Agenda Document Pack - Community and Enterprise Resources Committee - 18/06/2024
South Lanarkshire Council · 18 June 2024
Back to Community and Enterprise Resources Committee — 18 June 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 10 June 2024 Dear Councillor Community and Enterprise Resources Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Tuesday, 18 June 2024 Time: 14:00 Venue: Hybrid - Council Chamber, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Robert Brown (Chair), Maureen Devlin (Depute Chair), Joe Fagan (ex officio), John Anderson, Ralph Barker, Walter Brogan, Andy Carmichael, Gerry Convery, Poppy Corbett, Andrea Cowan, Margaret Cowie, Colin Dewar, Gladys Ferguson-Miller, Ross Gowland, Graeme Horne, Cal Johnston-Dempsey, Susan Kerr, Martin Lennon, Richard Lockhart, Hugh Macdonald, Ian McAllan, Kenny McCreary, Davie McLachlan, Carol Nugent, Helen Toner, David Watson Substitutes Alex Allison, Ross Clark, Margaret Cooper, Allan Falconer, Alistair Fulton, Lynsey Hamilton, Ross Lambie, Lesley McDonald, Elaine McDougall, Mark McGeever, Richard Nelson, Graham Scott, David Shearer 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Community and Enterprise Resources Committee held on 23 April 2024 submitted for approval as a correct record. (Copy attached) 5 - 18 Monitoring Item(s) 3 Community and Enterprise Resources – Workforce Monitoring – March to April 2024 Joint report dated 10 May 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 19 - 26 4 Community and Enterprise Resource Plan - Quarter 4 Progress Report 2023/2024 Report dated 28 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 27 - 66 Item(s) for Decision 5 Community and Enterprise Resource Plan 2024/2025 Report dated 23 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 67 - 94 6 Community Benefit Funds – Renewable Energy Fund Grant Applications Report dated 23 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 95 - 108 7 Community Benefit Funds Kype Muir Windfarm Connect2Renewables Extension Report dated 28 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 109 - 114 8 South Lanarkshire Council Bereavement Services Strategy 2024 to 2033 Report dated 29 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 115 - 142 9 Introduction of Charge for Uplift of Household Garden Waste (Burgundy) Bin Joint report dated 28 May 2024 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached) 143 - 154 10 Extension of the Household Waste and Recycling Centres (HWRCs) Booking System Report dated 28 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 155 - 160 2
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11 Operational and Financial Implications of Managing Waste Upholstered Domestic Seating (WUDs) containing Persistent Organic Pollutants (POPs) Joint report dated 28 May 2024 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached) 161 - 166 12 UK Levelling Up Fund Update and Next Steps Report dated 7 June 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 167 - 170 Item(s) for Noting 13 Scottish Government Play Investment Programme Report dated 30 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 171 - 188 14 Biggar Public Park - Update Report dated 30 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 189 - 194 15 Community and Enterprise Resources - Notification of Contracts Awarded - 1 October 2023 to 31 March 2024 Report dated 20 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 195 - 200 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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COMMUNITY AND ENTERPRISE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 23 April 2024 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Gerry Convery, Councillor Poppy Corbett, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Lynsey Hamilton (substitute for Councillor Davie McLachlan), Councillor Graeme Horne, Councillor Cal Johnston-Dempsey, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Carol Nugent, Councillor Graham Scott (substitute for Councillor Ralph Barker), Councillor Helen Toner, Councillor David Watson Councillors' Apologies: Councillor Ralph Barker, Councillor Walter Brogan, Councillor Andy Carmichael, Councillor Joe Fagan, Councillor Gladys Ferguson-Miller, Councillor Ross Gowland, Councillor Susan Kerr, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Davie McLachlan Attending: Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; K Carr, Head of Facilities, Waste and Grounds Services; K Lean, Economic Development Manager (Funding and Rural); C Park, Head of Roads, Transportation and Fleet Services; I Ross, Project Manager; I Russell, Construction Manager Finance and Corporate Resources J Davitt, Public Relations Team Leader; N Docherty, Administration Assistant; L Harvey, Finance Manager; E-A McGonigle, Administration Officer; E McPake, Human Resources Business Manager; L O’Hagan, Finance Manager (Strategy); M M Wilson, Legal Services Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 6 February 2024 were submitted for approval as a correct record. The Head of Enterprise and Sustainable Development Services provided updates in response to members’ questions on Item 11, the Inward Investment Strategy. The Committee decided: (1) that minutes be approved as a correct record; and (2) that the update from the Head of Enterprise and Sustainable Development Services in relation to the Inward Investment Strategy be noted. Councillors Cowan and Dewar entered the meeting during consideration of the above item of business 2 5
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3 Community and Enterprise Resources - Revenue Budget Monitoring 2023/2024 A joint report dated 6 March 2024 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted comparing actual expenditure at 26 January 2024 against budgeted expenditure for 2023/2024 for Community and Enterprise Resources and providing a forecast for the year to 31 March 2024. Following the probable outturn exercise, the Resource was reporting a breakeven position after approved transfers to reserves of £0.240 million as at 31 March 2024. The breakeven position was due to underspends, as detailed at paragraph 5.2 of the report, which had been offset by a marginal over recovery of income from Planning and Building applications. The Resource position as at 26 January 2024 was a breakeven position after approved transfer to reserves, as outlined in Appendix A. The breakeven position reflected underspends in employee costs and costs within Roads, Transportation and Fleet Services in relation to transport costs and an under recovery in parking income. Details were also provided in appendices B to F on proposed budget virements in respect of Community and Enterprise Resources to realign budgets. The Committee decided: (3) that the forecast to 31 March 2024 of a breakeven position after approved transfers to reserves, as detailed in Appendix A of the report, be noted; (4) that the breakeven position as at 26 January 2024 on Community and Enterprise Resources’ revenue budget, as detailed in Appendix A of the report, be noted; and (5) that the proposed budget virements, as detailed in appendices B to F, be approved. [Reference: Minutes of 6 February 2024 (Paragraph 4)] 4 Community and Enterprise Resources - Capital Budget Monitoring 2023/2024 A joint report dated 6 March 2024 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted advising of progress on the Community and Enterprise Resources’ capital programme 2023/2024 and summarising the expenditure position at 26 January 2024. The revised Capital Programme for 2023/2024 amounted to £45.177 million. This reflected the budget of £38.577 million reported to the last meeting of the Committee which had been adjusted to reflect an increase of £6.600 million in relation to the Glasgow City Region City Deal, Greenhills Road project which had been approved by the Executive Committee on 24 January 2024. This adjustment was incorporated into the 2023/2024 capital programme following approval by the Glasgow City Region City Deal Cabinet on 13 February 2024. As at 26 January 2024, expenditure was £18.907 million, which was £0.239 million behind programme. The underspend reflected timing of project expenditure on the Roads Carriageway programme, with recharges still to be processed for works completed to date. The projected outturn for the financial year was £40.700 million. This represented an underspend of £4.477 million and the majority of the variance was due to timing of spend on a number of projects which resulted in budget required in 2024/2025 rather than 2023/2024. Details of those projects which would underspend in 2023/2024 were provided at paragraph 5.3 of the report. 6
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The Committee decided: (1) that the Community and Enterprise Resources’ capital programme of £45.177 million, and expenditure to date of £18.907 million, be noted; and (2) that the projected outturn of £40.700 million be noted. [Reference: Minutes of the Executive Committee of 24 January 2024 (Paragraph 4) and 21 February 2024 (Paragraph 4) and Minutes of 6 February 2024 (Paragraph 5)] Councillor Horne entered the meeting during consideration of the above item of business 5 Community and Enterprise Resources - Workforce Monitoring – December 2023 to February 2024 A joint report dated 13 March 2024 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted on the following employee information for Community and Enterprise Resources for the period December 2023 to February 2024:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 9 December 2023 The Human Resources Business Manager responded to a member’s questions on various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 6 February 2024 (Paragraph 6)] 6 Hagshaw Energy Cluster – Retention of Economic Development Officer A joint report dated 28 March 2024 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted on the extension of 1 Full Time Equivalent (FTE) Economic Development Officer within the Enterprise and Sustainability Services for a further 24 months. In March 2022, the Executive Committee approved that the annual income from the Douglas West Windfarm community benefit payments, estimated at £117,000 per annum, be used to fund an Economic Development post for up to 23 months with the remaining contribution going to the Renewable Energy Fund (REF) for use in the local area. The Hagshaw Energy Cluster Development Framework was approved by the Planning Committee in October 2023 and reported to the Community and Enterprise Resources Committee in August 2023. In December 2023, the Framework won the Scottish Green Energy Award in sustainable development and was shortlisted in the Landscape Institute Awards in the Excellence in Climate, Environment and Social Outcomes category in November 2022. 7
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The Economic Development Officer post, which was filled in June 2022, had been successful in commencing scoping on larger, more successful projects such as adventure tourism, rural housing, circular economy, and active travel connections in the area. The post was supporting local communities within the Douglas Valley area to develop larger strategic projects and it was recognised that this would take time. The windfarm developers of the Hagshaw Energy Cluster Developers’ Group, as detailed in section 4.1 of the report, had requested that the post be continued beyond the initial 23 month contract. The income to the Douglas West Windfarm Community Benefit Fund in 2023/2024 was £141,000, with a further uncommitted balance of £331,000. It was proposed that the 1 FTE post of Economic Development Officer on Grade 3, Level 2–4, (£37,867 to £43,615) be extended for a further 24 months, using funds from the Douglas West Windfarm, as detailed in paragraphs 4.2 and 4.3 of the report. The Committee decided: that the 1 FTE Economic Development Officer post on Grade 3, Level 2– 4 (£37,867 to £43,615) within the Enterprise and Sustainability Services establishment be extended to June 2026 using funds from the Douglas West Windfarm community benefit contributions, as detailed in paragraphs 4.2 and 4.3 of the report. [Reference: Minutes of the Executive Committee 2 March 2022 (Paragraph 7) and Minutes of 29 August 2023 (Paragraph 13)] 7 Community Benefit Funds – Renewable Energy Fund – Grant Application A report dated 28 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted on 2 applications to the various Community Benefit Funds. The Community Benefit Funds had been established to provide funding to suitable projects providing community benefits in eligible areas. It was proposed that, subject to the applicants providing written confirmation that all other additional funding for the projects had been secured, a grant be awarded up to a maximum of:- £57,858 towards eligible costs associated to create an activities shelter and the installation of photovoltaic panels to Auchengray Church Centre Trust from the Black Law Windfarm Renewable Energy Fund £100,689.48 towards eligible costs associated with the upgrade of McKirdy Park community space to Lesmahagow Community Council from the Kype Muir Windfarm Renewable Energy Fund The Committee decided: that, subject to the applicants providing written confirmation that all other funding for the projects had been secured, a grant be awarded of up to a maximum of:- £57,858 towards eligible costs associated to create an activities shelter and the installation of photovoltaic panels to Auchengray Church Centre Trust from the Black Law Windfarm Renewable Energy Fund £100,689.48 towards eligible costs associated with the upgrade of McKirdy Park community space to Lesmahagow Community Council from the Kype Muir Windfarm Renewable Energy Fund [Reference: Minutes of 7 November 2023 (Paragraph 9)] 8
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8 Scottish Mines Restoration Trust - Mainshill A report dated 28 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted seeking approval for funds received from the Scottish Mines Restoration Trust (SMRT) Limited to be managed by Community and Enterprise Resources in accordance with the conditions of the grant. The SMRT was established as a charity in 2013 and had the charitable aims of advanced environmental, conservation and/or improvements at, or within, a 10 mile boundary of any opencast coal mining site at any time owned by the SMRT. Following the demise of Scottish Coal, SMRT undertook site restoration works at Mainshill opencast mine near Douglas, creating Mainshill Wood, and had passed the ownership to Forestry and Land Scotland. In late 2022, SMRT notified the Council that it would be ceasing operations and remaining funds would be disbursed to suitable organisations for use of those funds in line with the Trust’s charitable aims. The Council entered discussions with SMRT in 2023 and, under delegated authority, accepted a payment of £105,000 in August 2023. The Environmental Improvement Agreement between SMRT and the Council was detailed at paragraph 4.2 of the report. The “Grant Project” would involve the construction and improvement of paths, and associated environmental improvement works at, or within, the 10 mile boundary of the former Mainshill opencast coal mining site. External funding was currently being sought from Paths for All for delivery of the following 2 active travel path projects in the Douglas Valley area:- Douglas to Coalburn – estimated at £600,000 Coalburn to NCN74 – estimated at £176,000 Renewable Energy Funding (REF) would also be sought as a contribution to the projects, with delivery planned later in 2024. It was proposed that the SMRT grant of £105,000 should be used as a contribution to one, or both projects, depending on the progress with securing grant funding. The Committee decided: that the £105,000 grant from the Scottish Mines Restoration Trust (SMRT) be used to deliver active travel paths, as detailed at paragraph 4.3 of the report. 9 Centre West Shopping Centre, East Kilbride – Transfer of Ownership to South Lanarkshire Council A report dated 27 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the current position of Centre West Shopping Centre, East Kilbride seeking endorsement for the proposed approach to ensure the smooth handover of Centre West Shopping Centre, East Kilbride to the Council East Kilbride, like most town centres across the UK, had faced many challenges over recent years resulting in significant voids throughout the shopping centre. Approximately a third of vacant units in the shopping centre had been empty for more than 3 years. Those challenges had resulted in the shopping centre being put into administration on 16 November 2022. 9
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The administrator, Interpath, had appointed a team of specialists to consider the future of the town centre. This was led by Scoop Asset Management, and included 360 Architecture and Savills property agent, who worked closely with Council officers to undertake a masterplanning exercise for the town centre. The resultant East Kilbride Town Centre Masterplan was approved by the Executive Committee on 13 September 2023. Despite being the most recently developed part of the town centre, Centre West had several challenges which made it commercially unviable and those were fully detailed at paragraph 3.3 of the report. The East Kilbride Masterplan had identified Centre West as a new residential neighbourhood following demolition of the site. The current position of East Kilbride Shopping Centre was detailed in section 4 of the report whereby it was held in split ownership, with Centre West being owned by Sapphire 15 and the remainder of the asset (Olympia, Plaza and Princes Malls) by Sapphire 16. The remainder of the shopping centre would be marketed for sale over the coming months and it was expected that Sapphire 16 would be put on the market in April/May 2024. Given the stark financial position, Sapphire 15 had confirmed its intention to hand back Centre West to the Council which retained the ground lease. The existing owners were expecting a legal agreement to facilitate this as early as summer 2024, with transfer of ownership expected to take place in December 2025/January 2026. A proactive approach was, therefore, required for the transfer of ownership alongside the progression of the Masterplan. The Council’s external advisers, Knight Frank, had undertaken an options appraisal and made a clear recommendation that the Council would continue to engage with the owners to prepare for ownership and to progress the Masterplan proposals within the indicated timescales. Demolition of Centre West would allow for early elements of the Masterplan to be delivered and would bring new residents to the town centre. The development of a ‘Civic Hub’ Council facility would also be progressed and details of that project would be presented at a future meeting of the Committee. To take control of Centre West in a controlled and managed way, a variety of arrangements had to be implemented and it was proposed that a professional team was put in place as follows:- interim/ongoing property management advice by an independent adviser, appointed to act on behalf of the Council, to oversee property management decisions by Scoop/new owner appointment of independent technical consultants to advise on:- the current condition of Centre West the preferred approach to splitting services, including mechanical, electrical, access routes and formation of a new ‘end piece’ to the Plaza Mall potential other costs of separating assets the demolition Burness Paull LLP was currently being procured as legal advisers to provide external advice on:- the rights/obligations/liabilities the Council would inherit upon taking control the termination/relocation of the remaining occupier leases to ensure vacant possession a project management team to lead the technical delivery of the project for elements such as the demolition of Centre West The proposed approach, if endorsed, would be referred to the next meeting of the Executive Committee for approval. Thereafter, officers would commence the procurement of the external professional team to advise on the transfer process over the course of the next 18 months. It was expected that the ownership of Centre West would be transferred by December 2025/January 2026. The appointment of technical consultants would allow background work for the demolition of the site to be prepared in tandem with the transfer process. Demolition work would then commence when ownership was transferred. 10
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It was proposed that the costs of the project would be met through Glasgow City Region City Deal funding for East Kilbride, details of which were presented in a separate report to the Committee. There would be significant risks if the Council did not agree to enter into a Heads of Terms with Interpath and appoint a professional team of experts, and those were detailed in paragraph 10.2 of the report. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the position in relation to the administration of Centre West Shopping Centre, East Kilbride and the associated risks to the Council be noted; (2) that entering into a Heads of Terms with Interpath for the transfer of Centre West Shopping Centre, East Kilbride to South Lanarkshire Council be endorsed; (3) that the appointment of a professional team to manage the transfer of ownership of Centre West Shopping Centre, East Kilbride to the Council, and the subsequent demolition of the site, be endorsed; and (4) that the recommendations be referred to the Executive Committee for approval. The Committee recommended to the Executive Committee: that the proposed approach to ensure the smooth handover of Centre West Shopping Centre, East Kilbride to the Council be approved. [Reference: Minutes of the Executive Committee 13 September 2023 (Paragraph 6)] 10 Glasgow City Region City Deal – Stewartfield Way – East Kilbride Town Centre A report dated 27 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the proposed next steps in developing and delivering the Stewartfield Way/East Kilbride Town Centre Infrastructure project. The Stewartfield Way project was approved at the Executive Committee on 26 August 2015 as one of the original 20 Glasgow City Region (GCR) City Deal projects. Several iterations had been considered since this approval and the Strategic Business Case had been updated periodically in line with the governance arrangements of the City Deal. The challenges in delivering the original scheme, in terms of engineering challenges and difficulties around land ownership, put the deliverability of that option in question. Subsequent updates had refined the project scope based on a public consultation in late 2019, and an augmented Strategic Business Case had been approved by the Executive Committee on 10 March 2021 and, thereafter, by the GCR City Deal Cabinet in June 2021. To date, the project had focused on the transportation challenges across the town and how improvements to the road and wider sustainable transport network could accelerate and unlock development potential, improve access to existing facilities and improve journey times. While those issues remained at the heart of proposals, a refined approach was being considered which brought together a combination of transportation improvements and direct town centre interventions. The East Kilbride Town Centre Masterplan, which set out the strategic direction of the town centre for the next 20 years, was approved by the Executive Committee on 13 September 2023. 11
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Delivery of the Masterplan was underway with officers working closely with representatives of the town centre’s administrators and the Council’s professional advisers. The Council would require to directly deliver significant elements of the Masterplan, particularly in relation to Centre West and the development of a new ‘Civic Hub’ facility. Endorsement for interventions in Centre West was included in a separate report to the Committee. The current position was fully detailed at section 4 of the report and highlighted the economic climate and the challenges facing the town since the City Deal projects had been established and approved in 2015. The key elements of the project, which reflected the approval of the Executive Committee on 10 March 2021, were detailed at paragraph 4.4 of the report. It was proposed that the project be rescoped to be split into 2 component parts:- delivering transportation improvements accelerating the town centre redevelopment infrastructure works As the rescoped project moved to the Outline Business Case (OBC) stage, a further report would be brought to the Committee prior to submission to the GCR Programme Management Office (PMO) in November 2024. The proposal was set out fully at section 5 of the report, whereby a report would be considered by the City Deal Cabinet on 11 June 2024, following endorsement by this Committee and subsequent approval by the Executive Committee, asking for permission to rescope the project and to realign the approved project budget of £62.2 million. The intention would be to direct £30 million to the Stewartfield Way Transport Infrastructure project and to direct £32.2 million to town centre activity. The transportation infrastructure elements were at various stages of development and a delivery timeline, including necessary planning approvals, was being developed, taking cognisance of available resources and other infrastructure priorities. The town centre work would be a major project, requiring a level of resource that the Council did not have internally. It was, therefore, proposed that a project management led team be procured, as detailed in paragraph 5.3 of the report. Detailed information of project development/delivery timelines and the proposed next steps was provided in section 6 of the report. A revised timeline was provided to progress through each stage in both the approval process and on-site delivery. Those timescales would be refined as the project progressed through the business case process and the elements became more defined. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the proposed next steps in developing the Outline Business Case (OBC) and delivering the Stewartfield Way/East Kilbride Town Centre Infrastructure project be endorsed and referred to the Executive Committee for approval; and (2) that a report be submitted to the GCR Programme Management Office, following endorsement by this Committee and approval by the Executive Committee, to seek permission to rescope the project and develop the OBC for a Stewartfield Way and East Kilbride Town Centre project. The Committee recommended to the Executive Committee: that the proposed next steps in developing and delivering the Stewartfield Way/East Kilbride Town Centre Infrastructure project be approved. 12
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[Reference: Minutes of the Executive Committee of 26 August 2015 (Paragraph 23), 10 March 2021 (Paragraph 10) and 13 September 2023 (Paragraph 6)] 11 Glasgow City Region – Electric Vehicle Charging Infrastructure (EVCI) Collaboration A report dated 26 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the work being undertaken to develop a collaborative approach to expanding the public electric vehicle charging infrastructure (EVCI) network across the 8 local authorities of the Glasgow City Region (GCR) seeking approval for the next steps required to progress towards a commercial delivery arrangement In January 2022, the Scottish Government launched the Electric Vehicle Infrastructure Fund (EVIF) which had the objective of unlocking private sector investment to expand the publicly accessible charging network on local authority land and assets. Transport Scotland had engaged with the Scottish Futures Trust to support local authorities in the development of their EVCI strategies and actively encouraged local authorities to collaborate with their strategies and delivery activity to expand the charging network. In December 2021, the GCR Cabinet agreed to progress an initial report into current electric vehicle charging provision, tariffs, and future forecast needs of the 8 GCR local authorities, jointly funded using the EVIF allocations from Transport Scotland. The report was concluded in June 2022. It was further agreed by the GCR Cabinet in August 2022 that the GCR Programme Management Office (PMO) would engage consultants on behalf of the local authorities to develop more detailed Strategy and Expansion Plans (SEP). Building upon the SEP, which was presented to the GCR Cabinet in May 2023, the GCR Electric Vehicle Senior Officers’ Group was established, chaired by the Council’s Head of Roads, Transportation and Fleet Services. The Senior Officers’ Group had senior officer representation from each of the 8 GCR member authorities. The Senior Officers’ Group had overseen a Prior Information Notice (PIN), published in June 2023, to engage with Charge Point Operators (CPOs) in order to:- explore the market appetite provide information on GCR’s approach to the expansion of EVCI There was significant interest from the private sector and the clear preference expressed by most CPOs was to engage collaboratively with all 8 GCR local authorities as part of a planned and strategic approach. In August 2023, the GCR Cabinet agreed that a collaboration between the 8 local authorities to expand the EVCI network should be based on a clear set of agreed principles, and those were detailed in paragraph 3.8 of the report. At the request of the GCR Chief Executives’ Group (CEG), further commercial and financial analysis was undertaken during summer 2023 to gain a better understanding of the risks and opportunities of the different commercial arrangements that local authorities could use to expand the EVCI. On 7 November 2023, the GCR Cabinet was advised of the conclusion of that stage of work, and that the CEG’s preferred approach to progress was through a continued collaboration among the 8 local authorities based on a concessionary-type commercial model. Collaborating to expand the EVCI infrastructure offered a range of benefits for the local authorities’ wider policy objectives which were described in detail in section 4 of the report. 13
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Section 5 of the report provided detailed information on the potential shape of a GCR EVCI collaboration. Joint working and procurement options were detailed in section 6 of the report and it was recognised that there was a need to have an Inter Authority Agreement (IAA) in place to facilitate the collaboration. There had been consensus that one local authority should contract with a commercial partner on behalf of all 8 local authorities, with a preference for a single procurement, rather than establishing a framework for local authorities to draw down from. If the approach to progress the collaboration was approved, then the GCR PMO would work with the EV Senior Officers’ Group to monitor the operational timeline for delivery of the project. A draft timeline for milestones was set out in paragraph 7.1 of the report. A pressing issue was Transport Scotland’s decision not to renew the Charge Place Scotland (CPS) contract. This would require all local authorities (and other chargepoint owners currently using the CPS system) to put alternative arrangements in place for back-office and maintenance of their chargepoints before December 2025. The ambition of GCR to include the approximately 600 existing chargepoints included within the scope of the first lot brought with it a significant risk that the timing of the new arrangement would fail to align with Transport Scotland’s ending of the CPS service. The GCR PMO was consulting closely with Transport Scotland to identify potential mitigations for this risk. The concession approach was a key opportunity for GCR to deal with the requirement for a new back-office system for CPS. To allow the project to meet the proposed timeline, it was proposed that the Executive Director (Community and Enterprise Resources), in consultation with the Head of Administration and Legal Services, be authorised to progress the following:- approval of the IAA issue of the tender documents approval of the preferred bidder and agreement to enter a contract All 8 local authorities would have to approve the proposed approach through their own local governance structures prior to any contract being entered into. A longer-term agreement between the 8 GCR local authorities would be finalised at the point of entering a contract with a commercial partner and would include the ongoing contract management arrangements. To support the development of the tender documents, site selection process and development of the GCR EVCI proposal, GCR PMO would continue to provide support to the EV Senion Officers’ Group. Expert technical consultancy support would be engaged by the GCR PMO and funded by contributions from each local authority through their allocations from Transport Scotland EVIF. Officer support groups would be established to provide expert advice and to update their own organisations as required to ensure that each local authority was engaged in the development process. In addition to the existing EV Senior Officers’ Group, it would require groups with a focus on legal, procurement and technical issues. The next steps that would be progressed, if the recommendations in the report were approved, were detailed in section 9 of the report. The intention was to use Transport Scotland’s EVIF to meet the costs of the development of the GCR proposal, development of the procurement documents, specialist legal advice, and other costs associated with the development of the collaboration. Each local authority would contribute a portion of their grant award which would be pooled by the GCR PMO who would engage the required consultancy and advice services on behalf of the 8 local authorities as required. 14
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The main legal requirement would be the establishment of an IAA that allowed one local authority to function as lead in the process to procure and contract with a commercial partner on behalf of the other authorities. There would be a requirement for expert external legal and procurement advice to support the development of the GCR proposal and this would be engaged by the GCR PMO. A legal support group, consisting of solicitors from each of the 8 local authorities, would be established to support development of the project. Update reports would be presented to relevant committees as the project progressed and as required throughout the development of the project. The Head of Roads, Transportation and Fleet Services responded to a member’s question in relation to CPS and the likelihood of alternative arrangements being in place for back-office and maintenance of chargepoints before December 2025. The Committee decided: (1) that the content of the report, and the collaborative work undertaken to date, be noted; (2) that the participation of South Lanarkshire Council in a collaborative procurement to engage a commercial partner via a concession type contract through a partnership with all 8 local authorities in the GCR, to deliver the benefits set out in the report, be approved; (3) that it be agreed in principle, to enter an Inter Authority Agreement (IAA) among the 8 local authorities, and that authorisation be given for the subsequent nomination of lead authority, as well as procurement and commercial decisions relating to the commencement and conclusion of the procurement process, to the Executive Director (Community and Enterprise Resources), in consultation with the Head of Administration and Legal Services, in line with the approach set out in the report; (4) that it be agreed that the GCR Programme Management Office (PMO), through Glasgow City Council, would utilise available local authorities’ Electric Vehicle Infrastructure Fund (EVIF) allocations to engage programme management and expert technical consultancy support, that would assist in taking a GCR proposition to market and subsequent appointment of a commercial partner; and (5) that it be noted that officers would provide update reports on the progress of the work to relevant committees as required throughout the development of the project. [Reference: Minutes of the Climate Change and Sustainability Committee of 29 November 2023 (Paragraph 6)] 12 South Lanarkshire Economic Strategy Update A report dated 28 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the delivery of the South Lanarkshire Economic Strategy 2022 to 2027. The South Lanarkshire Economic Strategy 2022 to 2027 was approved by the Executive Committee on 30 November 2022. The Economic Strategy, and associated Action Plan, continued to respond to a rapidly changing economy at international, national and local levels. The Strategy was also increasingly influenced by a number of key economic policies and emerging funding streams at UK Government, Scottish Government and City Region levels. A summary of the Economic Strategy 2022 to 2027 was provided at section 4 of the report and this included the vision, key messages and the monitoring framework. 15
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This was the first report to the Committee providing an update on progress. The key actions and areas of activity were set out in the Strategy’s Action Plan, which was attached in Appendix 1 to the report. The Action Plan detailed the priorities, outcomes, actions and how success was being measured. Although at the early stages of implementation, good progress was being demonstrated across each of the themes and priorities. The Head of Enterprise and Sustainable Development Services responded to a member’s question in relation to industrial property in East Kilbride, owned by private landlords, which required substantial investment to meet market requirements. The Committee decided: that the progress in the delivery of the South Lanarkshire Economic Strategy 2022 to 2027, and associated Action Plan, be noted. [Reference: Minutes of the Executive Committee of 30 November 2022 (Paragraph 8) and Minutes of 6 February 2024 (Paragraph 11)] 13 South Lanarkshire Tourism Strategy - Update A report dated 28 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on activity in the tourism sector during 2022/2023 and 2023/2024 following the launch of the South Lanarkshire Tourism Strategy 2022 to 2025. Tourism was a key sector in South Lanarkshire and it was, therefore, important to support and nurture its growth. The South Lanarkshire Tourism Strategy 2022 to 2025 was approved by the Committee on 13 December 2022. The Strategy, and associated Action Plan, took account of a rapidly changing sector at international, national and local levels, and sat alongside the South Lanarkshire Economic Strategy 2022 to 2027. Tourism was a key employer in South Lanarkshire, and in 2022 was responsible for:- employing 3,483 full-time equivalent (FTE) jobs welcoming 1.46 million tourist visits generating £266 million within the local economy The tourism sector was still struggling to fully recover to pre-pandemic levels, with many businesses not trading viably. It had been intended that the Lanarkshire Economic Forum would have been the Forum for partners to coordinate the delivery of the Action Plan. Unfortunately, that Forum was no longer operational. The Tourism Officer in the Enterprise and Sustainable Development Service had been actively pursuing many of the outlined actions, engaging in consultations with specific businesses and groups on an individual basis to drive initiatives forward. Updates on activity were provided in sections 4 and 5 of the report for activity in the tourism sector during 2022/2023 and 2023/2024, respectively. The next steps for 2024/2025 were detailed in section 6 of the report. A programme of financial support for 2024/2025 was proposed from the UK Shared Prosperity Fund which would target digital projects such as web booking and product development. The Committee decided: that the updates provided in sections 3 to 6 of the report be noted. [Reference: Minutes of 13 December 2022 (Paragraph 7)] 16
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14 Local Transport Strategy 2024 to 2034 - Update A report dated 28 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an interim update on the progress towards the Local Transport Strategy 2024 to 2034. The current Local Transport Strategy had been published in 2013, presenting a 10-year vision for transport in the local authority area. A new Strategy, which would cover the period 2024 to 2034, was in the process of being developed. The new Strategy would set the future direction for the approach to the development and upkeep of the transport infrastructure and policy within South Lanarkshire. Transport policies and actions were being developed alongside indicators to monitor progress on those actions. The Strategy would also set out how the Council would contribute to the delivery of the obligations set out in the National and Regional Transport Strategies. The Strategy would be ambitious and forward thinking, developed in line with the national and regional policy landscape, to develop sustainable, healthy and innovative transport opportunities in South Lanarkshire over the next 10 years. The Strategy would also take cognisance of increasing global awareness of climate change, changes in travel patterns/activities and a rapidly developing market in transport and travel technology. Furthermore, the Strategy would be used to influence the actions of a range of partner organisations who delivered aspects of transport within South Lanarkshire. The key stages of development of the Strategy were detailed at paragraph 4.5 of the report, with the final Strategy programmed to be completed and launched in late summer 2024. Progress to date in the development of the Strategy was detailed in section 5 of the report. An internal peer review was underway and was scheduled to be concluded at the end of May 2024. The finalised draft Strategy would then be shared with elected members and then to wider stakeholder consultation for feedback. The finalised draft Strategy would be presented to the Committee for approval after the summer recess. The Committee decided: that the contents of the report be noted. [Reference: Minutes of the Enterprise Services Committee of 19 March 2013 (Paragraph 12)] 15 Scottish Aggregate Tax - Consultation A report dated 28 March 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the Council’s response to the Scottish Government’s consultation on the Aggregates Tax and Devolved Taxes Administration (Scotland) Bill. The Council, along with all other local authorities in Scotland, had been contacted by the Scottish Parliament seeking a response to a consultation on a proposed Scottish Aggregates Tax (SAT) Bill. The proposed tax would replace the existing UK Aggregates Levy which was applied to the use of primary aggregates used in road construction. The tax would be applied at the point of production, however, it was inevitable that consumers would be affected if the level of taxation differed from the UK Aggregates Levy. Any difference between Scottish and UK taxation levels would create competitive advantages/disadvantages to aggregate producers, particularly those closest to the Scotland/England border. If the SAT was implemented, then the block grant from the UK Government would be reduced in line with the reduced aggregate taxation revenues. The SAT would replace the UK Aggregates Levy, with a devolved tax which was similar to the current UK tax in terms of its function and operation. There were, however, substantial costs to set up and administer the SAT, estimated at between £3.385 million and £4.320 million until the end of the 2026/2027 financial year. 17
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Whilst the financial memorandum had set out the scale of the costs, no detail was provided on how those costs would be funded, or what level of additional cost each authority might be expected to bear. There was no information in the consultation papers on what the anticipated benefits would be in Scotland or what the levels of taxation would be set at in comparison with the rest of the UK. The consultation was issued on 11 December 2023 and a reply was requested by 9 February 2024. The consultation questions, and the Council’s responses to those, were fully detailed at section 4 of the report. The Council’s response had been discussed with the Chair of the Community and Enterprise Resources Committee prior to submission on 8 February 2024. Costs for the implementation of the SAT would be a clear consideration for the Council as the proposed Bill progressed. As detailed in the response, the Council was not confident that it would meet any additional costs that would arise from the proposed arrangement. The Committee decided: (1) that the Council’s response to the SAT consultation be noted; and (2) that the implications of the introduction of the proposed SAT be noted. 16 Urgent Business There were no items of urgent business. 18
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Finance and Corporate Resources) and Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – March to April 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for March to April 2024 relating to Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for March to April 2024 relating to Community and Enterprise Resources be noted:- attendance statistics; occupational health; accident/incident statistics; discipline, grievance and Dignity at Work cases; analysis of leavers and exit interviews; staffing watch as at 9 March 2024 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Community and Enterprise Resources provides information on the position for March to April 2024. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of April 2024 for Community and Enterprise Resources. The Resource absence figure for April 2024 was 6.3%, this figure has decreased by 0.9% when compared to last month and is 1.1% higher than the Council-wide figure. Compared to April 2023, the Resource absence figure has increased by 0.3%. Based on the absence figures at April 2024 and annual trends, the projected annual average absence for the Resource for 2024/2025 is 6.3%, compared to a Council- wide average figure of 5.2%. 3 19
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall, 207 referrals were made this period. This represents a decrease of 3 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 35 accidents/incidents recorded within the Resource this period, an increase of 5 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 24 disciplinary hearings were held within the Resource, a decrease of 7 when compared to the same period last year. During the period 2 appeals were heard by the Appeals Panel, this figure has increased by 2 when compared to the same period last year. Two Appeals Panels were pending, this figure has increased by 2 when compared to the same period last year. One grievance hearing was raised within the Resource, this figure has increased by 1 when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There were a total of 26 leavers in the Resource this period eligible for an exit interview. This figure has decreased by 3 when compared with the same period last year. Seven exit interviews were conducted in this period, this figure remains unchanged when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term post 4.7. Appendix 2a provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period March to April 2024, 70 employees (37.14 FTE) in total left employment, managers indicated that 66 posts (33.98 FTE) were being replaced and 4 posts (3.16 FTE) were due to the end of fixed term contracts. 5. Staffing Watch 5.1. There has been a decrease of 121 in the number of employees in post from 9 December 2023 to 9 March 2024. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 20
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7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 10 May 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Community and Enterprise Resources – 6 February 2024 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 21
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2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 2022 / 2023 2023 / 2024 2024 / 2025 % % % % % % % % % % % % April 4.4 3.6 3.2 April 7.3 6.3 6.8 April 6.9 6.0 6.3 April 5.6 5.1 5.2 May 3.9 3.7 May 6.8 6.3 May 6.3 5.9 May 5.4 5.1 June 3.5 4.3 June 7.2 5.9 June 6.7 5.7 June 5.3 4.7 July 3.9 2.3 July 5.9 4.6 July 5.6 4.3 July 4.6 3.8 August 3.4 3.0 August 6.6 5.2 August 6.1 4.9 August 4.4 4.1 September 3.1 2.5 September 7.9 7.1 September 7.1 6.4 September 5.4 5.3 October 5.1 2.0 October 7.5 7.0 October 7.1 6.3 October 5.8 5.1 November 4.2 2.6 November 8.3 8.1 November 7.7 7.3 November 6.5 6.2 December 3.7 3.0 December 8.8 7.5 December 8.0 6.8 December 7.0 6.6 January 2.6 3.6 January 7.4 7.4 January 6.7 6.9 January 5.8 6.1 February 3.6 4.0 February 7.4 7.8 February 6.9 7.2 February 5.9 6.4 March 3.9 3.2 March 7.9 7.9 March 7.3 7.2 March 6.4 6.3 Annual Average 3.8 3.2 3.2 Annual Average 7.4 6.8 6.8 Annual Average 6.9 6.2 6.3 Annual Average 5.7 5.4 5.2 Average Apr-Mar 3.8 3.2 3.2 Average Apr-Mar 7.4 6.8 6.8 Average Apr-Mar 6.9 6.2 6.3 Average Apr-Mar 5.7 5.4 5.2 524 2926 3450 16192 Appendix 1 Absence Trends - 2022/2023, 2023/2024 & 2024/2025 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total No of Employees at 30 April 2024 No of Employees at 30 April 2024 No of Employees at 30 April 2024 No of Employees at 30 April 2024 22
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COMMUNITY AND ENTERPRISE RESOURCES Mar - Apr Mar - Apr 2023 2024 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 46 63 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 210 207 Mar - Apr Mar - Apr 2023 2024 Specified Injuries* 1 0 Over 7 day absences 5 4 Minor 12 14 Near Miss 8 7 Violent Incident: Physical**** 4 8 Violent Incident: Verbal***** 0 2 Total Accidents/Incidents 30 35 Mar - Apr Mar - Apr 2023 2024 Total Number of Hearings 31 24 Total Number of Appeals 0 2 Appeals Pending 0 2 Time Taken to Convene Hearing March to April 2024 0-3 Weeks 4-6 Weeks Over 6 Weeks 20 2 2 Mar - Apr Mar - Apr 2023 2024 Number of Grievances 0 1 Still in Progress 0 1 Mar - Apr Mar - Apr 2023 2024 Number of Incidents 0 0 Mar - Apr Mar - Apr 2023 2024 Career Advancement 4 3 Poor Relationship with Manager/Colleagues 1 0 Personal Reasons 1 1 Childcare/caring responsibilities 0 1 Dissatisfaction With Terms and Conditions 0 1 Other 1 1 Number of Exit Interviews conducted 7 7 Total Number of Leavers Eligible for Exit Interview 29 26 Percentage of interviews conducted 24% 27% ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7-day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. ANALYSIS OF REASONS FOR LEAVING RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK CAUSE OF ACCIDENTS/INCIDENTS 70 *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different circumstance. ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. 58 APPENDIX 2 83 86 11 0 23
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FTE* H/C** FTE H/C FTE H/C Terminations/Leavers 14.90 32 322.89 509 337.79 541 Being replaced 11.74 28 260.22 441 271.96 469 Filled on fixed term basis 0.00 0 3.63 5 3.63 5 Plan to transfer this budget to another post 0.00 0 0.00 0 0.00 0 End of fixed term contract 3.16 4 54.58 57 57.74 61 Held pending service Review 0.00 0 4.46 6 4.46 6 Plan to remove for savings 0.00 0 0.00 0 0.00 0 * Full time equivalent ** Head count/number of employees FTE* H/C** FTE H/C Terminations/Leavers 22.24 38 22.24 38 Being replaced 22.24 38 22.24 38 Filled on fixed term basis 0.00 0 0.00 0 Plan to transfer this budget to another post 0.00 0 0.00 0 End of fixed term contract 0.00 0 0.00 0 Held pending service Review 0.00 0 0.00 0 Plan to remove for savings 0.00 0 0.00 0 * Full time equivalent ** Head count/number of employees Apr 2023 - Feb 2024 Apr-24 Cumulative total Appendix 2a Mar-24 Reconciliation figure Cumulative total 24
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As at 9 March 2024 Total Number of Employees F/T P/T F/T P/T 1112 273 198 1410 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1412.35 348.58 244.59 43.55 15.30 0.00 5.00 0.00 2074.37 As at 9 December 2023 Total Number of Employees F/T P/T F/T P/T 1222 269 202 1421 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1514.30 359.98 244.18 44.05 15.70 0.00 5.00 0.00 2188.21 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 2993 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3114 25
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan - Quarter 4 Progress Report 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Community and Enterprise Resource Plan Quarter 4 Progress Report 2023/2024, for the period 1 April 2023 to 31 March 2024. [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- (1) that the Community and Enterprise Resource Plan Quarter 4 Progress Report 2023/2024, as summarised in paragraph 5.2 and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource, as detailed in paragraph 5.3. of the report, be noted (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4 of the report, be noted; and (4) that the additional scrutiny of changes in BRAG status between Quarter 2 and Quarter 4, as summarised at paragraph 5.5 and detailed at Appendix 3 of the report, be noted. 3. Background 3.1. The Community and Enterprise Resource Plan 2023/2024 was approved by the Community and Enterprise Resources Committee on 30 May 2023, and subsequently noted by the Executive Committee on 21 June 2023. The Plan sets out the strategic outcomes and actions to be managed and delivered by the Resource for the financial year 2023/2024. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2023/2024 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2023/2024. These are detailed at Appendix 1. 4 27
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5. Quarter 4 Progress Report 2023/2024 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2023/2024, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure:- Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. The overall summary of progress to date is as follows:- Status Measures Statistical Project Number % Blue 0 13 13 23.2% Green 12 17 29 51.8% Amber 3 7 10 17.8% Red 3 0 3 5.4% Report later/Contextual 1 0 1 1.8% Totals 19 37 56 100.0% (Data correct as at 8 May 2024) 5.3. Key achievements for 2023/2024, are noted below:- 5.3.1. Connect Outcome Our Economy Resource Outcome Achievement Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon A new South Lanarkshire Social Enterprise Strategy was approved by Executive Committee on 21 June 2023. The Strategy sets out the Council’s commitment to increase the number of social enterprises and improve the sustainability of the sector in South Lanarkshire. A seminar proposing new priorities and changes to the Renewable Energy Fund (REF) was given to the Rural Task Force on 2 October 2023 and a final paper taken to the Rural Task Force on 15 November 2023. The proposals were taken to Community and Enterprise Resources Committee in February 2024 and the strategic aims for the REF to address over 5 years were approved. 28
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Connect Outcome Our Economy Resource Outcome Achievement South Lanarkshire is an attractive place to start, grow and locate a business The number of jobs created or sustained per annum, and the increased value of sales generated by businesses, as a direct result of Economic Development intervention exceeded the targets set. 646 jobs were created or sustained, and increased sales derived exclusively from additional sales through Business Support Grants amounted to £14.496 million. Programmes aimed at developing the skills of business owners, and the growth of businesses in the following sectors have been delivered during 2023/2024: Construction, Social Economy, Tourism, and Food and Drink. Connect Outcome Communities and Environment Resource Outcome Achievement All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Casualty reduction measures have been introduced at the following locations: A749, East Kilbride Road – new warning signage and road markings A73 Braidwood – new signs and road markings A73 Bogside to Carluke – alterations to junctions at Wildman Road and Law Hospital A73 – application of high friction surfacing north of Hyndford Bridge In addition to the above, general signing, lining and catseye improvements were completed on the A721, A70 and A706. Communities are encouraged and supported to reduce, re- use and recycle their waste During 2023, 1.5% of household waste was sent to landfill, which is significantly below (better than) the target of 10%. The Council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably The Climate Emergency Community Grants fund was re-launched in April 2023 and has once again proven to be a big success, with the £75,000 fully committed by the end of June 2023. A further £150,000 from Shared Prosperity Fund has been allocated for climate emergency community grants in 2024/2025. A full report on the overall impact of the Climate Community Grants will be presented to the Climate Change and Sustainability Committee at the beginning of 2025. The Office for Zero Emission Vehicles (OZEV) Project has resulted in the installation of 13 dual on-street electric vehicle chargers in various residential streets in South Lanarkshire. Protect, enhance and respect South Lanarkshire’s natural environment A new Biodiversity Strategy (2024 to 2030) was developed along with a Biodiversity Implementation Plan (2024 to 2030) during 2023/2024 and both approved by the Climate 29
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Connect Outcome Communities and Environment Resource Outcome Achievement Change and Sustainability Committee on 28 February 2024. Connect Outcome Communities and Environment Resource Outcome Achievement The Council supports and promotes a fairer, healthier, and more sustainable food system. As part of our efforts to identify opportunities to increase food growing provision throughout South Lanarkshire, planning permission was applied for a new allotment site at Chatelherault and planning consent was granted. Works started in April 2023 and were completed in August 2023. All the plots have now been let with the site fully operational. High quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Strathaven, Castlebank and Cambuslang Parks have successfully retained Green Flag status in 2023. Strathaven Park has won the prestigious award from Keep Scotland Beautiful for the 11th year in a row, while Cambuslang Park and Castlebank Park have won for nine and eight consecutive years respectively. Recognising the very best of our country’s outdoor areas, the International Green Flag Award acts as a benchmark for clean, safe and well-maintained parks and green spaces. Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel A number of cycling and walking projects progressed during 2023/2024 including: Active Travel Studies completed for towns such as Blackwood, Kirkmuirhill, Abington, Crawford, Carnwath, Forth and Biggar. Development of a segregated cycle network with enhanced pedestrian facilities in East Kilbride is now complete on Churchill Avenue, linking West Mains Road to Cornwall Street and towards the trunk road network on the A726. Locations for cycle shelters and parking stands in schools have been identified and funding awarded by Cycling Scotland, works will be undertaken in early summer 2024. Connect Outcome Health and Wellbeing Resource Outcome Achievement Health inequalities are addressed through collaboration with local communities and partners The Shaping Places for Wellbeing project has enabled a range of services and partners to come together to understand the factors that are affecting health inequality in Rutherglen. Extensive health data has been analysed and developed into data profiles for the main settlements in South Lanarkshire. This will form a significant element of the Local Development Plan 3 (LDP3) evidence report as well as other council strategies and action plans. 30
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Connect Outcome Health and Wellbeing Resource Outcome Achievement All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Implementation of the multi-year Play Area Investment Programme is well underway with consultation undertaken for Larkhall, Rutherglen and Cambuslang with local members and young people. The contract for the play areas in Larkhall identified for refurbishment has been awarded and works have started on site. 5.3.2. In addition to working towards these Outcomes, it is recognised that the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value Resource Objective Achievement Customers experience high quality and improving council services A new Cemetery Strategy was approved at Community and Enterprise Resources Committee in May 2023 to allow the service to take forward and develop new working arrangements within Bereavement Services. 5.4. Areas for improvement Three measures were 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. Communities and Environment Resource Outcome: Communities are encouraged and supported to reduce, re-use and recycle their waste Measure Comments/Progress Action by Manager Percentage of total household waste that is recycled The Household Recycling Rate for January to December 2023 was 43.75%. This remains below the target of 50%. The new bulky waste contract commenced on 1 April 2022, and continues to increase the quantities of bulky waste being recycled, as evidenced by the increase from 2022 (41.2%) to 2023 (43.75%). Performance will continue to be closely monitored. 31
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Communities and Environment Resource Outcome: All roads, footways and bridges and associated infrastructure are safe and fit for purpose Measure Comments/Progress Action by Manager Percentage of our road network that should be considered for maintenance treatment This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey. The survey has now been completed and the overall RCI is 31.9% for 2022 to 2024. This falls short of the target of 30.8% and indicates a regression of 1.1% of the amount of our road network in an amber or red status. Deterioration is also showing across individual road categories to a similar extent. The Service is currently preparing the annual Roads Asset Management Plan (RAMP) update for 2024 to reflect the most recent data and this will be reported to committee later this year. Budgetary as well as inflationary pressures impacts on the ability to improve the condition of our assets; and whilst there has been an increase in capital funding for this financial year, this is being used to help balance the reduction in the revenue budget which provides the Service with its day-to-day funding to help maintain the network in a safe and serviceable condition. The Service will continue to inspect routes on a regular basis and identify priorities within available budgets. Our Economy Resource Outcome: South Lanarkshire is an attractive place to start, grown and locate a business Measure Comments/Progress Action by Manager Number of business support interventions per annum by Economic Development (grants, loans or advice) The Business Support service supported 829 businesses during 2023/2024, significantly lower than the target of 1,200. There are a number of contributing factors that have led to the reduction in the number, including that the Business Growth Grant did not open until August 2023 and there were fewer face to face events this year e.g. no business exhibitions or ‘meet the real buyer’ events. The Business Support team has been impacted by reduced resources, in particular a reduction in the number of staff within the team. For 2024/2025, the targets will need to be reviewed in line with the reduced resources available within the team. The Business Gateway Service has been taken into North Lanarkshire Council. This provides opportunities to review how the Council supports businesses and 32
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Our Economy Resource Outcome: South Lanarkshire is an attractive place to start, grown and locate a business will also be a factor in a review of targets. 5.5. Scrutiny of changes in BRAG status A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, seven measures show a decline in performance and details of these seven measures are included at Appendix 3. The remaining measures under scrutiny changed to Green or to Blue (complete) and need no further action. It should be noted that the measures with a ‘report later’ status at Quarter 4 will be followed up and reported on in the 2024/2025 Quarter 2 Community and Enterprise Resource Plan progress report. 5.6. Report Later/Contextual Measures in the quarterly progress report which are not red, amber, green or blue can be assigned a status of ‘report later’ or ‘contextual’. At quarter four, there was one measures with a ‘report later’ status; the percentage of procurement spend on local enterprises isn’t available to report on until the figures are released by the Improvement Services, and this is not expected until July/August 2024. This will be reported in future progress update reports, as noted at 5.5. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 6.2. Absence statistics are monitored and reported through the Council-wide workforce monitoring report which is presented to each Resource Committee and the Employees Issues Forum. The absence rate for Community and Enterprise Resources from April 2023 to March 2024 was 6.2%, which is higher than the Council-wide figure of 5.4%, however, it is less than the figure for 2022/23 (6.9%). 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report, however, a number of actions within the Resource and Service Plans contribute positively to the Council’s Sustainable Development and Climate Change Strategy. 8.2. The Resource Plan takes into account the Resource’s responsibilities in relation to sustainable development and climate change. 9. Other Implications 9.1. The Community Plan 2022 to 2032 was agreed at the Community Planning Partnership Board on 22 June 2022. A significant element of the delivery of the outcomes in the Community Plan will come through the achievement of the outcomes and actions contained within Connect. 33
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9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. David Booth Executive Director (Community and Enterprise Resources) 28 May 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 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 Community and Enterprise Resources Quarter 2 Progress Report 2023-24: Community and Enterprise Resources Committee 6 February 2024 List of Background Papers Council Plan Connect 2022 to 2027 - approved by the full Council on 15 June 2022 Community and Enterprise Resources Plan 2023/2024 – approved by the Community and Enterprise Resources Committee on 30 May 2023, and noted by the Executive Committee on 21 June 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Anne Lewis (Performance and Development Officer) E-mail: anne.lewis@southlanarkshire.gov.uk 34
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Appendix 1 Community and Enterprise Resource Outcomes 2023/2024 Connect Outcomes Resource Outcomes Communities and Environment • High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest • Communities are encouraged and supported to reduce, re-use and recycle their waste • The Council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably • The Council supports and promotes a fairer, healthier, and more sustainable food system • All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose • Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Education and Learning • No resource outcomes for this priority Health and Wellbeing • Public health is safeguarded through an effective environmental regulation and enforcement service • All school and nursery children have access to nutritious school meals • All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Children and Young People • No resource outcomes for this priority Housing and Land • Vacant, derelict and contaminated land is brought back into productive use Our Economy • Our economy is fair, inclusive, sustainable and low carbon, with thriving town and neighbourhood centres which provide a focal point for local communities • South Lanarkshire is an attractive place to start, grow and locate a business • Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth • Consumers and communities are protected through an effective trading standards service Delivering the Plan and achieving Best Value • Customers experience high quality and improving Council services • The Council demonstrates high standards of governance and sound financial stewardship • The workforce has the skills, flexibility and capacity to deliver the Council’s priorities • Digital and ICT services meet the needs of the Council and its customers 35
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IMPROVe - SLC Performance Management System Report printed on 14 May 16:02 Quarter 4 : April 2023 - March 2024 South Lanarkshire Council Community and Enterprise Resource Plan (This represents the cumulative position to March 2024) Performance Report 2023-24 Appendix 2 4 37
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IMPROVe - SLC Performance Management System Report printed on 14 May 16:02 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 5 2 2 0 9 Education and Learning 0 0 0 0 0 Health and Wellbeing 3 0 0 0 3 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 4 1 1 1 7 Delivering the plan and achieving best value 0 0 0 0 0 Total 12 3 3 1 19 Page 1 38
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IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of streets found to be acceptable during Litter Monitoring Systems Surveys Percentage of streets found to be acceptable via Litter Monitoring Systems Surveys is 92% meeting the target for the year. Green 92.00% 92.00% 94.10% 92.10% 92.30% Land Audit Management System grounds maintenance score The Land Audit Management System (LAMS) maintenance score at year end has met the annual target. Green 72.0 72.0 72.0 71.3 72.0 Communities are encouraged and supported to reduce, re-use and recycle their waste Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in 2023 This measure is reported per calendar year. The year to date figure to the right reflects performance from January to December 2023 (43.75%). This remains below the target of 50%. Performance in October to December 2023 (38.71%) was an improvement on the same quarter in 2022 (37.75%). The new bulky waste contract continues to increase the quantities of bulky waste being recycled. Performance will continue to be closely monitored. Red 50.00% 43.75% 40.50% 41.50% 41.20% Percentage of household waste sent to landfill in 2023 This measure is reported per calendar year and the latest figures relate to the period from January to December 2023 (1.50%). This remains well below the target to stay under 10%. Performance in October to December 2023 (1.61%) is lower (better) than the same quarter in 2022 (2.07%). Green 10.00% 1.50% 9.71% 8.66% 1.84% Page 2 39
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The reduction is partly due to the national carbon conversions factors for electricity, gas and waste which are significantly lower than the 2019-20 factors. It is also due to the significant reduction in the emissions associated with the household waste collection, as there has been a reduction in the amount of waste going to landfill. The figures for financial year 2023-24 will be available later in 2024. Green ------ ------ ------ ------ 20.0% Communities are well connected Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of properties with Superfast Broadband >30Mbps Progress towards target is slow with 0.09% increase in quarter four, however the year to date figure remains high at 97.9% just over one percent less than the 99% target. Progress is dependent on BT Openreach investment. Alternative solutions such as Starlink satellite availability may affect this target. It should be noted that coverage increases in Full Fibre continue at a more rapid level than expected and investment is dependent on market conditions. Amber 99.0% 97.9% 96.6% 97.0% 97.3% Percentage of properties with Full Fibre Connection Investment in Full Fibre connection to households continues within urban and rural towns with a 2.27% increase in coverage in quarter four. This takes the percentage of residential properties that can access Full Fibre in South Lanarkshire to 45.43%, well above the target (33%). Green 33.0% 45.4% 13.8% 21.9% 32.6% Page 3 40
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The target figure of 30.8% is based on the results for the period 2021-23. The revised figure for 2022-24 at 31.9% indicates a regression of 1.1% of the amount of our road network in an amber or red status. Deterioration is also showing across individual road categories to a similar extent. The Service is currently preparing the annual Roads Asset Management Plan (RAMP) update for 2024 to reflect the most recent data and this will be reported to committee later this year. Red 30.8% 31.9% 30.6% 29.7% 30.8% Number of road casualties in South Lanarkshire during 2023 Provisional casualty figures are available for the full year 2023, when there were 370 casualties. Of these, there were 7 fatal casualties, 125 serious casualties and 238 slight casualties. There were 0 child fatal casualties, 23 children seriously injured and 24 children slightly injured. Compared with the same period in 2022, there were 284 casualties. Of these, there were 10 fatalities, 84 serious casualties and 190 slight casualties. For children in 2022, there were 0 child fatal casualties, 4 children seriously injured and 16 children slightly injured. In 2021 and 2022, casualty numbers were notably low, due to Covid-19's impact on travel patterns; but in 2023, they increased, approaching pre 2020 levels. Despite the increase, overall casualty figures in 2023 decreased by 36% compared to the 2014-18 baseline and the overall annual trend is downwards. Amber 284 370 317 254 284 Page 4 41
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This equates to 2,638 food businesses. Year to date, 95% 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. Green 85.0% 95.0% 90.0% 93.0% 96.0% All schools and nursery children have access to nutritious school meals Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Level of primary school meal uptake (as a proportion of total primary school meals which could be taken up over the period) Annual figure (until 31 March 2024) was not available when preparing the report. The figure reported here shows the position until 22 February 2024 and that the target is achieved. Green 60.0% 69.2% 41.3% 58.2% 66.0% Level of secondary school meal uptake (as a proportion of total primary school meals which could be taken up over the period) Annual figure (until 31 March 2024) was not available when preparing the report. The figure reported here shows the position until 22 February 2024 and that the target is achieved. Green 38.0% 39.9% 24.4% 36.3% 38.0% Page 5 42
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This target has been achieved at a time when the Business Gateway was undergoing significant staffing changes and moving from an external contractor to local authority delivery. Green 500 499 ------ ------ 520 Number of business support interventions per annum by Economic Development (grants, loans or advice) The Business Support service supported 829 businesses during 2023-24, significantly lower than the target of 1,200. There are a number of contributing factors that have led to the reduction in the number, including that the Business Growth Grant did not open until August 2023 and there were less face to face events this year e.g. no business exhibitions or ‘meet the real buyer’ events. The Business Support section have been impacted by reduced resources, in particular a reduction in the number of staff within the team. For 2024-25, the targets will need to be reviewed in line with the reduced resources available within the team. The Business Gateway Service has been taken into North Lanarkshire Council. This provides opportunities to review how the Council supports businesses and will also be a factor in a review of targets. Red 1,200 829 3,075 2,679 1,615 Number of jobs created or sustained per annum as a direct result of Economic Development intervention 646 jobs were created or sustained during 2023-24 as a direct result of Economic Development intervention, exceeding the target of 500. Eligibility criteria for SLC Business Growth Grant amended in August 2023, from then on applications were only accepted for projects that led to direct job creation or net zero projects. Green 500 646 ------ 1,095 1,256 Increased value of sales generated by businesses as a direct result of Economic Development intervention Increased sales figure derived exclusively from additional sales from Business Support Grants. Green £5.000m £14.496m ------ £22.107m £13.113m Perecentage of procurement spend on local enterprises Measure isn’t reported until the Improvement Service calculate this in July/August 2024. Report Later ------ ------ 0 18 18 Page 6 43
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IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Delivery of UK Shared Prosperity Program Progress over 23 projects has meant that we have met the anticipated financial target. Projects delivered across employability, business support, communities and Multiply maths support. The financial figure is an initial assessment, a full report will be delivered to Glasgow City region and progress with the programme reported to Community and Enterprise Resource committee. Green £3.000m £3.489m £0.000m £0.000m £0.000m Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of all planning applications approved The figure for 2023-24 is below the target of 95% and is also lower than the outcome for 2022-23. The reduced figure reflects the determination of a higher number of legacy cases during the year which resulted in a greater proportion of applications being refused due to lack of adequate supporting information being submitted by applicants and/or unwillingness to amend proposals to comply with the development plan. Amber 95.0% 89.1% 96.2% 97.1% 97.6% Page 7 44
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 4 10 2 0 0 16 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 1 4 2 0 0 7 Children and Young People 0 0 0 0 0 0 Housing and Land 0 0 1 0 0 1 Our Economy 8 3 2 0 0 13 Delivering the plan and achieving best value 0 0 0 0 0 0 Total 13 17 7 0 0 37 Page 8 45
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IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measures Comments/ Progress Status 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 Draft Open Space strategy to be presented to the Planning Committee by March 2024 Timescales for the presentation of a draft Open Space Strategy to the Planning Committee have been revised to correlate with work on the LDP3 evidence report. Analysis of data from the open space audit has been completed. Engagement on these finding will be carried out during quarter two 2024/25 which in turn will be used to inform the evidence report. It is anticipated that a draft Open Space Strategy will be available in early 2025 once the Gatecheck of the Evidence Report has been completed. Amber To make South Lanarkshire a cleaner place to live, work and visit free of litter, fly tipping and dog waste Prepare an annual progress report for Climate Change and Sustainability Committee in September 2023, demonstrating the impact of the Litter Strategy (2022-2027) The annual progress report for the Litter Strategy was presented to committee on 20 September 2023. Complete Page 9 46
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IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Communities are encouraged and supported to reduce, re-use and recycle their waste Action Measures Comments/ Progress Status Support a circular economy by re-using, recycling and generating energy from the waste we manage Commence a review of the waste service during 2023-24 that will incorporate the impact of the Deposit Return Scheme Scotland's Deposit Return Scheme has been postponed until at least 2025; however, forthcoming legislative changes such as the proposed Circular Economy Bill, Circular Economy and Waste Route Map, Packaging Reforms and the implementation of Persistent Organic Pollutants (POPs) legislation will have a significant impact on the service, meaning the review of the waste service continues to progress. An update on the Waste Review will be presented to Community and Enterprise Resources Committee on 13 June 2024. Green The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Measures Comments/ Progress Status Lead by example and influence area-wide climate change and sustainability action Implement 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 Action Plan has been implemented and progress for quarter two and quarter four has been reported to the Climate Change and Sustainability Committee at September 2023 (2022-23 Action Plan quarter four) and February 2024 (2023-24 Action Plan quarter two). Complete Protect, enhance and respect South Lanarkshire's natural environment Develop a new Biodiversity Strategy (2024-2030) and Biodiversity Implementation Plan for (2024-2026) for approval by Climate Change and Sustainability Committee by February 2024 The Biodiversity Strategy and the Biodiversity Duty Implementation Plan were approved by the Climate Change and Sustainability Committee in February 2024. Complete Page 10 47
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IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Measures Comments/ Progress Status Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision Prepare Supporting Planning Guidance on climate change & sustainability and green issues as an interim measure pending preparation of LDP3 Draft supporting planning guidance has been prepared and has been the subject of informal engagement with other council services and partners. It is expected a finalised version will be presented to the Sustainable Development and Climate Change Committee in quarter two 2024-25. An awareness session is to be delivered jointly by Countryside and Greenspace and Nature Scot in the same period. Green making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 Awareness sessions to be developed for elected members, planning officers and developers/agents by September 2023. A programme of awareness sessions for officers in the planning service and other areas of the Council has been developed in order to broaden understanding of the Local Development Plan process and encourage participation in its preparation. The agents event in May 2023 covered this topic. An event for major developers is timetabled to take place in quarter two 2024-25. An awareness session for elected members is expected to take place in May 2024. Green Page 11 48
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Measures Comments/ Progress Status Create the conditions for the decarbonisation of the council's fleet Implement and review 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 trailling of a new fuel option for the medium to heavy fleet A revised / rescoped Fleet Asset Management Plan will be completed during 2024-25 and will provide an update in relation to progress against the actions contained in the Fleet Strategy (2020-25). It is recognised that the two years lost to the Covid-19 pandemic impacted the extent of progress that might have otherwise been made. Recent recruitment exercise has now provided some stability to focus on this key piece of work. Green Deliver new and improved low carbon vehicle charging infrastructure Maintain, manage and expand public infrastructure points / hubs in line with available internal and external funding sources Office for Zero Emissions Vehicles (OZEV) Project. This project consists of the installation of 13 dual on-street electric vehicle chargers in various residential streets in South Lanarkshire. Works are now complete. Electric Vehicle Charging Infrastructure Glasgow City Council, in conjunction with other City Region Local Authorities, including South Lanarkshire, commissioned a consultant to complete an Electric Vehicle Strategy and Plan. This body of work is now complete and work is continuing to develop a concession model and evaluate the best route to market. Green The council supports and promotes a fairer, healthier, and more sustainable food system Action Measures Comments/ Progress Status Develop a sustainable food system to overcome social, health, economic and environmental issues related to food Implement the Good Food Strategy (2020-2025) Action Plan and report progres at quarter two and quarter four to the Climate Change and Sustainability Committee The year four action plan was approved in September 2023 by the Climate Change and Sustainability Committee. The quarter two progress report was presented at the same Committee in February 2024 and the quarter four report will be presented in May 2024. Green Page 12 49
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment The council supports and promotes a fairer, healthier, and more sustainable food system Action Measures Comments/ Progress Status Continue to identify opportunities to increase food growing provision throughout South Lanarkshire Progress planning application and process for new site at Chatelherault, and if successful, begin development of the site and allocating plots from the waiting list by March 2024 Planning consent for the new site at Chatelherault was granted and works started April 2023 with completion August 2023. All plots are now let with the site fully operational with 100% occupancy. Complete All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Deliver prioritised road safey infrastructure improvements and promote road safety Deliver road safety projects and schemes in line with agreed 2023-24 programme Casualty reduction measures have been introduced at the following locations: A749, East Kilbride Road - new warning signage and road markings. Bloomgate/Westport Lanark - pedestrian refuge island and new town gateway pinch point. A73 Braidwood - new signs/road markings. A73 - Bogside to Carluke - alterations to junctions at Wildman Road and Law Hospital. A73 - application of high friction surfacing north of Hyndford Bridge. General signing, lining and catseye improvements on A721, A70 and A706. Green Improve resilience of strategic routes during adverse weather Implement prioritised / enhanced drainage / gulley cleaning action plan across the network by June 2023 As part of the Frontline First fund, we allocated additional resources to a gully cleaning and drainage repairs programme. During financial year 2023-24 the investment enabled the team to temporarily double their existing fleet of three gully cleaning vehicles to six, using hired vehicles to supplement their own fleet. These changes have given them the ability to temporarily increase the frequency of the gully route cleans in order to keep gullies functioning more effectively and making the network more resilient. Green Page 13 50
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Produce a new Local Transport Strategy for South Lanarkshire to support the National and Regional Transport Strategy as well as the provisions, where appropriate, of the Transport Scotland Act Draft Local Transport Strategy to be presented to Committee by Spring 2024 A consultant to undertake the development of the next Local Transport Strategy (LTS) has been appointed. An extensive consultation exercise was undertaken in July/August 2023 with numerous groups, organisations, elected members and the public invited to contribute views. We have reviewed the feedback and a draft document is now being reviewed. A second public consultation will commence mid-2024 and it is anticipated that a draft document will be presented to Community and Enterprise Resource Committee in summer 2024. An update report outlining the shape of the new LTS will be considered by Community and Enterprise Committee on 23 April 2024. Green Page 14 51
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Provide road and infrastructure improvements to support new developments including those undertaken as part of the City Deal An Outline Business Case will be prepared for the Stewartfield Way Sustainable Transport Capacity Enhancement Project in Autumn 2023 Work is now underway to rescope the project to have greater focus on Town Centre redevelopment as well as the core transportation infrastructure improvement. A consultant has been appointed to progress an outline business case for submission later this year. A report will be considered by Community and Enterprise Resources Committee in April 2024. Amber Page 15 52
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Encourage active travel by extending our network of walking and cycling routes Deliver walking and cycling projects/schemes in line with agreed 2023-24 capital programme A number of cycling and walking projects are progressing: - 1) Active Travel Studies – A number of further studies have been completed for towns such as Blackwood, Kirkmuirhill, Abington, Crawford, Carnwath, Forth and Biggar. These complete studies for all areas of South Lanarkshire and are now available on the Council’s website. The priorities identified in these studies will be reviewed as part of the development of the new Local Transport Strategy. 2) The development of a segregated cycle network with enhanced pedestrian facilities in East Kilbride is now complete on Churchill Avenue. This links West Mains Road to Cornwall Street and towards the trunk road network on the A726. 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 complete and and transfer of land ownership to allow for the final section to be constructed is ongoing. 4) Cycle Parking Provision in Town Centres – Locations for new provision in Strathaven have been identified and works will be undertaken in early summer. 5) Cycle Shelters and parking stands in schools – Locations for new shelters have been identified and funding has been awarded by Cycling Scotland and works will be undertaken in early summer. 6) Cycle Route designs continue being taken forward in various locations such as Carstairs, Hamilton, Uddingston and Bothwell. Green Page 16 53
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Health and Wellbeing All school and nursery children have access to nutritious school meals Action Measures Comments/ Progress Status Complete the roll out of free school meals to all primary children All P6s and P7s to receive free school meals in line with Scottish Government timescales The implementation date has still to be confirmed from Scottish Government. Work is ongoing to prepare for the roll out. Anticipated date for roll out 2026. Pupils entitled to the New Scottish Children payment will receive free school meals from February 2025 - roll out programme unknown at this time. Green Health inequalities are addressed through collaboration with local communities and partners Action Measures Comments/ Progress Status Complete the Shaping Places for Wellbeing project in Rutherglen Use the data analysis conducted during 2022-23 to develop actions to address health inequalities, taking account of the existing infrastructure available in the form of codesigned solutions, by October 2023 The Shaping Places for Wellbeing project has enabled a range of services and partners to come together to understand the factors that are affecting health inequality in Rutherglen. Extensive health data has been analysed and developed into data profiles for the main settlements in South Lanarkshire. This will form a significant element of the LDP3 evidence report as well as other council strategies and action plans. Green Present regular update reports to the Corporate Management Team, with a final outcome report being delivered by March 2024 The Shaping Places for Wellbeing programme will conclude in 2024/25 and a range of actions will be developed to address the issues affecting the health and wellbeing of the area that have been identified. As a result a final outcome report will be presented to CMT once this process has been completed. Amber Page 17 54
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Health and Wellbeing All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Action Measures Comments/ Progress Status Develop a Commissioning Plan to define the council’s ask of South Lanarkshire Leisure and Culture (SLLC) Develop a Commissioning Plan for approval by Executive Committee An initial session was held with Elected Members on 19 June 2023 to provide contextual information to support the development of a new Commissioning Plan for SLLC. The Commissioning Plan is intended to set out a clear strategic framework for the provision of leisure and culture activities in South Lanarkshire. A survey was developed for completion by Members over the summer period, with a follow up session in September 2023. Activity in this area had been paused pending the outcome of the SLLC asset review. The development of the Commissioning Plan will now recommence in 2024-25. Amber Improve health and wellbeing by offering attractive and affordable leisure and cultural activities delivered with warmth, friendliness and individual pride (SLLC Mission) Implement the South Lanarkshire Leisure and Culture Strategy (2022-2027), monitor impact on a quarterly basis via the four SLLC Strategy Implementation Groups, and report on progress twice per year to the Community and Enterprise Resources Committee South Lanarkshire Leisure and Culture (SLLC) continuing to implement the SLLC Strategy 2022-2027 and monitoring its impact through quarterly reporting to the SLLC Board. Quarter three progress was presented to the SLLC Board on 28 February 2024. Following the outcome of the SLLC asset review, work will commence on developing SLLC reports for Community and Enterprise Committee. Green Begin implementation of the multi-year Play Area Undertake consultation with local members and communities in Larkhall, Cambuslang and Rutherglen Consultation for Larkhall, Rutherglen and Cambuslang has been undertaken with local members and young people. Complete Investment Programme Finalise design options and implement agreed proposals by March 2024 The contract for the play areas in Larkhall identified for refurbishment has been awarded and works have started on site. The tender for the play areas identified in Rutherglen and Cambuslang has been prepared for publishing by procurement. Green Page 18 55
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Housing and Land Vacant, derelict and contaminated land is brough back into productive use Action Measures Comments/ Progress Status Agree and implement vacant and derelict / contaminated land programme Implement projects approved within the Vacant and Derelict Land Fund framework agreed for 2023-24 Cuningar Allotments project returned from tender and work will start on site in May 2024. Grant offers issued and accepted by Clyde Cycle Park and Carnwath Hub. Both projects have committed to expend funds. Clyde Gateway grant fully expended. Langlands project subject to delays. Recovery programme prepared for implementation in 2024. Amber Page 19 56
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Deliver programmes, services, and events to businesses around sectors, location, and themes (e.g., food and drink, tourism, construction, low carbon, innovation, internationalisation, collaboration, and young enterprise) The following programmes aimed at developing the skills of business owners, and the growth of businesses in the following sectors, have been delivered in the last year: Construction: Build Lanarkshire programme. Social Economy: Accelerator Programme and Leadership Development Programme. Tourism: Green tourism webinar and resources made available to all tourism businesses to assist with their sustainability journey. VisitScotland Connect – supported one business in April 2023 and supporting six in April 2025 to attend VisitScotland Connect. Food and Drink: EAT South Lanarkshire Programme delivered. Participation in, and marketing of, the Larder of the Lowlands event. SLC also supports the Food and Drink Sector by having a seat on the committee of the Lanarkshire Larder (industry led regional food group). SLC also has a seat on the board of the Young Enterprise Company Programme in Lanarkshire. Green Manage the Supplier Development Programme to deliver events, training and e-commerce support to SME’s or third sector organisations who are interested in working with the public sector Delivery of programme ongoing in line with agreed targets. Green Page 20 57
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Review the remit, membership and effectiveness of the existing Lanarkshire Economic Forum, and if required, refocus/restructure in Review the original scope and membership of the Lanarkshire Economic Forum, together with the outputs of the Forum since establishment in 2020 Review of the Lanarkshire Economic Forum has been completed. The Forum was established at the start of the Covid-19 pandemic to ensure dissemination of information. As such the purpose of the Forum is no longer required since members engage in a variety of other ways. Complete order for it to act as the Economic Transformation Board to drive forward the South Lanarkshire Economic Strategy Dependent on the outcomes of the review, refocus/restructure the forum in consultation with the partner organisations The Review concluded that the Forum was no longer required as partner organisations now communicate in a variety of other ways. Complete Promote sustainable economic development across South Lanarkshire Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of the South Lanarkshire Economic Strategy (2022-2027) Annual report was submitted to Community and Enterprise Committee on 23 April 2024. Complete Positively enhance the benefits of tourism across South Lanarkshire by delivering the very best for our visitors, our businesses, our people, our communities, and our environment Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of South Lanarkshire Tourism Strategy (2022-2025) Annual report was submitted to Community and Enterprise Committee on 23 April 2024. Complete Page 21 58
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Champion the social enterprise sector and invest in start-up and growth of our local social enterprise Develop a new Social Enterprise Strategy for approval by Community and Enterprise Resources Committee in May 2023 The South Lanarkshire Social Enterprise Strategy 2022-27 was approved at the Council's Executive Committee in August 2023. The strategy can be accessed on the Council's website. Complete Income generating projects will be scoped across all council resources to identify viable projects with a focus on green initiatives including exploring options for delivery and funding Liaise with all Council resources, third parties and funders to identify new opportunities for generating income and consider a risk analysis of each opportunity A report setting out potential commercial opportunities for the Council was presented to Executive Committee on 24 January 2024. Whilst this initial piece of work is complete, the activity is ongoing as a range of commercial opportunities continue to be explored. Complete Consult with community organisations and develop a Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Finalise the Rural Action Plan and report to Rural Task Force in November 2023 A seminar proposing new priorities and changes to the Renewable Energy Fund (REF) was given to the Rural Task Force on 2 October 2023 and a final paper taken to the Rural Task Force on 15 November 2023, completing this action. The proposals were taken to Community and Enterprise Resource Committee in February 2024 approving the strategic aims for the REF to address over five years. Complete Page 22 59
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Thriving town and neighbourhood centres provide a focal point for local communities Action Measures Comments/ Progress Status Complete the south Lanarkshire wide town centre visioning strategy which will give a strategic overview on the engagement and interventions with town centres over the next 10 years, and a series of town specific strategies and action plans will sit below this, giving a template for placemaking within our communities. Complete draft town centre visioning study by end June 2023 for consultation, and present final visioning strategy to Community and Enterprise Resources Committee in November 2023 Work complete, report presented to Community and Enterprise Resources Committee in November 2023. This action can be closed for 2023-24. Complete Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Action Measures Comments/ Progress Status Preparation of revised Residential Design Guide Develop interim framework for consultation with stakeholders, with final framework prepared by end of June 2023 A review of the purpose of this document during 2023-24 led to a shift in focus from a purely residential design guide to one that addresses wider placemaking principles and explores themes that will apply across Council services and our partners in the delivery of projects. This has led to a delay in the preparation of the draft guide. Internal discussion on the initial version started in quarter four. It is intended to present a draft Placemaking Guide to the Planning Committee in June 2024 with consultation being carried out thereafter. Amber Page 23 60
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SLC Performance Management System Report printed on Tuesday 14 May 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Action Measures Comments/ Progress Status Present finalised document to Planning Committee for approval by December 2023 A draft document will be presented to the Planning Committee in June 2024 which will be followed by consultation. It is currently anticipated a finalised version will be presented to committee in quarter four 2024-25. Amber Customers experience high quality and improving council services Action Measures Comments/ Progress Status Implement the Frontline First Fund Identify and implement a programme of projects to deliver the Frontline First Fund First year of Frontline First Fund went well, majority of equipment for the Grounds Service was purchased in first year and a number of locations benefited from environmental improvements, work will commence again winter 2024. Green Page 24 61
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Appendix 3 CER Quarter 2 to Quarter 4 2023-24 scrutiny of change in measure status Quantitative measures Communities and Environment Communities are encouraged and supported to reduce, re-use and recycle their waste Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Percentage of total household waste that is recycled in 2023 This measure is reported per calendar year and the latest figures relate to the period from April to June 2023 (48%). The year-to- date figure reflects performance from January to June 2023 (44.24%). This remains below the target of 50%. Performance in April to June 2023 (48%) is an improvement on the same quarter in 2022 (45.08%). The new bulky waste contract continues to increase the quantities of bulky waste being recycled. Performance will continue to be closely monitored. Amber This measure is reported per calendar year. The year-to-date figure to the right reflects performance from January to December 2023 (43.75%). This remains below the target of 50%. Performance in October to December 2023 (38.71%) was an improvement on the same quarter in 2022 (37.75%). The new bulky waste contract continues to increase the quantities of bulky waste being recycled. Performance will continue to be closely monitored. Red All roads, footways and bridges and associated infrastructure are safe and fit for purpose Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Percentage of our road network that should be considered for maintenance treatment This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target figure of 29.7% is based on the results for the period 2020-22. The RCI for 2021-23 will be published in January 2023 and reported in quarter four. Report Later This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey. The survey has now been completed and our overall RCI is 30.8% for 2021-2023. This falls short of our target of 29.7% and is a depreciation of 1.1% in the overall condition of the road network. Individual road categories are generally also showing a concerning regression in condition demonstrating need for sustained investment in the network. Red 4 63
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Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Number of business support interventions per annum by Economic Development (grants, loans or advice) Slightly behind the halfway point of 600 on the annual target as the UKSPF programmes have not been opened for the full 6 months period. However, there is a strong pipeline and we should be able to achieve the full annual target. Green The Business Support service supported 829 businesses during 2023/24, significantly lower than the target of 1,200. There are a number of contributing factors that have led to the reduction in the number, including that the Business Growth Grant did not open until August 2023, and there were fewer face to face events this year eg no business exhibitions or ‘meet the real buyer’ events. Red Project measures Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measure Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status 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 Draft Open Space strategy to be presented to the Planning Committee by March 2024 Consultants appointed and initial data gathering commenced. Green Timescales for the presentation of a draft Open Space Strategy to the Planning Committee have been revised to correlate with work on the LDP3 evidence report. Analysis of data from the open space audit has been completed. Engagement on these findings will be carried out during quarter two 2024-25 which in turn will be used to inform the evidence report. It is anticipated that a draft Open Space Strategy will be available in early 2025 once the Gatecheck of the Evidence Report has been completed. Amber Health and Wellbeing 64
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Health inequalities are addressed through collaboration with local communities and partners Action Measure Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Complete the Shaping Places for Wellbeing project in Rutherglen Present regular update reports to the Corporate Management Team, with a final outcome report being delivered by March 2024 Updates reported to CMT as appropriate. Green The Shaping Places for Wellbeing programme will conclude in 2024/25 and a range of actions will be developed to address the issues affecting the health and wellbeing of the area that have been identified. As a result, a final outcome report will be presented to CMT once this process has been completed. Amber All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Action Measure Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Develop a Commissioning Plan to define the council’s ask of South Lanarkshire Leisure and Culture (SLLC) Develop A Commissioning Plan for approval by Executive Committee An initial session was held with Elected Members on 19 June 2023 to provide contextual information to support the development of a new Commissioning Plan for SLLC. The Commissioning Plan is intended set out a clear strategic framework for the provision of leisure and culture activities in South Lanarkshire. A survey was developed for completion by Members over the summer period, with a follow up session in September 2023. Green An initial session was held with Elected Members on 19 June 2023 to provide contextual information to support the development of a new Commissioning Plan for SLLC. The Commissioning Plan is intended to set out a clear strategic framework for the provision of leisure and culture activities in South Lanarkshire. A survey was developed for completion by Members over the summer period, with a follow up session in September 2023. Activity in this area had been paused pending the outcome of the SLLC asset review. The development of the Commissioning Plan will now recommence in 2024-25 Amber Housing and Land Vacant, derelict and contaminated land is brought back into productive use 65
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Action Measure Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Agree and implement vacant and derelict / contaminated land programme Implement projects approved within the Vacant and Derelict Land Fund framework agreed for 2023/24 Clyde Gateway project to upgrade access road and extend car park at Cuningar Phases 2 and 3 completed. Cuningar allotments project out to tender. Vacant Derelict Land Fund programme for 2023-24 approved at Community and Enterprise Committee. Green Cuningar Allotments project returned from tender and work will start on site in May 2024. Grant offers issued and accepted by Clyde Cycle Park and Carnwath Hub. Both projects have committed to expend funds. Clyde Gateway grant fully expended. Langlands project subject to delays. Recovery programme prepared for implementation in 2024 Amber (Data/Information correct as at: 14 May 2024) 66
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resource) Subject: Community and Enterprise Resource Plan 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- present the Community and Enterprise Resource Plan 2024/2025 for approval and note the monitoring arrangements [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) the Resource Plan 2024/2025, attached as Appendix 1, be approved (2) the Resource Plan 2024/2025 be uploaded onto the Council’s website following consideration by this Committee; (3) that following Committee approval, all Resource Plans will be presented to the Executive Committee on 26 June 2024, for noting; and (4) that Progress Reports on the Resource Plan 2024/2025 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The Community and Enterprise Resource Plan for 2024/2025 was prepared in line with the corporate Resource Planning guidance. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which Community and Enterprise Resource operates and establishes actions and measures for the year ahead based on the priorities and outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.4. As part of this framework, the Community and Enterprise Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 5 67
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3.5. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams, Resource Committees and the Performance and Review Scrutiny Forum. The focus has been on reporting progress on Council outcomes, statutory performance indicators, other key performance measures and high-level Resource outcomes. Progress reports are provided at Quarter 2 and Quarter 4 to this Committee. 3.6. In preparing the Community and Enterprise Resource Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 3.7. Following approval at individual Resource Committees, all Resource Plans will be presented, as a pack, to Executive Committee on 26 June 2024, for noting. 4. Resource Plan 2024/2025 4.1. The Community and Enterprise Resource Plan 2024/2025 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2024/2025 The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2024/2025. To support these outcomes, the Resource has developed performance measures in an action plan which is set out in section 4 of the Resource Plan. Key or strategic measures will be included in the Council Plan Connect Progress Reports 2024/2025, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Community and Enterprise Resource Plan covering the period April 2024 to September 2024 (Quarter 2) as well as an end of year progress report covering the full year April 2024 to March 2025 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 68
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2024/2025. 8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Equality Impact Assessment and Consultation Arrangements 9.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. David Booth Executive Director (Community and Enterprise Resources) 23 May 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 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 None List of Background Papers Council Plan 2022-2027 69
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Anne Lewis (Performance and Development Officer) E-mail: anne.lewis@southlanarkshire.gov.uk 70
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1 Community and Enterprise Resources Community and Enterprise Resource Plan 2024 – 2025 5 71
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2 Section Contents 1.0 Introduction 2.0 Key areas of focus for the year ahead 3.0 Resource outcomes 4.0 Measures and actions 5.0 Resourcing the Plan 72
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3 Section One – Introduction I am pleased to introduce our Resource Plan for 2024-25 which sets out our intended outcomes and priorities for the coming year. This is the main annual business planning document for the resource. It reflects the council’s key priorities as set out in the Council Plan ‘Connect’ and provides an overview of the resource’s main areas of activity. Our resource comprises the following four service areas – facilities, waste and grounds services; roads, transportation and fleet services; planning and regulatory services; and enterprise and sustainable development. The resource employs 3,428 people who together provide a wide range of services for local communities, including: • delivering key services within schools and council premises, including cleaning, catering, receptionist, janitorial, concierge, and crossing patrol services • keeping our streets clean and maintaining and developing public parks, open spaces, tree stock, fixed play areas, sports fields, golf courses, allotments, and food growing opportunities • collecting and disposing of waste and encouraging recycling • managing and maintaining the councils’ cemeteries and crematorium, providing bereavement services, and ensuring the provision of burial ground • maintaining our roads and transportation network to support safe and effective transport, and promoting active travel • procuring and managing the council’s vehicle fleet, including refuse collection, roads maintenance, street sweeping and passenger transport • providing planning and building standard services which guide and control physical development and land use in the area, ensure the health and safety of persons in or about buildings, ensure the conservation of energy and the achievement of sustainable development • protecting public health through the delivery of environmental health services • providing trading standards to protect consumers and communities • promoting economic development and delivering support for local businesses • delivering effective employability services to support individuals and business • supporting town centres and physical regeneration, and • leading the council in developing and promoting sustainability, supporting the transition to a net zero carbon economy, and addressing climate change The resource also has a significant role to play in managing the relationship between the council and South Lanarkshire Leisure and Culture (SLLC). SLLC deliver leisure and cultural services on behalf of the council and promote the health and wellbeing of South Lanarkshire residents through libraries, cultural venues, museum, arts centres, indoor and outdoor sports and leisure centres, community halls and country parks. The Resource Plan is an important element of the council’s performance management arrangements and is complemented by individual service plans and other key business plans and strategies. During 2024-25, service teams will continue to be involved in a series of reviews which will inform how our services are shaped and delivered in the future. David Booth Executive Director Community and Enterprise Resources 73
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4 Section Two – Key areas of focus for the year ahead 2.0. Overview The resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Cost of Living Crisis The UK is experiencing the worst cost-of-living crisis in 40 years. While all sectors of society are seeing prices rise, the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households across South Lanarkshire and acknowledges the potential for additional demands on council services as a result. The council has in place a range of support which can help households manage scarce resources, and services will continue to explore all avenues to support the most vulnerable in the year ahead. While doing all we can to support our communities in these difficult times, the council recognises that inflationary pressures will also present significant challenges for council services as budgets are increasingly squeezed by rising costs. This will undoubtedly be the case within Community and Enterprise Resources. 2.2. Economic Development and Renewal The UK, Scottish, Glasgow City Region and South Lanarkshire economies are all facing real challenges following the global pandemic, our country’s new international trading position, the war in Ukraine and the climate emergency; all of which impact our lives now and in the foreseeable future. Economic recovery in South Lanarkshire will incorporate the principles of community wealth building and be framed around three key themes of sustainable development: People, Place and Business (or social, physical, and economic regeneration). These themes align council and pan-Lanarkshire activity with local, national and regional strategies, delivering the collaborative approach required to achieve sustainable and inclusive economic growth. The Economic Strategy (2022-27) sets out the key priorities and actions for the council and aims “to make South Lanarkshire a flourishing, green, dynamic and equitable place for all”. Working in partnership with North Lanarkshire Council, the delivery of the Business Gateway Service has been changed to an ‘in-house’ model following the contract with the previous provider coming to an end. The new delivery model combined with alignment to the new Business Gateway National Service Specification, which was approved by COSLA in November 2023 and takes effect from 1 April 2024, will deliver a more customer focussed service which lead to better outcomes for businesses and the economy. Town Centre Regeneration Town centres retain a key role at the heart of our communities as a focal point for retail, business, culture, leisure and social interaction. Our town centres remain a council priority and we are working across all our towns to manage change to allow our towns centres to serve the evolving needs of communities in the future. The way in which we support each town varies depending on the specific challenges, ranging from large transformational masterplans in East Kilbride and Hamilton to smaller local interventions linking to local priorities and Community Wealth Building priorities. 2.3. External Funding UK Government Shared Prosperity Funding (UKSPF) Following the UK withdrawal from the European Union, the UK Government outlined proposals to replace 74
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5 EU funding with national funds to address structural and economic imbalances and to aid the public and private sector in delivering transformational change in communities. The delivery of the 3-year £12m UK Shared Prosperity Funding (UKSPF) programme commenced in 2022. Economic Development Officers are working with council services and external partners on delivery of the UKSPF to maximise economic and community outcomes. Delivery over 23 projects across council resources ranging from employability support to business grants and grants to communities is progressing and is reported quarterly to the UK Government through Glasgow City Region. Work will commence in 2024 on the potential programme post March 2025. Levelling Up Fund Two projects have been awarded funding by the UK Government Levelling Up Fund. These are the Clydesdale Way (awarded £6.8 million of grant as part of the cross-council border Three Rivers Active Tourism project) and Shawfield Remediation (awarded £14.6m) for Clyde Gateway URC to progress decontamination and redevelopment of the Shawfield area. These projects will be progressed in 2024 with completion in 2026. 2.4. Glasgow City Region City Deal As part of the City Deal, the resource is leading the delivery of three major transportation projects being undertaken to boost South Lanarkshire’s access to the rest of Scotland. The Cathkin Relief Road in Rutherglen / Cambuslang is complete and the Greenhills Road project in East Kilbride substantially complete and open. Proposals in relation to Stewartfield Way are being developed through the preparation of the outline business case. The City Deal is also helping to deliver private housing led development in some of its Community Growth Areas, including new schools and community facilities. 2.5. Deliver effective Employability Services to support Individuals and Business Following a strategic review of the council’s employability service, as of 1st April 2024, the service will now sit within Community and Enterprise Resources which will foster improved links with the business sector whilst continuing to achieve the aims set out in the No-one Left Behind national strategy for employability. This approach involves ensuring that programmes are tailored and responsive and meet the needs of people of all ages including those who require significant and long-term support to progress to sustained employment. From April 2024, the council will have responsibility for meeting the needs of people with long term health conditions and disabilities who were previously supported by the Scottish Government’s Fairstart programme. This activity will be planned with our partners on the South Lanarkshire Local Employability Partnership and set out through a No-one Left Behind Investment Plan, reflecting the range of support and training available to local people including keywork support, employability skills development and work-based training. Local employers will continue to be at the heart of our employability programmes with opportunities for employability participants to take part in work placements and sector- based training to address gaps in the local labour market. We will also continue to provide support to parents to progress to employment or improve their labour market position though a range of employability and in-work support programmes as part of the council’s Tackling Child Poverty strategy. 2.6. Sustainable Development and Climate Change (SDCC) The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a 75
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6 public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. The Sustainable Development and Climate Change Strategy 2022 – 2027 and action plan sets out how the council aims to develop sustainably and tackle climate change. Local Development Plan (LDP) The council has started preparation of its next Local Development Plan which will set out the spatial strategy for the area while at the same time helping deliver the key priorities in the Council Plan and SDCC Strategy. The LDP will reflect the outcomes for the planning system set out in National Planning Framework 4, and in particular seek to encourage, promote and facilitate development that addresses the global climate emergency and nature crisis. The overarching theme of the Plan will be to reduce, minimise, or avoid greenhouse gas emissions, guide development to, and create sustainable locations. Other actions will include supporting the implementation of Local Living principles (so that the main needs of, and service provision for, communities are met locally) and encouraging measures to facilitate sustainable transport and active travel; while at the same time ensuring there is a Just Transition approach to meeting net zero targets. At the same time, the Planning Service will continue to support inward investment across all commercial sectors including new housebuilding and employment opportunities. New development will be directed to the right locations and will be expected to meet the principles of placemaking. A Placemaking guide will be produced this year which will highlight the key design principles proposals that developers should follow. The Planning Service will work closely with colleagues in Housing Services to help deliver the council’s own housebuilding programme. The implementation of changes to the Building Regulations in 2024 in relation to the energy performance of buildings will also be a focus for 2024/25. 2.7. Circular Economy The Scottish Government has consulted on proposals for a Route Map to deliver a circular economy in Scotland (Delivering Scotland’s circular economy: A Route Map to 2025 and beyond), and on proposals for legislation in a Circular Economy Bill. The proposed Route Map will set out how we will reach 2025 waste and recycling targets and achieve a long-term goal of net zero by 2045. The outcome of this consultation will influence the decisions the council makes over the next 5 – 10 years. 2.8. Health and Wellbeing This is a cross-cutting theme within Community and Enterprise Resources and covers a wide range of activities, from promoting healthy eating (via the provision of school meals), to the positive contribution that our partners SLLC make in ensuring inclusive access to sport, leisure and culture across our communities. Community and Enterprise Resources will assist SLLC in the provision of these services by continuing to oversee capital investment in the council’s leisure and culture facilities: the new build of Larkhall Leisure Centre over the next three to four years will be a major project for the Resource, as will be the implementation of the council’s £13m Leisure and Culture Transformation Fund which will help modernise the leisure and culture estate, optimise use of the leisure and culture assets and assist in the transition towards net zero. The environmental health service promotes health protection practices and regulates public health across South Lanarkshire. Access to good quality greenspace and safe and accessible active travel routes are also a key priority for the resource, encouraging physical exercise and improving the wellbeing of our communities. The continuing preparation of the council’s Open Space Strategy will contribute to achieving these aims. It should be noted that each of these themes are identified as 76
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7 matters in National Planning Framework 4. In turn the preparation of the council’s Local Development Plan 3 will seek to address these issues in a local context 2.9. Legislative and Policy Changes New and revised legislation will also impact on the work of the resource during 2024-25, including: Climate Change Act (2019) – Whilst not new legislation, the Climate Change Act (2019) continues to impact on the council’s activities and commits Scotland to net-zero greenhouse gas emissions by 2045. The Climate Change (Scotland) Act states that a public body must: ➢ contribute to the delivery of Scotland’s national emissions reduction targets ➢ help deliver Scotland’s statutory climate change adaptation programme, and ➢ act in a way that it considers is most sustainable It is anticipated that the Scottish Government will publish an updated draft Climate Change Plan in 2024 that will set out how Scotland will achieve emission reductions between 2024-2040 and which will influence the council’s resource and service planning. Transport (Scotland) Act 2019 This act is designed to help make Scotland’s transport network cleaner, smarter and more accessible. The Act deals with a number of issues including National Transport Strategy (NTS), Prohibition of Pavement Parking, Bus Services, Roadworks, Workplace Parking and Low Emission Zones. ➢ Transport Strategy The published NTS sets out the vision of Scotland’s Transport System with a vision underpinned by priorities to reduce inequalities, take climate action, help deliver inclusive economic growth and improve our health and wellbeing. The council’s next Local Transport Strategy (LTS) is currently being developed with publication expected early in 2024. Policies and actions are drafted taking cognisance of the Regional and National Transport Strategies. ➢ Strathclyde Partnership for Transport (SPT) have also recently published their Regional Transport Strategy. Several themes are highlighted relating to public transport, managing travel needs, active travel, integration of travel, road safety, sustainable travel, climate resilience, environment and connecting places. ➢ Pavement Parking A key provision of the Act is to prohibit the parking of vehicles on pavements, prohibit double parking and prohibit parking adjacent to dropped footways. The final legislative process has concluded, and guidance has been issued to local authorities and we are now working towards completing back-office function upgrades to allow enforcement to take place as well as concluding a review of streets where there could be exemptions. Significant resources will be required for the promotion of any associated traffic regulation orders and signage / road markings. Notwithstanding this we are anticipating beginning enforcement actions later in 2024. This will include an initial “soft” approach where drivers will be advised they are committing an offence and a short period thereafter, Penalty Charge Notices will be issued. ➢ 20mph speed limits Scotland’s Road Safety Framework to 2030 is committed to creating a safer, healthier and greener Scotland. It is our aspiration to introduce mandatory 20mph speed limits within residential areas in line with the new Scottish Government policy. An assessment study of approximately 6000 streets is ongoing and the outcome will shape the delivery of 20mph speed limits across South Lanarkshire. Significant resources will be required for the promotion of associated traffic regulation orders and signage. ➢ Bus Services The Act provides local transport authorities with powers to make bus travel more attractive, allowing local transport authorities to run their own bus services; franchise bus services in their areas; or enter into Bus Services Improvement Partnerships (BSIPs) with bus operators within their areas. The Act also introduces new regulations covering the way in which bus operators must provide information to local authorities when they plan to reduce or withdraw the services they provide. Strathclyde 77
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8 Partnership for Transport are currently taking forward a Regional Bus Strategy and on completion this will allow consideration of what opportunities there are for these types of measures as well as the Act’s other section which relates to smart ticketing options. These provisions will have significant employee and financial resourcing issues. ➢ Roadworks The Act seeks to continually encourage a raise in standards to improve the quality of road works. The key provisions include additional powers given to the Scottish Road Works Commissioner to strengthen enforcement on non-compliance of legislation in relation to road works with the use of fines and monitoring, a requirement for all undertakers to have a Reinstatement Quality Plan (RQP) in place, a revised timescale for notifying within 2 hours of the commencement and completion of works and a revised Specification for the Reinstatement of Opening in Roads (SROR) is now in force increasing the guarantee period for the majority of asphalt reinstatements to 6 years. ➢ Others The Act also enables local authorities to manage vehicle emissions via the establishment of Low Emission Zones (LEZ) however, there are no plans at this time to introduce these in South Lanarkshire. Free School Meals Roll Out – the Scottish Government is committed to extending free school meal provision to pupils in P6 and P7, with stage 1 extending free school meals to those pupils in P6 and P7 in receipt of the Scottish Children payment. There will be a phased roll out of free school meals to children and young people in primary 6 and 7 who are in receipt of the Scottish Child Payment beginning in February 2025 to be completed by August 2026. EU Food Imports - phased implementation of checks on EU food imports were due to commence in 2021 and implementation has been delayed by UK Government. Food Standards Scotland (FSS) has indicated new Border Control Points in Scotland will not be ready and operational, which could require inland (point of destination) import controls. The central location and good transport links of South Lanarkshire is likely to mean the council will be asked to carry out import controls. It is not possible to quantify the potential increase in workload at this time and could lead to a reprioritisation of work during 2024-25. 78
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9 Section Three – Resource Outcomes 3.1. Resource Outcomes Community and Enterprise Resources has established the following Resource outcomes to support the delivery of Connect Outcomes in 2024-25. Connect Outcomes Resource Outcomes Communities and Environment • High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest • Communities are encouraged and supported to reduce, re-use and recycle their waste • The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably • Communities are well connected • All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose • Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel • The 20-minute neighbourhood principle is established in our communities to make our places more sustainable and liveable. Education and Learning • No resource outcomes for this Connect outcome Health and Wellbeing • Public health is safeguarded through an effective environmental regulation and enforcement service • All school and nursery children have access to nutritious school meals • Health inequalities are addressed through collaboration with local communities and partners • All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Children and Young People • No resource outcomes for this Connect outcome Housing and Land • Vacant, derelict and contaminated land is brought back into productive use • Appropriate supply of housing land (including affordable housing) is maintained Our Economy • South Lanarkshire is an attractive place to start, grow and locate a business • Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon • Thriving town and neighbourhood centres provide a focal point for local communities • Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth • Consumers and communities are protected through an effective trading standards service • A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third party sector thrive 79
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10 3.2. Delivering the Plan and achieving Best Value In working towards the six Outcomes, the council will continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Community and Enterprise Resources has established the following Resource Outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value • The council demonstrates high standards of governance and sound financial stewardship • Customers experience high quality and improving council services • The workforce has the skills, flexibility and capacity to deliver the council’s outcomes • Digital and ICT services meet the needs of the council and its customers 80
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11 Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a How we will measure our performance The impact of COVID-19 continues to have an effect on performance of some services. The table below shows our performance measures, and includes the actual data last reported to Committee and the targets for both the last financial year and 2024-25. Additional context for the results/targets is provided within the notes column, where applicable. Resource Outcome: High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 1. Percentage of streets found to be acceptable during Litter Monitoring System surveys. (Locally set target) 92% More than 92% More than 92% 01.09 Facilities, Waste and Grounds 2. Land Audit Management System grounds maintenance score. (Locally set target) 72.0 72.0 72.0 C01.09 Facilities, Waste and Grounds 72 is still a challenging target score that the Service strives to meet Resource Outcome: Communities are encouraged and supported to reduce, re-use and recycle their waste Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 3. Percentage of total household waste that is recycled in the calendar year 2023. (Locally set target) 41.2% (2022) 50% 50% C01.14 Facilities, Waste and Grounds 4. Percentage of household waste sent to landfill in the calendar year 2023. (Locally set target) 1.84% (2022) Less than 10% Less than 5% C01.06 Facilities, Waste and Grounds 81
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12 Resource Outcome: The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 5. Reduction in the council’s carbon emissions in 2024- 25 (buildings, waste, transport etc.) compared to 2019- 20. (Locally set target) TBC Less than 20% Less than 20% C01.13 Enterprise and Sustainable Development Resource Outcome: Communities are well connected Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 6. Percentage of properties with Superfast Broadband >30Mbps. (Locally set target) 97.3% 99% 99% C01.07 Enterprise and Sustainable Development 7. Percentage of properties with Full Fibre connection. (Locally set target) 32.6% 33% 52% 01.07 Enterprise and Sustainable Development Resource Outcome: All roads, footways and bridges and associated infrastructure are safe and fit for purpose Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 8. Percentage of our road network that should be considered for maintenance treatment (Roads Condition Index). (Locally set target) 30.8% (2021- 2023) Less than 30.8% Less than 31.9% C01.10 Roads, Transportation and Fleet Target: improvement on the previous year 9. Number of road casualties in South Lanarkshire during 2024. (Locally set target) 284 (2022) Less than 284 Less than 370 C01.01 Roads, Transportation and Fleet Target: improvement on the previous year Resource Outcome: Public health is safeguarded through an effective environmental regulation and enforcement service Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 10. Broad compliance with food law statutory requirements secured in premises. (Locally set 96.0% 85.0% 85.0% C01.11 Planning and Regulatory Services Target to remain at 85% since the council is not in direct control of the 82
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13 Resource Outcome: Public health is safeguarded through an effective environmental regulation and enforcement service Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes target) measure. Compliance is the responsibility of the business. Resource Outcome: All school and nursery children have access to nutritious school meals Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 11. Level of primary school meal uptake (as proportion of to- tal primary school meals which could be taken up over the period). (Locally set target) 66% 60% 66% 03.03 Facilities, Waste and Grounds Target of 66% remains challenging 12. Level of secondary school meal uptake (as proportion of total secondary school meals which could be taken up over the period). (Locally set target) 38% 38% 38% 03.03 Facilities, Waste and Grounds Target of 38% still remains challenging Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 13. Number of new South Lanarkshire business starts supported by Business Gateway. (Locally set target) 520 500 500 C06.08 Enterprise and Sustainable Development 14. Number of business support interventions per annum by Economic Development (grants, loans or advice). (Locally set target) 1,615 1,200 800 C06.08 Enterprise and Sustainable Development 2024-25 targets reviewed in line with reduced resources available and changes to the Business Gateway Service now being hosted by North Lanarkshire Council. 83
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14 15. Number of jobs created or sustained as a direct result of Economic Development intervention. (Locally set target) 1,256 500 500 C06.08 Enterprise and Sustainable Development 16. Increased value of sales generated by businesses as a direct result of Economic Development intervention. (Locally set target) £13.11m £5m £5m C06.08 Enterprise and Sustainable Development ERDF funding has been coming to an end, and whilst we are still seeing some benefits being accrued in recent years from the fund, going forward, there is less certainty on what can be achieved within remaining funds. It is therefore advisable to keep the target to £5m for 2024/25. Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 17. Percentage of procurement spend on local enterprises (Locally set target) 18.1% 18% More than 2023-24 figure C06.11 Enterprise and Sustainable Development 2023-24 data will not be available until the Improvement Service calculate this in July/ August 2024. Resource Outcome: Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 18. Delivery of UK Shared Prosperity Program (National target) N/A £3m £6m 07.02 Enterprise and Sustainable Development New measure for 2023-24 84
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15 Resource Outcome: A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrives. Measure 2022-23 Actual 2023-24 Target 2024-25 Target Links Service Notes 19. Number of participants supported via council-operated employability programmes (local target) 1,687 People 1,350 people 1,500 people C06.01 Enterprise and Sustainable Development Target increased to 1,500 to reflect anticipated additional Scottish Government Funding to support people with long-term health conditions and additional support needs to enter employment 20. Number of participants gaining sustainable employment (local target) 584 People 675 people 700 people C06.13 Enterprise and Sustainable Development Target increased to 700 to reflect anticipated additional Scottish Government Funding to support people with long-term health conditions and additional support needs to enter employment 21. Number of participants accessing further education or training (local target) 536 people 225 people 400 people C06.02 Enterprise and Sustainable Development Target adjusted to include youth employability participants supported to access further education 85
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16 4.b What actions we will take in 2024-25 Resource Outcome: High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Milestones/steps we will take to deliver our actions Links Service 1. Prepare an Open Space Strategy in partnership with Glasgow and Clyde Valley Green Network Partnership and other council services. Engagement on the findings following analysis of the Open Space audit will be carried out during Q2 and will in turn be used to inform the evidence report for the Local Development Plan 3. It is anticipated that a draft Open Space Strategy will be available early 2025 once the Gatecheck of the Evidence Report has been completed. C01.09 Planning and Regulatory Services 2. To make South Lanarkshire a cleaner place to live, work and visit free of letter, fly- tipping and dog waste Prepare an annual progress report for Climate Change and Sustainability Committee in September 2024, demonstrating the impact of the Litter Strategy (2022-2027) 01.09 Facilities, Waste and Grounds Resource Outcome: Communities are encouraged and supported to reduce, re-use and recycle their waste Action Milestones/steps we will take to deliver our actions Links Service 3. Support a circular economy by re-using, recycling and generating energy from the waste we manage Complete the review of waste services taking into consideration that the Deposit Return Scheme (DRS) has been postponed until October 2027 and the outcome of the Circular Economy Bill consultation 01.06 Facilities, Waste and Grounds Resource Outcome: The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Milestones/steps we will take to deliver our actions Links Service 4. Lead by example and influence area-wide climate change and sustainability action Implement 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 C01.08 Enterprise and Sustainable Development 5. Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 Awareness sessions to be developed for elected members, planning officers and developers/agents by September 2024 01.08 Planning and Regulatory Services 86
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17 Resource Outcome: The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Milestones/steps we will take to deliver our actions Links Service 6. Create the conditions for the decarbonisation of the council’s fleet Implement and review the Fleet Strategy (2020-2025) Action Plan including reducing in transport related emissions, through converting the fossil fuelled small fleet to full electric and trialling new fuel options for the medium to heavy fleet as such opportunities become commercially viable 01.13 Roads, Transportation and Fleet 7. Deliver new and improved low carbon vehicle charging infrastructure Maintain, manage and expand public infrastructure points / hubs in line with available internal and external funding sources 01.13 Roads, Transportation and Fleet Resource Outcome: All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Milestones/steps we will take to deliver our actions Links Service 8. Prepare prioritised programme of carriageway and footway maintenance works Deliver road safety projects and schemes in line with agreed 2024-25 programme 01.01 Roads, Transportation and Fleet 9. Prepare prioritised programme of bridge and structure maintenance works Deliver a programme of bridge and other structures projects in line with agreed 2024- 25 funding 01.01 Roads, Transportation and Fleet 10. Prepare prioritised programme of traffic signal and pedestrian/ cycle crossing maintenance works Deliver a programme of traffic signal and pedestrian / cycle crossing upgrade projects in line with agreed 2024-25 funding 01.01 Roads, Transportation and Fleet 11. Deliver winter maintenance carriageway and footway gritting actions during inclement weather During adverse weather, undertake appropriate precautionary actions and during severe weather ensure main, secondary and extreme routes are treated as necessary 01.01 Roads, Transportation and Fleet 12. Deliver prioritised road safety infrastructure improvements and promote road safety Deliver road safety projects and schemes in line with agreed 2024-25 programme 01.01 Roads, Transportation and Fleet Resource Outcome: Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Milestones/steps we will take to deliver our actions Links Service 87
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18 Resource Outcome: Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Milestones/steps we will take to deliver our actions Links Service 13. Produce a new Local Transport Strategy for South Lanarkshire to support the National and Regional Transport Strategy as well as the provisions, where appropriate, of the Transport Scotland Act Draft Local Transport Strategy to be presented to Committee in Autumn 2024 C01.10 Roads, Transportation and Fleet 14. Deliver road and transportation infrastructure improvements to support new developments, including those undertaken as part of the City Deal Stewartfield Way and East Kilbride Town Centre Project business case will be prepared in 2024 C01.10 Roads, Transportation and Fleet 15. Encourage active travel by extending our network of walking and cycling routes Deliver walking and cycling projects/ schemes in line with agreed 2024-25 capital programme 01.10 Roads, Transportation and Fleet Resource Outcome: All school and nursery children have access to nutritious school meals Action Milestones/steps we will take to deliver our actions Links Service 16. Complete the roll out of free school meals to all primary children All P6s and P7s to receive free school meals in line with Scottish Government timescales C03.03 Facilities, Waste and Grounds Resource Outcome: All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Action Milestones/steps we will take to deliver our actions Links Service 17. Work in partnership with South Lanarkshire Leisure and Culture (SLLC) to maintain and deliver community facilities Continue to review leisure and culture community facilities, maintaining and improving them through the Capital Programme and Transformational Fund 03.03 Enterprise and Sustainable Development 18. Begin implementation of the multi-year Play Area Investment Programme Undertake consultation with local members and communities in Hamilton area by March 2025 03.03 Facilities, Waste and Grounds Consultation exercise to be completed with schoolchildren for Rutherglen and Cambuslang before proceeding to design stage and then putting these works out to tender. Works to be completed in 2024 88
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19 Resource Outcome: Vacant, derelict and contaminated land is brought back into productive use Action Milestones/steps we will take to deliver our actions Links Service 19. Agree and implement vacant and derelict / contaminated land programme Implement projects approved within the Vacant and Derelict Land Fund framework agreed for 2024-25 05.04 Enterprise and Sustainable Development Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business Action Milestones/steps we will take to deliver our actions Links Service 20. Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Deliver programmes, services, and events to businesses around sectors, location, and themes (e.g., food and drink, tourism, construction, low carbon, innovation, internationalisation, collaboration, and young enterprise) 06.03 Enterprise and Sustainable Development Support and host the Supplier Development Programme to deliver events, training and e-commerce support to SME’s or third sector organisations who are interested in working with the public sector 06.09 Enterprise and Sustainable Development Resource Outcome: Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Milestones/steps we will take to deliver our actions Links Service 21. Promote sustainable economic development across South Lanarkshire Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of the South Lanarkshire Economic Strategy (2022-2027) C06.05 Enterprise and Sustainable Development 22. Deliver the Levelling Up Funded projects Delivery of the Levelling Up Fund grant funded projects through the Clydesdale Way and Shawfield Remediation with a value of £6.7m in 2024-25 C06.05 Enterprise and Sustainable Development 23. Positively enhance the benefits of tourism across South Lanarkshire by delivering the very best for our visitors, our businesses, our people, our communities, and our environment Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of South Lanarkshire Tourism Strategy (2022-2025) 06.06 Enterprise and Sustainable Development Begin the refresh of the South Lanarkshire Tourism Strategy for 2025-2028 24. Champion the social enterprise sector and invest in start-up and growth of our local social enterprise Prepare an annual progress report on the Social Enterprise Strategy approved in May 2023 for Community and Enterprise Resources Committee 06.03 Enterprise and Sustainable Development 89
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20 Resource Outcome: Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Milestones/steps we will take to deliver our actions Links Service 25. Income generating projects will be scoped across all council resources to identify viable projects with a focus on green initiatives including exploring options for delivery and funding Liaise with all council resources, third parties and funders to identify new opportunities for generating income and consider a risk analysis of each opportunity 06.05 Enterprise and Sustainable Development 26. Develop single door ap- proach to economic devel- opment and inward invest- ment activity which links employment, skills, busi- ness support and planning Undertake activity (i.e. Lanarkshire Business Events website / supports to national themed weeks aimed at increasing the number of companies engaged with partners which lead to improved performance and turnover, increased employment, innovation, investment and internationalisation 06.05 Enterprise and Sustainable Development 27. Consult with community organisations and develop a Rural Action Plan max- imising existing and future funding through Community Led Local Development and Renewable Energy Fund Deliver the Rural Action Plan and report to Rural Task Force in November 2024 C05.13 Enterprise and Sustainable Development Resource Outcome: Thriving town and neighbourhood centres provide a focal point for local communities Action Milestones/steps we will take to deliver our actions Links Service 28. Complete East Kilbride Town Centre masterplan and deliver initial actions to enable the delivery of realignment Negotiate and agree terms of masterplan delivery programme. Deliver early projects to support programme of securing change C06.04 Enterprise and Sustainable Development 29. Complete Hamilton Town Centre masterplan and deliver initial actions to enable the delivery of realignment Negotiate and agree terms of masterplan delivery programme. Deliver early projects to support programme of securing change C06.04 Enterprise and Sustainable Development Resource Outcome: Customers experience high quality and improving council services Action Milestones/steps we will take to deliver our actions Links Service 30. Implement the Frontline First Fund Identify and implement a programme of projects to deliver the Frontline First Fund 07.01 Facilities, Waste and Grounds Resource Outcome: A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrives 90
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21 Resource Outcome: A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrives Action Milestones/Steps we will take to deliver our actions Links Service 31. Deliver effective Employability Services to support individuals and business Monitor and adjust the delivery plan agreed via the South Lanarkshire Local Employability Partnership (SLLEP) and Community Planning Partners C06.10 Enterprise and Sustainable Development 91
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22 Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue Budget 2024-25 The resource has a Net Revenue Budget of £130.547 million for 2024-25. The table below allocates this budget across the services: . NET Budget by Service 2024-25 Detail £ million % Facilities, Waste, and Grounds 79.833 61.2 Roads, Transportation and Fleet 18.775 14.3 Planning and Regulatory Services 5.249 4.0 Enterprise and Sustainable Development 4.952 3.8 South Lanarkshire Leisure and Culture Ltd 21.738 16.7 Detail 130.547 100 5.2. Capital Budget 2024-25 The following capital budget of £31.638 million is allocated to the resource for 2024-25: Capital Programme 2024-25 Approved Council Budget Amendment - Roads Investment Revised Budget after Investment Service £ million £ million £ million Facilities, Waste, and Grounds 1.380 1.380 Roads, Transportation and Fleet 11.798 7.200 18.998 Planning and Regulatory Services 0 0.000 Enterprise and Sustainable Development 18.460 18.460 Total 31.638 7.200 38.838 The council also approved an amendment to the Revenue Budget for 2024/2025, which includes investment funding for Roads equating to a further £7.2million of capital funding. 92
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23 5.3. Resource Employees Community and Enterprise Resources has 3,428 employees, as at 12 February 2024. We support these employees to deliver their duties through a range of policies, including personal appraisal and a robust training framework. The number of employees by service is as follows: Service Number of employees Facilities, Waste, and Grounds 2,676 Roads, Transportation and Fleet 505 Planning and Regulatory Services 138 Enterprise and Sustainable Development 109 Total 3,428 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 93
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds – Renewable Energy Fund Grant Applications 1. Purpose of Report 1.1. The purpose of the report is to:- consider a grant application to Nutberry Windfarm Renewable Energy Fund (REF) from Coal-Play Trust consider a grant application to Auchrobert Windfarm REF from Larkhall Community Growers consider a grant application to Middle Muir Windfarm REF from Leadhills Golf Club consider a grant application to Kype Muir Windfarm REF from Outreach Community Church consider 2 grant applications to Middle Muir Windfarm REF from the Rural Development Trust [purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that a grant be awarded to Coal-Play Trust of up to £223,462.32 from the Nutberry Windfarm Renewable Energy Fund (REF) to create a MUGA and a skatepark with community seating and planting area; (2) that a grant be awarded to Larkhall Community Growers of up to £30,000 from the Auchrobert Windfarm REF to employ a development officer; (3) that a grant be awarded to Leadhills Golf Club of up to £290,000 from the Middle Muir Windfarm REF to construct a new clubhouse and storage facilities; (4) that a grant be awarded to Outreach Community Church of up to £59,280 from the Kype Muir Windfarm REF to employ facilitators and youth workers specialising in youth mental health provision; (5) that a grant be awarded to the Rural Development Trust of up to £181,679.15 from the Middle Muir Windfarm REF to upgrade and renew core paths around Bellfield Road, Wallace Cave and Ponneil; and (6) that a grant be awarded to the Rural Development Trust of up to £158,719.18 from the Middle Muir Windfarm REF to upgrade and create a new core footpath from Coalburn to NCN74. [recs] 3. Background 3.1. Since 2004, the Council has collected and administered Community Benefit funding through the Enterprise and Sustainable Development Service. The Service is responsible for securing the contributions from windfarm developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. Processes are 6 95
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continuously reviewed to ensure best practice in grant provision and monitoring is undertaken to ensure the necessary support is delivered to eligible communities. 3.2. Grant awards above £20,000 require approval from Committee. Awards below this level are approved by the Head of Enterprise and Sustainable Development under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 3.3. Several changes were made to the REF criteria at the Community and Enterprise Resources Committee of 6 February 2024 including supporting revenue funding, increases to intervention levels and aiming to deliver larger more strategically impactful projects. 4. Grant Recommendation 4.1. Application Number 1077 Coal-Play Trust– project value £298,462.32 Proposed Grant award £223,462.32 intervention rate of 75% The proposed grant of £223,462.32 will be funded from Nutberry Windfarm which contributes into the REF 4.2. Coal-Play Trust (CP) is a community group with its purpose being:- To enhance cohesion through leisure and sporting opportunities within the community. To provide a safe environment for all the family to enjoy and interact with others through outdoor activities, sport and recreation. 4.3. CP has a 7-member management committee with 60 regular volunteers. Outdoor activities have been a reoccurring theme within the community action plan for the area of Coalburn. Consultation has been undertaken with the community and the project has been developed to reflect their views. 4.4. The grant will allow CP to redevelop and enhance the Council owned disused tennis court area within Coalburn, which will promote healthy leisure and recreation time activities. 4.5. The project requires capital funding to meet the cost to create a MUGA and skatepark area with community seating for all to enjoy. The Council’s grounds maintenance team will maintain the area and footpaths. The project will be managed by the Council’s landscape design team. A partnership agreement between the Council and CP will be entered on successful funding award. 4.6. The project has been established in response to community demand which will create a new community space and encourage leisure activities and promote inclusion. 4.7. The application has been assessed and scored an average of 36.5 out of 53 supporting a grant award of up to £233,462.32 totalling 75% of eligible costs. 4.8. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 75% of the project value with the match funding as set out below. 96
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Funder Stage Value Dalquandy Wind Farm To be confirmed £25,000 Cumberhead Wind Farm To be confirmed £25,000 Galawhistle Wind Farm To be confirmed £25,000 SLC Renewable Energy Fund Grant (75%) Nutberry. For approval £223,462.32 Total project value £298,462.32 4.9. The project is scheduled to commence in July 2024 and be complete by March 2025. Officers will work with the applicant to monitor progress and any impact on the timescales. 4.10. The lead in time to the project start date of July 2024 will allow officers to confirm match funding has been secured. 5. Grant Recommendation 5.1. Application Number 1092 Larkhall Community Growers – project value £65,000 Proposed grant award £30,000 intervention rate of 46% The proposed REF grant of £30,000 will be funded from Auchrobert Windfarm which contributes into the REF 5.2. Larkhall Community Growers (LCG) is an established community group with its purpose being: - To promote and advance education, health, community development, environment and provide recreational facilities while organising leisure activities which are inclusive of all members of the community through access to community garden, tools, materials, workshops and resources to cultivate fresh produce and associated activities. Using the gardens as a place where the community can come together to work and socialise. 5.3. LCG management committee has 3 members, 20 volunteers and one full-time and three part-time staff. LCG’s seek support to deliver a strategic approach to regeneration in Larkhall. 5.4. The grant will allow LCG to recruit and employ a development officer to progress on what has already been achieved relying mainly on voluntary capacity, which is testimony to the drive and commitment that exists within the local community. However, funding is required to build on this momentum, as well as increasing resilience, sustainability and to move to the next stage in their development. 5.5. The project requires revenue funding to meet the cost to employ a development officer whose key priorities will be defined from the community survey to engage with the specific public authorities and ensure opportunities for development and improvement are created and developed. 5.6. The project has been established in response to community demand and discussion with SLC’s Communications and Strategy Service, to ensure community development continues for the Larkhall and surrounding areas citizen. 5.7. The application has been assessed and scored an average of 33.5 out of 53 supporting a grant award of up to £30,000 totalling 46% of eligible costs. 97
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5.8. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 46% of the project value with the match funding as set out below. Funder Stage Value Shared Prosperity Fund To be confirmed £35,000 SLC Renewable Energy Fund Grant (46%) Auchrobert For approval £30,000 Total project value £65,000 5.9. The lead in time to the project start date October 2024 will allow officers to confirm match funding has been secured. 6. Grant Recommendation 6.1. Application Number 1095 Leadhills Golf Club – project value £440,357.78 Proposed Grant award £290,000 intervention rate of 66% The proposed grant of £290,000 will be funded from Middle Muir Windfarm which contributed to the REF. 6.2. Leadhills Golf Club (LGC) is a community group with its purpose being: - To promote and encourage the sport of golf without any distinction of sex, colour, nationality or of political, religious or other opinions. The club is a non-profit making organisation with all profits and surpluses being used to maintain and improve the club facilities. 6.3. LGC has a 12-member management committee with 52 members. The project is a proven community asset. LGC has held two open evenings, gaining ideas and aspirations from the community in support of the project. The project has been developed to reflect the views of the community it represents. 6.4. The grant will allow LGC to rebuild the club house and install a storage unit to house golf course machinery and equipment. 6.5. The project will be managed by an architect and quantity surveyor overseen by LGC committee chair. Investment in the club house will help build on tourism for Leadhills and surrounding areas, supporting other local businesses. 6.6. The project has been established in response to community demand which will create a new community space and encourage leisure activities and promote inclusion. On completion, the facility will be available to the wider community which will be able to accommodate up to 25 people. Currently the golf club is used by dog walking and dark sky groups and on completion will be able to host footgolf and golf parties. 6.7. The application has been assessed and scored an average of 36.5 out of 53 supporting a grant award of up to £290,000 totalling 66% of eligible costs. 6.8. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 66% of the project value with the match funding as set out below. 98
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Funder Stage Value SSE Development Fund Confirmed £40,000 SLC SSE Clyde Windfarm Fund To be confirmed £110,357.78 SLC Renewable Energy Fund Grant (66%) Middle Muir For approval £290,000 Total project value £440,357.78 6.9. The project is scheduled to commence in August 2024 and be complete by March 2025. Officers will work with the applicant to monitor progress and any impact on the timescales. 6.10. The lead in time to the project start date August 2024 will allow officers to confirm match funding has been secured. 7. Grant Recommendation 7.1. Application Number 1068 Outreach Community Church – project value £59,280 Proposed grant award £59,280 intervention rate of 100% The proposed REF grant of £59,280 will be funded from Kype Muir Windfarm which contributes into the REF 7.2. Outreach Community Church (OCC) based in Strathaven is an established charity with its purpose being: - To connect with the community and provide help and support to those who need it, in a wide variety of formats and activities. The charity run youth events, autism & additional educational needs support groups, peer support groups, and have an on- site contemporary community coffee house. They also work in partnership with local community groups such as the Community Council and the Round Table to support and dovetail into existing community events and activities. 7.3. OCC management committee has 5 members, 50 volunteers, three full-time and four part-time staff. Previous success of similar projects bolstered by many personal testimonies of the help and unique support the peer groups offer. Discussions with local bodies (Community Council, MSP's) and the local academy Head Teacher all support the need and success of youth peer support. 7.4. The grant will allow LCG to recruit and employ two professional facilitators and 2 youth workers for the delivery of a weekly youth peer support programme over a 3-year period and include one to one counselling. 7.5. The project requires revenue funding to meet the cost to employ the facilitators, youth workers, suitable hall hire and refreshments to host a three-year programme. Over the 3-year period this equates to 150 weeks X 50 young people supporting 7,500 people weeks. It should be noted that some of the same young people will be receiving support for the whole 3-year period. 7.6. The project has been established in response to community demand, to continue providing peer support groups, to address mental health issues for youths in the town of Strathaven and surrounding area supporting P7 to S6 aged youths. They currently have around 50 in attendance weekly. Peer support provides an opportunity to equip and educate people with life skills to enable them to face life's challenges more confidently. 99
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7.7. The application has been assessed and scored an average of 29.5 out of 53 supporting a grant award of up to £59,280 totalling 100% of eligible costs. Strathaven is one of the villages where through changes made at the February 2024 Community and Enterprise Resources Committee 100% grants can be approved where good projects have difficulty on securing match funding. 7.8. The REF grant sought is 100% of the project value as set out below. Funder Stage Value SLC Renewable Energy Fund Grant (100%) Kype Muir For approval £59,280 Total project value £59,280 7.9. The project is scheduled to commence in June 2024 and be complete by April 2027. Officers will work with the applicant to monitor progress and any impact on the timescales. 8. Grant Recommendation 8.1. Application Number 1089 Rural Development Trust – project value £386,679.15 Proposed Grant award £181,679.15 intervention rate of 47% The proposed grant of £181,679.15 will be funded from Middle Muir Windfarm which contributes into the REF 8.2. Rural Development Trust (RDT) is a Charity with its purpose being: - To develop and deliver projects which tackle rural issues and improve life for residents of rural communities. They have been involved in a variety of projects in recent years and undertake a range of work including community capacity building, local energy provision and community transport. 8.3. RDT has a 7-member management committee, 20 regular volunteers, one full-time and three part-time staff. Connectivity and travel is at the forefront of the community action plan for the Coalburn area. Consultation with the community has been undertaken and the project has been developed to reflect the views of the community it represents. 8.4. The grant will allow RDT to progress a partnership project involving Coalburn Miners Welfare, Coalburn Community Action Group, South Lanarkshire Council, landowners and other stakeholders, to create an active travel route from Coalburn to Poneil, helping rural communities to safely connect. 8.5. The project requires capital funding to upgrade the core path section from Bellfield Road to Wallace Cave and from Poneil back towards the Wallace Cave area. The central section of this core path is largely impassable to only the fittest of walkers and cyclists. A new section will be created to bypass this route with the new section providing a high quality direct and off-road route. The end point of this path at Poneil is on road access which leads to the NCN74. The path also connects and supports the Clydesdale Way project. Please refer to Appendix 1 which identifies the route map. 8.6. RDT's Project Officer will project manage all aspects of the project. This includes procurement and management of the contractor, ongoing landowner and liaison with the Council. 100
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8.7. The project has been established in response to community consultation which will create a new pathway section and upgrade existing pathways, encourage leisure activities and connectivity within the communities. 8.8. The application has been assessed and scored an average of 39 out of 53 supporting a grant award of up to £181,679.15 totalling 47% of eligible costs. 8.9. All REF awards are subject to suitable match funding being secured. The REF grant sought is 47% of the project value with the match funding as set out below. Funder Stage Value Ian Findlay Path Fund Confirmed £100,000 Mainshill Trust (SLC) Confirmed £105,000 SLC Renewable Energy Fund Grant (47%) Middle Muir For approval £181,679.15 Total project value £386,679.15 8.10. The project is scheduled to commence in September 2024 and be complete by April 2025. Officers will work with the applicant to monitor progress and any impact on the timescales. 8.11. The lead in time to the project start date September 2024 will allow officers to confirm match funding has been secured. 9. Grant Recommendation 9.1. Application Number 1090 Rural Development Trust – project value £258,719.18 Proposed Grant award £158,719.18 intervention rate of 61% The proposed grant of £158,719.18 will be funded from Middle Muir windfarm which contributes into the REF 9.2. Rural Development Trust (RDT) is a Charity with its purpose being: - To develop and deliver projects which tackle rural issues and improve life for residents of rural communities. They have been involved in a variety of projects in recent years and undertake a range of work including community capacity building, local energy provision and community transport. 9.3. RDT has a 7-member management committee, 20 regular volunteers, one full-time and three part-time staff. Connectivity and travel are at the forefront of the community action plan for the Coalburn area. Consultation with the community has been undertaken and the project has been developed to reflect the views of the community it represents. 9.4. The grant will allow RDT to progress a partnership project involving Coalburn Miners Welfare, Coalburn Community Action Group, South Lanarkshire Council, landowners and other stakeholders, to create an active travel route from Coalburn to NCN74, helping rural communities to safely connect. 9.5. The project requires capital funding to create a new section and upgrade the core path section. Currently there is a missing link between Coalburn and the NCN74 which will require a completely new path. This will create the most direct and safe route between Coalburn and Lesmahagow. It will include core path and various other sections including the former railway Line to Lesmahagow. All sections will require upgrading 101
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to the surface needed to form a two-metre-wide active travel route from the end point near Auldton. Please refer to Appendix 2 which identified the route map. 9.6. RDT's Project Officer will project manage all aspects of the project. This includes the procurement and management of contractor, ongoing landowner and Council liaison. 9.7. The project has been established in response to community consultation which will create a new pathway section and upgrade existing pathways, encourage leisure activities and connectivity within the rural communities. 9.8. The application has been assessed and scored an average of 40 out of 53 supporting a grant award of up to £158,719.18 totalling 61% of eligible costs. 9.9. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 61% of the project value with the match funding as set out below. Funder Stage Value Ian Findlay Path Fund Confirmed £100,000 SLC Renewable Energy Fund Grant (61%) Middle Muir For approval £158,719.18 Total project value £258,719.18 9.10. The project is scheduled to commence in September 2024 and be complete by April 2025. Officers will work with the applicant to monitor progress and any impact on the timescales. 10. Employee Implications 10.1. There are no employee implications arising from this report. 11. Financial Implications 11.1. The awards will come from Nutberry, Auchrobert, Middle Muir and Kype Muir Windfarms which contribute to the REF. The Fund has sufficient resources to meet the proposed grant award commitments detailed in this report. 11.2. REF funding awards are subject to all other funding being secured. 12. Climate Change, Sustainability and Environmental Implications 12.1. The projects will allow groups to continue to support the rural area by providing leisure/sport activities and support outreach and development work. 13. Other Implications 13.1. The risks associated with the project are focused on the potential for cost overruns, delays to the projects or match funding not being secured. Work will continue with the applicant to help ensure match funding is secured and that projects are delivered broadly on time and within budget. 14. Equality Impact Assessment and Consultation Arrangements 14.1 This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 14.2 Community consultation is a requirement for all REF grants awards. Consultation can be referenced through community action plans, independent consultation and social media platforms. 102
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David Booth Executive Director (Community and Enterprise Resources) 23 May 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee 6 Feb 2024 Renewable Energy Fund - Strengthening Links to Rural Priorities. List of Background Papers Completed REF Grant Application Form for application number 1077 Completed REF Appraisal Scoring Sheet for application number 1077 Completed REF Grant Application Form for application number 1092 Completed REF Appraisal Scoring Sheet for application number 1092 Completed REF Grant Application Form for application number 1095 Completed REF Appraisal Scoring Sheet for application number 1095 Completed REF Grant Application Form for application number 1068 Completed REF Appraisal Scoring Sheet for application number 1068 Completed REF Grant Application Form for application number 1089 Completed REF Appraisal Scoring Sheet for application number 1089 Completed REF Grant Application Form for application number 1090 Completed REF Appraisal Scoring Sheet for application number 1090 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Colin McFarlane Project Development Officer Enterprise and Sustainable Development Services E-mail:- colin.mcfarlane@southlanarkshire.gov.uk 103
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Appendix 1 Coalburn – Douglas Path Upgrade 6 105
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Appendix 2 Coalburn – NCN74 Path Upgrade 6 107
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds Kype Muir Windfarm: Connect2Renewables Extension 1. Purpose of Report 1.1. The purpose of the report is to:- [p seek approval for the continuation of community benefits from Kype Muir Windfarm to support the Connect2Renewables employability project [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the funding support of the Connect2Renewables (C2R) programme, as set out at paragraphs 4.4 and 4.5, be approved. [1recs] 3. Background 3.1. The Kype Muir Windfarm was operated by Banks Renewables Ltd who are now OnPath Energy and is located south of Strathaven, with an eligible funding area shown in Appendix 1. 3.2. The developer committed to provide a community benefit package equating to an annual payment of £5,000 per MW of installed capacity. The windfarm comprises of 26 turbines of 3.4KW which in 2019 this generated a community benefit of £442,000 per annum. 3.3. The developer agreed to apportion £1,875 per MW to South Lanarkshire Council (SLC) and £3,125 per MW to Kype Muir Community Partnership (KMCP) an independent community panel consisting of Sandford and Upper Avondale, Strathaven and Glassford, Stonehouse, Lesmahagow and Blackwood and Kirkmuirhill (including Boghead) Community Council areas. 3.4. The Community and Enterprise Resources Committee of 3 September 2019 approved the allocation of £82,875 or 50% of the Council’s community benefit income per annum to the deliver C2R employability programme for an initial 5 years with the remaining 50% administered through the Council’s Renewable Energy Fund (REF) grants programme. 3.5. Banks Renewables along with KMCP agreed to contribute £138,125 per annum to C2R resulting in an annual total budget of £221,000 per annum for a 5 year period until 2024, thereafter subject to review. 7 109
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3.6. The C2R employability programme provides skills development support to unemployed people and/or individuals within the eligible area of the windfarm to gain employment or study. The fund has been used for five categories of support:- Employment incentive programme - where an employer receives a wage subsidy for up to a year to employ someone from the local area. Pre employment support grant - a grant of up to £200 to help move people into work and overcome barriers. Grant towards college living costs - a grant of £500 to anyone starting college/university for the first time who needs additional support. Tailored funding - funding to remove barriers to college or employment and can include contribution to such things as computer training, tools, PPE, driving lessons or lifeguard training for the local leisure centre. Non-financial support from staff - this can include guidance and links to partners and CV advice. 3.7. The C2R employability programme is funded by 2 windfarms: Middle Muir and Kype Muir covering different geographic areas. The Middle Muir funding commitment was extended for 5 years at the Community and Enterprise Resources Committee of 6 February 2024. 4. Connect2Renewables Continuation. 4.1. In early 2023, Banks Renewables commissioned a study on the outcomes of the community benefit funds and specifically C2R which are summarised below. The number of people supported by the C2R employability fund since 2019 Kype Muir Supported into a job through the employment incentive programme 45 Pre-employment support grant 44 Grant towards college living 140 Tailored financial support 24 Non-financial employment support 181 Totals people supported 433 4.2. The study concluded that the initiative has been a success and has had significant benefit to the target groups within the area. 4.3. OnPath Energy (formerly Banks Renewables) and the Council’s Employability Service believe the C2R programme has delivered good results and should continue. KMCP has, however, indicated they wish to withdraw their contribution to the programme from 2024 onwards as they would prefer to have full control of their share of the budget (as set out at paragraph 3.3) to award community grants and focus on projects raised within local Community Action Plans. 4.4. Following the agreement with OnPath Energy and the Council’s Employability Service, it is proposed that the Kype Muir C2R programme is extended for a further 5 years to the end of 2029 using only REF funding. 4.5. The annual income to the SLC Community Benefit Fund from Kype Muir has risen to £291,000 per annum and an allocation of 50% of this to C2R would be £145,500 per annum. This is a reduction in total funding to C2R in the Kype Muir area from £221,000 110
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per year to £145,500 per year, which the Employability Services has agreed is manageable. 4.6. The programme will continue to support unemployed people and/or individuals who require support for skills development within the eligible area of the windfarm. The programme will target early-stage employability activity with a particular focus on disengaged and economically inactive residents with a focus on people experiencing health related barriers and parents including those in low waged/part time jobs, supporting families. The C2R programme will continue to develop and adapt and compliment other Council and national support programmes and adaptations or additional support will be undertaken in partnership with Banks Renewables and the local communities. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. There are no additional financial implications for the Council in managing the C2R programme. 7. Climate Change, Sustainability and Environmental Implications 7.1. The C2R programme complements sustainability aims, supporting local people into local employment and supports local SME employers reducing transport to work demands by delivering local services. Practical examples of this include, local people being helped into local jobs on a dairy farm and the local Coalburn Leisure Centre. 8. Other Implications 8.1. There are no other implications or risks arising from this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. There was no requirement for consultation in terms of the information contained in this report. 9.2. The Council has consulted with OnPath Energy with regards to the future use of the funds. OnPath Energy has undertaken a detailed consultation with local communities regarding the success and outcomes of the C2R programme. Through this consultation KMPC indicated their withdrawal of funding to C2R, however, OnPath Energy is fully supportive of the C2R programme continuing. David Booth Executive Director (Community and Enterprise Resources) 28 May 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 111
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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 Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee 3 September 2019, Community Benefit Funds – New Contribution – Kype Muir Wind Farm Community and Enterprise Resources Committee 6 February 2024 – Community Benefit Fund Middlemuir : Connect 2 Renewables extension List of Background Papers Executive Committee 3 March 2004, Community Benefit: Establishment of a Renewable Energy Fund Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kenny Lean Economic Development Manager (funding and rural) Ext: (Tel: 07469027925 ) E-mail: kenny.lean@southlanarkshire.gov.uk 112
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire Council Bereavement Services Strategy 2024 to 2033 1. Purpose of Report 1.1. The purpose of this report is to:- seek endorsement for the Bereavement Services Strategy for South Lanarkshire which will cover the period 2024 to 2033 2. Recommendation 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Bereavement Services Strategy for South Lanarkshire 2024 to 2033 (Appendix 1) be endorsed; (2) that the new crematorium service time pilot, as detailed in section 4.4, be endorsed; (3) that the new and harmonised charges, as detailed in sections 4.9 and 4.10, be endorsed; and (4) that the recommendations be referred to the Executive Committee on 26 June 2024 for approval. 3. Background 3.1. South Lanarkshire Council operates a Bereavement Service that provides a dignified and sensitive burial and cremation service. The key piece of legislation governing the service is the Burial and Cremation (Scotland) Act 2016 which was passed by the Scottish Parliament on 22 March 2016 and received royal assent on 28 April 2016. The 2016 Act fulfils the commitment of the Scottish Government to implement the recommendations made by: The Burial and Cremation Review Group (2007) The Infant Cremation Commission (2014) The National Cremation Investigation (2016) 3.2. In July 2016 a working group headed by the Scottish Government was formed to work on the regulations of the Act and after prioritising Part 2 (Cremation) of the Act the Cremation (Scotland) Regulations 2019 were introduced from 4 April 2019. 3.3. Having been hampered by the COVID-19 pandemic a working group is still actively working on the regulations for Part 1 (Burial) of the Act. The most recent activity has been a consultation on the regulations which was completed in November 2023. 8 115
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3.4. The Council’s first Cemetery Strategy was presented to the Community and Enterprise Resources Committee on 30 May 2023 and has allowed the Council to implement a strategic approach to the provision of burial ground within the authority area by:- implementing a Cemetery Catchment area which provides area-based measurements of lair availability and usage within each catchment expanding cemeteries increasing capacity within existing cemeteries by:- o recovering underutilised space o reclaiming burial rights in unused lairs 3.5. The Cemetery Strategy set out a new strategic approach to recovering the rights of burial for lairs that have not been used in the last 60 years. This approach prioritises those cemeteries with no or limited capacity and work has commenced, with information gathered on all lairs which fall into this category for Strathaven Cemetery with on-site and lair holder verification now being finalised. Legal advice has been sought regarding how the Council should proceed when a lair owner is deceased with initial letters issued to the last known address of the registered owner. 3.6. Work is continuing with the Council’s Communications department to make best use of the Council’s website and social media platforms to highlight the project and ensure communications have maximum reach. It is expected this process will take a minimum of one year, after which there may be available lairs within the cemetery once again. 3.7. The Bereavement Strategy incorporates the previous work undertaken in the Cemetery Strategy to include the Crematorium to deliver a long-term vision for the Councils Bereavement Service. 4. Bereavement Services Strategy – Key Points Crematorium Services 4.1. The Council provides its cremation services from South Lanarkshire Crematorium, Blantyre. The facility opened in September 2006 and has seen an increase in annual services from 1,164 in 2007 to 1,725 in 2022. Following the national trend the demand for cremation services in South Lanarkshire has increased in comparison to burial services:- 2007 2022 Cremations 1,164 (49%) 1,725 (63%) Burials 1,225 (51%) 1,011 (37%) 4.2. This trend is set to continue along with the need to provide burial ground for the burial of ashes rather than full coffin burials as the chart below demonstrates. 116
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4.3. The crematorium operates with 3 different options of service times and an analysis of the usage of the uptake of services has shown:- Service Type % of uptake (2022) Full services (1 hour slot) 80% Half Services (30 minute slot) 22% Direct Cremation (no attendance) 5% 4.4. Analysis of service usage has shown that the crematorium has unused capacity first thing in the morning. It is not clear if there is a demand for services at this time, however, it is proposed to offer a new type of morning service to establish if there is an unmet need. The service would be offered at 8am and 8:15am and allow for music for entry and exit, a short poem or eulogy and a maximum of 10 mourners. This would add to the options available for a bereaved family and at a lower cost which recognises the continued financial difficulties faced by many at the present time. It is hoped this addition would increase the uptake of early services at the crematorium and would be monitored for a trial period of 6 months. Crematorium Infrastructure 4.5. In terms of crematorium infrastructure, the cremators are now over 17 years old and require regular repair as well as annual servicing. Recurring costs over the last 3 years of over £300,000 are shown in the table below. In addition, major repairs and replacements have been required over the last 3 years at a cost of over £180,000. The service operates a financial sink fund, where any additional income generated is set aside to re-invest in the ongoing maintenance requirements of the crematorium. The cremators become less efficient over time and given their age it is likely they will require to be fully replaced at some point over the next 5 years. Costs will be significant, and the Service will work closely with Finance colleagues to plan well in advance. Year Maintenance, Servicing and Repair Costs Gas Electricity Water SEPA Licence Specialist Waste Removal Total 2020 £34,830 £22,438 £16,128 £6,402 £3,502 £8,159 £93,479 2021 £35,714 £24,942 £16,875 £6,446 £3,542 £5,710 £95,250 2022 £29,525 £64,953 £17,866 £5,813 £3,648 £6,043 £129,871 Total £100,069 £112,333 £50,869 £18,661 £10,693 £19,912 £312,537 117
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Item Cost Replacement hearth £18,062 Replacement analyser £43,000 Rebrick £105,318 Replacement bag filter £15,305 Total £181,685 4.6. Future replacement of the cremators will provide the opportunity to consider larger capacity to meet the increasing requirement for outsized coffins. Accommodating this requirement at the present time reduces the number of services the crematorium can deliver due to the operational impact on the individual cremators. In addition, modern cremators operate using alternative fuel sources, including options for electric and hybrid configurations that will contribute to the Council’s net zero commitments and potentially reduce running costs. IT Modernisation 4.7. The current IT system used by the service has been in place since 2005 and provides a database to store all information and scheduling around cremations, disposal systems and memorials. The system also provides similar functionality for cemeteries and burials. Given the age of the system, it is limited in scope for development and there is an inherent risk with the local storage of essential data. The service is aiming to invest in a new cloud-based system to drive modernisation with the aim of:- providing integrated mapping allowing remote access at site digitising existing paper-based processes and work instructions removing onsite data risk 4.8. Soft market testing has suggested one off costs of such a system in the region of £140,000, with an annual support fee of around £20,000. The Service is working with colleagues in Finance, IT and Procurement to progress the project. Charging Framework 4.9. As the strategy highlights, operating costs for the Bereavement Service and the Crematorium in particular continue to increase. The service has undertaken a review of existing charges and benchmarked against comparators to ensure these are in line with the current market. The review has identified 4 activities where the Council do not currently charge where it is proposed to introduce a charge, these are shown in the table below. The number of these requests received are not currently recorded, therefore, it is not possible to estimate potential additional income. However, as a minimum the introduction of a charge will likely lead to a reduction in requests that will allow the service to focus on value adding activities. New Income Lines Current charge Proposed charge Family Search/Genealogy £0.00 £25.00 Test Dig £0.00 £100.00 Memorial Work Permit £0.00 £45.00 Headstone Fixing £0.00 £150.00 118
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4.10. The review has also allowed the opportunity to harmonise charging across the crematorium and cemeteries and these proposals are show in the table below with the potential financial impact based on 2023/2024 demand and 2024/2025 charging. Any additional income generated by the charging changes will be allocated to the crematorium sink fund to offset future investment and expenditure. Stakeholder Engagement 4.11. The Council recognises the importance of the burial and cremation services provided to the local community and is committed to the on-going and changing needs of the bereaved and the wider community within South Lanarkshire. To ensure that the Council to continues to meet that need, it is proposed to undertake the first broad consultation on the service to include members of the public, funeral directors, clergy, humanists and other celebrants and any other interested parties to identify areas for development or improvement as part of the delivery of the strategy over the next decade. 5. Employee Implications 5.1. No employee implications as result of the contents of this report. 6. Financial Implications 6.1. There are no immediate financial implications of the Bereavement Strategy, however, as highlighted in section 4.5, the cremators will require to be replaced at some point over the next 5 years. It is likely costs will be significant. In addition, it is estimated the cost of upgrading existing and out of date IT systems will be in the region of £130,000. It is anticipated that the Crematorium Sink fund is used to cover costs where possible, with a longer-term plan being considered to ensure funding is available for these projects. 6.2. New and harmonised charges are detailed in sections 4.9. and 4.10. The number of these requests received are not currently recorded, therefore, it is not possible to estimate potential additional income. The Service will monitor uptake of services against the current budget. However, as a minimum the introduction of a charge will likely lead to a reduction in requests that will allow the Service to focus on value adding activities. 7. Climate Change, Sustainability, and Environmental Implications 7.1. The Bereavement Services Strategy will support delivery of the Council’s Climate change and Sustainable Development Strategy and progress more sustainable options for delivery of services such as alternatives to coffin and burial provision and woodland burials. 7.2. The crematorium is fully abated (abatement is where the toxic gases are removed and are not released into the atmosphere) and, therefore, has a low environmental impact which is in line with the Council and the Resource’s commitment to sustainable environment. Existing Service Lines Current charge Number 2023/2024 Total Proposed charge Estimate 2024/2025 Right of Burial Crematorium £832.22 36 £29,959 £532.65 £19,175 Lair Memorial and 30 letters Incl in above - £400.00 £14,400 Interment Fee Crematorium £89.19 - £284.91 £10,256 Total £29,959 £43,831 119
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7.3. A screening determination was completed in relation to the Strategic Environmental Assessment (SEA) which confirmed there is no need for a separate SEA for these proposals. 8. Other Implications 8.1. The Council’s obligations under the Fairer Scotland Duty and the Consumer Duty have also been assessed in respect of these proposals. In terms of the Fairer Scotland Duty, whilst this proposal is not a new strategy it is the introduction of four new charges for services that are currently provided for free. The assessment does not anticipate a negative impact on residents as two of the charges will primarily impact on businesses and the other two are optional services. In terms of the Consumer Duty the assessment is similar and for the same reasons. If requested by an elected member, copies of the impact assessments are available from the report author. 9. Equality Impact Assessment and Consultation Arrangements 9.1. An equality impact assessment (EQIA) has been undertaken during the development of the proposals to identify and mitigate any negative impacts and seek opportunities to promote equality. 9.2. The assessment is that the proposals do not have any adverse impact on any of the protected characteristics groups. 9.3. A full consultation will be undertaken with members of the public, funeral directors, clergy and other stakeholders to shape the strategic direction of the Service over the coming years. David Booth Executive Director (Community and Enterprise Resources) 29 May 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 towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References Community and Enterprise Resources Committee – 30 May 2023 List of Background Papers None 120
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kevin Carr, Head of Facilities, Waste and Grounds Tel: 07788 351841 E-mail: kevin.carr@southlanarkshire.gov.uk 121
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Facilities, Waste & Grounds Services Bereavement Services Strategy 2024 – 2033 8 123
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Contents Section Title 1.0 Introduction 2.0 Purpose and Vision 3.0 Legal Context 4.0 Demographic Context, Demand and Capacity 5.0 Crematorium Rules and Areas for Development 6.0 Cemeteries Rules and Areas for Development 7.0 Infrastructure and Maintenance 8.0 Pricing Structure 9.0 Bereavement Services Strategy Short, Medium and Long Term 124
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1. Introduction 1.1 This ‘Bereavement Services Strategy’ is a strategic document which will assist the Council in providing, maintaining, and managing its crematorium and cemeteries over the long term. This strategy includes all aspects of the management and operation of the Council’s Bereavement Services. 1.2 Within Community and Enterprise Resources, Bereavement Services manage their cremation service from South Lanarkshire Crematorium and all cemeteries within the South Lanarkshire Council area. 1.3 The maintenance of the grounds at South Lanarkshire Crematorium are managed by Bereavement Services staff based at the crematorium. The maintenance of the grounds within the Cemeteries are managed by Grounds Services. 2. Purpose and Vision 2.1 The strategy will set out the current provision, legislation and the short, medium and long-term needs for bereavement services provision in the Council area. 2.2 Bereavement Services are an integral part of our community infrastructure, and the Council is committed to providing our services with dignity, respect, competency, and efficiency. Our service is at the heart of the community, and as such, we offer a high standard of care and options to ensure that each member of the community can have a funeral which is meaningful to them and their family. 2.3 With the legal responsibility to provide burial ground, the Council is committed to ensuring there is adequate provision within each geographical area of the authority. 2.4 Our vision is to meet the on-going and changing needs of the bereaved and the wider community within South Lanarkshire. 3. Legal Context 3.1 Following the Burial and Cremation Review Group 2007, the Infant Cremation Commission (2014), and the National Cremation Investigation (2016), the Burial and Cremation (Scotland) Act 2016 was passed by the Scottish Parliament on 22 March 2016 and received Royal Assent on 28 April 2016. The Act fulfils the commitment of the Scottish Government to implement the recommendations made by these groups. 3.2 In July 2016 a working group, headed by the Scottish Government, was formed to commence work on the regulations of the Act. Priority was given to implementing Part 2 (Cremation) resulting in the Cremation (Scotland) Regulations 2019. The working group was made up of different areas of the industry including local authorities, Funeral Directors and Crematorium Authorities, the work from which led to the new regulations being introduced from 4 April 2019. 3.3 Whilst there is no legal requirement for a local authority to provide a crematorium as a crematorium authority, we are obliged to comply with all aspects of the regulations set out in the Cremation (Scotland) Regulations 2019. As a Crematorium Authority, we require to comply with annual inspections which are carried out by the Inspector of Burial, Cremation and Funeral Directors. 3.4 Whilst the Council have the legal and statutory requirement to provide burial ground within the authority, there is no legal nor statutory requirement for the Council to provide burial ground within each town or within any specific area. The Burial and Cremation (Scotland) Act 2016 states that for the provision of burial ground, each local authority: 125
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• Must provide one burial ground within the area of the local authority, and; • May provide other burial grounds within that area. 3.5 The Burial and Cremation (Scotland) Act 2016 also provides for two or more local authorities to provide burial ground jointly. 3.6 All burials must be authorised by the appropriate local authority and under the Act this will cover private burials (those burials which occur in any land other than a cemetery). The Council will be required to keep a register for private burials. 3.7 The right of burial can only be sold by the local authority, and at present, rights are sold in perpetuity/. However, on implementation of the full Burial and Cremation (Scotland) Act 2016, rights will be sold on a lease basis of 25 years (excluding those lairs owned by the Commonwealth Graves Commission, these rights will remain in perpetuity). After the initial 25 years, with the burial authority’s agreement, the lease period can be extended every 10 years thereafter. 3.8 The Burial and Cremation (Scotland) Act 2016 makes provision for inspection of crematorium and burial authorities which the Council are required to comply with. The inspections for the crematorium are carried out annually and are conducted by the Inspector of Burial, Cremation and Funeral Directors. 3.9 When the burial regulations are implemented, we will be inspected annually as a burial authority also by the Inspector of Burial, Cremation and Funeral Directors. 3.10 Under the new Burial and Cremation (Scotland) Act 2016, and previously the National Assistance Act 1984, the Council has a legal obligation to provide either a burial or cremation service for anyone who dies within the local authority area who has left no funds for their funeral, nor anyone willing or able to pay for a service. Working with other partners (for example: Police, Hospitals, Care Homes, and Social Work Departments along with family and friends), we arrange a dignified service for the deceased, ensuring that any religious and cultural beliefs or preferences are recognised and respected. 3.11 A Burial Regulations Working Group is still actively working on the regulations for Part 1 (Burial). Although it has been hampered by Covid-19 pandemic, the current iteration of the group, set up in December 2021, seeks to continue the work of the previous working groups. The remit of the group is to inform the regulations of burial grounds and authorities in Scotland, the development of statutory guidance and the creation of a Code of Practice for burial authorities. South Lanarkshire Council are actively participating in the working group for the regulations and, in November 2023, completed the consultation paper for the Management of burial grounds, application for burial, exhumation, private burial, and restoration of lairs: regulation of Scotland. 3.12 The Burial & Cremation (Scotland) 2016 Act covers alternative methods of disposal of human remains: • Section 99 of the Burial & Cremation (Scotland) Act 2016 enables Scottish Ministers to make regulations to extend the application of the 2016 Act to encompass new methods of disposal of human remains. The proposals to regulate alkaline hydrolysis (water cremation) aim to provide the public a possible alternative choice to burial and cremation. These regulations are part of a public consultation (November 2023) 126
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Whilst this is only in the consultation stage at present, it is important that as part of our strategy, the Council keep in mind that alternative methods may become more desired by the Community, and we should therefore keep in line with the legislation and how the consultation progresses as a way forward. 4. Demographic Profile, Demand & Capacity 4.1 South Lanarkshire is an area of 684 square miles with a population of 322,630 (as at 2021). 4.2 There is one crematorium within South Lanarkshire area (South Lanarkshire Crematorium in Blantyre). The crematorium opened in September 2006 and this opening allowed for the formation of Bereavement Services. 4.3 There are 55 cemeteries within the South Lanarkshire area, for which we provide operational works. These include churchyards, small rural cemeteries, and large urban cemeteries. Within the 55 cemeteries, there are 2 cemeteries which are privately owned and for which the Council carries out excavation works required for burials. Locations are outlined in the image below: 127
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4.4 The crematorium is a modern facility and sits in tranquil landscaped gardens, which have proven to be popular with the bereaved, funeral directors and clergy. The crematorium grounds provide various memorial options for bereaved families from the traditional book of remembrance to memorial trees, wall plaques and family lairs. 4.5 The crematorium conducted 1164 cremation services in the first full year of opening. This has risen to 1725 in 2022. (Note: 2022 figures have been used throughout this document as this is the most up to date figure available for deaths in the local authority area). 4.6 The demand for cremation services has increased since the crematorium opened. This trend follows the national trend for increasing cremation demand and is demonstrated by the figures produced by the Cremation Society. The latest statistics for Scotland in 2022 show that from annual deaths of 62,941, 45,102 (71%) were cremations. This compares to 2007 where annual deaths for Scotland were 56,313, 34,557 (61%) were cremations. • For comparison, in South Lanarkshire in 2007, there was a total of 2390 cremations and burials (1164 (49%) were cremations and 1226 (51%) were burials). • In South Lanarkshire in 2022, there was a total of 2736 cremations and burials. (1725 (63%) were cremations and 1011 (37%) were burials). 4.7 The graph below demonstrates this clear trend of increasing cremations and decreasing full burials. It should be noted that 2020 should be considered as an exceptional year due to the Covid-19 pandemic. *For clarification, a full burial is the burial of a coffin, and an ashes burial is the burial of a set of cremated remains. 128
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4.8 With an increase in the number of cremations comes the demand for more burials of ashes. The chart below shows the trend for cremations, full burials, and ashes burials. Please note, these figures do not include the family lairs at the crematorium (424 at present, averaging 56 per year). 4.9 Looking at the next 10 years, this trend is set to continue as the chart below demonstrates. The interment of ashes at the crematorium is not included in the below data. 4.10 At present, the family lairs are the most popular memorial choice, and is the only memorial where a burial of ashes can be carried out within the crematorium grounds. There are currently 424 family lairs within the grounds. On average, we release 28 lairs biannually in Spring and Autumn. As with the right of burial in cemeteries, the family lairs are presently sold in perpetuity. However, when the burial regulations are implemented, the family lairs at the crematorium will be sold on a 25-year lease basis, as per the burial regulations. This may lessen the appeal of this memorial as an option. 1164 1215 1282 1279 1369 1491 1423 1355 1526 1606 1612 1673 1682 1945 1749 1725 1226 1213 1137 1169 1143 1068 1055 1049 1111 1029 1019 1033 981 1071 1022 1010 270 289 293 242 240 261 241 218 257 279 228 222 262 176 290 272 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Cremations, Full Burials, Ashes Burials 2007 to 2022 Cremations Full Burials Ashes Burials 129
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4.11 Currently there are over 105,000 existing lairs across all South Lanarkshire Cemeteries, with a further 4,024 new lairs available. On average, there are 1,154 interments every year, of which 342 are new lairs. 4.12 As detailed in the Bereavement Services Cemetery Strategy, passed by Community & Enterprise Resource Committee on 30 May 2023, on-going land provision is becoming more difficult to source as available land use changes for community requirements as well as the suitability of land to be used for burials. Therefore, the Council is required to achieve maximum land use throughout the Council area and within our existing cemeteries, whilst maintaining our legal obligation to provide burial ground. 4.13 A key aim of our strategic approach to cemetery provision was to establish catchment groupings in geographical location within the authority area. This approach has allowed us to measure lair availability and usage within each catchment area and provide the most appropriate burial provision within communities. The work is continuing, and we aim to increase capacity in the following cemeteries: • Philipshill Cemetery – The extension is expected to be completed by March 2024, providing an additional 1,117 new lairs. • Douglas Cemetery - Planning permission has been received to create an extension which will provide an additional 391 new lairs. As there is currently sufficient capacity in the catchment, it is proposed to begin work on the extension in 2-3 years. • Springbank Cemetery – This has the potential maximum capacity of 8,000 lairs within the Council’s existing land ownership. This will require enabling infrastructure at the appropriate time to increase capacity. 4.14 The Council has commenced the work to increase new lair provision within our existing cemeteries. The first will see a pro-active approach to recovering underutilised space within individual cemeteries. Recent work in this area has identified the potential creation of 27 new lairs within Strathaven Cemetery. Similar investigatory work in Rutherglen Cemetery has identified potentially 65-70 new lairs, and a further 100 at Philipshill. A programme of work will be developed to identify further opportunities to increase new lair capacity from existing cemetery provision. 4.15 Furthermore, within the legislative framework, councils have the powers to reclaim burial ground for which the right of burial has been purchased in advance, and where no interments have taken place over a period of time. Within the Council’s current policy this period is 40 years. However, this is believed to be too short a timeframe. It is proposed to increase the period of inactivity to 60 years, and the Council will now begin the legal process to reclaim lairs unused after this timeframe or longer. 4.16 The following graph highlights the difference between the deaths which have occurred in South Lanarkshire and the cremation and burial services which took place in the authority area: 130
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The above data demonstrates that a significant number of deaths have occurred in South Lanarkshire where the service has taken place elsewhere. Although there will have been deaths which have occurred in South Lanarkshire where the person was resident out with the authority area, and it is assumed their services were therefore held elsewhere to assist in the understanding and development of our services, there is a need to investigate the reason/s for the gap between the numbers. 4.17 It would be proposed to conduct a public consultation on cremation and burial facilities within the local authority area. This would gather information on the aspects and demands of the service, and feed information into the rules and areas for development within each part of the service. It is expected that this consultation will allow a full analysis of both the crematorium and cemeteries service including: • Service users - Geographically • Reasons for choosing South Lanarkshire for burial or cremation • Reasons for not choosing South Lanarkshire for burial or cremation • Service times • Memorialisation • Comparisons with neighbouring crematoria • Burial types (i.e. the desire for green/natural burials) 5. Crematorium Rules and Areas for Development 5.1 A crematorium management plan is required under the Burial & Cremation (Scotland) 2016 Act. The South Lanarkshire Crematorium Plan was created in 2019 following the implementation of the Cremation (Scotland) Regulations 2019. This plan covers: • Administration function of the service • Maintenance procedures and servicing of equipment • SEPA permit, inspection reports and contact details • Disposal of cremation residues procedures • Disposal of ashes procedure • Increase in unexpected numbers procedure • Contingency arrangements • Plan review 3,440 3,382 3,212 3,207 3,214 3,439 3,329 3,323 3,497 3,529 3,523 3,603 3,522 4,221 3,942 3,818 2,390 2,428 2,419 2,448 2,512 2,559 2,478 2,404 2,637 2,635 2,631 2,706 2,663 3,016 2,771 2,736 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Total Registered Deaths to South Lanarkshire Services in South Lanarkshire Registered Deaths Total Services in SLC 131
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5.2 As a Crematorium Authority, we are inspected annually by the Burial, Cremation & Funeral Director Inspector. These inspections include: • Cremation Fees • Staffing Levels • Office Management • Annual Cremation Number • Cremation/Identity Card Process • Recovery of Ashes • Ashes Policy • Cremators • Sample of Cremation Register • Use of baby tray • Pregnancy Loss Policy/Procedure • Metal Extraction • Crematorium Management Plan • General Observations/Recent Changes • Overall Assessment 5.3 A Crematorium Authority requires to hold a licence to cremate. This involves an annual inspection by the Scottish Environmental Protection Agency (SEPA) who issue the licence to cremate and without which the crematorium cannot operate. 5.4 The crematorium is fully abated (abatement is where the toxic gases are removed and are not released into the atmosphere), and therefore has a low environmental impact. This is in line with the Council and the Resources commitment to sustainable environment. The technology and equipment required for the abatement system was invested in the facility from the beginning, with a commitment to sustainable environment in mind. 5.5 A heat exchange system is currently in place where the heat generated from the cremators heats the crematorium buildings, which aids the running of the crematorium and assists both financially, and in line with the commitment to sustainable environment. 5.6 The crematorium requires specialist staff to carry out a cremation. Each qualified staff member must be certified as a Crematorium Technician. Our staff are trained and certificated by the Federation of Burial and Cremation (FBCA). Following the Infant Cremation Commission (2014) and the National Cremation Investigation (2016), South Lanarkshire Crematorium became a training centre for the infant module cremation. Working with the FBCA we continue to provide this training service monthly. 5.7 There are currently three permanent fully trained Crematorium Technicians and two permanent Grounds Maintenance Operatives. The Grounds Maintenance Operatives cover Crematorium Technician duties as and when required (1 Grounds Maintenance Operative is a certified Crematorium Technician and 1 is currently undergoing the relevant training). 5.8 Service Times and Availability The crematorium has 11 service slots available per weekday and 5 service slots on a Saturday. This gives a potential availability of 60 service slots per week. The following tables highlight the availability and the percentage of the slots taken, and how much the facility is being utilised, divided by different service types during 2022. 132
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2022 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Full Services 138 143 152 138 142 134 118 147 111 119 137 128 1607 Availability 149 156 177 167 170 170 167 177 170 167 170 160 2000 Percentage 93% 92% 86% 83% 84% 79% 71% 83% 65% 71% 81% 80% 80% 2022 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Half Services 17 15 9 11 14 14 5 8 7 7 3 14 124 Availability 42 44 50 47 48 48 47 50 48 47 48 45 564 Percentage 40% 34% 18% 23% 29% 29% 11% 16% 15% 15% 6% 31% 22% The most popular time slots are those for a full service. These slots are at 1-hour intervals and operate from 9am to 3pm on a weekday and 9am to 12pm on a Saturday. The half service slots run for up to 30 minutes, and there are 2 half service slots available each weekday (8:30am and 4pm) and 1 available on a Saturday (8:30am). There are 2 service slots per weekday, at 8am and 8:15am, for direct services. These services are dedicated to those who do not wish for anyone to attend the service nor any music/tributes etc. The following table highlights the number of direct services available, and the percentage of the slots taken during 2022. 2022 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Direct Services 3 2 0 1 1 1 1 3 3 3 2 6 26 Availability 38 40 46 42 44 44 42 46 44 42 44 40 512 Percentage 8% 5% 0% 2% 2% 2% 2% 7% 7% 7% 5 15% 5% 5.9 After analysing the usage of the service slots, it is proposed to change the format of the services offered at 8am and 8:15am to allow for an additional option: • Retain the direct cremation (no mourners, or tributes) • Create the additional option of a simple service to include entry and exit music, a poem or short eulogy, and a maximum of 10 mourners. These options would be offered at the same time on the usual first come first served basis. This would start with a trial period of 6 months to determine level of interest and take up of the additional options. 5.10 The crematorium also offers the full service and the half service time slots for memorial services where only the use of the service room is required. There were 32 memorial services booked in 2022 and these are included in the full-service numbers shown above. The service room allows for seating of 160 mourners and is larger than the service room offered at funeral 133
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directors. Once the memorial service has been conducted, the deceased is usually taken for burial in a cemetery, although families can book the service room for a memorial service. 5.11 It should be noted that there are inhouse reasons that services may not have been taken: • Servicing/Maintenance of cremators which require service times to be closed. • “Outsized” cremations which require services to be closed off to allow cooler cremators and reduce pressure on the cremators. 5.12 The table below shows the time slots for full services and the uptake by quantity and percentage of each time. There is quite an even split between the time slots however 11am is the most popular which is due in the most part to church service times and the 11am is generally the first time to be booked on any given day. 2022 9am 10am 11am 12pm 1pm 2pm 3pm Number 113 265 277 250 235 243 224 % of Services 7% 17% 17% 16% 15% 15% 14% 5.13 There are external reasons that a service time is not taken, and this may include: • Funeral Director availability • Church availability • Crematorium location The influence of funeral directors, clergy, humanists, and celebrants on the choice a family makes for cremation cannot be underestimated. It is accepted that the majority of services booked at the crematorium are within an 8-mile radius of the facility. A consultation with the above groups and individuals will assist in developing our future services and how we can promote the facility to other geographical areas. 5.14 Cremator Service Agreement & Financial Information The crematorium currently operates with 2 gas cremators supplied from Facultative Technologies, who are also responsible for the servicing of the equipment. The current service agreement commenced 1 June 2022 and runs until 30 May 2026 (with the option to extend for a further 24 months thereafter). The cremators are expensive to maintain. The table below outlines the total yearly cost of routine maintenance/servicing/running costs between 2020 and 2022: Year Routine Maintenance, Servicing & Running Costs 2020 £93,479 2021 £95,250 2022 £129,871 134
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Over the past 3 years, major works have been required, totalling £181,685. The breakdown of works is as follows: − Replacement hearth £18,062 − Replacement analyser £43,000 − Rebrick £105,318* − Replacement bag filter £15,305 Total (£181,685) *For comparison of increasing costs, the previous rebrick was carried out in 2017 and cost £77,712. The 2023 rebrick cost shows an increase in cost of 35.52%. The crematorium and the cremators are now over 17 years old and although they have been well maintained over the years with major works and replacements, it will be difficult to maintain replacing parts. Therefore, we expect that completely new cremators will be required to be fitted at some point. This will incur significant costs to ensure the equipment is fit for purpose. The Council will continue to set money aside to fund on-going works. The cremators are no longer as efficient as they once were and are being overtaken in the industry by newer crematoriums/cremators with the ability to handle more outsized coffins. Currently when we receive an outsized coffin it requires to be a morning service to allow for a cooler temperature. As the cremation process takes longer, we require to close off other service time which is a potential loss of business to the Council. The cremators work from the same filtration system which means when an outsized cremation is taking place both cremators cannot be operated. An additional larger cremator would allow all oversized cremations to be operated from a standalone machine without the need to close off services to the other cremators. Development 5.15 As part of the strategy management rules for the crematorium, grounds and memorialisation require to be created and implemented. 5.16 The proposal for a consultation will assist in information gathering as to how we can increase uptake on service times and help to mould our cremation services to maximise its potential. It is hoped that the consultation will give insight on our service times and would assist in developing and expanding the future of our cremation provisions. 5.17 South Lanarkshire Crematorium are currently part of the ICCM (Institute of Cemetery and Crematorium Management) recycling of metal scheme. The scheme operates with an independent company based in the Netherlands called Orthometals, who make an annual collection from the crematorium. Via the ICCM, all monies received, less administrative and operating costs, are donated to UK charities. As a member of the scheme, South Lanarkshire Council can nominate 2 charities to benefit from the funds. The current nominated charity for South Lanarkshire is Kilbryde Hospice. The most recent donation made in January 2024 totalled £14,000. 5.18 It is proposed as part of the Bereavement Services Strategy that the possibility of an alternative disposal for the recycled metals with a company based in the UK is considered. It is believed that a higher value from the alternative company would be received (RS Bruce current estimation is to receive 33% more funds than the current agreement with ICCM/Orthometals). The distribution of the payment details could be to that of the Council to allow the distribution of the funds as the Council sees fit. This payment could in part be donated to charity and part to improvement works at the Crematorium. 135
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5.19 Due to the Covid-19 pandemic, the Council engaged with a company to allow a webcast system. The company, Obitus, was put in place to allow services to be webcast live and to provide an extra facility to allow family and friends to view services whilst attendance numbers were restricted. In November 2020 the Obitus system was implemented in full which allowed the music to be streamed through the system and visual tributes to be arranged thereby negating the need for CD’s, DVD’s, USB’s etc. This made our music and tribute service more efficient. The system generates additional revenue for the crematorium and is currently being reviewed for an upgrade to allow a more efficient and streamlined service. 5.20 The memorialisation available at the crematorium is an on-going element of service delivery and is a significant income generator. There are various options with the memorials and the consultation will include questions on the memorialisation, alongside an evaluation and review of the current memorials. As we are always looking to improve and provide additional choices, there is currently a new woodland scattering area under development at the crematorium which will provide an alternative location for scatterings within the grounds. 5.21 When a coffin is being placed in the cremator it is known as ‘charging the coffin’ and is currently carried out manually by trained crematorium staff. The dignity of the deceased during the cremation process is of the utmost importance for any cremation but in particular when handling an outsized coffin as it places larger pressure on staff to ensure that the coffin is positioned in the best possible advantage for the cremation process. It is proposed that an investment through the Crematorium Sink Fund is made for an automatic charger to reduce stress and strain on staff, prevent injury and to promote best practice when charging a coffin. 5.22 Furthermore, new cremators offer ability to utilise various fuel sources, including options for electric and hybrid configurations. It is recommended that these options are given consideration for any renewal of the cremators and would support the Council’s sustainability development strategy. 6. Cemetery Rules and Areas for Development 6.1 The Cemetery Rules and Regulations are the basis for the management of cemeteries. They enable the public, funeral directors, and memorial masons to understand the rules that the Council applies within all Council Cemeteries. 6.2 In addition, Council Officers follow these rules and regulations to ensure the cemeteries are managed and operated in a common sense, practical and sympathetic manner. The following areas are covered within our Rules and Regulations. • Layouts of cemeteries and designation of plots • Rights of Burial • Burials • Memorialisation • Preparation of lairs • Register of burials • Charges and Fees 6.3 The regulations, which will follow the Burial and Cremation (Scotland) Act 2016 legislation, are still being established and will form part of a consultation undertaken by the Scottish Government working group. Once the results of the consultation have been processed, the working group will start finalising the regulations. It is anticipated there will be further contact requested of us by the working group via SBBG (Scottish Bereavement Benchmarking Group) of which we actively participate in. 136
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6.4 A Cemetery Management Plan will require to be completed in line with the Burial and Cremation (Scotland) Act. The full extent of this requirement will be laid out in the regulations produced following the implementation of the burial regulations. Cemetery Headstones/Memorials 6.5 Bereavement Services are responsible for the management of headstone placement within our cemeteries. As a burial authority there is a duty of care for the safety of both visitors and staff. To meet this duty of care, a Memorial Mason Registration Scheme was set up in 2015, whereby memorial masons would be required to register with South Lanarkshire Council prior to them undertaking works within our cemeteries. This allows the service to check that memorial masons are carrying out works within our guidance; that their work conforms to the appropriate standard, and that they have appropriate public liability insurance. 6.6 Furthermore, the Council conducts a headstone safety check as part of a rolling five-year programme in all our cemeteries. In doing so, advance notice is given to the public and Councillors of the programme, whilst reporting the actions that we take and those a family may require to take, following a headstone being deemed unsafe. Previously the headstone inspection programme implemented by the Council was produced with guidelines issued by the Scottish Government. However, the inspection of headstones will be included in the regulations set out by the Burial and Cremation (Scotland) Act 2016 and will require to be reviewed and updated in line with proposed regulations. It is recommended that a review is carried out as part of the programme to allow dedicated staff, who are fully trained, to be able to re-erect headstones. This would increase our service/revenue potential. Rights of Burial 6.7 The Council understands families may not want a traditional type of coffin or burial and therefore we explore alternative options, such as sustainable and woodland burials, and environmentally friendly coffins made of materials such as wicker or cardboard. Current burial practice allows for the burial of full (coffin) and ashes. The Council is committed to working with religious, ethnic, and culturally diverse groups to provide a range of burial options that meet the needs of our community. Currently. we provide dedicated burial areas as detailed below: • Chinese community in Priestfield Cemetery • Coptic Orthodox Church in Bent Cemetery • Muslim community in Bent Cemetery (the Muslim faith also requires, where possible, for a burial to take place within 24 hours of death) 6.8 Current procedures allow for the termination of the right of burial in lairs which have not been used for 40 years. However, it is proposed to extend this to a period of 60 years to ensure a more appropriate time has elapsed. The process of terminating the rights of burial requires a letter to be issued to the registered lair owner to advise on the intention. There is also a further requirement to place adverts in two national newspapers and two local newspapers asking for any lair holder to come forward. It is anticipated this process will take 18 – 24 months to complete and will target the following cemeteries in the first phase: 137
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• Strathaven • Rutherglen • East Kilbride • Lesmahagow Following the approval of the Bereavement Services Cemetery Strategy 2023, work has commenced on the termination of rights on those cemeteries with no or limited burial capacity. 7. Infrastructure and Maintenance 7.1 The Council acknowledges that the appearance of the crematorium and cemeteries can be enhanced by good maintenance, in keeping with a peaceful and respectful environment. 7.2 Maintenance of the crematorium is incorporated within the scope of duties of crematorium operational staff. Staff are trained on grounds maintenance as well as crematorium technician roles to enhance the working of the crematorium. Duties include: • Front of house duties • Back of house duties • Maintenance of cremators • Grass cutting • Excavations for interments in family lairs • Carrying out ashes burials/scatterings • Witnessed burials/scatterings service • Care and placing of memorials • Plants/Shrubs • Weeding/borders/beds • Tree maintenance • Litter picking • Customer Contact 7.3 Maintenance of cemeteries is provided by Grounds Services. Cemetery staff are specially trained due to the nature of the work with duties including grave digging and liaising with bereaved families. Duties undertaken in this role are: • Digging graves • Assisting burials • Cutting graves • Weeding and borders • Topping up of graves • Cleaning and tidying up • Inspection of approved Memorial works • Testing of Memorials and Headstones 7.4 The Council is responsible for the ongoing and long-term maintenance of associated infrastructures within cemeteries such as the roads, footpaths and walls. Given the age of many of our cemeteries, the maintenance requirements are increasing every year. Many of the boundary walls around our churchyards, both in urban and rural areas, are deteriorating, with sections of some cemeteries being closed off for safety. 7.5 The Council has allocated funding in the Capital Programme for new cemeteries, extensions, and infrastructure. This funding will be aligned with existing commitments and proposals outlined in the strategy: • Completion of Philipshill cemetery extension • Douglas cemetery extension 138
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• Enabling infrastructure for the recovery of space within existing cemeteries • Ongoing infrastructure maintenance of roads, footpaths and walls 7.6 It is anticipated that further funding may be required following the 5-year capacity review process – should further capacity be required in current cemeteries. The headstone inspection and stabilisation programme has been supported by annual allocations from the Councils capital programme. The service will continue to bid for funding through this annual process to support this ongoing programme of work. 8. Pricing Structure 8.1 Fees and charges are reviewed and set annually and are linked to the need for investment in our crematorium and cemeteries and to meet the needs of our bereaved and wider community. 8.2 All fees and charges are determined by balancing what is a reasonable charge and the cost of managing and operating the crematorium and cemeteries. It is important to note that the operating and managing costs of both the crematorium and cemeteries are increasing and with known difficult financial situation for the Council it is noted that we require to look to other areas within the service to promote additional income. 8.3 An analysis of the current products shows a difference between the cost of an ashes only lair at the crematorium as opposed to the cemeteries: • Current cost of family lair at crematorium - £832.22 (this is inclusive of a memorial block and 30 letters of inscription • Current cost of an ashes only lair in the cemetery - £532.65 (this is only the cost for the right of burial 8.4 It is therefore proposed that a right of burial cost should be the same charge whether at the crematorium or the cemetery (currently £532.65), and the memorial fee would then be charged on top of this for family lairs at the crematorium. This would give an approximate lowest cost of £932.65 (currently £832.22). It is also noted that the family lairs at the crematorium are inclusive of the first interment free, and it is therefore proposed that this is removed to bring in to line with the burial fees. 8.5 It is further proposed that the interment of ashes fee should be the same whether it is carried out at the crematorium or in the cemetery. Currently additional interments at the crematorium are charged at £89.19 however the same service in a cemetery would cost £284.91. 8.6 When comparing South Lanarkshire Council’s current service fees with neighbouring local authorities, it is clear there are areas within the service where a different pricing structure could be suggested for services such as: • Family Search/Genealogy • Memorial Fees • Test Digs Family Search/Genealogy 8.7 At present, neighbouring local authorities charge for undertaking this search, with Glasgow City Council charging £79.50, and North Lanarkshire Council charging £20. The current price list includes a for family search/genealogy cost for South Lanarkshire Council of £17.92 - although this fee has never actually been charged as the search is completed within 30 minutes. However, it should be noted the time it takes to respond to customers who 139
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often respond to the initial email with follow-up enquiries. It is therefore proposed that flat a cost of £25 per search is implemented which would be required to be paid before a search is carried out. Note, this would not be applied to any searches required for an imminent burial. Memorial Fees 8.8 At present, neighbouring local authorities charge for the issuing of a memorial fee permit, with Glasgow City Council charging £75, and North Lanarkshire Council charging £43. Currently there is no charge for the issuing of a permit for the cleaning of headstones, added inscriptions, or restoration of lettering. Therefore, it is proposed to set a charge for a memorial permit for work on a headstone at £45.00 (excluding foundation fee). Test Digs 8.9 There are a number of local authorities within Scotland that charge for test digs. These are sometimes requested, and it is proposed to implement a charge for this service. The table below shows the current Scottish Councils who charge for this service and their current charge. Test Digs Cost Scottish Borders £812.00 City of Edinburgh £424.00 Aberdeenshire £239.00 Falkirk £170.00 Highland £153.10 Aberdeen City £123.00 Moray £120.05 From the data above, it is evident that there is a variance in the prices charged. We would propose to implement a charge of £100.00 per test dig. However, this charge would not apply to an imminent burial, as this tends to be part of the excavation for the burial itself. Moving/Re-erecting Headstones 8.10 Currently, when an existing headstone requires to be moved and then re-erected to allow an excavation/burial in a lair in a cemetery, the cost to the Council can be up to £500 per headstone. Therefore, it is recommended to explore options of carrying out the work of re-erecting headstones internally, thereby eliminating the need for an outside company to complete works. This would allow an additional service to be offered to families to re-erect any unsafe headstones. It should be noted that careful consideration is required in offering this service as the Council may be accused of deliberately making a headstone unsafe to gain income. 9. Bereavement Services Strategy - Short, Medium and Long Term 9.1 Short Term Strategy • Catchment capacity to be reviewed every 5 years. • Complete the extension at Philipshill Cemetery, providing over 1000 new lairs. • Re-evaluate our existing cemeteries to recover underutilised space for new lairs and smaller ashes-only lairs. • Begin the first phase of the process of terminating the rights on lairs which have not been used in excess of 60 years. 140
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• Reduce paper-based systems and replace these with electronic systems, including handheld devices for front line staff. • Complete a public consultation on service provision of cremation and burial and analyse information received. • Adapt all systems and plans to incorporate legislation following implementation of the burial regulations following Burial and Cremation (Scotland) Act 2016. • Create crematorium management rules. • Adapt cemetery management rules. • Review and adapt Memorial Mason Registration Scheme to ensure this is fit for purpose. • Create forums for funeral directors to improve working relationships. 9.2 Medium Term Strategy • Complete the extension at Douglas Cemetery. • Explore options for the provision of alternative burial provision, including woodland burial sites. • Modernise and improve IT systems to provide better data for the service and enabling more effective performance reporting. • Update lair maps in all cemeteries. • Review charges in line with benchmarking of other local authorities. • Progress a workforce plan to ensure continuity of services. • Update and adapt the headstone inspection programme to ensure it is fit for purpose. • Ensure that all reasonable measures are put in place to guarantee accessibility of cemeteries (under the Equality Act, 2010). 9.3 Long Term Strategy • Complete a Bereavement Strategy, incorporating all elements of the service, including Crematorium provision. • Undertake the first 5-year review of cemetery catchment capacity. • Develop proposals for infrastructure investment (roads, footpaths, walls). • Work with religious, ethnic, and culturally diverse groups to provide a range of burial and cremation options that meet the needs of our community. • Continue working with Memorial Mason Registration Scheme. • Investigate the benefit of electrical cremators for any potential expansion of cremation services. In particular, the cost effectiveness and the environmental impact. 141
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Introduction of Charge for Uplift of Household Garden Waste (Burgundy) Bin 1. Purpose of this Report 1.1. The purpose of the report is to:- seek endorsement from the Committee on a proposal to introduce a charge for the uplift of burgundy bins containing garden waste 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the proposal, detailed at section 4 of the report, to introduce a charge for the uplift of burgundy bins containing garden waste be endorsed; (2) that the increase of the Waste Services’ establishment by 4 FTE on a temporary basis and 9 FTE on a permanent basis, as detailed in sections 5.2 to 5.4 of the report, be endorsed; (3) that the increase of the vehicle establishment for Waste Services, as detailed in section 4.8 of the report, be endorsed; and (4) that the recommendations be referred to the Executive Committee on 26 June 2024 for approval. 3. Background 3.1. In 2015, the Council introduced a burgundy bin to collect food waste to comply with the Waste (Scotland) Regulations 2012. These regulations placed a statutory obligation on local authorities within Scotland to provide householders with a separate food waste collection service. The legal obligation only applied to urban areas; however, the Council made the decision to provide the service in rural areas in circumstances where it was deemed technically, environmentally, and economically practical to do so. 3.2. Although there is no statutory requirement to provide residents with a garden waste collection service, the Council allowed residents who had been provided with a burgundy bin to deposit unbagged, compostable garden waste free of charge. 3.3. Approximately 110,000 households have been provided with a burgundy bin to present commingled food and garden waste. Residents in flatted properties (with no gardens) have communal ‘food only’ burgundy bins. Around 5,000 rural properties, mainly in the Clydesdale, were not provided with a burgundy bin and so are currently unable to present food or garden waste separately at the kerbside. All South Lanarkshire 9 143
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Council residents, including those in rural areas, can request a garden waste uplift for unbagged compostable waste. The cost of this service is currently £40 for up to 10 items. 3.4. As councils across the country look for ways to reduce budgetary pressures, charges for garden waste collections have become increasingly common. There are currently 6 councils in Scotland who do not provide a kerbside garden waste collection service for residents. Of the remaining councils, 21 operate a chargeable garden waste permit scheme, which means only 5 councils in Scotland currently provide a free of charge garden waste collection service. 3.5. The councils who operate a permit system charge residents between £30 and £60 (an average of £42.16) each year. More information on the cost of garden waste permits in Scotland can be found in Appendix 1 to this report. 4. Introduction of Garden Waste Permits 4.1. It is proposed that a similar garden waste permit scheme is introduced in South Lanarkshire to recover some of the costs associated with providing the service. Residents who wish to participate in the scheme would be required to purchase a permit for each bin containing garden waste. It should be noted that residents who use the bin solely for depositing food waste would not require a permit as food waste would still be collected free of charge. 4.2. The cost of the permit would be £45 per annum and would allow a resident to present one burgundy bin containing garden waste on each scheduled collection day until the end of that financial year. It is proposed that garden waste uplifts are suspended during the Christmas and New Year period to allow Waste Services to prioritise the collection of residual and recyclable waste as tonnages of these waste streams increase over this period, while garden waste tonnages are at their lowest. Therefore, except for a 2-week period over Christmas and New Year, the burgundy bin would be uplifted every 2 weeks between 1 April and 31 March each year. Absence rates tend to be higher over the winter period because of the higher prevalence of seasonal colds and flus in the workforce; reducing the employee requirement would limit the need for overtime payments. The temporary suspension of the burgundy bin service during this period would also allow more front-line staff to take annual leave, giving them the opportunity to spend more time with their families. 4.3. The permit scheme, unlike the current food and garden waste collection service, would be made available to residents in rural Clydesdale, meaning that all South Lanarkshire residents would benefit from a kerbside collection service for garden waste. The cost of the permit would include the cost of providing the resident with a new burgundy bin as well as a food waste caddy, should they wish to use the bin to recycle food waste. In addition, the establishment of this service would allow those residents in rural Clydesdale not currently on the service to opt in to receive a burgundy bin and caddy for food waste only. 4.4. It is proposed that the new service will commence from 1 April 2025; however, given the scale of the project and the lead-in times required to recruit the project team and to procure the required IT systems to manage the permit process, it is anticipated that the project would commence on 1 July 2024 (9 months prior to the implementation date). Discussions with local authorities who have brought in a similar system have indicated that 9 months is the minimum implementation period required for a successful project. 144
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4.5. During this time, the Waste Service will undertake significant community engagement to ensure residents are aware of the new charge as well as the alternatives if they do not wish to participate in the service. These include continued use of the Council’s 6 Household Waste Recycling Centres (HWRC) to dispose of garden waste for free as well as the promotion of home composting. Information on home composting is available on the Council’s website which also signposts to guidance and toolkits from Zero Waste Scotland. More information can be found at Appendix 2, Frequently Asked Questions. 4.6. The costs associated with the proposal include the establishment of a Project Team to manage the design, implementation and roll out of the service. The Project Team will also be responsible for liaising with public, issuing communications and dealing with any queries. This will limit the impact the project may have on the Council’s Customer Contact Centre staff. It is also worth noting Waste Services will be developing and managing the changes associated with the larger Waste Review at the same time so additional resources will be required to ensure the project is delivered on time. The project costs also include the purchase of a specialist IT system to manage the permit process. 4.7. The Project Team, consisting of an Officer and 3 Waste Education Assistants (temporary for 21 months and 12 months, respectively), would be recruited following committee approval. The Project Team costs are estimated to be in the region £0.068 million 2024/2025 and £0.134 million in 2025/2026. 4.8. There is a requirement to increase the vehicle fleet establishment by 3 refuse collection vehicles in 2025/2026. The increased number of vehicles is necessary to be able to provide the Service in the rural areas of South Lanarkshire as crews are required to travel lengthy distances to households and to tipping locations. Leasing and maintenance costs for the 3 new vehicles are estimated at £0.120 million in 2025/2026 and £0.210 million per annum from 2026/2027 onwards. 4.9. Employee costs associated with the additional Waste Operatives required to crew these vehicles will be in the region of £0.184 million in 2025/2026 and £0.330 million from 2026/2027 onwards. 4.10. To ensure the Service can continue to operate across South Lanarkshire, there is a requirement to replace four 14-tonne refuse collection vehicles that were purchased using funding received from Zero Waste Scotland in 2015. These owned assets are not on the vehicle replacement list and are now nearing end of life. These smaller vehicles are required to collect food waste from flatted properties as well as food and garden waste from properties located on restricted access roads. The cost of replacing these owned assets with leased vehicles is estimated to be (£0.096 million) per annum from 2026/2027 onwards. 4.11. The financial modelling for the subscription charge has considered one-off capital costs (IT system, bin purchase and replacement) as well as the ongoing revenue, including resource requirements, associated with expanding the service to rural Clydesdale. It has included an assumption that a proportion of garden waste will be diverted to the non-recyclable waste stream, leading to higher disposal costs. It is also anticipated that more garden waste will be diverted through the Council’s 6 HWRCs and these costs have also been incorporated in the financial modelling. If the proposal is approved, Waste Services will closely monitor household waste flows to determine the impact on the waste disposal budget. 145
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4.12. Information gathered from other local authorities suggest that uptake of the Service is likely to be around 30% in the first year of implementation, rising to 50% uptake from year 2 onwards. Using these assumptions, full year net income is estimated to be £0.500 million in 2025/2026. Further additional income of £0.875 million is expected in 2026/2027. This means that recurring annual income from year 2 onwards is estimated to be in the region of £1.375 million. 4.13. Costs in 2024/2025, associated with establishing a Project Team, the purchase of an IT system and burgundy bins for delivery in advance of the 1 April 2025 ‘go-live date’ are estimated at £0.170 million. 4.14. It should be noted that the Scottish Government are currently considering proposals to make garden waste collections mandatory. If this proposal is approved the Council would no longer be able to charge for the collection service; however, under these circumstances it would be expected that appropriate compensatory funding would be made available to local authorities in respect of the new statutory obligation. 4.15. A Frequently Asked Questions (FAQs) information sheet has been developed for residents and is included at Appendix 2. 5. Employee Implications 5.1. The following posts should be added to the establishment as detailed below. The salaries shown reflect the current pay rates. 5.2. Temporary Posts Post FTE Grade/SCP Hourly Rate Annual Salary Gross Costs inc. on costs 30.3%) Total Annual Costs Project Officer (temp 21 months) 1 Grade 3 Level 2 to 4 SCP 63-74 £20.75 - £23.90 £37,866 - £43,615 £49,340 - £56,830 £49,340 - £56,830 Waste Education Assistant (temp 12 months) 3 Grade 2 Level 1 SCP 34-35 £14.26 - £14.47 £26,023 - £26,406 £33,908 - £34,407 £101,724 - £103,221 5.3. Permanent Posts for additional service in rural areas Post FTE Grade/SCP Hourly Rate Annual Salary Gross Cost (inc. on costs 30.3%) Total Annual Costs Waste Operative (Loaders) 4 Grade 1 Level 3 SCP 25-27 £12.81 - £13.11 £25,140 £25,729 £32,757 - £33,525 £131,030 - £134,100 146
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Post FTE Grade/SCP Hourly Rate Annual Salary Gross Cost (inc. on costs 30.3%) Total Annual Costs Waste Operative (Drivers) 5 Grade 1 Level 4 SCP 30-31 £13.59 - £13.76 £29,682 - £30,054 £38,676 - £39,160 £193,380 – £195,800 5.4. The proposal overall would result in 13.0 FTE posts being added to the establishment, 4.0 FTE on a temporary basis, and 9.0 FTE on a permanent basis This will be implemented on a phased basis to reflect the estimated uptake of the service over 2 years as follows:- 2025/2026 Waste Operative (Loaders) – 2 FTE; Waste Operative (Drivers) – 3 FTE 2026/2027 Waste Operative (Loaders) – 2 FTE; Waste Operative (Drivers) – 2 FTE 6. Financial Implications 6.1. The total costs associated with the proposal across the financial years 2024/2025 to 2026/2027 are £0.170 million, £1.010 million and £1.140 million respectively. This covers all costs including employee costs, vehicle and replacement bin costs, excess waste costs and administrative costs including IT system. 6.2. Net income after deducting costs of the Service, is estimated at £0.500 million in 2025/2026 with an additional income in 2026/2027 of £0.875 million. There is a cost associated with start-up £0.170 million in 2024/2025. 2024/2025 2025/2026 2026/2027 Est income (cost) (£0.170m) £0.500m £0.875m 6.3. Recurring annual income from year 2 onwards is estimated to be in the region of £1.375 million. 7. Climate Change, Sustainability and Environmental Implications 7.1. The proposal allows residents in rural areas access to a kerbside recycling service for garden waste but also gives them the ability to recycle food waste for the first time. Residents who do not wish to pay for the service can use HWRCs to dispose of garden waste for free but there is a risk that some garden waste could end up in the non- recyclable waste bin, which could have an impact on household recycling rates. 8. Other Implications 8.1. There are no other risks or implications associated with this report. 8.2. The Council’s obligations under the Fairer Scotland Duty and the Consumer Duty have also been assessed in respect of these proposals. In terms of the Fairer Scotland Duty, whilst this proposal is not a new strategy it is the introduction of a new charge for a service that is currently provided for free and it is recognised that it has the potential to have a negative impact on residents, including on those who are socio- economically disadvantaged, such as those with a low income. To mitigate any such negative impacts the Council will also promote home composting opportunities, through advice and guidance from Zero Waste Scotland, and residents can also choose to use the Council’s 6 Household Waste Recycling Centres for free. In terms 147
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of the Consumer Duty the proposal likewise has the potential to impact consumers, however the same mitigations will be available, and it is to be noted that this proposal gives residents in rural areas access to this service and food waste recycling that they currently do not have. If requested by an elected member, copies of the impact assessments are available from the report’s author. 9. Equality Impact Assessment and Consultation Arrangements 9.1. The EQIA determined that no equality group will be impacted more than any other service user by the introduction of this proposal; however, the service will monitor comments, complaint and feedback to ensure any unexpected consequences are mitigated. Financial reports will also be monitored to ensure income is in line with estimates. If requested by an elected member, a copy of the EQIA is available from the report’s author. 9.2. If approved, the Waste Service will undertake significant community engagement to ensure local residents are aware of the new charge as well as the alternatives if they do not wish to participate in the service. These include continued use of the Council’s 6 HWRCs to dispose of garden waste for free as well as the promotion of home composting. Information on home composting is available on the Council’s website which also signposts to guidance and toolkits from Zero Waste Scotland. More information can be found at Appendix 2, Frequently Asked Questions. David Booth Executive Director (Community and Enterprise Resources) Jackie Taylor Executive Director (Finance and Corporate Resources) 28 May 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 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 148
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Carr, Head of Facilities, Waste and Grounds Services Tel: 01698 454708 E-mail: kevin.carr@southlanarkshire.gov.uk 149
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Appendix 1 Garden Waste Charges (Scotland) Local Authority Service Charge Cost (£) Aberdeenshire No No n/a Aberdeen City Yes yes 30 Angus Yes yes 50 Argyll and Bute no no n/a City of Edinburgh Yes yes 35 Clackmannanshire Yes yes 48 Dumfries & Galloway No No n/a Dundee City Yes yes 45 East Ayrshire Yes yes 30 East Dunbartonshire Yes yes 50 East Renfrewshire Yes yes 52.5 East Lothian Yes yes 35 Falkirk Yes yes 45 Fife Yes No 0 Glasgow City Yes yes 50 Highland Yes yes 35 Inverclyde Yes yes 42 Midlothian Yes yes 40 Moray Yes yes 50 Western Isles Yes no 0 North Ayrshire Yes no 0 North Lanarkshire Yes No 0 Orkney Islands No No n/a Perth & Kinross Yes yes 40 Renfrewshire Yes yes 40 Scottish Borders No No n/a Shetland Isles No No n/a South Ayrshire Yes yes 50 South Lanarkshire Yes No 0 Stirling Yes yes 50 West Dunbartonshire Yes yes 60 West Lothian Yes yes 50 150
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Appendix 2 Frequently Asked Questions Residents of South Lanarkshire who use a burgundy bin to dispose of garden waste will be required to buy an annual permit if they wish to use the service from 1 April 2025. The charge for an annual permit is £45.00. A separate permit is required for each bin used. How will the new service work? • If you would like to dispose of garden waste in your kerbside burgundy bin, you need to apply and pay for an annual permit. Payment can be taken online www.southlanarkhsire.gov.uk or over the telephone. • Once paid for, you will receive your permit by post. Peel the customised permit from the backing paper and stick it carefully to the back of your burgundy bin (below the handles). Full instructions can be found on the reverse of the permit. • Each permit entitles you to present one burgundy bin containing garden waste every 2 weeks (except for a two-week period over Christmas and New Year). • Your permit is subscribed on an annual basis, so you will need to reapply each year. How much does a permit cost? • An annual permit costs £45.00. A separate permit will be required for each burgundy bin used to collect garden waste. How do I apply and pay for a permit? • You can apply and pay for a permit via the online form on the council website or by telephoning Waste Service’s. Does everyone need to purchase a permit to dispose of garden waste in a burgundy bin? • Yes, anyone who wishes to dispose of garden waste in the burgundy bin will need to purchase a permit. There are no exceptions or concessions. How can I dispose of garden waste if I don’t want to pay for a permit? • You can still take your garden waste, free of charge, to one of our six Household Waste and Recycling Centres. Information about our recycling centres can be found on the council website Waste and recycling centres - South Lanarkshire Council. • You can also compost garden waste at home. More information about composting can be found on the Zero Waste Scotland website: https://wasteless.zerowastescotland.org.uk/articles/easy-guide-to-composting-home Can I still use my burgundy bin to dispose of food waste? • Yes, you can still use your burgundy bin to dispose of food waste free of charge; permits are only required if you wish to dispose of garden waste in the burgundy bin. Who can participate in this service? • All households in South Lanarkshire can apply for the garden waste service. If you would like to receive a garden waste collection, please apply online at: www.southlanarkshire.gov.uk Why is there a charge for my garden waste collection? • The Council is not legally required to collect garden waste. This is an optional subscription service, and you will only pay if you subscribe to the service. Is the charge included in my council tax? • No, the Council is not legally required to collect garden waste. This is an optional subscription service, and you will only pay if you subscribe to the service. 151
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Are there any concessions or discounts? • No concessions or discounts are available for the garden waste permit. Do other councils charge for this service? • Yes, many other councils in Scotland charge for this service. Can I buy a garden waste permit at any point throughout the year? • You can apply for a permit at any point during the year, but the cost will remain at £45.00 per permit. • We would encourage you to apply as early in the year as possible, so you benefit from a full year’s service. How many permits and burgundy bins can I have? • A separate permit will be required for each burgundy bin. One annual permit costs £45.00. There is a maximum of three permits/ burgundy bins per household. How often will my burgundy bin be emptied? • You will receive a fortnightly garden waste collection, between 1 April and 31 March each year except for a two-week period over Christmas and New Year. How will my collection crew know I have paid for garden waste to be collected? • Each permit will detail the property address for which the permit was purchased for that year. • Collection crews will only empty garden waste from burgundy bins which display a valid garden waste permit. • Permits are issued to the property and are not transferable. Copies of permits will not be accepted. What happens if I move house? • If you move home the permit should remain at the property. You cannot take it with you and will not receive a refund. • If you move to a house that has an existing permit, you can continue to use it until it expires. You will then have to re-apply to use the service. • You can apply at any point during the year, but the cost will remain at £45.00 per permit. What happens to my burgundy bin if I decide not to participate in the garden waste collection service? • You can continue to use your burgundy bin for food waste only; no permit is required. • Your burgundy bin remains the property of South Lanarkshire Council, therefore, it should not be removed unless requested by contacting us online at Bins and recycling - South Lanarkshire Council . I paid for my permit and have not received it. • Once your payment has been processed, it can take up to 21 days to print the personalised permit for your bin and post it to your home. If it has been more than 21 days since you ordered your permit, please report online at: www.southlanarkshire.gov.uk What happens if I have paid for a permit and my garden waste bin collection is missed? • Severe weather, access difficulties or breakdowns, may result in service disruption or missed collections. In this event, leave your bin out and we will collect it at the earliest opportunity. • If the contents are compressed too tightly in the bin, then the material will not dislodge during the emptying process. In these circumstances, customers will be asked to dislodge the material manually and re-present the bin at the next scheduled collection day. To avoid this happening, please do not tightly pack garden waste into the bin. • Your bin may not have been collected because it contained contaminants (i.e. contents other than food or garden waste). In these circumstances, your bin will be tagged and you will be asked to remove the contamination and re-present the bin at the next scheduled 152
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collection dated. Details of what can be put in your bin can be found online at: Recycle Burgundy Bins Can I cancel a permit? • Permits can be cancelled within 14 days of purchase to receive a full refund, thereafter no refunds will be given. I do not always have garden waste - do I still need to pay? • Yes, if you plan to use your burgundy bin for recycling any garden waste during the year, you will need to purchase a permit. Can I share a garden waste bin collection service with my neighbour? • If you want to share a garden waste bin with your neighbour, you will have to come to a private agreement who will be responsible for the bin and pay for the permit. The permit can only be registered to one address. What will happen to bins that contain garden waste presented without a permit? • From 1 April 2025. we will not empty burgundy bins that contain garden waste unless a valid garden waste permit is affixed to the bin. How will I stop residents who have not paid for the service placing garden waste in my bin? • You are responsible for the waste and recycling that is contained within your bins, and it is your responsibility to remove contamination. Please store your bin securely between collections. What happens if I present my burgundy bin containing the wrong material? • The Council will not empty bins that contain the wrong waste type (contaminants), are of excessive weight, or present a health and safety risk to staff. • If the bin is contaminated with contents other than food or garden waste, the bin will be tagged, and you will be asked to remove the contaminants and present the bin at the next scheduled collection date. Details of what can be put in your bin can be found online at: Recycle Burgundy Bin What can I recycle in my burgundy bin? • Details of what can be put in your bin can be found online at: Recycle Burgundy Bins What can I do if my burgundy bin is damaged or lost during uplift? • Please report this online at Damaged recycling bins (blue/burgundy/grey) - South Lanarkshire Council. Damaged bins will be removed and replaced. If your permit is attached to the bin, a replacement bin and permit will be delivered free of charge. Will the council provide free compost bins to people so they can compost their garden waste themselves? • No, however, we can provide advice and guidance on how to compost at home: https://wasteless.zerowastescotland.org.uk/articles/easy-guide-to-composting-home. Is there any other way to apply and pay for the permit, other than online? • We recommend you apply and pay online. Should you have difficulty accessing the internet, or require assistance, please call Waste Services on 0303 123 1020 153
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Extension of the Household Waste and Recycling Centres (HWRCs) Booking System 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on a proposal to extend the booking system to all Household Waste and Recycling Centres (HWRCs) in South Lanarkshire [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) the contents of the report be noted; and (2) that the proposal to implement a booking system for visitors to the 6 Household Waste and Recycling Centres (HWRCs) in South Lanarkshire be agreed with implementation in line with the timetable at section 5.1. [1s] 3. Background 3.1. In November 2021, the Clydesdale Area Committee noted the introduction of a booking system for residents visiting the Household Waste and Recycling Centre (HWRC) in Carluke on a trial basis. The aims of the pilot were to: reduce waiting times for residents; prevent queuing traffic on the access road to the site (long queues were impacting on businesses located within Castlehill Industrial Estate); reduce incidences of verbal and physical abuse being experienced by site staff; prevent residents from other local authorities using the site; and reduce ‘trader abuse’. 3.2. The booking system trial went live on Monday 21 February 2022. Over 27,000 booking requests were made by residents in the first 6 months, almost 96% of which were made using the simple on-line booking form embedded within the Council’s website. The remainder of the bookings were made on behalf of the resident by the Council’s Customer Contact Centre staff. Although residents were initially sceptical about the requirement to book before visiting the site, the feedback was overwhelmingly positive, and, on the 12 October 2022, the Clydesdale Area Committee noted the use of the booking system on a permanent basis. During 2023/2024, over 59,000 bookings were made with 98.6% of these bookings made online. 3.3. The booking system for Carluke HWRC continues to receive positive feedback from site users. A review of the responses received during 2023/2024 (1,280 responses, 16% return rate) shows that over 95% were satisfied with their experience of using the site, 97% were satisfied with availability of slots; and more than 98% of respondents 10 155
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rated the booking system easy to use. The table below provides a breakdown of the feedback received:- Ease of Use >98% satisfactory or above 77% excellent <2% unsatisfactory Availability of Slots >97% satisfactory or above 76% excellent < 2% unsatisfactory Experience of Using the Site >95% satisfactory or above 75% excellent <5% unsatisfactory 3.4. Some comments from the most recent survey of site users at Carluke have been provided below:- “I would just like to say how much I appreciate the Carluke recycling centre. The ease of booking a slot and the choice of visiting times available. Further, I have to compliment the site personnel who are so helpful and friendly”. “Very easy to book, good slot availability and easy to access the site”. “Staff very helpful – the teams at Carluke are excellent, always willing to help, give clear direction and keep the site very clean and tidy for users.” “Overall, a good system and very good user experience”. 3.5. In addition to the positive feedback from site users, several operational and environment benefits were identified, including:- ability to manage service demand for the site throughout the day reduction in the number of unplanned site closures due to skip changeovers (these can now be scheduled due to coincide with quieter periods) significant reduction in visitor turnaround/queuing times significant reductions in queue lengths improved relations with local businesses in the area reduction in Trader Abuse (i.e. commercial businesses illegally disposing of waste at Carluke HWRC) reduction in engine idling/ air pollution 3.6. Since the introduction of the booking system at Carluke, Waste Services no longer receive complaints about queue lengths from residents or local businesses in the vicinity of the site. This is because the number of visitors (and vehicles) is spread throughout the working day, which minimises the risk of residents arriving at the site at the same time. The Service does, however, continue to receive complaints about queuing traffic at the other HWRCs. The highest number of complaints relate to queues at East Kilbride, Blantyre and Rutherglen sites. Residents regularly complain about the queue lengths at peak times, businesses complain that the queues prevent customers visiting their premises, and officers with Roads and Fleet Service have raised concerns on several occasions about the impact that queuing traffic has on road safety at these locations. 3.7. The Council’s new contractual arrangements for the management and operation of 5 HWRCs (Strathaven, Larkhall, Blantyre, East Kilbride and Rutherglen) commenced on 1 April 2024. The contract, awarded to the incumbent service provider Biffa Ltd, contained provisions that allowed the Council to require the contractor to implement a booking system for visitors to the site. Waste Services have informally notified Biffa Ltd that following approval by this Committee, the Council intends to invoke this provision during financial year 2024/2025. Biffa Ltd have confirmed their support for the booking system, noting that the system will enhance their ability to manage demand, plan downtime and allow them to provide a better service to site users. 156
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3.8. Of the 32 local authorities in Scotland, 9 now have a full booking system in place, one has a partial system in place (South Lanarkshire) and the remaining 22 do not have a booking system in place. The full list of local authorities is shown at Appendix 1. 4. Proposal and Next Steps 4.1. It is proposed that the Committee approves current booking system at Carluke and the expansion of the current booking system to Strathaven, Larkhall, East Kilbride, Blantyre and Rutherglen HWRCs. Opening hours are shown in Appendix 2. This will assist in the management of visitor numbers, minimise queuing times, reduce the impact of queuing traffic on local businesses and improve road safety in areas where the sites are located. The booking system will also reduce opportunities for ‘trader abuse’ and prevent residents from other local authorities accessing South Lanarkshire sites. Finally, introducing a booking system at all HWRCs provides the Council with the opportunity to standardise visitor arrangements throughout South Lanarkshire 4.2. If approved, it is proposed that the booking system would ‘go-live’ on 12 August 2024. Should approval be granted, Waste Services will work with Biffa Ltd, to ensure that booking slots are maximised to mitigate the impact on residents. Waste Services will also work with the Council’s corporate communication team to ensure residents are made aware of the changes well in advance of the ‘go-live’ date. The campaign used to promote the booking system for Carluke HWRC will be reviewed and updated for this purpose. Communications will be issued 4 weeks before the ‘go-live date’ of the 12 August 2024. 5. Timeline 5.1. Action Date Issue Communications to Residents 12 July 2024 Booking System ‘Go Live’ 12 August 2024 6. Employee Implications 6.1. There are no employee implications associated with this proposal. 7. Financial Implications 7.1. The cost of maintaining the on-line booking system is £5,000 per annum and will be met from existing Waste Services revenue budget. 8. Climate Change, Sustainability and Environmental Implications 8.1. The booking system will reduce queue times and improve turnaround times at the sites. Anecdotal evidence from Carluke HWRC suggest that there will be reduction in the amount of engine idling on access roads to the sites, which will improve air quality in the locality. 8.2. The booking system confirmation e-mail advises site users to separate recyclable/ non-recyclable waste streams before visiting the site. This helps to improve recycling and re-use rates and reduces the amount of non-recyclable waste requiring disposal. 9. Other Implications 9.1. Shorter queues at the site will benefit visitors and local businesses. It will also improve perceptions about road safety in the areas where the sites are located. 157
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9.2. The booking system supports the Council’s channel shift agenda since currently almost 99% of bookings are made on-line. 10. Equality Impact Assessment and Consultation Arrangements 10.1. An equality impact assessment highlighted that the HWRC booking system may have an impact on protected characteristics of age and disability. The impact of the system will be mitigated by allowing residents to continue to make bookings via the customer contact centre as well as via the online booking form. 10.2. Evidence from introducing the booking system at Carluke HWRC demonstrates that the booking system has been well received with high customer satisfaction rates being reported by site users. 10.3. Benefits of the system include quick turnaround times and shorter queues for site visitors. There have also been benefits to local businesses who were previously impacted by traffic queuing on access roads to the site at peak times. 10.4. Waste Services will monitor feedback from site users across all sites to identify any previously unidentified impacts and address them accordingly. David Booth Executive Director (Community and Enterprise Resources) 28 May 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Accountable, effective, efficient and transparent 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 Update on Household Waste and Recycling Centre (HWRC) Booking System - Carluke Pilot, Clydesdale Area Committee - 12 October 2022 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kirsty McGuire, Waste Services Manager Tel: 01698 717748) E-mail: Kirsty.McGuire@southlanarkshire.gov.uk 158
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Appendix 1 Local Authority Booking system Aberdeen City Council No Aberdeenshire Council Yes Angus Council No Argyll and Bute Council No City of Edinburgh Council Yes Clackmannanshire Council No Comhairle nan Eilean Siar No Dumfries and Galloway Council Yes Dundee City Council No East Ayrshire Council Yes East Dunbartonshire Council Yes East Lothian Council No East Renfrewshire Council Yes Falkirk Council Yes Fife Council Yes Glasgow City Council No Inverclyde Council No Midlothian Council No North Ayrshire Council No North Lanarkshire Council No Orkney Islands Council No Perth and Kinross Council No Renfrewshire Council No Scottish Borders Council No Shetland Islands Council No South Ayrshire Council Yes South Lanarkshire Council 1 out of 6 HWRCs Stirling Council No The Highland Council No The Moray Council No West Dunbartonshire Council No West Lothian Council No 159
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Appendix 2 HWRC Centre Opening hours Strathaven From 1 April to 30 September Monday – Friday 9am – 8pm Saturday 9am – 7pm Sunday 9am – 6pm From 30 September – 31 March Monday – Sunday 8am – 5pm Closed Christmas and New Years Day Larkhall From 1 April to 30 September Monday – Friday 9am – 8pm Saturday 9am – 7pm Sunday 9am – 6pm From 30 September – 31 March Monday – Sunday 8am – 5pm Closed Christmas and New Years Day East Kilbride From 1 April to 30 September Monday – Friday 9am – 8pm Saturday 9am – 7pm Sunday 9am – 6pm From 30 September – 31 March Monday – Sunday 8am – 5pm Closed Christmas and New Years Day Blantyre From 1 April to 30 September Monday – Friday 9am – 8pm Saturday 9am – 7pm Sunday 9am – 6pm From 30 September – 31 March Monday – Sunday 8am – 5pm Closed Christmas and New Years Day Rutherglen From 1 April to 30 September Monday – Friday 9am – 8pm Saturday 9am – 7pm Sunday 9am – 6pm From 30 September – 31 March Monday – Sunday 8am – 5pm Closed Christmas and New Years Day 160
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Report Agenda Item Report To: Community and Enterprise Resources Committee Date: 18 June 2024 Report by Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Operational and Financial Implications of Managing Waste Upholstered Domestic Seating (WUDs) Containing Persistent Organic Pollutants (POPs) 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the operational changes required to comply with the Persistent Organic Pollutants (POPs) Regulations 2007 in respect to Waste Upholstered Domestic Seating (WUDS) provide an estimate of the additional costs likely to be incurred by Waste Services and Street Cleansing due to WUDS containing POPs being collected, transported and treated in line with current legislative requirements seek approval to increase the Waste Services establishment for 3 FTE Waste Operatives (Loaders) and 3 FTE Waste Operative (Drivers) on a permanent basis 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the operational changes required to comply with the legislation be noted; (2) that the additional financial implications associated with compliance be noted; (3) that the increase to the Waste Services establishment by 6 FTE on a permanent basis, as set out in sections 5.4 and 7.1, be approved; and (4) that the increase in vehicle establishment for Grounds and Waste Services, as detailed at sections 5.3 and 5.5, be approved. 3. Background 3.1. The Environment Agency in England recently published a study highlighting that the presence of persistent organic pollutants (POPs) in waste upholstered domestic seating (WUDS) was higher than the threshold limit set out in Persistent Organic Pollutants Regulations 2007. These regulations, which are in force throughout the UK (United Kingdom), implement the levels agreed in the Stockholm Convention. The Scottish Environment Protection Agency (SEPA) enforce these regulations in Scotland. Guidance on the management of WUDS containing POPs was published by SEPA in October 2023. 3.2. POPs are organic chemical substances which pose a risk to human health and the environment due to their persistence in the environment, bioaccumulation through the food chain and their transboundary nature. Wastes containing POPs above the threshold levels must be managed in a way that destroys them (incineration). These wastes cannot be landfilled. 11 161
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3.3. There are specific requirements relating to the management of POPs waste which include:- ban on the landfilling of POPs waste requirement to incinerate POPs waste preventing the mixing of POPs and non-POPs waste strict controls on the compaction of POPs waste ban on recycling/recovery of POPs waste 3.4. At the time of writing, specific requirements for managing POPs waste apply to waste upholstered domestic seating (WUDS), namely:- sofas, sofa beds, armchairs kitchen and dining chairs stools and footstools home office chairs, futons, beanbags floor and sofa cushions electrical recliner chairs any part made of or containing, leather, synthetic leather, other fabric, or foam. 4. Current arrangements for collecting, transporting, and treating waste containing WUDS 4.1. Waste and Grounds Services currently collect WUDS from 3 sources: bulky uplift collections, fly-tipping, and at Household Waste and Recycling Centres (HWRCs). 4.2. It is estimated that in 2023/2024, Facilities, Waste and Grounds Services collected 12,293 tonnes of bulky waste. Of this, 5,420 tonnes were collected via the Council’s network of HWRCs. The remainder, approximately 6,873 tonnes, was collected from bulk uplifts and fly-tipping. Evidence suggests that up to 20% of this waste could be comprised of WUDS containing POPs. 4.3. WUDS presented as part of bulk uplifts are collected by Waste Services, in refuse collection vehicles (RCVs). WUDS in fly-tipped waste, is collected by Street Cleansing in caged tippers. There is currently no separation of POPs and non-POPs waste and WUDS collected in RCVs are subject to compaction, which contradicts the specific requirements set out in Section 3.3. of this report. 4.4. In terms of HWRC sites, separate skips for WUDS have been placed at 4 of the Council’s 6 sites. Unfortunately, there is insufficient space at either Strathaven or Larkhall to accommodate an additional skip meaning that WUDS cannot be accepted at either site. 5. Future Arrangements for collecting, transporting and treating WUDS 5.1. In order to comply with POPs legislation, a separate WUDS collection service is required to ensure these items are collected, transported, bulked, hauled and treated in accordance with the requirements of POPs legislation. 5.2. Additional resources are required to facilitate the separate collection of WUDS in Waste Services (bulky waste) and Street Cleansing (fly-tipped waste). 5.3. Waste Services require three 7.5 tonne caged tippers to enable the separate collection of WUDS from other bulky waste. The cost of these vehicles would be offset by reduction in the refuse collection fleet, realising a saving of £0.005 million per annum. 162
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5.4. Waste Services require to increase the employee establishment by an additional 6 FTE Waste Operatives to deliver the WUDS collection service. This is estimated to cost £0.218 million per annum (Section 7.1). 5.5. To facilitate the separate collection of WUDS by fly-tipping crews, Grounds would be required to lease four 7.5 tonne caged tippers. The cost of increasing the vehicle establishment in Grounds is £0.100 million per annum. 5.6. Higher disposal costs for WUDS (estimated to be £0.231 million) will impact on the Waste Disposal Budget. 6. Future Mitigation 6.1. The Council’s current arrangements for the treatment of bulky waste end on 30 September 2025, although there is an option to extend the contract for a further 2- year period. Waste Services will undertake a soft market testing exercise to identify alternative suppliers who may be able to offer a cheaper gate fee for the processing of WUDS waste. 6.2. Waste Services will liaise with the Council’s corporate communications team to promote re-use initiatives aimed at diverting upholstered domestic seating from the waste stream. This will not only drive-up reuse rates but reduce the costs associated with disposal of these items when they become waste. 6.3. Waste Services will also look to establish the total costs for the collection, and transportation of WUDs. This will allow us to consider amending bulk uplift charges for these items to achieve full net cost recovery for the collection of WUDS. 6.4. COSLA, who have recognised the additional burden this legislation places on councils, is currently lobbying the Scottish Government for funding to cover the additional costs of complying with this legislation. 7. Employee Implications 7.1. Should the proposal to separately collect WUDS be approved, there will be a requirement to increase the Waste Employee Establishment by 6 FTE on a permanent basis. This is estimated to cost £0.218 million per annum. The breakdown of employee costs is included below: Post FTE Grade/SCP Hourly Rate Annual Salary Gross Cost (inc. on costs 30.3%) Total Annual Costs Waste Operative (Loaders) 3 Grade 1 Level 3 SCP 25-27 £12.81 - £13.11 £25,140 - £25,729 £32,757 - £33,525 £98,271 - £100,575 Waste Operative (Drivers) 3 Grade 1 Level 4 SCP 30-31 £13.59 - £13.76 £29,682 - £30,054 £38,676 - £39,160 £116,028 – £117,480 163
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8. Financial Implications 8.1. The total costs associated with complying with POPs legislation is estimated to be £0.544 million per annum. This figure includes additional employee and vehicle costs as well as the budget requirements associated with the higher gate-fee for treating WUDS (£0.231 million per annum). 8.2. It is proposed that funding currently held in reserves for Waste Services is utilised to provide the additional costs in 2024/2025. 9. Climate Change, Sustainability and Environmental Implications 9.1. The Persistent Organic Pollutants Regulations 2007 implement the agreements set out in the Stockholm Convention, which is aimed at reducing the impact of POPs on human health and the environment. This proposal will ensure the Council complies with this legislation and takes the appropriate steps to mitigate the impact of WUDS waste on the environment. 10. Other Implications 10.1. The proposal would see the net vehicle establishment for Waste increase by two vehicles (3 x 7.5 tonne caged tippers, replacing 1 x 26 tonne refuse collection vehicle) and the vehicle establishment for Grounds increase by four 7.5 tonne caged tippers. In total, there is a requirement for an additional seven, 7.5 tonne caged tippers across the Facilities, Waste and Grounds Service. The costs would be offset by a reduction of one 26 tonne open-backed refuse collection vehicle (currently used to collect bulky waste). 10.2. There is a legal requirement to separate POPs waste from other waste streams and minimise the release of dust during collection, transport, and processing. The proposal to separately collect WUDS in non-compaction vehicles, would allow the Council to comply with its relevant legal obligations. 10.3. The implementation of POPs Regulations 2007 in Scotland will see a reduction in the amount of household waste that can be recycled, since WUDS must be incinerated and cannot be recycled or re-used. However, the proposal limits this impact since the bulky waste that is delivered separately from WUDS will still be able to be sorted and recycled where possible. 11. Equality Impact Assessment and Consultation Arrangements 11.1. There are no equality impacts associated with the content of this report. 11.2. The proposal relates to the implementation of statutory legislation and, therefore, no consultation is required. David Booth Executive Director (Community and Enterprise Resources) Jackie Taylor (Finance and Corporate Resources) 28 May 2024 164
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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 None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Carr, Head of Facilities, Waste and Grounds Services Tel: 01698 454708 E-mail: kevin.carr@southlanarkshire.gov.uk 165
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Report Agenda Item To: Community and Enterprise Resources Committee Date: 18 June 2024 Prepared by: Executive Director (Community and Enterprise Resources) Subject: UK Levelling Up Fund Update and Next Steps 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on South Lanarkshire’s UK Levelling Up Fund (UKLUF) awards seek approval for next steps 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that South Lanarkshire Council enter into legal agreements with UK Levelling Up Fund (UKLUF) partners, that is Clyde Gateway Urban Regeneration Company (URC) and Dumfries and Galloway Council, as required, as set out in section 5; and (2) that any implications of the upcoming General Election be noted. 3. Background 3.1. As reported to the Community and Enterprise Resources Committee on 6 February 2024, 2 South Lanarkshire bids have been shortlisted for an allocation from UKLUF Round 3:- National Business District (NBD): Shawfield Remediation and Development Three Rivers Active Tourism: Clydesdale Way (joint bid developed in partnership with Dumfries and Galloway and Scottish Borders Councils) 3.2. Full details of project values, UKLUF grant requested, and match funding requirements are detailed in the table below:- Project Name Partners Total Project Value LUF Grant Requested Match Funding and Source NBD: Shawfield Remediation and Development Clyde Gateway URC £16,264,000 £14,637,600 £1,626,400 Clyde Gateway Developments Limited Three Rivers Active Tourism Partnership Project: -Clydesdale Way -Annan Harbour -Chambers Institute Dumfries and Galloway Council (Lead applicant) £25,343,796 of which: £7,550,000 (SLC) £13,131,796 (DGC) £4,662,000 (SBC) £22,809,416 of which: £6,795,000 (SLC) £11,818,616 (DGC) £4,195,800 (SBC) £2,534,380 of which: £755,000 (SLC) £1,313,180 (DGC) £466,200 (SBC) 12 167
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3.3. UK Government officials have confirmed that the provisional award of funding is subject to UK Government departmental ‘sign-off’. 3.4. In January 2024, Enterprise and Sustainable Development Service (ESDS) completed validation checks for both awards, which have a total value of £21,432,600. 3.5. ESDS is working closely with UK Government officials to fully understand the implications of the upcoming General Election and any implications on timescales. 4. UKLUF Project Summary 4.1. National Business District: Shawfield Remediation and Development Developed in partnership with Clyde Gateway URC, this project will support remediation and development at the National Business District – Shawfield Phase 2. The project will help address the historical legacy of chromium contamination at Shawfield via ground remediation, improvements to the ground water and the development of business space to stimulate local economic activity through enhancement of the built environment, attracting and supporting business activity in the Clyde Gateway area, and providing training and employment opportunities. 4.2. Three Rivers Active Tourism: Clydesdale Way Developed in partnership with Dumfries and Galloway Council (Lead Applicant) and Scottish Borders Council, the project is focussed on the Dumfriesshire, Clydesdale, and Tweeddale constituency. The bid was developed to promote tourism, culture and rural economies and is made up of three projects, one from each of the three local authorities. South Lanarkshire’s project focuses on the rural path and cycling network through the development of the Clydesdale Way. The Clydesdale Way will transform access and connectivity within and between rural communities by enhancing the path network and visitor infrastructure which will in turn support place, tourism, and local community needs. 5. UK LUF Next Steps 5.1. National Business District: Shawfield Remediation and Development The project will be delivered by Clyde Gateway on behalf of South Lanarkshire Council using the well-established governance structures Clyde Gateway and South Lanarkshire Council have in place. Reporting and monitoring requirements are being updated to reflect UK Government guidance. The Council will enter into a legal agreement with Clyde Gateway to enable the release of funds. 5.2. Three Rivers Active Tourism: Clydesdale Way A governance structure will be implemented which reflects the scale of the project together with the reporting requirements of both the UK Government and Dumfries and Galloway Council as lead applicant . The Council will enter into a legal agreement with Dumfries and Galloway Council to enable the release of funds. 6. Employee Implications 6.1. ESDS is working with colleagues across the Council to develop a Resource Schedule which will identify staffing and support requirements within all services involved and inform planning and work programmes. 7. Financial Implications 7.1. Match funding values and sources are set out in this report. South Lanarkshire Council’s match funding for the Clydesdale Way project is identified within existing budgets. 168
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8. Climate Change, Sustainability and Environmental Implications 8.1. The projects will make significant contribution to the local environment through the remediation of significant land contamination and the creation of new active travel and leisure path networks. 9. Other Implications 9.1. The UKLUF awards provide significant capital investment in South Lanarkshire and will contribute to priorities set out in Connect, the Council Plan 2022-27. 10. Equality Impact Assessment and Consultation Arrangements 10.1. There is no requirement to carry out an impact assessment in terms of the updates contained within this report. Consultation and project development activity is ongoing with a number of Resources. David Booth Executive Director (Community and Enterprise Resources) 7 June 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs. Priorities We will work towards a sustainable future in sustainable places. We will work to recover, progress and improve. Outcomes Good quality, suitable and sustainable places to live. Thriving business, fair jobs and vibrant town centres. Caring, connected, sustainable communities. People live the healthiest lives possible. Previous References UK Levelling Up Fund: Round 3, Community and Enterprise Resource Committee, 6 February 2024 UK Levelling Up Fund Update, Community and Enterprise Resources Committee, 30 May 2023 Members Briefing UK Funds Briefing 10 September 2021 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Pauline Crisp, Team Leader Enterprise and Sustainable Development Services Email: pauline.crisp@southlanarkshire.gov.uk 169
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Scottish Government Play Investment Programme 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the progress to date on the Scottish Government’s Play Area Investment Programme [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress made to date on the 5-year Play Investment Programme be noted. [1recs] 3. Background 3.1. The Scottish Government launched a £60 million fund to renew play parks in Scotland, in order that children have access to high-quality outdoor play in their own communities. £10 million of funding was distributed across councils in 2021/2022 and 2022/2023, with the Council’s share totalling £0.594 million. The Scottish Government has confirmed the full allocation which would see South Lanarkshire receiving a total of £3.58 million up to 2025/2026. 3.2. The original intention of the Government was to renew and transform all play areas in Scotland. However, it was clear from the proposed funding package that this would not be achievable. Due to the potential shortfall in funding, the Scottish Government agreed that councils could identify their own investment priorities. Previously, the Committee approved the appointment of 2 temporary Landscape Architects for 2 years utilising the Scottish Government funding received to date. However, only one post was able to be appointed, and the post holder independently assessed what was required in each play area to bring it up to a basic standard. Unfortunately, the employee left the Council to take up a job in the private sector and the Service has been unable to externally recruit to backfill the post. This has meant that the Service has had to re-profile internal resources within the landscape design team to prioritise the investment programme. 3.3. The Council completed an initial exercise to identify potential costs to bring all 233 play areas up to an appropriate standard rather than full renewal. This identified a funding shortfall of approximately £620,000 to bring all play areas up to an appropriate standard. 13 171
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3.4. Prior to the assessment process starting, the Council also carried out a high-level survey on play in general with 6,395 responses received. The consultation response has been utilised as the Council begins implementation of the programme, with the comments received for each site considered in more detail and further consultation undertaken with local children, families, and ward members as proposals are developed. 3.5. Separate to this, there is a review of planning regulations, with the Planning Service leading on the development of an Open Space Strategy which incorporates new play sufficiency requirements, albeit the exact criteria for assessing play provision and surrounding open space has not yet been confirmed. It is hoped that by ensuring that all play areas meet a basic standard, this would help contribute to meeting future play sufficiency requirements. To support the implementation of the programme, the Service is also investigating an IT solution to capture and maintain up to date play inspection and investment information. 4. Investment Programme Current Position 4.1. The Scottish Government has confirmed the profile of funding that South Lanarkshire Council will receive for the investment programme, including funding already received. The Council will also continue to explore opportunities for external funding that could be utilised to supplement the investment programme and maximise the benefit of individual projects. Year Allocation (£m) 2022/2023 0.594 2023/2024 0.597 2024/2025 0.896 2025/2026 1.493 Total 3.580 4.2. As highlighted in section 3.3, initial inspection of all play areas has shown a funding shortfall of £620,000 to bring all sites up to an appropriate standard. A simple allocation of the funding available across all current play areas, regardless of any other considerations, would see minimal impact in many play areas. For some, funding would only go some way to addressing accessibility issues, environmental conditions or applying modern safety standards to historic locations i.e. new fencing for play areas near roads. 4.3. In December 2022, the Committee approved a more strategic place-based approach to allocating specific investment that would see targeted investment in priority play areas. The initial assessment of all play areas against appropriate standards has been used as the basis of funding in each identified locality. This approach has also been developed in collaboration with the local community and local ward members, building on the consultation already undertaken and delivering local investment based on local priorities. 4.4. Given the multi-year profile of the funding, the following programme was agreed with focus on specific localities each year. Within the programme there will be flexibility to bring forward or push back projects as funding and staffing resource allows. 172
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Year Areas Number of sites 2023/2024 Larkhall, Rutherglen, Cambuslang 31 2024/2025 Hamilton, Bothwell, Uddingston, Blantyre, Strathaven and surrounds 36 2025/2026 East Kilbride 65 2026/2027 Clydesdale 101 Total 233 4.5. Larkhall is the first area to receive investment with consultation undertaken with elected members and local primary school, complementing the findings of a previous local authority wide public survey which has led to the targeting of 6 sites for investment. The investment will replace and/or add to existing play equipment to improve play experiences for children of all abilities with an emphasis on improved accessibility to play for all users. This will include surfacing where required to ensure children of all abilities can enjoy the play experiences offered. This framework for improvement meets the criteria for spend as indicated by the Scottish Government. 4.6. Following a procurement exercise using the Council’s NEC3 Road and Infrastructure framework, the contract for Larkhall was awarded in March 2024 with the works commencing on site on the 27 May 2024, starting with Brown Street play area. It is anticipated that the contract duration will be approximately 8 weeks for all 6 sites, shown below. Designs are shown in Appendix A. Glenview Memorial Park: will receive a range of additional play equipment to complement the existing play experiences including a wheelchair accessible climber and slide multi-play item, additional swings, seesaw, interactive music panel and wheelchair accessible roundabout located within wet pour surfacing. This will increase the level of play available for children of all abilities within a popular play area accessed by residents throughout Larkhall. Millheugh and Muirshot Street: additional inclusive play equipment will be installed within with wet pour surfacing complementing existing provision. Brown Street: the existing play area has been removed and a new fenced play facility will be created within the open space. The play area will include a toddler/junior inclusive multi-play item accessible for all, a basket swing, play panel and inclusive spring mobile in addition to seating and a litter bin within wet pour surfacing. The one set of swings shall also be replaced. The original play area footprint towards Percy Street will be relandscaped addressing the obsolete timber retaining structures creating a picnic and informal play space which can be enjoyed by all ages. Stewartgill Place (Ashgill): at the play area at the area of accessible open space between the existing play equipment and the informal parking area will be utilised for the installation of a wheelchair accessible roundabout, musical spring mobile, multi-user spring mobile, seating and wheelchair accessible picnic table. The proposed wet pour surfacing shall extend to the existing facility and incorporate the existing slide providing an improved accessible route to the existing play equipment will enhance the accessibility of the overall play area whilst providing play experiences not catered for in the existing provision. 173
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Netherburn: flooding issues deterring access to the play provision has been highlighted by the local community and, therefore, improved drainage will be undertaken at this location to improve access to the existing play area for all. 4.7. The confirmed value of the proposed investment for the Larkhall area is £0.340 million. 4.8. The same process has been followed for the Cambuslang and Rutherglen area, with consultation undertaken with elected members and local primary schools complementing the findings of the previously mentioned local authority wide public survey, which has identified the following 6 sites for investment. Designs are shown in Appendix A. Barnflat Street: play area will receive a complete upgrade with the iconic train climbing frame and slide being the only items being retained. A new inclusive play area will be constructed within the original play area footprint and will include a range of inclusive equipment for the toddler and junior age range installed within wet pour safer surfacing. The facility will feature traditional swings, basket swing, inclusive spring mobile, interactive music ball, wheelchair accessible roundabout and spinning net climber to complement the existing train climber and slide unit. The existing multicourt area will be removed and relandscaped to improve visibility creating a safe environment to play and a new multicourt will be constructed with associated surfacing for ball games. Cambuslang Park: play area is a large existing facility with a wide range of play equipment and this will be enhanced by the provision of activity play panels and the damaged interactive drums will be replaced. Hamilton Crescent: additional inclusive play equipment will be installed in wet pour safer surfacing, linking to existing tarmacadam access pathways to increase accessibility for all. New equipment will consist of a basket swing, two interactive musical items and an interactive panel all designed to complement the existing play experiences. Quarryfield Park: existing play equipment will be cleaned, repainted, and repaired where required as there is no room for further development. The existing damaged/obsolete wet pour surfacing shall be replaced throughout the play area locations creating a safe play space for all children play within. Fernhill Community Centre: the play area accessed from Sheildaig Drive, will be further complemented with the addition of a climbing block feature providing an additional challenge for older children. A trampoline jumping square will also be installed within wet pour which promotes active play for all children including wheelchair users. Westburn Community Hall: the existing play area, associated multi-games and skate equipment located within the open space will be enhanced by the provision of wet pour surfacing within the area designed for young children incorporating existing spring mobile play increasing accessibility for all. The wet pour surfacing will be large enough to accommodate additional interactive music play items and a spinning bowl roundabout. The existing gravel surfacing linking the play to the existing skate equipment and access pathways will be replaced with tarmacadam addressing potential hazards within the environment adjacent to the play area. 174
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4.9. Following a procurement exercise using the council’s NEC3 Roads and Infrastructure framework, evaluation of the Rutherglen/Cambuslang tender has been completed and the contract has been awarded. The Council is awaiting the formal programme of works from the appointed contactor. 4.10. The confirmed value of the proposed investment for the Rutherglen and Cambuslang area is £0.377 million. 4.11. The Service has begun preparatory work on the Hamilton, Blantyre, Uddingston and Bothwell areas which are next to receive detailed assessment, thereafter consultation will commence with elected member and local primary schools to identify the play areas to be targeted for investment. 5. Employee Implications 5.1. Grounds Services has been unable to recruit additional temporary staff to support delivery of the investment programme. The service has re-profiled the work programme of the Landscape Design team to ensure the investment programme is prioritised over the coming years. 6. Financial Implications 6.1. South Lanarkshire Council has received £1.91 million of funding to date and has spent £0.082 million, therefore, £1.109 million has carried forward into 2024/2025. The remaining £2.389 million will be received during financial years 2024/2025 and 2025/2026 (as shown in section 4.1) and added to the Capital Programme as required. 6.2. In addition to the £0.082 million already spent, £0.717 million of the grant funding has been committed to projects in Larkhall, Cambuslang and Rutherglen. The remainder of the funding (£2.781 million) will be committed over the rest of 2024/2025 and up to 2026/2027 as outlined in section 4.4. The bulk of the remaining funding will not be received from the Scottish Government until 2025/2026. 6.3. As the programme is implemented across South Lanarkshire, the Service will work with colleagues and community groups to identify external funding opportunities that could be used to further enhance the investment programme. 6.4. It should also be noted that the investment programme is one off funding and does not account for any increased maintenance costs over the long term of new and additional play equipment. In addition, the Council may not be able to meet ongoing public expectations to maintain these standards and this is something that COSLA has raised with the Scottish Government on behalf of all councils. 7. Climate Change, Sustainability and Environmental Implications 7.1. All play area improvements will create a more inviting and pleasant environment for children and families to gather and, where possible, we will utilise natural site characteristics more effectively to enhance the play experience and will increase tree canopy cover and add other vegetation to improve climate change resilience. 8. Other Implications 8.1. There are no implications for risk or other implications currently identified in terms of the information contained within this report. 175
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9. Equality Impact Assessment and Consultation Arrangements 9.1. The report does not introduce a new policy, function, or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment or consultation is required. David Booth Executive Director (Community and Enterprise Resources) 30 May 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Priorities We will work to put people first and reduce inequality Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live People live the healthiest lives possible Previous References Community and Enterprise Resources Committee – 28 September 2021 Community and Enterprise Resources Committee – 13 December 2022 List of Background Papers Community and Enterprise Resources Committee - Scottish Government 5 Year Play Investment Programme Report - 13 December 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jo Gillies, Senior Landscape Officer Tel: 0198 717806 E-mail: jo.gillies@southlanarkshire.gov.uk 176
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0,65 0,45 3,65 47.77 47.77 823 472 AREA 117.5m² HIC 2.3m 1.2 1.2 1.2 1.2 1.2 1.2 0.3 HIC 1.2m Area 59m² Perimeter 30m Multi spring seesaw Kompan Home Seesaw Kompan Ref: M186 Wheelchair accessible Carousel Roundabout Kompan Ref: PCM157 Inclusive Junior Multi-play unit , Sutcliffe Scramble and Slide Ref: PZW686 1.8m two seat swing to be supplied with cradle seats Sutcliffe Play: SWB062Z Playdale City Bench Ref: BEN Existing play equipment located on grass matting to be retained on site Existing significantly decayed tree has been removed. Stump grinding will be required Proposed wet pour surface creating accessibility for all to utilise inclusive play equipment experiances Inclusive Helicopter Spring Mobile Proludic J836 Install Kompan Music Play Panel Proludic HelicopterRef: J836 a e d c b 95 B 7019 99 43 B 7078 B 7078 GLENVIEW Memorial War 102.9m CR 5961 35 10 18 40 31 21 11 6 9 B 7078 4 2 15 1 272 93 2 4 8 54 51 11 1 1 2 3 4 1 5 53 57 Sub StaElB 7078 CADZOW STREET 102.4m GLENVIEW DOUGLAS STREET 103.3m B 7019 B 7019 60 GXY932*278cm 74m² GXY932_150.tgaGXY92644.8m²*180 C : \ D o c u m e n t s a n d S e t t i n g s \ M i c h a e l H e a l d \ M y D o c u m e n t s \ M y P i c t u r e s \ k o m p a n \ G X Y 9 2 6 _ E N _ S C A . j p g GXY801410m²*100 GXY8014_25.tga GXY801510m²*100 C:\Documents and Settings\Michael Heald\My Documents\My Pictures\kompan\GXY8015_EN_SCA.jpg 3,45 0,65 0,45 3,65 3,40 3,600,60 0,40 0.9 HIC 0.9m29m² 9 6 11 21 31 40 18 10 35 61 59 CR . WarMemorial Glen View Memorial Park B7078 43 B 7019 bcde B 7019 103.3m DOUGLASSTREET CADZOWSTREET 57 53 5 1 4 3 2 1 1 51 54 8 4 2 2 4 0B 7019 Changes in level should be site. Only access point onto the AREA 64m² HIC 1.3m COMMUNITY & ENTERPRISE RESOURCES S O U T H LANARKSHIRE C O U N C I L Project Title: Drawing Title: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\M ichael Heald\C drive december 2022\play design sufficiency information\Larkhall area\Councillor Submission\Glenview M emorial Park Proposed Investment.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste And Grounds Services - Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698717806 Fax 01698717750 PSIP_GMP_MRH_01 12/10/23MRHAs Shown Contract Drawing Glenview Memorial Park, Larkhall Additional Investment Proposals Ward 20 Play Sufficency Investment Programme Proposed Play Area Investment Glenview Memorial Park, Larkhall Scale 1:100 Location of existing play facility Existing play area to be retained Location of proposed wet pour surfacing Glenview Memorial Park Location Plan Scale 1:1250 and additional play equipment 13 177
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Mill Leat Weir Fish Ladder 41 (PH) Applebank Inn 37 33 MILLHEUGH 29 FB FB Avon House FB Lower exposed pc concrete pin kerbs to create a 1800mm entrance to proposed wet pour area Wheelchair accessible Carousel Roundabout Kompan Ref: PCM157 Proposed Sutcliffe Inclusive Springie SSB300 Proposed Kompan Crazy Daisy Ref: M128Existing Jupiter multi-play item to be retained Existing retained swingsExisting Jupiter rotary item Existing Jupiter roll up item to be retained COMMUNITY & ENTERPRISE RESOURCES Project: Drawing: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Larkhall area\Councillor Submission\Millheugh Play Area Proposed Investment.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste & Grounds Services, Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698 717740 S O U T H LANARKSHIRE C O U N C I L Drawing Status: Location: PSIP_M_MRH_01 12/10/23MRHAs Shown Contract Drawing Additional Investment Proposals Millheugh, Larkhall Ward 20 Play Sufficency Investment Programme Proposed Play Area Investment Millheugh, Larkhall Scale 1:100 Millheugh Location Plan Scale 1:1250 178
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MEADOWHILL STREET Existing swings to be retained Existing tarmacadam surfacing to be retained Existing tarmacadam surfacing to be retained Existing spring elephant to be retained Existing steel climbing frame to be removed and replaced with an inclusive wheelchair accessible roundabout Proposed steel bench and litter bin PC 600mm x 600mm concrete slabs Existing woodchip area to be removed and replaced with accessible wet pour Proposed additional Jupiter Inclusive Minisphere play panel supplied by SLC 2 Wynd 25 2 2 MEADOWHILL STREET 1 Braeside Lane1 37 29 19 18 8 Bank Way 119 Parknook Sub Way El 18 Sighthill 2 13 107 Glenburn Loan 7 47 MATTHEW MCWHIRTER PLACE Portland Wynd Sta 19 29 2 2 8 Portland Wynd George Way Albany Wynd 16 11 7 8 MUIRSHOT ROAD 11 2 COMMUNITY & ENTERPRISE RESOURCES S O U T H LANARKSHIRE C O U N C I L Project Title: Drawing Title: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Larkhall area\Councillor Submission\Muirshot Road Play Area Proposed Investment.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste And Grounds Services - Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698717806 Fax 01698717750 PSIP_MR_MRH_01 12/10/23MRHAs Shown Contract Drawing Additional Investment Proposals Muirshot Road Play Area Ward 20 Play Sufficency Investment Programme Proposed Play Area Investment Muirshot Road , Larkhall Scale 1:100 Location of existing play facility Muirshot Road Location Plan Scale 1:1250 179
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17 16 0.9 38m²0.9m 0.9 0.3 Inclusive Helicopter Spring Mobile Proludic J836 Steel Swing with basket seat Ht. 2.5m Kompan Ref: KSW92008 RoSPA accredited Bow top fencing height 900mm with self closing gates Existing swings retained surfacing replaced with wet pour Inclusive Toddler / Junior Multi-play unit , Sutcliffe Pull Up unit Ref: DZW353 Inclusive Kompan Creative play panel supplied by SLC Self closing access gate RoSPA accredited 1.0m wide Tarmacadam access path 1200mm wide with pc concrete pin kerb edging Tarmacadam access path 1200mm wide with pc concrete pin kerb edging Self closing access gate RoSPA accredited 1.0m wide 17 16 14 BROWN STREET 9 4 30 COURT 33 35 BAREFIELD STREET 1b 28 1 2 5 80 2021 7 VICTORIA 43 1a Link path Link path Log seating forming edge to informal natural play area Proposed picnic bench Proposed picnic bench Proposed play boulders Proposed play boulders Existing woodchip area removed, top soiled and returned to grass COMMUNITY & ENTERPRISE RESOURCES Project: Drawing: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Larkhall area\Councillor Submission\Brown Street Proposed Investment.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste & Grounds Services, Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698 717740 S O U T H LANARKSHIRE C O U N C I L Drawing Status: Location: PSIP_BS_MRH_01 12/10/23MRHAs Shown Contract Drawing Additional Investment Proposals Brown Street Play Area Ward 20 Play Sufficency Investment Programme Proposed Play Area Investment Brown Street , Larkhall Original play area removed and returned to grass creating a natural play open space linking to existing soft landscape . Timber log retainers removed off site Proposed new play area created where existing swings are located. Site to be accessible for all Brown Street Location PlanScale 1:500 Proposed New Inclusive Play Area Scale 1:100 Proposed re-landscaped existing play area introducing natural play and seating Scale 1:100 180
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32 40 1 1 36 10CRESCENT 15 13 1738 CENTRAL 30 5 34 1 4 8 Shelter 1 2 10 12 16 8 PLACE 5 GRAHAM 4 14 PLACE STEWARTGILL 105.4m 10 1 6 10 3 11 ESS Hall Ashlea Dalserf Primary School 20 8 6 1 14 1 24 922 4 2 20 3 1 Existing wet pour area with multiplay climbing unit to be retained Existing items of equipment within grass matting surfacing Proposed spring seesaw Kompan Crazy Daisy M128 Proposed Playdale steel bench Ref:BEN Existing slide to receive wet pour safer surfacing Existing swings to receive wet pour safer surfacing Proposed wet pour safer surfacing linking existing surfacing provision creating accessibility for all Existing car park Wheelchair accessible Carousel Roundabout Kompan Ref: PCM157 Proposed Jupiter musical Orb Ref:IP05 Proposed Broxap picnic table extended with wheelchair access Proposed Playdale steel litter bin length 2100mm with root fixings colour brown COMMUNITY & ENTERPRISE RESOURCES Project: Drawing: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Larkhall area\Councillor Submission\Stewartgill Place Ashgill Public Park Proposed Investment.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste & Grounds Services, Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698 717740 S O U T H LANARKSHIRE C O U N C I L Drawing Status: Location: PSIP_APP_MRH_01 12/10/23MRHAs Shown Contract Drawing Additional Investment Proposals, Ashgill Public Park Ward 20 Play Sufficency Investment Programme Proposed Play Area Investment Ashgill Public Park, Larkhall Scale 1:100 Ashgill Public Park Location Plan Scale 1:1250 181
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OVERTON ROAD 52 66 OVERTON ROAD 145.2m ANNABELLA ROAD HONEYCOMB PLACE 1 1 11 13 H I C 1 m 2 1 m ² 0.9 0.9 0.9 H I C 0 . 9 m 3 3 m ² H I C 0 . 6 m 1 0 m ² H I C 0 . 6 m 1 0 m ² 1.2 1.5 H I C 1 . 5 m 1 2 m ² H I C 2 . 4 m 4 4 m ² Hall Roddingeye Existing 100mm diameter perforated plastic branches Existing 150mm diameter perforated plastic main drain David Ogilvie "Balmoral" 90ltr. litter bin 20mm size rounded washed gravel 100mm diam U.P.V.C. rigid slotted drain New Connection Drain Detail Geotextile Liner Approximate indication of finishedground levels 0.30 0.30 0.10 Scale 1:10 1.5 Existing 100mm diameter perforated plastic branches Existing 150mm diameter perforated plastic main drain David Ogilvie "Balmoral" 90ltr. litter bin Existing tarmacadam pathway Existing tarmacadam pathway Existing tarmacadam pathway Existing tarmac surface to be removed and area regulated to form falls towards new gully and resurfaced with tarmacadam 11 m2 Proposed new pin kerb to edge additional tarmacadam area 2.5 lm Proposed new tarmacadam edge to gully 1m2 Proposed new 100mm diameter drainage pipe connecting new gully to existing 150mm drainage pipe 3 lm 20mm size rounded washed gravel 100mm diam U.P.V.C. rigid slotted drain New Connection Drain Detail Geotextile Liner Approximate indication of finished ground levels 0.30 0.30 0.10 Scale 1:10 COMMUNITY & ENTERPRISE RESOURCES S O U T H LANARKSHIRE C O U N C I L Project Title: Drawing Title: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\M ichael Heald\C drive december 2022\play design sufficiency information\Larkhall area\Councillor Submission\Netherburn Play Area Proposed Investment.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste And Grounds Services - Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698717806 Fax 01698717750 PSIP_N_MRH_01 12/10/23MRHAs Shown Contract Drawing Additional Investment Proposals Netherburn Play Area Ward 20 Play Sufficency Investment Programme Proposed Play Area Investment Netherburn Scale 1:100 Netherburn Location Plan Scale 1:1250 182
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Hall 3.46 3.57 Proposed Jupiter Music Ball Ref:IP500M Existing tarmacadam excavated and removed off site. The remaining construction stone to be reused for regulating within the proposed wet pour surfacing and new path access, 226 m2 Existing tarmacadam excavated and removed off site. The remaining construction stone to be reused for regulating within the proposed wet pour surfacing and new path access. Hand dig where existing tree roots are encountered, 24 m2 Existing tarmacadam excavated and removed off site. The remaining construction stone to be reused for regulating within the proposed wet pour surfacing and new path access, 56 m2 Timber retaining sleepers to be broken out and removed off site. Existing retained soil to be re-graded reducing area available for multi-court, 48 lm. Proposed Multi Court to be Inclusive J22200A Installed on new porous tarmacadam surface Proposed Kompan Inclusive Twister Ref: COR20330 Proposed Sutcliffe Inclusive springie Ref: SSB300 Proposed Jupiter Wheelspin inclusive roundabout Ref: IP12 Proposed Playdale City Bench Ref: BEN Proposed Kompan steel swing 2.5m, 100cm Rope Seat, Anti-wrap Ref: KSW92012 Existing Wicksteed Steam Engine Climbing Frame and Slide To Be Retained, Repainted And Located Within New Wet Pour Surfacing Entrance reopened with relocation of steel pedestrain road barrier fencing Existing tarmacadam excavated and removed off site. The remaining construction stone to be reused for regulating within the proposed wet pour surfacing and new path access, 34 m2 27 28 19 40 36 23 31 2 4 25 21 29 17 34 3826 3 2 to 12 to 20 14 22 to 32 9 1 MONTRAIVE STREET 5 7 to 11 2 15 12 1 STREET Kingdom BARNFLAT AVENUE STREET Warehouse 7 to 11 Hall Hall BARNFLAT COURT 6 COMMUNITY & ENTERPRISE RESOURCES S O U T H LANARKSHIRE C O U N C I L Project Title: Drawing Title: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Rutherglen and Cambuslang\Councillor Submission\Barnflats Street Councillor.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste And Grounds Services - Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698717806 Fax 01698717750 PSIP_BF_MRH_02_2 30/01/24MRHAs Shown Tender Proposed New Play Facility and MUGA Provision Barnflat Street Play Area Investment Ward 12 Play Sufficency Investment Programme Proposed Play Area Investment Barnflat Street, Rutherglen. Proposed Design Scale 1:100 Location of play area investment Location Plan Scale 1:1250 183
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Play Area Supply and install Tuned Drums Available from Inclusive Play Ref: IPTD Install Kompan Emotion Classic Play Panel Supplied By South Lanarkshire Council Remove damaged musical drums and replace with new drums . Works shall include for all tarmcadam reinstatement Existing trampoline Existing wheelchair accessible roundabout Existing pedestrian pathway Existing spring mobiles Existing small climbing frame unit EAST GREENLEES GARDENS 75.3m 8 2 ESS 1 9 34 to 49 18 to 33 EAST 3GREENLEES CRESCENT 18 63.1m LB 65.2m 10 11 3 Sports Court 4 HOLLYBANK PLACE 61.0m 96 106 62.5m 86 96 2 63.5m 11 5 15 EAST 112 102 COMMUNITY & ENTERPRISE RESOURCES Project: Drawing: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Rutherglen and Cambuslang\Councillor Submission\cambuslang park Councillor.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste & Grounds Services, Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698 717740 S O U T H LANARKSHIRE C O U N C I L Drawing Status: Location: PSIP_CP_MRH_02 15/01/24MRHAs Shown Tender Cambuslang Park Play Area Investment Ward 13 Play Sufficency Investment Programme Proposed Play Area Investment Cambuslang Park, Cambuslang Scale 1:100 Location of play area investment Location Plan Scale 1:1250 184
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AREA 38.5M² PERIMETER 24.8M HIC 1.6M Proposed Wet pour area for proposed additional inclusive play equipment (DDA compliant) and possible additional equipment 63m2 Steel Swing with basket seat Ht. 2.5m Kompan Ref: KSW92008 Proposed Jupiter musical Orb Ref:IP05 Proposed Jupiter Music Ball Ref:IP500M Proposed Jupiter Colourfly Ref:IP304 supplied by SLC Existing Kaiser Kuhne spring mobile to be retained Existing Sutcliffe spinning bowl to be retained with the grass matting Existing Sutcliffe multi-play item to be retained Existing tarmacadam pathway incorporating seating to be retained Existing Sutcliffe inclusive spring mobiles to be retained Existing Sutcliffe toddler swings and seesaw to be retained with the grass matting Existing play equipment retained within grass matting Existing play equipment retained within grass matting safer surfacing Existing Bowtop 1.00m high steel boundary fence 1.00m wide access gate 1.00m wide access gate Existing tarmacadam pathway incorporating seating to be retained Proposed precast concrete pin kerb edging Existing bow top boundary fence to be retained 148 36 31 26 146 41 11 1 151 145 52 50 58 49.1m 15 206 1 12 AVENUE 25 22 WOODLAND CRESCENT 23 2 El 11 JANEBANK 1 65 81 2 10 4 44 54 60 2a 15 LANGCROFT AVENUE LANGCROFT PARK 14234.7m HAMILTON CRESCENT 12 62 2b 72 3 111 3 LB 70 2c 53 1 71 91 11 78 101 10 11 1 145 17 14 123 133 9 CAIRNSW ELL PLACE Sub Sta LB 19 ROSEBANK DRIVE 1 2 132 Gas Gov 139 109 119 129 El Sub Sta 214 12 153 143 HAMILTON 204 102 112 101 113 CRESCENT DRIVE LANGCROFT 1 192 109 92 90 Shelter 95 MAC CALLUM DRIVE 3615 99 10 23 Terram 1000 200 x 50 mm flat top pin kerb300mm x100 mm ST1 concrete foundation, haunching and 10 mm mortar bed 0 . 1 5 wet pour depth to vary dependant on critical fall height Minimum depth of 150mmcompacted type 1 sub-base 0 . 1 5 Wet pour depth 60mm for BasketSwing CFH 1.45m Wet pour depth 40mm for interactive musical items and play panel CFH1.00m and less. 0 . 1 7 Terram 1000 200 x 50 mm flat top pin kerb 300mm x100 mm ST1 concrete foundation, haunching and 10 mm mortar bed 0.15 wet pour depth to vary dependant on critical fall height Minimum depth of 150mm compacted type 1 sub-base 0.15 Wet pour depth 60mm for Basket Swing CFH 1.45m Wet pour depth 40mm for interactive musical items and play panel CFH 1.00m and less. 0.17 COMMUNITY & ENTERPRISE RESOURCES Project: Drawing: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Rutherglen and Cambuslang\Councillor Submission\Hamilton Crescent Councillor.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste & Grounds Services, Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698 717740 S O U T H LANARKSHIRE C O U N C I L Drawing Status: Location: PSIP_HC_MRH_02 18/12/23MRHAs Shown Tender Hamilton Crescent Play Area Investment Ward 14 Play Sufficency Investment Programme Proposed Play Area Investment Hamilton Crescent Cambuslang Scale 1:100 Location of play area investment Hamilton Crescent Play Area Location Plan Scale 1:2500 Wet Pour Construction Detail Scale 1:10 185
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Existing wet pour surfacing pin kerb edging All existing wet pour surfacing to be lifted and removed off site to an approved disposal site. All edging, play equipment and stone base to be retained 264 m2 Existing seating to be retained Existing seating to be retained Existing Sutcliffe junior swings to be retained Existing spring mobiles to be retained Existing seating to be retained Existing Sutcliffe toddler swings to be retained Existing Sutcliffe basket swing to be retained Existing Sutcliffe spinning bowl to be retained All existing wet pour surfacing to be lifted and removed off site to an approved disposal site. All edging, play equipment and stone base to be retained 195 m2 Existing Sutcliffe 2 up 1 down multi-play unit with a critical fall height of 0.9m Existing Inclusive Sutcliffe Scramble and Slide multi-play unit with a critical fall height of 1.2m with a critical fall height of 1.0m with a critical fall height of 1.5m with a critical fall height of 0.9m with a critical fall height of 1.2m with a critical fall height of 1.5m 0.3 1.2 1.2 1.2 1.8 1.21.2 1.8 1.2 HIC 1.2m 41.5m ² HIC 2.4m 46m² Existing Inclusive Sutcliffe Scramble and Slide multi-play unit with a critical fall height of 2.4m El Sub Sta 96 102 100 86 78 88 26 84 76 33 21.6m 31 SALVIA STREET 10 0.3 1.2 1.2 1.2 1.8 1.21.2 1.8 1.2 HIC 1.2m 41.5m ² HIC 2.4m 46m² COMMUNITY & ENTERPRISE RESOURCES Project: Drawing: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Rutherglen and Cambuslang\Councillor Submission\Quarryfield Park Councillor.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste & Grounds Services, Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698 717740 S O U T H LANARKSHIRE C O U N C I L Drawing Status: Location: PSIP_QP_MRH_02 18/12/23MRHAs Shown Tender Quarryfield Park Play Area Investment Ward 13 Play Sufficency Investment Programme Proposed Play Area Investment Quarryfield Park, Rutherglen Scale 1:100 Location of play area investment Quarryfield Park Location Plan Scale 1:500 186
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SHIELDAIG DRIVE Existing tarmac path HIC 1.7m58m² 0.9 0.9 0.9 AREA 25.3m²HIC 1m MH EXISTING GRASS AREA EXISTING GRASS AREA Existing tarmac path Proposed Jumper Square Kompan Ref: JUM101 Proposed Focal Feature Climbing Bloqx Kompan Ref: BLX4103 Proposed wet pour surfacing providing accessability for all Proposed Additional Play Equipment Existing Play Area Existing Play Area Existing Play Area Proposed Pin Kerb Edging 5m high Heras Pallas Sports Fence around the pitch 57 55a 55 1 31 3 1 49 49a 51 51a 53 53a 59a 59 57a ARNISDALE WAY SHIELDAIG DRIVE BM 89.71m SHIELDAIG DRIVE18 12 14 57 55a 55 61 to 91 2 to 28 1 to 31 FERNHILL ROAD 1 31 3 1 49 49a 51 51a 53 53a 59a 59 57a ARNISDALE WAY TCB BM 89.71m 10 SHIELDAIG DRIVE18 12 14 Proposed Site Boundary Gate Light dot - dash line indicates existing steel fence position COMMUNITY & ENTERPRISE RESOURCES S O U T H LANARKSHIRE C O U N C I L Project Title: Drawing Title: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Rutherglen and Cambuslang\Councillor Submission\fernhill PA Councillor.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste And Grounds Services - Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698717806 Fax 01698717750 PSIP_SD_MRH_02 18/12/23MRHAs Shown Tender Sheildaig Drive Play Area Investment Ward 11 Play Sufficency Investment Programme Location of play area investment Location Plan Scale 1:1250 Proposed Play Area Investment Shieldaig Drive (Fernhill), Rutherglen Scale 1:100 187
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Hall Existing Play Area Benches to remain Existing swings to be retained located within grass matting Existing Kompan Crazy Daisy to be retained and surfacing removed and replaced with wet pour surfacing Existing Sutcliffe inclusive spring mobile to be retained and surfacing removed and replaced with wet pour surfacing 87.5 m2 Proposed Jupiter musical Orb Ref:IP05 Install Kompan Music Play Panel Supplied by SLC Proposed Russells Inclusive Calypso Dish Roundabout Ref:CA_06_0010 Proposed pc concrete pin kerb edging to wet pour area to be created, 38 lm Proposed wet pour surfacing Existing damaged blaes surfacing to be removed and replaced with tarmacadam surfacing creating an access route for all (139 m2) (87 m2) Timber edging to the proposed tarmacadam surfacing (103 lm) Existing skatepark to be retained Existing junior play area equipment located within areas of grass matting Ref: PCM000721 Existing Community Garden 23 Signal Box 25.0m Newton Junction S Br 31 S Br S Br 9993 70 S Br S Br S Br S Br S Br 83 58 15 22 32 Path S Br S Br McIVER STREET 14 12 10 21 24 36 140 136 16 27 7 211 28 30 215 24 219 26 Sports Facility McKENZIE GATE 5 29 2725 23 7 30.5m 209 225 154 205 26 207 166 WESTBURN ROAD 213 223 PH Light Burn 217 221 Hall DUNLOP STREET 12 20 6 20 227 Install Kompan Music Play Panel Supplied by SLC Ref: PCM000721 Terram 1000 200 x 50 mm flat top pin kerb 300mm x100 mm ST1 concrete foundation, haunching and 10 mm mortar bed wet pour depth to be 40mm out with safety zones Wet pour depth 40mm for interactive musical items, dish roundabout and play panel CFH 1.00m and less. 0.20 Lotrack 10/7 Geotextile DOT type 1 stone Liner compacted in two layers to a depth of 150mm 6mm nominal size DBM, 25mm deep New Tarmacadam Re-surfacing Of Existing Blaes Scale 1:20 Cross-fall of 1:100 20mm nominal size DBM, 50mm deep 150mm x 50mm flat top concrete kerb Path Width 1800mm (hot dipped galvanised) 90mm annular ring nails pointed pegs and afixed with 600mm x 50mm x 50mm timber edge rail mounted on Pressure treated 250mm x 38mm Topsoil finish to be 25mm higher than path COMMUNITY & ENTERPRISE RESOURCES Project: Drawing: Scale @ A1: Drawing No: Drawn by: Date: Checked by: Drawing: I:\GIS\Specialist\Data\Open\Michael Heald\C drive december 2022\play design sufficiency information\Rutherglen and Cambuslang\Councillor Submission\westburn community hall Councillor.dwg By: healdm DO NOT SCALE DIMENSIONS FROM THIS DRAWING ALL DIMENSIONS TO BE VERIFIED ON SITE. Reproduced from the Ordinance Survey mapping with the permission of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council: LA090472. Facilities, Waste & Grounds Services, Landscape Development Section Notes: © South Lanarkshire Council Community Resources Tel: 01698 717740 S O U T H LANARKSHIRE C O U N C I L Drawing Status: Location: PSIP_HC_MRH_02 18/12/23MRHAs Shown Tender Hamilton Crescent Play Area Investment Ward 14 Play Sufficency Investment Programme Proposed Play Area Investment Westburn Community Hall Cambuslang Scale 1:100 Location of play area investment Westburn Community Hall Play Area Scale 1:2500 Wet Pour Construction Detail Scale 1:10 Scale 1:20 Location Plan 188
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Report Agenda Item To: Community and Enterprise Resources Committee Date: 18 June 2024 Prepared by: Executive Director (Community and Enterprise Resources) Subject: Biggar Public Park - Update 1. Purpose of Report 1.1. The purpose of this report is to:- provide an update on the work undertaken to secure arrangements for the long term financial sustainability for Biggar Public Park 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted. 3. Background 3.1. Biggar Park is located south of Biggar town and was originally set out as a traditional park providing open space for recreation in 1906. Over the years the park has developed to facilitate a wide variety of formal and informal recreation activity. 3.2. The park is owned by South Lanarkshire Council (Council) and operationally is managed by South Lanarkshire Leisure and Culture (SLLC). Until March 2024 the Council had a service contract whereby the provider was responsible for the day-to- day management and operational programming of activities on the site. The service provider, BCP Management Services (BCP), had provided the services at the park since at least 1996. The most recent contract commenced in 2009 for a 10-year period (1 April 2009 – 31 March 2019), with the Council having options for 5 one- year extension periods. Due to the condition of the infrastructure (as set out in paragraphs 3.5 and 3.6) a notice to terminate the contract was given to the service provider on 5 September 2023 and the contract ended on the 31 March 2024. 3.3. The contract included the provision of an on-site dwelling house and entailed the provision of the:- 83 caravan pitches 6 camping pitches 18-hole golf course 2 tennis courts bowling and putting boating pond catering outlet retail outlet 14 189
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3.4. The park has proven to be attractive to caravan holiday makers with a good level of demand. The other activities at the park, including golfing and general play, have also proven demand. 3.5. However, the facilities on the site are in a poor condition. The infrastructure is at the end of its useful life. In particular, the utilities and the shower blocks require significant and urgent investment. 3.6. The following capital investment is required in the park to retain the services:- Electrical Supply - Housing and Technical Resources have advised that should the existing services be considered as still being required after the end of 2024, the entire underground electrical cabling infrastructure system needs to be replaced and upgraded to current standards. This would cost in the region of £180,000. Shower block - There is a modular unit which has 2 ladies’ showers, 2 gents’ showers and a disabled/family shower. This unit is now beyond economical repair and SLLC and the service provider have been receiving complaints. There is only one ladies’ shower and one gents’ shower operational on a site that has the capacity to accommodate 83 caravans at any one time. Replacing the shower block is likely to cost £250,000. The provider has also highlighted that the portacabin laundry block is beginning to develop the same structural and internal problems as the shower blocks. Other areas requiring investment include the tennis court, the bowling and putting areas, and the dwelling house. At a minimum, this investment would amount to £85,000 in the short term. 3.7. The Council maintains the caravan park grounds and golf course whilst SLLC receive the income for the golf course (neither SLLC nor the Council received any income from the caravan park). 3.8. The Council currently lease the clubhouse to the Trustees Biggar Golf Club (the Golf Club) who have exclusive use of the golf course on 8 occasions per year. This lease of the clubhouse runs to 30 March 2032 and the Golf Club currently pays £1,240 in annual rent to the Council. 3.9. Cala Management Ltd have title to the access road to Biggar Public Park from Broughton Road. Given that access to the Biggar Public Park has taken place for over 20 years, it is the Council’s opinion that access rights are established, and this is no impediment to the delivery of operations at Biggar Public Park. 3.10. A review of titles to Biggar Public Park and Golf Course is currently being undertaken in respect of Common Good land which may determine the way forward/future management arrangements. 3.11. In order to consider the future of Biggar Park, the Council sought specialist advice and commissioned Savills to undertake market appraisals. The Council also engaged Ironside Farrar to prepare outline design options for the Park. 4. Review of options 4.1. The options appraisal undertaken by Savills analysed the existing site, the market potential and provided a series of options. 4.2. The consultant undertook a high-level appraisal of national and local market conditions which concluded that national group caravan operators are taking a 190
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cautious approach to expansion, with a notable cooling of the market. However, regional operators are still cautiously looking for the right opportunities, with increased scale allowing them to operate more efficiently. Savills analysis has identified several small regional operators that could potentially be interested in exploring opportunities at Biggar Public Park. Expressions of interest have also been received from local providers. 4.3. Using information developed by Savills and options prepared by landscape consultants Ironside Farrar, community consultation was undertaken in January and February 2024 at staffed drop-in sessions in Biggar. An online survey was also available. 4.4. The online consultation received 497 responses and the drop-in sessions had over 150 attendees. The Biggar Public Park Visitor and Stakeholder Engagement summary report provides a wealth of information and is available to members upon request. 4.5. The consultation provided 3 broad design options for the future of the park summarised as:- Option 1 Retain and develop the caravan and leisure capacity within the existing space. Option 2 Site wide enhancement increasing park space and developing some of the golf course as caravan and holiday park space. Option 3 Creation of a community parkland in place of any caravan and leisure park provision. 4.6. The communities’ preference was Option One, the retention of the caravan park facilities as there was recognition of the economic benefit to the town of a camping and caravan facility at the site and of the need for investment. 4.7. The communities’ response concurred with the recommendations from Savills for the continuation of a caravan park as the optimum solution. Savills have also advised that the Council should seek third-party interest or lease either for the caravan park or the full Park, incorporating the golf course, on a long-term arrangement (approximately 25 year+). 4.8. If the full site was let to a single operator, once the enhanced Park has become established, the Council could expect an annual rent. Income projections are based on an established park operation with 100 pitches. There will likely be a requirement to provide a rent-free period in initial years to allow any operator to invest in the park and establish the site. 4.9. In order to attract third-party interest, Savills have advised the following to be desirable:- vacant possession of caravan park and potentially golf course subject to gaining necessary planning consents and licensing requirements that SLC invest in access improvements (passing bays etc) that SLC contribute towards electrical upgrades approximately 25-year + lease terms mid-term break clause potential rent-free period of approximately 2/3 years potential reduced rent in years 3 and 4 191
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from year 5 onwards, higher of either guaranteed minimum rent or 10% of income tenant to have option to invest in and provide ancillary facilities (that is. tennis. pitch and put, catering etc.). All additional facilities income to be linked to turnover rent 4.10. On the basis that planning consent and site improvement works will be required for any new development, it is unlikely a new caravan park will be operational prior to Easter 2025, which would be the start of the 2025 season. As such, the Council and SLLC have implemented contingency plans for the provision of pay to play golf and general park management for 2024. 4.11. As the former service provider is no longer on site, the Council has also implemented increased security measures on the site including new CCTV. Site wide clearance is also being undertaken and reinstatement of grass areas following the removal of all caravans in March 2024. 5. Employee Implications 5.1. There are no Council employee implications arising from this report. 6. Financial Implications 6.1. The aim of securing a new operator is to ensure the long term financially sustainable for Biggar Public Park. This may generate an income to the Council and/or could reduce operating costs of the site for the Council. It will importantly also bring wider economic benefits to the town. 6.2. Capital investment is, however, required to bring the basic infrastructure up to standard, as set out in paragraph 3.6. We will look to the prioritised urgent investment funding alongside other external funding to meet the costs of the essential works. 7. Climate Change, sustainability and environmental implications 7.1. The park and golf course are a natural asset and the proposals may have opportunities to fully incorporate sustainable and energy efficient design within the final option. Consultation with SEPA will be required as part of any updated layout and design considerations. 8. Other Implications 8.1. Marketing the site offers the opportunity to secure a long-term future for the site and the facilities. However, the risk of not receiving suitable offers or agreeing contractual terms with a service provider will correspondingly risk the provision of facilities. 8.2. The timescales for identifying and agreeing terms on a new service contract are compressed and any delays in the process risks a new service provision being in place for April 2025. 9. Equality Impact Arrangements and Consultation Arrangements 9.1. Community consultation on the options were carried out in January and February 2024 and the report is available to members upon request. 9.2. There was no equality impact assessment required for this report. 192
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David Booth Executive Director (Community and Enterprise Resources) 30 May 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 Fair, open and sustainable Priorities We will work towards a sustainable future in sustainable places Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kenneth R Lean Economic Development Manager (Rural and Funding) E-mail: Kenny.lean@southlanarkshire.gov.uk 193
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 18 June 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Notification of Contracts Awarded - 1 October 2023 to 31 March 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification to Committee, in accordance with Standing Orders on Contracts, of contracts awarded by Community and Enterprise Resources during the period 1 October 2023 to 31 March 2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) the details of the contracts awarded during the period 1 October 2023 to 31 March 2024 be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. The details of contracts awarded for the period 1 October 2023 to 31 March 2024, on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. The costs of the programmes detailed above for 2023/2024 are met entirely by the Council’s externally funded employability grants. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 15 195
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8. Other Implications 8.1. There are no direct risks or implications for sustainability in terms of the information contained in this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. 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. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 20 May 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Community and Enterprise Resources Committee – 7 November 2024 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 196
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Appendix 1 Contracts Awarded by Community and Enterprise Resources over £50,000 in value Contracted supplier Contract reference number Estimated contract value - GBP Contract award date Contract description Contract start date Contract end date Contract end date (including extension) Parks of Hamilton SLC/CE/23/109 £1,810,552 1/10/2023 Supply and Delivery of Light Vehicles 1/10/2023 01/10/2023 - RSK Environmental Ltd SLC/PS/COMENT/ 22/136 £58,720 10/10/2023 Initial Appraisal and condition survey Duke Street Multi storey Car park Hamilton 10/10/2023 19/12/2023 - John McGeady Ltd SLC/CE/23/100 £78,143 29/10/2023 Repairs to Roads within Larkhall, Priestfield and Philipshill Cemeteries 30/10/2023 20/11/2023 - Fuellink Systems Limited SLC/CE/23/067 £77,840 20/11/2023 Repair and Maintenance of In-House Fuel Management System 01/12/2023 30/11/2028 30/11/2030 Karring International Ltd SLC/CE/23/102 £264,926 16/11/2023 Supply & Delivery of Hot and Cold Beverage Supplies, Equipment, and Machinery which includes the Purchase of New Equipment and Maintenance of Existing Equipment 01/12/2023 30/11/2028 30/11/2030 Parks of Hamilton SLC/CE/23/143 £203,347 28/11/2023 Direct Award for the Supply and Delivery of Light Vehicles 05/12/2023 05/06/2024 - Q-Free (Bristol) UK Ltd SLC/PS/COMENT/ 22/138 £141,272 7/12/2023 Supply, Installation and Maintenance of Cycle and Pedestrian Counting Equipment 22/12/2023 21/12/2028 10/12/2031 Biffa Waste Services SLC/PS/COMENT/ 21/233 £39,096,332 11/01/2024 Management and Operation of Household Waste and Recycling Centres (HWRC) 01/04/2024 31/03/2031 31/03/2034 Liebherr Great Britain Ltd SLC/CE/23/171 £75,060 01/01/2024 Hire of a Material Handler 01/01/2024 30/06/2024 31/12/2024 Lightways (Contractors) Limited SLC/CE/23/009 £1,281,333 06/01/2024 Maintenance, Storage, Erection and Dismantling of Festive Lighting 07/01/2024 06/01/2028 06/01/2029 Joseph Leckie & Sons Ltd SLC/CE/23/128 £65,457 10/01/2024 Shawlands Crescent Play Area 15/01/2024 08/04/2024 N/A 197
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Contracted supplier Contract reference number Estimated contract value - GBP Contract award date Contract description Contract start date Contract end date Contract end date (including extension) Excel Vending Limited SLC/CE/23/112 SLC/CE/23/127 £65,440 23/01/2024 Vending Machine services 23/01/2024 23/01/2024 One Off Purchase Landcare Solutions Ltd SLC/CE/23/117 £320,640 25/01/2024 Play investment programme Larkhall 19/02/2024 05/04/2024 - Joseph Leckie & Sons SLC/CE/23/157 £498,492 08/02/2024 Philipshill Cemetery Extension 12/02/2024 06/05/2024 - Alliance Disposables Ltd SLC/CE/23/178 £5,320,000 19/02/2024 Janitorial Products 19/02/2024 18/02/2028 - Ayrshire Tree Surgeons Ltd TD Tree and Land services Ltd Ayrshire Tree Surgeons Ltd SLC/CE/23/126 £62,081 16/02/2024 Tree Surgeon works various locations 01/03/2024 30/04/2021 - Turner & Townsend Management Ltd SLC/CE/23/082 £249,150 19/02/2024 Country Park Masterplan 07/03/2023 06/09/2024 - Stepford Contracts SLC/PS/COMENT/ 23/019/1/009 £50,484 22/02/2024 Footway Resurfacing East Kilbride 04/03/2024 29/03/2024 - Greenleaf Estate Maintenance Ltd Excel Environmental Services Ltd SLC/PS/COMENT/ 22/154 £4,000,000 08/03/2024 Pest Control and Other Environmental Services 01/04/2024 31/03/2026 31/03/2028 Storm Environmental Ltd SLC/CE/23/184 £167,250 14/03/2024 Supply and Delivery of communal bins 14/03/2024 30/09/2024 31/03/2025 M Squared Ltd SLC/PS/COMENT/ 23/019/6/003 £96,387 19/03/2024 Woods Stock Fencing Mauldslie Woods, Rosebank 05/04/2024 26/04/2024 - Hillhouse Quarry T/A MacAsphalt SLC/PS/COMENT/ 23/019/2/003 £62,682 21/02/2024 Carriageway Resurfacing/anti- skid/Lining - A73 near Hyndford Bridge, Lanark 22/03/2024 22/03/2024 - JC Peacock SLC/CE/23/152 £160,800 31/03/2024 Bagged Salt 01/04/2024 31/03/2028 - 198
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Contract Extensions for contracts over £50,000 in value Contractor CRN Original Value of Contract Awarded (including extension value) Value of Extension Award Date of Extension Brief Description Contract Extension start Contract extension end Electrical Testing Ltd SLC/PS/COMENT/ 21/234 £600,000 £151,351.40 21/09/2023 Highway Electrical Connections 23/12/2023 22/06/2025 George Carruthers and Sons Ltd SLC/PS/COMENT/ 19/139 £3,000,000 £1,000,000 14/03/2024 Supply and Delivery of Fresh Fruit and Vegetables 01/04/2024 31/04/2025 Brake Brothers SLC/PS/COMENT/ 22/027 £4,589,078 £2,112,542 13/03/2024 Supply and Distribution of Frozen foods 30/05/2024 29/05/2026 199
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