint ‘Three Rivers Active Tourism Project’ bid was co-ordinated by Stantec and was submitted in July 2022. The Outline Business Case and Concept Design to RIBA stage 2 for Clydesdale Way, developed by Ironside Farrar, were submitted as part of the bid. 4. Funding 4.1. In January 2023, South Lanarkshire Council (SLC) was informed that the Round 2 bid was unsuccessful. The UK Government decided not to run a new competition for LUF Round 3 and has instead drawn on bids submitted in Round 2 which were unsuccessful but had been assessed as ‘high quality and ready to deliver’. Consequently, on 20 November 2023, the UK Government advised the Three Rivers Active Tourism Project had been provisionally awarded £22,809,416. The three councils are contributing £2,534,380 in match funding bringing the total cost to £25,343,796. 4.2. The LUF grant is broken down as follows:- Clydesdale Way: LUF grant provisionally awarded £6,795,000. The Chambers Institution: LUF grant provisionally awarded £4,195,800. Annan Harbour: LUF grant provisionally awarded £13,131,796. 4.3. The total project cost for Clydesdale Way is £7,550,000, the Council has identified the £755,000 match funding as required by LUF. 4.4. SLC has competed the UK Government’s validation process and the formal offer of grant is currently anticipated April 2024. 5. Procurement 5.1. The tender to appoint a consultancy team to manage and deliver the Clydesdale Way Project was issued on 13 March 2024, with a closing date of 19 April 2024, via a Mini Competition from the Scotland Excel Engineering and Technical Consultancy Framework Lot 9. 20
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5.2. The scope for the commission is to appoint a consultancy team to manage and deliver all professional services of the Project through RIBA Stages 3 to 6, including:- preparation of a fully compliant Full Business Case in terms of the UK Government Green Book for the Project review and comment upon the Stage 2 information package undertaking the role of Lead Designer management and development of all workplan stages, including all design packages using the previous Stage 2 designs as a basis for progression preparation and assistance with the tender process, including identification of priority packages in terms of ownership, preparation of tender documents etc., incorporating proposals for Community Benefits management of consultation relating to Landowner Agreements and stakeholders 6. Timescales 6.1. LUF criteria specifies that grant funding should be spent by March 2026. 6.2. The current programme indicates the remaining £755,000 Council match funding will be spent, and the overall project completed by September 2026. 6.3. A detailed programme of activity will be developed in conjunction with the successful contractor. 7. Next Steps 7.1. As part of the tender process, officers will carry out the assessment of bids to appoint the Consultant to manage, design and deliver the project. 7.2. An internal project team, which cover various disciplines across Council Resources e.g. External Funding Team, Countryside and Greenspace Team, Legal, Planning, Estates, Roads etc has been set up and will continue to meet on a regular basis to progress the project. 7.3. SLC project leads will continue to meet regularly with Dumfries and Galloway and Scottish Borders Councils to co-ordinate the works, press and communication and future grant claims. 8. Employee Implications 8.1. There are no employee implications associated with this report. 9. Financial Implications 9.1. £755,000 match funding committed to secure LUF funding. 9.2. LUF spend by 31 March 2026 is dependent on landowner consents being concluded. 10. Climate Change, Sustainability and Environmental Implications 10.1. Projects will be taken forward in line with the council’s sustainability objectives. 11. Other Implications 11.1 A significant number of landowners consents are required to carry work on these areas of land. A number of alternative routes have been identified as mitigation and to help ensure continuity of pathways. 21
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11.2 Legal Burness Paul have been appointed to appointed to carry out the Council’s legal work associated with the project, including:- checking titles for the routes developing Landowner Agreements, based upon a standard form of agreement processing and completion of Landowner Agreements Two sections of the paths are located on other Local Authorities, Scottish Borders at John Buchan Way and Dumfries and Galloway at Southern Upland Way and will involve approvals of these authorities. 11.3 Estates Where work involves existing core paths, delegated authority to instruct the works is required. The Consultant will prepare Delegated Authority pro-formas for each agreement to the project manager for acceptance by the Council’s Estates Team to instruct the appointed Legal Team to conclude agreement. 11.4 Planning Where works involve the construction of new paths which require Public Paths creation orders, delegated authority is required. The Consultant will prepare drafted Delegated Authority pro-forma for each agreement to the Council’s Project Manager, who will liaise with the Legal Team to conclude agreement. 12. Equality Impact Assessment and Consultation Arrangements 12.1. An impact assessment has been completed for this project. 12.2. Online consultation sessions were held in December 2022 with representatives of relevant Community Councils in the Clydesdale area and the Open Access Forum along with Ironside Farrar, South Lanarkshire Council Project Manager, Access Officers and External Funding Officers. The routes were discussed in detail and proposals considered in the design. Further consultation will be carried out on final routes. 12.3. Landowners were contacted via letter in September 2022 and issued with a summary of the project. The landowners will be contacted again in due course to discuss the routes and details of potential works. 12.4. In June 2022, letters of support were secured from Sustrans, Healthy Valleys, Visit Lanarkshire, Visit Scotland, South Lanarkshire Open Access Forum, Southern Upland Way Liaison Group. David Booth Executive Director (Community and Enterprise Resources) 17 April 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving 22
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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 People live the healthiest lives possible Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Judith Gibb, Change and Development Adviser Tel: 07795453544 E-mail: judith.gibb@southlanarkshire.gov.uk 23
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Report Agenda Item Report to: Clydesdale Area Committee Date of Meeting: 1 May 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Lanark Racecourse Masterplan and Wider Racecourse Update 1. Purpose of Report 1.1. The purpose of this report is to:- ose inform the Committee of the work undertaken to prepare the Lanark Racecourse Masterplan outline proposals to publicise the Masterplan document inform the Committee of the next steps in implementing the Masterplan inform on progress to deliver the Lanark Community Workshop 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Lanark Racecourse Masterplan is the guiding document for future management and investment at the racecourse site; (2) that the Lanark Racecourse Masterplan will be published and made available to parties with an interest in the site; and (3) that the progress being made to deliver Lanark Community Workshop be noted. 3. Background 3.1. Lanark Racecourse and surrounding woodland, part of Lanark’s Common Good, sits on the edge of the market town and adjacent to Lanark Loch. Formerly a racecourse, the area now performs an important role as open space for the town. As well as there being formal uses such as an equestrian centre, grass and artificial sports pitches, the area is popular for walking, trail cycling and other outdoor leisure activities. The extensive nature and flexibility of the site also lends itself to one-off events, such as horse and dog shows, caravan conventions, sports competitions, and the occasional concert. 3.2. Lanark’s Common Good is ‘heritable and moveable property’ which is owned by the Council and has been passed down through local government reorganisations from the former Burgh. Common Good assets are owned by the Council and managed for the benefit of the citizens of the former Burgh. The Common Good funds are held separately from other local authority funds for accounting purposes. New rules in relation to Common Good were introduced by the Community Empowerment (Scotland) Act 2015 and although the Masterplan will form the foundation for future external funding applications and the delivery of investment on the racecourse, the relevant legislation will require the community to be formally consulted prior to the delivery of any project where a property transaction will take place. 6 27
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3.3. The Lanark Common Good Fund, supported by revenues attracted from Common Good Estate, will continue to support activities related to the upkeep of Common Good assets. The Common Good Estate for Lanark’s annual net financial position can vary depending on the maintenance and repairs required every year. At the time of writing this report, the account has a balance of £250,000, however, it should be noted that many of the assets that sit in the Common Good Fund are old, and require regular maintenance, which can be expensive. Depleting the Common Good Fund balance would mean that no funding would be available for these other existing assets. The use of the Fund, to support new investment will, therefore, need to be considered in the context of the overall Common Good estate and its investment requirements. It is the intention, therefore, that external funding will lead to the delivery of investment at the racecourse and not Common Good Funds. 3.4. South Lanarkshire Council manages the area on behalf of Lanark Community, and it is important that its management and any future investment reflects the wishes and aspirations of the community. The Masterplan will form the foundation for future external funding applications and the delivery of investment on the racecourse will be led by the success of such applications and not Common Good or central Council funding. 3.5. The informal nature of the space along with the historic uses of large sections means that the racecourse is not used to its full potential. The preparation of a Masterplan to explore opportunities while recognising the importance of maintaining and supporting these community uses will seek to maximise its potential. 3.6. With outdoor recreation and open spaces coming to the fore during the COVID-19 crisis, of primary importance was engagement with the local community, users and partners to understand their aspirations for the area which in turn will identify a list of short, medium and longer-term projects that could be delivered, funding permitting by suitable organisations. 4. Lanark Racecourse Masterplan 4.1. Through a competitive procurement process, Ironside Farrar was commissioned to develop the Lanark Racecourse Masterplan and Priority Project Report. This considers existing uses within the site and identifies areas of strength and weakness in terms of the physical environment and other constraints. 4.2. The Masterplan has been prepared under the guidance of officers within Enterprise and Sustainable Development Services, Property Services and South Lanarkshire Leisure and Culture (SLLC), in consultation with the community of Lanark. The process has also had input from Historic Environment Scotland and NatureScot. 4.3. In developing the Masterplan, it was key to engage with the local community, as the asset forms part of the Common Good and is predominantly used by local people. The Masterplan sets out the process which was undertaken in its preparation and outlines the results of the community and stakeholder engagement that took the form of 3 in person engagement events held at the Tolbooth, High Street Lanark, 3 online visitor surveys and 3 stakeholder workshops involving Council departments and associated organisations. 4.4. The initial consultation exercise identified Lanark Racecourse’s key strengths and weaknesses which allowed the team to focus on how these could be enhanced/improved. 28
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Core Strengths:- informal activities (play/walking/cycling) natural environment assets woodland assets and wildlife sports (football/rugby) proximity to Lanark Loch and its associated facilities scenic value equestrian recreation events Core Weaknesses:- lack of investment level of activity/facility public transport connectivity path network site orientation and lack of directional signage restricted appeal accessibility conflict of users with equestrian use 4.5. The Masterplan sets out a range of recommendations as guided by the community and partner engagement exercise. The main recommended actions/investments focus on building the sites quality, distinctiveness and appeal including:- Visitor Welcome and Orientation - defining and clearly identifying the entrance and providing clarity in directional information to improve quality of visitor experience Heritage Focus - investing in restoration of the Tote building and providing increased interpretation and improved directional signage to increase visitor awareness of the site history Protection of Ancient Woodland - combining education with protection through better visitor information and emphasis on importance of its national status Biodiversity - extending the biodiversity offer through increased planting and careful proactive management of the site Trails, Routes and Signage - developing clear accessible routes for improved public access linked with a supporting Interpretive Strategy Connectivity - providing enhanced connections to the wider areas long distance routes Promoting private sector investment and potential franchise operations for café/sports development of existing and new partnerships with charities, sports clubs, voluntary groups and environmental bodies 4.6. The Action Plan summary, that forms part of the Masterplan, sets out 26 actions with associated timescales and potential partners/lead organisations (as set out in Appendix 1). The Action Plan will remain a live document with projects and priorities evolving over time. The Masterplan is intended to support the development and delivery of projects moving forward and assist in securing funding to deliver projects led by a range of partners. 4.7. The Council will have a role to play in the delivery of all proposals within in the Action Plan. In most cases the role will be that of facility managers and not direct involvement in delivery. The adopted Masterplan is a basis to move forward but approvals relating 29
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to specific projects including funding, delivery, individual business plans and lead partners will be taken to the appropriate committee for approval at a future date. 5. Next Steps and Timescale 5.1. On conclusion of approval by the Community and Enterprise Resources Committee and noting at Finance and Corporate Resources Committee and Clydesdale Area Committee, it is intended that the document be published and made available to all parties with an interest in the site to guide future investment and management. 5.2. Some smaller projects have been identified that, subject to funding, could be taken forward in the short to medium term. As set out in paragraph 3.3, it is not anticipated that any of these projects would be funded through existing Council or Common Good Fund as all the projects have the potential to attract external funding. With appropriate liaison and agreement, these could be taken forward by local organisations to maximise any financial opportunities. In many cases this will be led by specific interest community groups and organisations who may be able to access external funding. 5.3. When the Masterplan was commissioned the site of the equestrian centre buildings (Scottish Equestrian Centre and Hotel) was explicitly omitted due to ongoing lease negotiations. As a result of these negotiations, the current tenant has been given notice to quit and the Council will have vacant possession of the equestrian centre building and associated grazings as of July 2025. It is proposed that the window of opportunity to July 2025 is taken to test the market and seek a new tenant for the buildings, as a continuity of occupier will minimise any burden on the Council and the Common Good Fund. The first stage will be the appointment of an appropriate property consultant to market test the viability of the facility as an equestrian centre or for an alternate use releasing the grazing land to support the delivery of the Masterplan. 6. Wider Lanark Racecourse Related Projects 6.1. Funding of £807,000 from the Scottish Government’s Regeneration Capital Grant Fund was secured by the Council in 2016 to develop a Clydesdale Rural Development Centre. The award would have seen the development of new community and business space together with a community workshop, however, the project could not be delivered due to difficulties to secure a site within the town. 6.2. Work has been progressing since Autumn 2022 to take forward the dual building project on the racecourse site. During the design process it became clear that the funding available would not allow the project to be delivered in its original form. Despite detailed enquiries it was not possible to secure sufficient additional funding streams, either by the Council or the identified occupiers of the business space, Healthy Valleys. The project has, therefore, been reduced in scope, in agreement with the Scottish Government, to develop the community workshop only at this time. 6.3. It is clearly disappointing that the whole project cannot be delivered, however, officers will continue to work with the community to achieve wider outcomes set out in plans, as part of the Lanark Vision and Racecourse Masterplan, including exploring options to develop and enhance business and enterprise resources and capacity in Lanark. The Council has also offered to work with Healthy Valleys to assist them identify premises or a site where they can take forward a building project to meet their needs. 6.4. The development of the Lanark Community Workshop has secured planning permission for a location close to the existing car park and the contract has been awarded with works due to commence in spring 2024. Tenants for the workshop are the Lanimer Committee. 30
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7. Employee Implications 7.1. There are no employee implications through the endorsement of the Masterplan. 8. Financial Implications 8.1. The costs for the Council in preparing the Masterplan have been funded through external sources with support from the Place Based Investment Programme, approved at the 9 August 2022 meeting of the Community and Enterprise Resources Committee. 8.2. As noted, the Masterplan identifies a number of actions and projects which will require funding. Each will be considered on an individual basis and will be subject to separate approvals. The Lanark Common Good Fund, supported by revenues attracted from Common Good Estate, will continue to support activities related to the upkeep of Common Good assets. The use of such Funds to support new investment will only be considered where revenues allow, and approvals will be sought in the usual manner. It is the intention that external funding will lead the delivery of investment on the Racecourse and not Common Good. 8.3. Implementation of the Masterplan will focus on the co-ordination of activity and events that will largely be funded through external funding. The financial resources required to deliver the objectives of the Action Plan will be considered on a project-by-project basis. In addition, the Masterplan provides a basis to support external funding bids from a range of sources, however, it is important to note that much of the success of the plan will relate to support and investment from the private sector and the buy in from the community. 8.4. Council management of the site will continue from within existing identified budgets. 9. Climate Change, Sustainability and Environmental Implications 9.1. The Masterplan was prepared having regard to the existing and emerging challenges around climate change and sustainability. It is intended to complement and comply with the Council’s and wider communities’ aspirations in the area. 10. Other Implications 10.1. The risks associated with not supporting the proposal is that Lanark Racecourse will not have a co-ordinated approach to its response to the many challenges it faces. The support and partnership working within Lanark could be lost, leading to a loss of activity/interest in the racecourse asset and increased calls for the Council’s intervention and investment. The Council’s reputation could also be damaged if it is not seen to actively support and encourage community initiatives and investments in Lanark Racecourse. 11. Equality Impact Assessment and Consultation Arrangements 11.1. 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. 11.2. Consultations have been co-ordinated by the Enterprise and Sustainable Development Services with a range of other Council Services who have an ongoing role in delivering services and initiatives at Lanark Racecourse. This consultation and co-operation will continue throughout the duration of the initiative. 31
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David Booth Executive Director (Community and Enterprise Resources) 11 April 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Previous References Community and Enterprise Resources Committee – 9 August 2022 Community and Enterprise Resources Committee – 6 February 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- John Archibald Project Development Officer, Enterprise and Sustainable Development Services E-mail: john.archibald@southlanarkshire.gov.uk 32
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Appendix 1 Action Plan Summary WOODLAND MANAGEMENT AND BIODIVERSITY REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + WMB1 Tackle issues with fallen trees in maturing plantation woodland to facilitate access. Physical works SLC Y Revenue Common Good/ Existing SLC budgets/ External Funding Obligation to keep area safe WMB2 Undertake a Woodland Management Plan to identify opportunities to add diversity of species within all areas and through a sympathetic phased clearance of plantation areas and for the expansion of woodland and tree cover. Strategy SLC/NatureScot/Wildlife Trust Y One off Existing SLC budgets/ External Funding Management obligation - supports climate change agenda 33
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WMB3 Review opportunity to add/enhance bird and bat habitat throughout the woodland areas. Physical works SLC/NatureScot/Wildlife Trust/Community Y One off External Funding Improved biodiversity and wildlife habitat WMB4 Reinforce the importance of the line of historic Beech trees through their management protection and enhancement Strategy/Planning SLC Y Revenue Existing SLC budgets/ Common Good/ External Funding Management obligation WMB5 Enhance the existing wetland area to improve species diversity and increase potential educational use and activity. Design SLC/NatureScot/Wildlife Trust/Community/Schools/ CSGN Y One off External Funding Improved biodiversity and wildlife habitat 34
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FACILITIES REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + F1 Improved sport changing facilities, toilets and shelter should funding become available. Proposals should consider increased variety of sports on offer. Evaluation and Business case SLC Leisure Trust/local user groups and clubs Y One off and ongoing External Funding and income revenues Facilities would be run by the delivery organisation/club who would use revenues to support the activity F2 Undertake a feasibility study to identify viable options for long term uses for the Tote building. Evaluation and Business case SLC/ HES/private partners Y One off External Funding Currently a financial burden due to maintenance costs of an A listed building. Study an opportunity to unlock building potential F3 Introduce picnic areas around the site to increase Design SLC/NatureScot/CSGN/Community groups Y One off External Funding Enhanced visitor experience 35
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amenity for local people and encourage use. F4 Increased informal recreation opportunities through introduction of outdoor gym facilities. Design SLC/NatureScot/CSGN/Community groups Y One off External Funding Enhanced visitor experience F5 Introduce power provision on southern area of the course to encourage increased use for events. Design SLC Y One off and on going External Funding Improved facilities improve attractiveness of site and increase revenues from site hire for events F6 Introduce allotments and community orchard within a small area of the east of the site to establish site viability. Design SLC/Community groups Y SLC External Funding Obligation on Council to supply allotment opportunities. Rental income from users to support ongoing costs F7 Introduce camper van overnight parking, EV charging and disabled parking in the primary car park. Design SLC/Community groups Y One off and ongoing External Funding Facilities would be run by the delivery organisation/club who would use revenues to support the activity. Ground rent to Common Good 36
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F8 Create opportunities for the introduction of a Pump track bicycle facility within the site. Design SLC/Community groups Y One off and ongoing External Funding Improved facilities and support of move to sustainable transport. Facility would be developed and managed by appropriate local organisation F9 Further explore caninecross or dog agility facilities within the site. Design SLC/Community groups Y One off External Funding Enhanced visitor experience F10 Undertake detailed review of opportunities for a Uniformed campsite with local Scout/ Guide and Boys Brigade associations. Evaluation and Business case SLC/Community, Scout, Guide BB associations Y One off External Funding Facilities would be run by the delivery organisation/club who would use revenues to support the activity 37
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ACCESS AND ACCESSIBILITY REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + AA1 Address pot holes and poor drainage in car parks Physical works SLC Y Revenue Common Good/Existing SLC budgets/ External Funding Obligation to provide safe access AA2 Access routes for less able users with appropriately spaced resting and seating points should be introduced to enable use by all. Design SLC/Community groups Y One off External Funding Enhanced visitor experience AA3 Improved area wide active travel routes will be reinforced and a connection to Springbank Cemetery established. Design SLC/Community groups Y one off External Funding Enhanced visitor experience AA4 Clear orientation and waymarker signage to reduce conflict on paths Strategy SLC/SL Access Forum/Community Y One off External Funding Enhanced visitor experience 38
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between pedestrians, cyclists and equestrian use. AA5 Improvements to site wide signage Strategy SLC/SL Access Forum/Community Y One off External Funding Enhanced visitor experience 39
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SITE PERCEPTION REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + SP1 Protect and enhance views to the Tote Tower and seek to reintroduce building signage and graphics. Design SLC/HES/Community groups Y One off External Funding Enhance gateway to town and improve visitor experience SP2 A73 road boundary improvements. Design SLC/NatureScot/Wildlife Trust Y One off External Funding Enhance gateway to town and improve visitor experience SP3 Establish clear entrance signage and remove clutter on arrival from the A73 to the main car park. Strategy and Design SLC Y One off External Funding Enhance gateway to town and improve visitor experience SP4 Undertake enhanced area maintenance to acknowledge site importance and protect the historic Physical works SLC Y On going External Funding /Common Good and existing SLC budgets Enhanced visitor experience 40
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racecourse route. SP5 Use materials and interpretive signage to strengthen links to and awareness of the site heritage. Strategy and Design SLC/ HES/NatureSCot/CSGN/Community groups Y One off External Funding /Common Good Enhanced visitor experience SP6 Increase quantities and/or size of bins throughout the Racecourse to ensure adequate capacity. Physical works SLC Y One off and ongoing External Funding Existing obligation to manage litter collection 41
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Report Agenda Item Report to: Clydesdale Area Committee Date of Meeting: 1 May 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Can Do Community Challenge Fund Applications 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Area Committee members of Can Do Community Challenge Fund applications in 2023/2024; and provide details of the funding to approve across local community groups. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Can Do Community Challenge Fund applications be approved as set out in Appendix 1 of this report; and (2) that the applications that did not meet the criteria for funding, as detailed in Appendix 2, be noted. 3. Background 3.1. The ‘Can Do Community Fund’ is a one-year Investment fund from South Lanarkshire Council for local communities that do not have access to Participatory Budgeting (PB) funds. This funding aims to address specific needs, and targets projects identified through consultation and engagement with local communities. Monies are not available in areas where a Neighbourhood Plan and associated PB funding is in place. 3.2. Community organisations, including Community Councils, had the opportunity to apply for grants of up to £10,000 to tackle identified issues within their areas, whether they require revenue, capital funding or a combination of both. The fund had a £200,000 limit for the whole of South Lanarkshire and was promoted during Community Meetings, online and in the South Lanarkshire View. 3.3. Scoring of applications was conducted by a panel within the Council’s Community Engagement Team that assessed each application based on their impact on Connect Council Plan Community and Environment priorities https://www.southlanarkshire.gov.uk/downloads/file/15715/connect_council_plan_20 22-27_pdf. Amongst the other factors taken into consideration by scoring panel members, were reach of activity and the depth of community engagement in project ideas. Scoring Criteria are available at Appendix 3. 3.4. To ensure Community organisations across all eligible localities had an equitable chance to complete the online application process, all applications were scored together after the closing date of the fund on 31 January 2024. 7 43
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4. Application Approval 4.1. Area Committee members are asked to approve the list of applications in Appendix 1 and note the list of declined applications in Appendix 2 as they failed to meet the set criteria. A range of methods will be used to capture feedback from successful applicants and those organisations which did not meet the criteria were provided with alternative funding options and capacity building support from Neighbourhood Development Officers and other Community Engagement Team members. 4.2. Further information on the applications is available to members on request. 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. The current position on Can Do Community Challenge Fund is as follows: Total funding available: £200,000.00 Expressions of interest: £316,721 Funding approved: £200,000 Value of declined applications: £47,784 Value of ineligible or withdrawn applications: £68,939 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. There are no risk issues associated with the content of this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. There are no Equality Impact Assessment or Consultation implications associated with this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 17 April 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve 44
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Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References None List of Background Papers Application Forms Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jen Kerr, Community Engagement Manager Email: Jennifer.Kerr1@southlanarkshire.gov.uk 45
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Appendix 1 Can Do Community Challenge Fund 2023-24 Clydesdale Area Awards EID No Applicant Amount requested Purpose of Grant Amount awarded 2229 Forth and District Development Trust £10,000.00 Community Connect Volunteer Drivers £10,000.00 2108 Coalburn Miners Welfare £10,000.00 Village Green Lighting Project £10,000.00 2218 Braidwood Community Group £9,475.20* Playpark Zip Slide improvements *payment to the procuring body working with Braidwood Community Group £9,475.20 2220 Carluke Community Connections £8,500.00 Community Fun Day £8,500.00 2206 Lesmahgow Development Trust £10,000.00 Community Open Programme events £10,000.00 2232 Healthy Valleys £9,990.00 Smyllum Community Engagement £9,990.00 2233 Elsrickle Community Hub £10,000.00 Re-open Community Hall in Biggar as a stepping stone to Community Asset Transfer £10,000.00 2217 Clydesdale Community Initiatives £9,990.00 Community Arts and Craft Studio (LCS) £9,999.00 2222 Blackwood and Kirkmuirhill Resilience Group £9,984.00 Youth Development Project £9,984.00 2226 Leadhills Golf Club £10,000.00 Club House improvements to assist Community use £10,000.00 Clydesdale Area Total Awards £97,948.20 46
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Appendix 2 Can Do Community Challenge Fund 2023-24 Clydesdale Area Unsuccessful Applications EID No Applicant Amount requested Purpose of Grant Reason 2166 1st Law Boys Brigade £5,045.58 Annual Camp Support Application below minimum score 2138 Charlies Old Codgers £9,588.00 Care Home and Hospice activities Application below minimum score 2142 Lanark Men’s Shed £9,545.00 Community Workshops and Woodwork activity Application below minimum score 47
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APPENDIX 3 Criteria and Scoring Matrix for the Can Do Community Challenge Fund Purpose The purpose of this scoring matrix is to help assess eligible applications for Can Do Community Challenge Fund monies. The format reflects Connect Council Plan Priorities and further details are available under the Communities and Environment section at the link below: https://www.southlanarkshire.gov.uk/downloads/file/15715/connect_council_plan_202 2-27_pd Council Plan Community Priorities • Link of activity with Caring, Connected and Sustainable Community themes. • Project is responding to Community Feedback or an identified need. • Encouragement of collaborative working across different community groups. • Reduces Inequality through open access to participation or benefits of the project’s activity. • Promotes Community Ownership or Co-Production • Reduces Digital Exclusion • Project design reflects active participation of diverse groups within the Community. • Reduces Social Isolation • Circular Economy and Recycling • Environmental Improvements • Creation of Safe Community Spaces • Encourage participation in physical and cultural activities. • Improves the life chances of children and young people Criteria Organisations must demonstrate how they promote the Caring, Connected, Sustainable themes and how the application reflects the Council’s key priorities reflected in the attached Community Benefits guide. Applicants will have to demonstrate positive impacts on improving the quality of life for residents. Criteria Scoring Range Alignment with Council Priorities How do the services or activities which will be supported by Can Do Community Challenge Funding align with Council priorities as detailed in the Community Benefits guidance? One point for each objective that the project can be aligned to. To be considered all applicants must identify at least 1 Council priority in their submission. Those addressing multiple priorities will be scored higher during appraisals. 0 – 12 1 point for each Priority Met Community Engagement and Leadership 0 – 10 48
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Assessment Panel Members are asked to rate on a scale of 0-10 (10 being very strong proposals and 0 being no supporting evidence) which applications demonstrate a clear process of Community Engagement and Consultation in the design stage of the application. Evidence can include Consultations, letters of support, research, community meeting reports and surveys. Reach How does this intervention help bring diverse groups within the Community together? Is participation open to all? Will the Community Benefits it will generate, assist wider groups across Equalities protected characteristics? 0 – 10 Locality Knowledge/ Governance Has the applicant demonstrated a depth of knowledge on community issues and evidenced this, in terms of previous learning, consultancy work or research? What governance structures are built into the proposal- how will results be captured and shared with the community? In short does the applicant have a previous track record of delivery in this community? 0 – 10 Exit Strategy/ Sustainability How the project will be sustainable in the longer term? Capturing learning to inform further Community collaborations or external funding applications? Legacy in terms of positive impacts to the local environment? 0 – 10 Innovation/Added Value How do application ideas represent new thinking for this community? What elements of the project are replicable or could be scaled up? How will learning benefit the community long-term? 0 – 10 Total application score is from assessment (out of 50) + Alignment with Council Priorities score. Applicants must meet 50% minimum score and must have a score in community engagement. 49
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Report Agenda Item Report to: Clydesdale Area Committee Date of Meeting: 1 May 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Grant Applications 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval for the allocation of 5 community grants from the Clydesdale Area Committee 2024/2025 community grant budget advise on community grant applications meeting the relevant criteria approved by the Executive Director (Finance and Corporate Resources), in consultation with the Chair and Depute Chair, in the period from the last Area Committee on 14 February 2024 to the end of the financial year on 31 March 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a community grant be awarded as follows:- (a) Applicant: Kirkfieldbank Homing and Sporting Club, Lanark (CL/1/24) Purpose of Grant: Equipment, administration and publicity costs Identified Community Benefits: Caring, connected, sustainable communities Estimated Cost: £250 Total Eligible Grant Applied for: £250 Recommendation: £250 Amount Awarded: To be determined by the Committee (b) Applicant: Carstairs Senior Citizens’ Association (CL/2/24) Purpose of Grant: Outing, administration and publicity costs Identified Community Benefits: Caring, connected, sustainable communities Estimated Cost: £474 Total Eligible Grant Applied for: £474 Recommendation: £405 Amount Awarded: To be determined by the Committee 8 51
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(c) Applicant: Law Parish Church Guild (CL/3/24) Purpose of Grant: Outing Identified Community Benefits: Caring, connected, sustainable communities Estimated Cost: £300 Total Eligible Grant Applied for: £300 Recommendation: £300 Amount Awarded: To be determined by the Committee (d) Applicant: Lanark and District U3A (CL/6/24) Purpose of Grant: Outing Identified Community Benefits: Caring, connected, sustainable communities Estimated Cost: £1424 Total Eligible Grant Applied for: £500 Recommendation: £300 Amount Awarded: To be determined by the Committee (e) Applicant: Elsrickle WRI (CL/7/24) Purpose of Grant: Outing and entrance fees Identified Community Benefits: Caring, connected, sustainable communities Estimated Cost: £1415 Total Eligible Grant Applied for: £350 Recommendation: £350 Amount Awarded: To be determined by the Committee (2) that the action taken by the Executive Director (Finance and Corporate Resources), in consultation with the Chair and Depute Chair, to approve the award of community grants in the period from the last Area Committee to the end of the financial year 2023/2024 to the groups detailed in Appendix 1, be noted. 3. Background 3.1. The Council operates a community grants scheme to support local constituted community groups and voluntary organisations. All applications require to be supported by a constitution, audited accounts or annual income and expenditure accounts, a bank statement, and confirmation that the group/organisation will adhere to the conditions of the grant award. Applications are invited continually throughout the year. 3.2. The main aims of the community grants scheme are to:- fund activities and projects which bring community benefit involve people in the community by bringing them together to enjoy educational, recreational, leisure and other community activities or to improve the local environment 3.3 Support can be provided for a range of activities including administration and publicity costs, purchase of equipment and materials, annual outings and entrance fees, start-up costs and special events. 52
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4. Employee Implications 4.1. None. 5. Applications Approved Under Delegated Authority 5.1. At its meeting held on 14 February 2024, the Area Committee authorised the Executive Director (Finance and Corporate Resources), in consultation with the Chair, to approve any further community grant applications in the period from 15 February to 31 March 2024. This was subject to applications meeting the Council’s criteria for receipt of funding. It was also agreed that a report on any awards made would be submitted to the next meeting of the Area Committee for noting. 5.2. In line with the decision taken at the previous meeting of the Committee, 4 applications, as detailed in Appendix 1, for £1,480 were approved by the Executive Director (Finance and Corporate Resources), in consultation with the Chair, during the period 15 February to 31 March 2024. 6. Financial Implications 6.1. The current position of the community grants for the Clydesdale Area Committee area in 2024/2025 is as follows:- Total allocation for Community Grants £25,750 Community grants allocated in this report £ 1,605 Remaining balance £24,145 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The risk to the Council is that grant funding is not utilised for the purpose for which it was intended. This risk is mitigated by internal controls including audit procedures and conditions of grant agreement. 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. 9.2. All the necessary consultation with the community groups has taken place. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 April 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent. We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities 53
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Previous References Clydesdale Area Committee – 14 February 2024 List of Background Papers Individual application form Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jennifer Hilston, Clerical Assistant Ext: 4822 (Tel: 01698 454822) E-mail: jennifer.hilston@southlanarkshire.gov.uk 54
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Appendix 1 Community grants approved by the Executive Director (Finance and Corporate Resources) in consultation with the Chair and Depute Chair (application a only), in the period from 15 February to 31 March 2024 (a) Applicant: Cargill House Club, Lanark (CL/37/23) Purpose of Grant: Equipment Amount Awarded: £480 As the Chair had declared an interest in the above application, it was approved by the Depute Chair (b) Applicant: Boghead Improvement Group, Lesmahagow (CL/38/23) Purpose of Grant: Start-up costs Amount Awarded: £300 (c) Applicant: Forth and Wilsontown Bowling Club, Forth (CL/39/23) Purpose of Grant: Equipment, administration and publicity costs Amount Awarded: £350 (d) Applicant: Hawksland Scottish Women’s Institute, Lesmahagow (CL/40/23) Purpose of Grant: Outing and entrance fees Amount Awarded: £350 55
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