Agenda Document Pack - Community and Enterprise Resources Committee - 26/11/2024
South Lanarkshire Council · 26 November 2024
Back to Community and Enterprise Resources Committee — 26 November 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 18 November 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, 26 November 2024 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members 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 17 September 2024 submitted for approval as a correct record. (Copy attached) 5 - 14 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 Joint report dated 25 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 15 - 24 4 Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 Joint report dated 30 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 25 - 28 5 Community and Enterprise Resources - Workforce Monitoring - July to September 2024 Joint report dated 5 November 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 29 - 36 6 Community and Enterprise Resource Plan: Quarter 2 Progress Report 2024/2025 Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 37 - 74 Item(s) for Decision 7 Employment Land and Property Market Analysis Report Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 75 - 84 8 Scottish Government Vacant and Derelict Land Fund Programme 2024/2025 Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 85 - 90 9 Community Benefit Funds - Renewable Energy Fund Grant Applications Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 91 - 100 2
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Item(s) for Noting 10 Employability Performance Update Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 101 - 120 11 National Business District (NBD) Shawfield Update Report dated 8 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 121 - 124 12 Larkhall Leisure Centre Replacement Report dated 7 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 125 - 130 13 Centre West and East Kilbride Masterplan Update Report dated 7 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 131 - 136 14 Pavement Parking Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 137 - 144 15 UK Shared Prosperity Fund Progress Report Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 145 - 158 16 Lanarkshire Business Excellence Awards Report dated 18 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 159 - 162 17 Update of the Community and Enterprise Resources Risk Register and Risk Control Plan Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 163 - 188 18 Notification of Contracts Awarded: 1 April 2024 to 30 September 2024 Report dated 5 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 189 - 194 Urgent Business 19 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@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 17 September 2024 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Andy Carmichael, Councillor Ross Clark (substitute for Councillor Helen Toner), Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Allan Falconer (substitute for Councillor Davie McLachlan), Councillor Gladys Ferguson-Miller, Councillor Ross Gowland, Councillor Graeme Horne, Councillor Cal Johnston-Dempsey, Councillor Susan Kerr, Councillor Richard Lockhart, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Carol Nugent, Councillor David Watson Councillors' Apologies: Councillor Poppy Corbett, Councillor Joe Fagan (ex officio), Councillor Martin Lennon, Councillor Hugh Macdonald, Councillor Davie McLachlan, Councillor Helen Toner Attending: Chief Executive’s Service J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; C Brown, Environmental Services Manager; F Carlin, Head of Planning and Regulatory Services; K Carr, Head of Facilities, Waste and Grounds Services; D Hashagan, Employability Manager; K Lean, Economic Development Manager (Funding and Rural); C Park, Head of Roads, Transportation and Fleet Services Finance and Corporate Resources G Booth, Finance Manager (Strategy); L Harvey, Finance Manager (Resources); E Maxwell, HR Business Manager; K McLeod, Administration Assistant; T Slater, Administration Adviser 1 Declaration of Interests The following interest was declared:- Councillor(s) Item(s) Nature of Interest(s) Anderson Employability Service Board Member of Routes to Work South 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 18 June 2024 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Community and Enterprise Resources - Revenue Budget Monitoring 2023/2024 A joint report dated 20 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the actual expenditure measured against the revenue budget for the period 1 April 2023 to 31 March 2024 for Community and Enterprise Resources. The year end position for the Resource was a breakeven position after approved transfers to reserves. Virements, proposed to realign budgets across budget categories and with other Resources, were detailed in appendices B to F of the report. The Committee decided: (1) that the Community and Enterprise Resources’ outturn position as at 31 March 2024 of a breakeven position, after approved transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the budget virements, as detailed in appendices B to F of the report, be approved. [Reference: Minutes of 23 April 2024 (Paragraph 3)] 4 Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 A joint report dated 20 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the actual expenditure measured against the revenue budget for the period 1 April to 12 July 2024 and providing a forecast for the year to 31 March 2025 for Community and Enterprise Resources. A Service Analysis Statement, which outlined key highlights by Service for the Resource, was provided at Appendix A to the report. The detailed financial position, with variance explanations by budget category, was provided in appendices B to G of the report. At 12 July 2024, the projected outturn position for the Resources was a breakeven position. Virements, proposed to realign budgets across budget categories and with other Resources, were detailed in appendices C to G of the report. Officers responded to members’ questions in relation to employee costs, overtime costs and financing charges. The Committee decided: (1) that the forecast to 31 March 2025 of a breakeven position, as detailed in Appendix A of the report, be noted; and (2) that the budget virements, as detailed in appendices C to G of the report, be approved. 5 Community and Enterprise Resources - Capital Budget Monitoring 2023/2024 A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the progress of the Capital Programme for Community and Enterprise Resources for the period 1 April 2023 to 31 March 2024. 6
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The total Capital Programme for 2023/2024 was £45.177 million and remained unchanged since the last update to Committee on 23 April 2024. The financial position for Community and Enterprise Resources was provided in Appendix A to the report. Expenditure to 31 March 2024 was £33.935 million which reflected an underspend of £11.242 million in comparison to the programme of £45.177 million. The underspend was mainly due to the timing of project spend on Roads, Transport and Fleet projects (£4.995 million), Enterprise and Sustainable Development projects (£4.769 million) and Facilities, Waste and Grounds projects (£1.478 million). Any underspend on those projects, including the funding, would be carried forward into the next financial year, as required. Information was also provided on accounting adjustments. The Committee decided: that the Community and Enterprise Resources’ Capital Programme of £45.177 million, and expenditure for the year of £33.935 million, be noted. [Reference: Minutes of 23 April 2024 (Paragraph 4)] 6 Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 A joint report dated 21 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted advising of progress on the Community and Enterprise Resources’ Capital Programme 2024/2025 and summarising the expenditure position at 12 July 2024. The Capital Programme for 2024/2025 for the Resource amounted to £62.172 million and was based on the programme of projects approved by Council on 21 February 2024 and the overall Capital Programme for 2024/2025, approved by the Executive Committee on 4 September 2024. This also included adjustments totalling a net increase of £11.598 million, as detailed in Appendix A to the report. Appendix A also provided a forecast for the financial year of £62.172 million and actual expenditure to 12 July 2024 of £3.378 million. The Committee decided: that the Community and Enterprise Resources’ capital programme of £62.172 million, and expenditure to date of £3.378 million, be noted. [Reference: Minutes of the special meeting of South Lanarkshire Council of 21 February 2024 (Paragraph 4) and Minutes of the Executive Committee of 4 September 2024 (Paragraph 4)] 7 Community and Enterprise Resources - Workforce Monitoring – April to June 2024 A joint report dated 8 August 2024 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the following employee information for Community and Enterprise Resources for the period April to June 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 11 June 2024 7
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Having responded to members’ question in relation to delays to requests for ill health retirement and the apparent under reporting of near miss incidents, the HR Business Manager undertook to take the member’s comments on encouraging near miss reporting back to the Health and Safety Manager. The Committee decided: that the report be noted. [Reference: Minutes of 18 June 2024 (Paragraph 3)] Councillor Kerr left the meeting during consideration of this item of business 8 Employability Service A joint report dated 23 August 2024 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted providing an update on the Employability Service. The Employability Service, responsibility for which had transferred to Community and Enterprise Resources on 1 April 2024, delivered and funded a range of employability programmes to unemployed people, and work-based learning opportunities to school pupils in S4 to S6. Those programmes were reliant on a range of external funding sources, supported by core Council budgets. Information was provided on:- the Scottish Government’s No One Left Behind (NOLB) programme, through which a range of funding streams had been devolved to Local Employability Partnerships (LEPs) via local authorities the NOLB grant award to the Council for 2024/2025 the requirement to submit an Annual Investment Plan as part of the NOLB grant process, attached as Appendix 1 to the report the role of Routes to Work South (RTWS) in delivering a significant element of the Annual Investment Plan and the proposal to award a contract to RTWS, supported by Teckal arrangements, for the delivery of 2024/2025 employability services the programmes delivered in-house by the Council’s Employability Service, including the GradU8 and Foundation Apprenticeship programmes To support the work of the Employability Service, as outlined in the report, it was proposed that:- the following temporary posts be added to the establishment, subject to NOLB funding confirmation:- 1 post of Employability Adviser on Grade 4, Level 2, SCP 82-83 (£49,108 to £49,874) 3 posts of Team Leader on Grade 3, Level 2, SCP 63-65 (£37,866 to £38,706) 5 posts of Vocational Development Worker on Grade 2, Level 4, SCP 55-57 (£33,797 to £34,764) a consortium agreement with South Lanarkshire College and New College Lanarkshire be developed for the delivery of the 2024/2025 Foundation Apprenticeship programme a partnership agreement with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College be developed for the delivery of GradU8 for the 2024/2025 academic year Officers responded to a member’s question in relation to continued support into employment for those with additional support needs and advised that further reports on the Employability Service would be submitted to future meetings of the Committee. 8
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The Committee decided: (1) that the Scottish Government’s grant award for No One Left Behind be noted; (2) that the 2024/2025 Annual Investment Plan be noted; (3) that the award of the Routes to Work South Teckal contract be approved; (4) that the 9 temporary posts, as detailed in the report, be added to the Community and Enterprise Resources’ staffing establishment, subject to funding confirmation; (5) that the proposal to develop a consortium agreement with South Lanarkshire College and New College Lanarkshire for the delivery of the 2024/2025 Foundation Apprenticeship programme be approved; and (6) that the proposal to develop partnership agreements with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College for the delivery of GradU8 for the 2024/2025 academic year be approved. Councillor Anderson, having declared an interest in the above item, withdrew from the meeting during its consideration 9 Community Benefit Funds – Renewable Energy Fund – Grant Applications A report dated 23 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted on 3 applications to the Renewable Energy Fund (REF). This community benefit funding, secured from windfarm developers, 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:- £40,000 towards eligible costs associated with improving the football pitch drainage to Eddlewood Football Association from Whitelee Windfarm REF £94,268.63 towards eligible costs associated with a building installation and refurbishment to Lowther Men’s Shed from Andershaw REF £200,000 towards eligible costs associated with the refurbishment of a community café and funding for a 2-year manager post to Woolfords, Auchengray and Tarbrax Improvement Foundation from Blacklaw, Muirhallstallowshaw and Pateshill REF 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:- £40,000 towards eligible costs associated with improving the football pitch drainage to Eddlewood Football Association from Whitelee Windfarm REF £94,268.63 towards eligible costs associated with a building installation and refurbishment to Lowther Men’s Shed from Andershaw REF £200,000 towards eligible costs associated with the refurbishment of a community café and funding for a 2-year manager post to Woolfords, Auchengray and Tarbrax Improvement Foundation from Blacklaw, Muirhallstallowshaw and Pateshill REF 9
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10 UK Shared Prosperity Fund – Grant Application A report dated 26 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted on a grant application to the UK Shared Prosperity Fund (UKSPF). Information was provided on:- the Council’s conditional allocation, in August 2022, of £12,221,811 from the UK Government, providing a mix of capital and revenue funding for projects that met the UKSPF investment themes the agreed approach to work as part of the Glasgow City Region with a single Investment Plan the actions taken to ensure effective delivery of the UKSPF programme in South Lanarkshire and minimise the risk of underspend the progress of community grant programmes being delivered under the Community and Place Investment Priority of the UKSPF At its meeting on 18 June 2024, the Committee approved a grant award of up to £30,000 from the Renewable Energy Fund to Larkhall Community Growers to employ a Development Officer. This funding was subject to match funding from the UKSPF and it was, therefore, proposed that a grant of up to £35,000 be awarded to Larkhall Community Growers from the UKSPF to match fund the employment of a Development Officer. £5,000 of the funding was to cover the cost of participation in the Community Planning Partnership Place Pilot Programme. Details were provided in the report of the relevant business case for this funding and a breakdown of spend. Officers responded to members’ questions in relation to grant security and how members could be informed of funds available at an earlier stage in the process, where it was possible and appropriate. The Committee decided: (1) that a grant be awarded to Larkhall Community Growers of up to £35,000 from the UKSPF to match fund the employment of a Development Officer and cover the cost of participation in the Community Planning Partnership Place Pilot Programme; and (2) that the progress of the Community Grant Programmes being delivered under the Community and Place Investment Priority of the UKSPF be noted. [Reference: Minutes of 18 June 2024 (Paragraph 6)] 11 South Lanarkshire Council’s Food Service Plan for 2024/2025 A report dated 23 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the Council’s Food Service Plan for 2024/2025. Information was provided on the statutory duties placed on local authorities in relation to food, which involved:- carrying out official controls including inspections, audits, monitoring, surveillance or sampling in food establishments ensuring that the statutory obligations were brought to the attention of local authority officials and/or elected member bodies responsible for agreeing budgets or other service arrangements relevant to the delivery of official controls completing an annual Service Plan which detailed the programme for the year, ensuring it was adequately resourced and approved at the appropriate governance level within the local authority 10
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The Council’s Food Service Plan for 2024/2025 was attached as Appendix 1 to the report. The Committee decided: that the Council’s Food Service Plan for 2024/2025, as detailed in Appendix 1 to the report, be approved. [Reference: Minutes of 7 November 2023 (Paragraph 8)] 12 Ash Dieback Disease (ADD) A report dated 30 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the work undertaken in relation to Ash Dieback Disease (ADD). ADD was the most significant tree disease to affect broadleaved trees in the UK since Dutch Elm disease gained prominence in the 1960s and had spread rapidly in South Lanarkshire. This incurable disease, which affected only Ash species, caused the fungal pathogen Hymenscyphus Fraxineus. European data suggested that it would lead to the decline and death of 50% to 75% of Ash trees in Scotland over 2 decades and had the potential to infect more than 75 million trees across the country. Information was provided on:- the work undertaken to inform the Council’s Ash Dieback Action Plan, attached as Appendix 1 to the report, which identified the key actions required to try to address and mitigate the consequences of this issue the current position in South Lanarkshire, with approximately 124,530 (85%) trees identified that might impact on the Council’s duties (trees either managed or owned by the Council, or in private ownership within falling distance of roads or public areas) In response to a member’s question, it was clarified that the figure at 5.3 of the Ash Dieback Action Plan should have been £0.500 million and not £0.100 million. Following a proposal by the Chair, it was agreed that the report be referred to the Climate Change and Sustainability Committee for information. The Committee decided: (1) that the work undertaken to date and the ongoing risk, management and financial implications associated with the Ash Dieback Disease be noted; (2) that the Ash Dieback Action Plan, attached as Appendix 1 to the report, be approved, subject to the correction at 5.3 as noted above; and (3) that the report be referred to the Climate Change and Sustainability Committee for information. In terms of Standing Order No 14, the Chair adjourned the meeting at 3.00pm for a 5 minute period. The meeting reconvened at 3.05pm 13 Air Quality Management Activity A report dated 19 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the Air Quality Management Activity in South Lanarkshire. In terms of the Environment Act 1995 and associated Regulations, the Council had statutory obligations to monitor, review and analyse the quality of air within its area. If air quality parameters were exceeded, an Air Quality Management Area had to be declared and an action plan developed to address and improve the air quality standards in that area. 11
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Information was provided on:- funding received for air quality initiatives Air Quality activities delivered in 2023/2024 with the funding secured activity planned for 2024/2025 An officer responded to a member’s question in relation to future funding for the Beat the Street programme. The Committee decided: that the report be noted. 14 Sale of Nicotine Vapour Products Enforcement A report dated 23 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the programme of enforcement undertaken by Consumer and Trading Standards in relation to the sale of nicotine vapour products. Consumer and Trading Standards delivered the Council’s statutory duty to enforce the provisions of Tobacco and Primary Medical Services (Scotland) Act 2010 and carried out a programme of enforcement in relation to the age restriction requirements contained within the Act. The Act created a criminal offence for a business to sell vapes to anyone under the age of 18 years and, if contravened, a £200 fixed penalty notice could be issued, which was discounted to £150 if paid within 14 days of issue. There had been a significant increase in complaints from the public, head teachers, elected members and Police Scotland relating to the sale of single-use vapes to children in 2022/2023 and a test purchase exercise was included within the programme of enforcement for 2023/2024, details of which were provided in the report. Officers responded to members’ questions in relation to the effectiveness of the sanctions available to the Council and undertook to:- provide information on the number of businesses which had paid a fine report back to committee on what action the Council was able to take through the Licensing Board in relation to those shops that did not comply with the legislation report back to committee next year on the 2024/2025 enforcement programme The Committee decided: that the report be noted. 15 Community Benefit Funds – Annual Report A report dated 23 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted on grants awarded in 2023/2024 from the Community Benefit Funds administered by the Council’s Enterprise and Sustainable Development Services. Community Benefit Funds had been established to provide funding to suitable projects providing community benefits in eligible areas. Details of the grants awarded in 2023/2024 were provided in appendices 1 to 4 to the report. A publicity document for 2023/2024 would be prepared with the purpose of raising awareness of the Community Benefit Funds and their support of communities. This annual report would be circulated and publicised digitally, with 100 copies made available to councillors and groups. 12
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The Committee decided: that the Community Benefit Funds administered by the Council and the grants awarded under the Renewable Energy Fund (REF), Clyde Wind Farm Fund (CWFF) and Quarry Funds in 2023/2024 be noted. 16 Roads Asset Management Plan 2024 - Update A report dated 28 August 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the Roads Asset Management Plan (RAMP) 2024. The RAMP was a strategic framework that outlined the key principles and practices for the effective management, maintenance and enhancement of the roads network and related infrastructure. The development of RAMPs across Scotland was an excellent example of collaborative working across the 32 local authorities. Information was provided on:- the 5 key principles of an effective RAMP the Council’s main roads asset groups the overall condition of the infrastructure and issues for consideration The Committee decided: that the report be noted. [Reference: Minutes of 29 August 2023 (Paragraph 15)] Councillor Convery left the meeting during consideration of this item of business 17 Urgent Business There were no items of urgent business. 13
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 4 October 2024 for Community and Enterprise Resources provide a forecast for the year to 31 March 2025 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2025 of a breakeven position, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the second revenue budget monitoring report presented to the Community and Enterprise Committee for the financial year 2024/2025. 3.2. The report details the financial position for Community and Enterprise Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and Appendices B to G provides the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 4 October 2024 within the Resource budget and reflects the expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. As at 4 October 2024, the Resource’s projected outturn position for 2024/2025 is a breakeven position. This is outlined in the attached appendices. 3 15
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5.2. Virements are proposed to realign budgets across budget categories and with other Resources. These movements have been detailed in the appendices to this report, as appropriate. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. There are inflationary and budget pressures which could increase the risk of overspend, however these are mitigated by additional funds being added to the budget. 7.2. The risk is managed through four weekly Budget Monitoring meetings at which any variance is analysed. In addition, the new forecasting within FUSION and work with the Resource and finance teams, ensures early warning for corrective action to be taken where appropriate. 8. Integrated Impact Assessment and Consultation Requirements 8.1. 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 integrated impact assessment is required. 8.2. There was also 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) 25 October 2024 Link(s) to Council Values/Priorities/Objectives Accountable, effective, efficient and transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 4 October 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Louise Harvey, Finance Manager Ext: 2658 (Tel: 01698 452658) Email: louise.harvey@southlanarkshire.gov.uk 16
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Appendix A Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period 7 Ended 4 October 2024 (No. 7) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Facilities, Waste and Grounds Services 77,307 77,144 163 0.21% 36,454 Planning and Regulatory Services 4,659 4,464 195 4.19% 1,809 Leisure Services 21,738 21,750 (12) (0.06%) 13,205 Enterprise and Sustainable Development 5,874 5,803 71 1.21% 3,105 Roads, Transportation and Fleet Services 16,592 17,009 (417) (2.51%) 5,982 Net Controllable Exp. 126,170 126,170 0 0.00% 60,555 Service Explanation for significant projected outturn variances Facilities, Waste and Grounds Services The anticipated underspend is mainly due to turnover and staff vacancies, as well as increased income for additional service requests within Street and Waste services. The anticipated Service underspend will be offset by overspends within the overall Resource. Planning and Regulatory Services The anticipated underspend is mainly due to staff vacancies and turnover within the Environmental Services and Planning & Building Standards teams, and lower than budgeted costs for Scientific Services within Environmental Services due to decreased demand. These underspends are partially offset by Planning applications and Building Warrants income is expected to be less than budget due reduced applications. The anticipated Service underspend will support the overall Resource balanced budget position. Leisure Services No significant variances to report. Enterprise and Sustainable Development It is projected the Service will record a broadly balanced budget, with minor underspends within employees, administration and an over recovery of income, being partially offset by greater costs on IT equipment and leasing charges. Roads, Transportation and Fleet Services A projected overspend is anticipated across the service, mainly due to reduced income within Parking and Roads Construction Unit and increased costs associated with the upkeep of depots, IT annual subscriptions, hired plant for winter and leasing charges within Roads. These overspends are partially offset by an expected underspend within employee costs due to vacancies and staff turnover. The anticipated Service overspend will be managed within the overall Resource position. 17
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Appendix B Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 4 October 2024 (No.7) Community and Enterprise Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 96,675 95,250 1,425 Under 1.47% 43,894 Property Costs 9,732 9,823 (91) Over (0.94%) 4,523 Supplies & Services 18,551 18,762 (211) Over (1.14%) 7,225 Transport & Plant 22,395 22,788 (393) Over (1.75%) 7,699 Administration Costs 798 816 (18) Over (2.26%) 284 Payments to Other Bodies 16,396 16,388 8 Under 0.05% 6,442 Payments to Contractors 38,302 38,439 (137) Over (0.36%) 22,334 Transfer Payments 617 617 0 - 0.00% 459 Financing Charges 197 214 (17) Over (8.63%) 10 Total Controllable Exp. 203,663 203,097 566 Under 0.28% 92,870 Total Controllable Inc. (77,493) (76,927) (566) Under (0.73%) (32,315) Net Controllable Exp. 126,170 126,170 0 - 0.00% 60,555 Variance Explanations Variance explanations are shown in Appendices C-G as appropriate. Budget Virements Budget virements are shown in Appendices C-G as appropriate. 18
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Appendix C Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 4 October 2024 (No.7) Facilities, Waste and Grounds Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 60,137 59,885 252 Under 0.42% 28,490 1,a,d Property Costs 2,133 2,181 (48) Over (2.25%) 1,147 2,b,c,d Supplies & Services 8,782 8,865 (83) Over (0.95%) 4,128 3,a,c,d Transport & Plant 8,070 8,081 (11) Over (0.14%) 4,714 A Administration Costs 181 188 (7) Over (3.87%) 100 E Payments to Other Bodies 54 54 0 - 0.00% 33 Payments to Contractors 18,060 18,097 (37) Over (0.20%) 8,947 a,d Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 45 45 0 - 0.00% 5 Total Controllable Exp. 97,462 97,396 66 Under 0.07% 47,564 Total Controllable Inc. (20,155) (20,252) 97 Over 0.48% (11,110) 4,d Net Controllable Exp. 77,307 77,144 163 Under 0.21% 36,454 Variance Explanations 1. The forecast underspend in Facilities and Streets & Bereavement is due to staff turnover and is partially offset by an overspend in Waste services due to overtime costs. 2. The forecast overspend is due to increased costs for cleaning and janitorial equipment within Facilities. 3. The forecast overspend is due to higher than budgeted costs for domestic bins within Waste and costs for commemorative items within Bereavement services, which is recovered via income. 4. An over recovery of income is forecast mainly due to additional service requests for street cleansing and for clearances within Waste services. These are partially offset by an under recovery in School meal income. Budget Virements a. Transfer from reserves in respect of Front Line First and Strategic Waste Fund. Net effect £1.219m: Employees £0.930m, Supplies and Services £0.100m, Transport and Plant £0.074m, Payment to Contractor £0.115m. b. Transfer from corporate items for rates poundage. Net Effect £0.033m: Property £0.033m. c. Removal of budget in respect of Procurement savings in 2024/2025. Net Effect £0.023m: Property (£0.010m), Supplies and Services (£0.013m). d. Realignment and establishment of budget to reflect service provision within Waste. Net effect £0.000m: Employees £0.065m, Property £0.005m, Supplies and Services £0.127, Administration £0.005m, Payment to Contractor (£0.065m), Income (£0.137m). 19
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Appendix D Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 4 October 2024 (No.7) Planning and Regulatory Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,091 6,832 259 Under 3.65% 3,285 1 Property Costs 38 29 9 Under 23.68% 14 Supplies & Services 166 199 (33) Over (19.88%) 93 2 Transport & Plant 126 129 (3) Over (2.38%) 44 Administration Costs 110 129 (19) Over (17.27%) 77 Payments to Other Bodies 235 215 20 Under 8.51% 30 Payments to Contractors 443 443 0 - 0.00% 144 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 46 48 (2) Over (4.35%) 1 Total Controllable Exp. 8,255 8,024 231 Under 2.80% 3,688 Total Controllable Inc. (3,596) (3,560) (36) Under (1.00%) (1,879) 3 Net Controllable Exp. 4,659 4,464 195 Under 4.19% 1,809 Variance Explanations 1. The forecast underspend is mainly due to staff vacancies and turnover. 2. The forecast overspend is due to costs of an IT system upgrade within the Planning service. 3. The forecast predicts a lower level of income recovered from Planning applications and Building warrants. Budget Virements No budget Virements 20
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 4 October 2024 (No.7) South Lanarkshire Leisure and Culture Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 4 4 0 - 0.00% 3 Property Costs 5,615 5,615 0 - 0.00% 1,891 Supplies & Services 0 0 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 8 8 0 - 0.00% 2 Payments to Other Bodies 80 92 (12) Over (15.00%) 0 1 Payments to Contractors 16,031 16,031 0 - 0.00% 11,309 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 0 0 0 - 0.00% 0 Total Controllable Exp. 21,738 21,750 (12) Over (0.06%) 13,205 Total Controllable Inc. 0 0 0 - 0.00% 0 Net Controllable Exp. 21,738 21,750 (12) Over (0.06%) 13,205 Variance Explanations 1. The forecast overspend relates to a predicted charge for the annual fireworks display at Strathclyde Park being greater than budget. Budget Virements No budget virements 21
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Appendix F Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 4 October 2024 (No.7) Enterprise and Sustainable Development Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 8,026 7,942 84 Under 1.05% 3,217 1,a,b Property Costs 246 249 (3) Over (1.22%) 45 Supplies & Services 145 156 (11) Over (7.59%) 23 a Transport & Plant 179 180 (1) Over (0.56%) 19 Administration Costs 101 80 21 Under 20.79% 25 2,a Payments to Other Bodies 10,653 10,653 0 - 0.00% 3,187 c Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 56 75 (19) Over (33.93%) 1 3 Total Controllable Exp. 19,406 19,335 71 Under 0.37% 6,517 Total Controllable Inc. (13,532) (13,532) 0 - 0.00% (3,412) a Net Controllable Exp. 5,874 5,803 71 Under 1.21% 3,105 Variance Explanations 1. The forecast underspend is mainly due to staff turnover within Economic Development and Support Administration. 2. A projected underspend is due to less costs anticipated for telephones and membership fees. 3. The forecast predicts an over spend on IT leasing costs. Budget Virements a. Realignment and establishment of budget within Support. Net Effect £0.000m: Employees £0.006m, Supplies and Services £0.021m, Administration (£0.006m), Income (£0.021m). b. Transfer from reserves for strategic investments (Social Enterprise and Business Support, Locate in South Lanarkshire and Tourism Cooperative and Strategy) and staff costs. Net Effect £0.277m: Employees £0.157m, Payment to Other Bodies £0.120m. 22
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Appendix G Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 4 October 2024 (No.7) Roads, Transportation and Fleet Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 21,417 20,587 830 Under 3.88% 8,899 1 Property Costs 1,700 1,749 (49) Over (2.88%) 1,426 2,a Supplies & Services 9,458 9,542 (84) Over (0.89%) 2,981 3,b Transport & Plant 14,020 14,398 (378) Over (2.70%) 2,922 4 Administration Costs 398 411 (13) Over (3.27%) 80 Payments to Other Bodies 5,374 5,374 0 - 0.00% 3,192 Payments to Contractors 3,768 3,868 (100) Over (2.65%) 1,934 5 Transfer Payments 617 617 0 - 0.00% 459 Financing Charges 50 46 4 Under 8.00% 3 Total Controllable Exp. 56,802 56,592 210 Under 0.37% 21,896 Total Controllable Inc. (40,210) (39,583) (627) Under (1.56%) (15,914) 6 Net Controllable Exp. 16,592 17,009 (417) Over (2.51%) 5,982 Variance Explanations 1. The forecast underspend is mainly due to vacancies and staff turnover. 2. An overspend is forecast due to higher than budgeted costs for water and repairs & maintenance for Roads’ depots. 3. The forecast overspend mainly relates to increased costs for annual subscriptions for computer licences within Roads. 4. The forecast overspend is due anticipated increased external hire costs for winter plant. Furthermore higher than budgeted leasing costs are anticipated within Roads Construction due to the increasing price of vehicle replacement. The forecast overspend is also partly due to greater than budgeted costs for outside repairs within the Fleet workshop. 5. The forecasted overspend is mainly due to higher than budgeted costs within the Structures Section for bridge repairs and statutory inspections. Furthermore increased contractor costs are anticipated within the Traffic Section for maintenance of traffic lights. 6. An under recovery of income is projected resulting from lower than budgeted parking income and reduced income from maintenance works within Roads Construction. Budget Virements a. Transfer from corporate items for rates poundage. Net Effect £0.008m: Property £0.008m. b. Removal of budget in respect of Procurement savings in 24/25. Net Effect £0.002m: Supplies and Services (£0.002m). 23
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Community and Enterprise Resources for the period 1 April 2024 to 4 October 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Community and Enterprise Resources capital programme of £53.679 million, and expenditure to date of £9.193 million, be noted. [1recs] 3. Background 3.1. This is the second capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2024/2025. Further reports will follow throughout the year. 3.2. The revised budget of £53.679 million for Community and Enterprise Resources is based on the overall Capital Programme for 2024/2025 (June 2024), and includes updates approved by the Executive Committee on 2 October 2024 (£0.051m increase) and 13 November 2024 (£8.544m decrease). 3.3. The report details the financial position for Community and Enterprise Resources in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. 2024/2025 Budget As detailed in Section 3.2, the revised capital programme for Community and Enterprise Resources is £53.679 million and includes budget amendments, totalling a net decrease of £8.493 million, which have been approval by the Executive Committee. The details of these amendments are shown in Appendix A. 4 25
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5.2. 2024/2025 Forecast Appendix A shows a forecast for the financial year of £53.679 million. For information, actual expenditure to 4 October 2024 is £9.193 million. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Integrated Impact Assessment and Consultation Arrangements 8.1. 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. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 30 October 2024 Link(s) to Council Values/Ambitions/Objectives Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 2 October 2024 Executive Committee, 13 November 2024 List of Background Papers ▪ Financial ledger to 4 October 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 26
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Appendix A South Lanarkshire Council Capital Expenditure 2024-2025 Community and Enterprise Resources Programme For Period 1 April 2024 – 4 October 2024 Education Resources Base Budget £000 Budget Adjustments £000 Slippage/ Acceleration £000 Total Budget £000 Forecast Spend £000 Forecast Variance £000 Actual Expenditure £000 Facilities, Waste and Grounds 2,846 252 - 3,098 3,098 3,098 663 Enterprise and Sustainable Development 28,558 8,097 (9,385) 27,270 27,270 27,270 2,292 Roads, Transport and Fleet 19,170 4,150 (9) 23,311 23,311 23,311 6,238 TOTAL 50,574 12,499 (9,394) 53,679 53,679 53,679 9,193 For Information Only Budget Adjustments approved by Executive Committee, 2 October 2024: Budget Adjustments approved by Executive Committee, 13 November 2024: Budget Adjustments Hamilton Town Centre Masterplan Electric Vehicle Expansion Lesmahagow Salt Barn Total Budget Adjustments £0.100m (£0.040m) (£0.009m) £0.051m Budget Adjustments McKirdy Park Larkhall Leisure Centre Place Based Investment Funding 2024/25 City Deal – Secondary Schools Leisure and Culture Transformation Fund Total Budget Adjustments £0.252m (£1.027m) £0.589m (£3.458m) (£4.900m) (£8.544m) 27
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – July to September 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for July to September 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 July to September 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 14 September 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 July to September 2024. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of September 2024 for Community and Enterprise Resources. The Resource absence figure for September 2024 was 6.9%, this figure has increased by 1.2% when compared to the previous month and is 0.8% higher than the Council-wide figure. Compared to September 2023, the Resource absence figure has increased by 0.5%. 5 29
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Based on the absence figures at September 2024 and annual trends, the projected annual average absence for the Resource for 2024/2025 is 6.4%, compared to a Council-wide average figure of 5.6%. 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, 254 referrals were made this period. This represents a decrease of 104 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 45 accidents/incidents recorded within the Resource this period. Due to a changeover in systems, data input has been delayed, therefore comparisons to last year is not possible. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 16 disciplinary hearings were held within the Resource, a decrease of 5 when compared to the same period last year. Two internal Resource appeals were raised, both of which were not upheld; an increase of 2 when compared to the same period last year. During the period no appeals were heard by the Appeals Panel and no Appeals Panels were pending. Two grievances were raised within the Resource, this figure has increased by 2 when compared to the same period last year. Six Dignity at Work complaints were raised within the Resource, this figure has increased by 6 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 68 leavers this period eligible for an exit interview. This figure has increased by 11, when compared with the same period last year. Given the transition to the new Fusion system, exit interview data continues to be collated and updated for this period. 5. Staffing Watch 5.1. There has been an increase of 266 employees in post from 11 June 2024 to 14 September 2024. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 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. 30
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9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 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) 5 November 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 – 17 September 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 31
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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 3.1 May 6.8 6.3 6.3 May 6.3 5.9 5.9 May 5.4 5.1 5.3 June 3.5 4.3 4.1 June 7.2 5.9 6.4 June 6.7 5.7 6.0 June 5.3 4.7 5.2 July 3.9 2.3 3.8 July 5.9 4.6 4.5 July 5.6 4.3 4.4 July 4.6 3.8 4.1 August 3.4 3.0 3.4 August 6.6 5.2 6.2 August 6.1 4.9 5.7 August 4.4 4.1 4.7 September 3.1 2.5 3.8 September 7.9 7.1 7.5 September 7.1 6.4 6.9 September 5.4 5.3 6.1 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 3.3 Annual Average 7.4 6.8 7.0 Annual Average 6.9 6.2 6.4 Annual Average 5.7 5.4 5.6 Average Apr-Sep 3.7 3.2 3.6 Average Apr-Sep 7.0 5.9 6.3 Average Apr-Sep 6.5 5.5 5.9 Average Apr-Sep 5.1 4.7 5.1 585 2876 3461 15851 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 September 2024 No of Employees at 30 September 2024 No of Employees at 30 September 2024 No of Employees at 30 September 2024 32
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Jul - Sep Jul - Sep 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 96 58 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 1 TOTAL 358 254 Jul - Sep Jul - Sep 2023 2024 Specified Injuries* 0 2 Over 7 day absences 7 9 Over 3 day absences** 0 1 Minor 23 23 Near Miss *** 4 3 Violent Incident: Physical**** 15 5 Violent Incident: Verbal***** 4 2 Total Accidents/Incidents 53 45 Jul - Sep Jul - Sep 2023 2024 Total Number of Hearings 21 16 Total Number of Appeals 0 2 Appeals Pending 0 0 Time Taken to Convene Hearing October - Jul to Sep 2024 0-3 Weeks 4-6 Weeks Over 6 Weeks 1 8 7 Jul - Sep Jul - Sep 2023 2024 Number of Grievances 0 2 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 1 Number Resolved at Stage 3 0 0 Still in Progress 0 1 Jul - Sep Jul - Sep 2023 2024 Number of Incidents 0 6 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 0 6 RECORD OF DIGNITY AT WORK 152 125 CAUSE OF ACCIDENTS/INCIDENTS *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 ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****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. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 17 0 Appendix 2 COMMUNITY AND ENTERPRISE RESOURCES 93 70 33
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Jul - Sep Jul - Sep 2023 2024 Career Advancement 3 1 Child Caring / Caring Responsibilities 2 0 Disatisfaction with terms and conditions 1 0 Further Education 0 0 Moving outwith area 0 0 Personal Reasons 2 0 Poor relationship with managers / colleagues 2 0 Travelling difficulties 0 0 Other 7 1 Number of Exit Interviews conducted 17 2 Total Number of Leavers Eligible for Exit Interview 57 68 Percentage of interviews conducted 30% 3% ANALYSIS OF REASONS FOR LEAVING Appendix 2a COMMUNITY AND ENTERPRISE RESOURCES 34
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As at 14 September 2024 Total Number of Employees F/T P/T F/T P/T 1244 384 235 1576 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1711.95 415.46 269.47 48.94 18.30 0.00 2.00 0.00 2471.12 As at 11 June 2024 Total Number of Employees F/T P/T F/T P/T 1237 275 233 1428 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1531.38 382.28 258.25 46.55 16.70 0.00 5.00 0.00 2245.16 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3439 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3173 35
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan: Quarter 2 Progress Report 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Community and Enterprise Resource Plan Quarter 2 Progress Report 2023/2024, for the period 1 April 2024 to 30 September 2024 [1purpose] 2. Recommendations 2.1. The Community and Enterprise Resources Committee is asked to approve the following recommendation(s):- [ (1) that the Community and Enterprise Resource Plan Quarter 2 Progress Report 2024/2025, 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 to date, as detailed in paragraph 5.3. of this report, be noted; (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4. of this report, be noted; and (4) that the additional scrutiny of reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2023/2024, are summarised in paragraph 5.6. of this report, be noted. 3. Background 3.1. The Community and Enterprise Resource Plan 2024/2025 was approved by Community and Enterprise Committee on 18 June 2024 and noted by the Executive Committee on 26 June 2024 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2024/2025. 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 2024/2025 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2024/2025. These are detailed at Appendix 1. 6 37
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5. Quarter 2 Progress Report 2024/2025 5.1. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2024/2025, 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. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. There are no red measures to detail in this report. The overall summary of progress to date is set out in the table below: Status Measures Statistical Project Total % Blue 0 2 2 3.6 Green 14 29 43 76.8 Amber 5 3 8 14.3 Red 0 0 0 0 Report later/Contextual 2 1 3 5.3 Totals 21 35 56 100% (Data correct as at 24-10-2024) 5.3. Key achievements for 2024/2025, to date, are noted below: Connect Outcome Communities and Environment Resource Outcome Achievement Communities are encouraged and supported to reduce, re-use and recycle their waste The percentage of household waste sent to landfill in the period January to June 2024 was 1%, remaining well below the 5% target. (NB this measure is reported per calendar year) Communities are well connected The percentage of properties with Full Fibre Connection has increased to 50.6%, exceeding the annual target of 43% 38
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Connect Outcome Communities and Environment Resource Outcome Achievement All schools and nursery children have access to nutritious school meals Primary school meal uptake for the period April to September was 70%, exceeding target (66%). The new menu started on 26 August 2024. All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Across our capital programme, 92 road safety schemes (71 carriageway and 21 footway) are to be delivered during 2024-25 and at the end of quarter two, 44 schemes have been delivered (34 carriageway/10 footway). This demonstrates good progress to date and the programme will remain under review. A programme of bridge and other structure projects have continued to be implemented, including the £9.4m replacement of the Clyde Bridge which was completed in quarter one. Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Stewartfield Way/ East Kilbride Town Centre Enhancement - a report was presented to Community and Enterprise Committee during April 2024 outlining the revised project. Updated traffic modelling has been completed and approval for the project's wider aims was obtained by the Glasgow City Region Chief Executives' Group in June 2024. City Region Cabinet also approved the scope of the project change control on 6 August 2024. This will allow individual Outline Business Cases (OBCs) for Stewartfield Way and Town Centre proposals. The OBC for the Stewartfield Way part of the project has been submitted to the Programme Management Office (PMO) for initial consideration and thereafter, Cabinet approval on 5 November 2024. A report to the Council’s Executive Committee is also being scheduled for 13 November 2024. High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Green Flag accreditation award was retained for Cambuslang Park, Strathaven Park and Castlebank Park. 39
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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 The Council has appointed a consultant to undertake an independent objective review of Council properties, including those operated by SLLC. At the same time, the £13m Transition Fund is helping to modernise the leisure and culture asset base. Phase 1 of the Transition Fund (£8.5m) spend is underway with properties already identified. Properties are currently being identified for Phase 2 (£4.5m). Public health is safeguarded through an effective environmental regulation and enforcement service. Formal grant funding from Strathclyde Partnership for Transport (SPT) to support active travel behaviour change initiatives has been confirmed and a grant of £195,500 has been awarded to fund a further Beat the Street project as well as continuing with the BetterPoints Think, Move, Breathe project until March 2025. This brings the total awarded in 2024/25 (to end of September 2024) from Scottish Government air quality grant and SPT to £391,914.05. Scottish Government funding is being used to support air quality monitoring activities as well as for active travel promotional campaigns, anti-idling campaigns, and Eco Stars support for businesses that operate fleet which travel through the South Lanarkshire area. Connect Outcome Our Economy Resource Outcome Achievement A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive To date, 1,340 participants have been supported on council-operated employability programmes, well on the way to reaching the 1,500 target. To date, 355 participants have moved into further/higher education or other formal training programmes following employability support, just shy of the target (400). Thriving town and neighbourhood centres provide a focal point for local communities Following completion and approval of the masterplan, a delivery structure and programme of activity will be finalised. Officers have considered the broad principles of how each element can be delivered and an appropriate funding model. Key projects are: Newcross Centre – closure and redevelopment of the centre. Regent Centre Sale and partnership agreement - sale and redevelopment of existing centre which is at the end of its useful life. 40
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Connect Outcome Our Economy Resource Outcome Achievement Bairds redevelopment – consider options for redevelopment Town Square repurposing – refresh this vital public space for the future Vogue redevelopment – consider options for redevelopment. 5.4. 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 Bereavement Services achieved 95% customer satisfaction remaining at a high level. Customer satisfaction with cleaning and catering services has exceeded target, achieving 99% satisfaction rate. The workforce has the skills, flexibility and capacity to deliver the Council’s priorities The initial implementation of the Competence Assessment System (CAS) toolkit for Building Standards officers has been completed. The Building Standards Division (BSD) now intends that the next stage will be the development of an online tool to identify skills gaps. It is anticipated that this will be an independent assessment by a third-party organisation and will be introduced in 2026. In the meantime, training needs of staff continue to be monitored with a view to facilitating training in order to ensure that the required levels of staff competency can be met by the assessment date. 5.5. Areas for improvement No measures have been classified as ‘red’ (major slippage against timescale or shortfall against target) at quarter two. 41
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5.6. Report later Measures in the quarterly progress reports which are not blue, red, amber or green can be assigned a status of ‘report later’ or ‘contextual’. A further analysis introduced to aid scrutiny of performance, is to follow up the measures in these categories from the Quarter 4 2023/2024 report. There was one measure identified in these categories at Quarter 4 last year, it is a Local Government Benchmarking Framework (LGBF) indicator, for which the 2023/2024 results will not be published until February 2025. 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. 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. 8.2. 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. 9. Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 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) 5 November 2024 42
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Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022-2027 Previous References Council Plan Connect 2022-2027 – approved by the full Council on 15 June 2022 Community and Enterprise Resource Plan 2024/2025 – approved by Community and Enterprise Resources Committee on 18 June 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Anne Lewis (Performance and Development Officer) E-mail: anne.lewis@southlanarkshire.gov.uk 43
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Appendix 1 Community and Enterprise Resource Outcomes 2024/2025 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 sector thrive 44
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Connect Outcomes Resource Outcomes Delivering the Plan and achieving Best Value • The council demonstrates high standards of governance and sound financial stewardship • Customers experience high standards of governance and sound financial stewardship • 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 45
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IMPROVe - SLC Performance Management System Report printed on 28 Oct 18:52 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 3 0 1 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 6 2 0 1 9 Delivering the plan and achieving best value 0 0 0 0 0 Total 14 5 0 2 21 Page 1 48
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of streets found to be acceptable during Litter Monitoring Systems Surveys Surveys are undertaken three times per year. The figure to date reflects the results from the first survey only. With two more surveys to be undertaken over the year, there is still potential that the target at year end will be met. Amber 92.00% 89.40% 92.10% 92.30% 92.00% Land Audit Management System grounds maintenance score With a year to date figure of 72.0, the service is on course to achieve annual target (72.0). Green 72.0 72.0 71.3 72.0 72.0 Communities are encouraged and supported to reduce, re-use and recycle their waste Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in 2024 This measure is reported per calendar year, so the calendar year to date figure for January to June 2024 is 42.94% and is lower than the annual target of 50%. However, it is noted that the figure rose to 46.97% during the period from April to June 2024. The inability to recycle Waste Upholstered Domestic Seating (WUDS) means that this type of waste goes to landfill, and is affecting the percentage of total household waste that is recycled. However, it is not possible to measure exactly what the impact is as the specific amount of WUDS going to landfill is not recorded. The percentage of total household waste that is recycled will continue to be monitored. Amber 50.00% 42.94% 41.50% 41.20% 43.75% Page 2 49
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - 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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment Communities are encouraged and supported to reduce, re-use and recycle their waste Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of household waste sent to landfill in 2024 This measure is reported per calendar year and the latest figures relate to quarter two, from April to June 2024 (1.64%). While this figure remains well below the target to stay under 5%, a planned waste outage tonnage was evident in May/June 2024, meaning that the Energy from Waste facility in Dunbar was closed for planned maintenance and a relatively small amount of waste was therefore diverted to landfill. The year to date figure is 1% and remains significantly lower than the annual target of 5%. Green 5.00% 1.00% 8.66% 1.84% 1.50% The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and actingsustainably Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Reduction in the Council carbon emissions in 2023/24 compared to 2022/23 (previous year) The carbon emissions are reported a year behind, so we are currently reporting on 2023/24 figures and note that the Council’s carbon emissions reduced by 9.46% in comparison with 2022/23. The target is to continue to reduce the Council's carbon emissions and there is therefore no figure to enter as a target for this measure. Green ------ ------ ------ ------ 9.5% Communities are well connected Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of properties with Superfast Broadband >30Mbps Coverage has increased by 0.2% during quarter two, July to September 2024 compared to quarter one. Green 99.0% 98.5% 97.0% 97.3% 97.9% Percentage of properties with Full Fibre Connection There has been an increase during July to September 2024 of just under 2.4%, compared to quarter one, in the percentage of properties with Full Fibre Connection. This brings the year to date figure to 50.6% exceeding the annual target. Green 43.0% 50.6% 21.9% 32.6% 45.4% Page 3 50
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways and bridges and associated infrastructure are safe and fit for purpose Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of our road network that should be considered for maintenance treatment (Roads Condition Index). This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The 2023-25 figures will be reported later in the year. The target figure of 31.9% is based on the results for the period 2022-24, a significant regression compared to the previous year. Report Later 31.9% ------ 29.7% 30.8% 31.9% Number of road casualties in South Lanarkshire during 2024. Provisional casualty figures are available for first seven calendar months of 2024, when there were 211 casualties. Of these, there was 1 fatal casualty, 79 serious casualties and 131 slight casualties. There were 0 child fatal casualties, 5 children seriously injured and 23 children slightly injured. These can be compared with the same period in 2023, when there were 220 casualties. Of these, there were 4 fatalities, 69 serious casualties and 147 slight casualties. For children in 2023, there were 0 child fatal casualties, 11 children seriously injured and 15 children slightly injured. It should be noted that traffic volumes have now returned closer to pre-Covid levels which is reflected in the casualties numbers. Amber 370 211 254 284 370 Page 4 51
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Health and Wellbeing Public health is safeguarded through an effective environmental regulation and enforcement service Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Broad compliance with food law statutory requirements secured in premises Year to date 95% of food businesses (2,763) 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. Since the new food law rating scheme came into affect, local authorities can focus resources on high risk and non-compliant businesses by conducting more frequent inspections in these establishments. Green 85.0% 95.0% 93.0% 96.0% 95.0% All schools and nursery children have access to nutritious school meals Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target 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) The level of school meal uptake is in line with target. The new menu started on 26 August 2024. Green 66.0% 70.0% 58.2% 66.0% 69.2% Level of secondary school meal uptake (as a proportion of total primary school meals which could be taken up over the period) The level of secondary school meal uptake is on course to meet the annual target. Green 38.0% 37.0% 36.3% 38.0% 39.9% Page 5 52
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of new South Lanarkshire business starts supported by Business Gateway This year represents a transition for the Business Gateway, changing from a contract based external provider model, to an in house model which will reflect a more customer focused, rather than target driven, delivery model. This first year target and performance reflects the two months of transition when there was a physical move and then employee training. The target has been adjusted to reflect expectations over a 10 month period. Amber 500 99 ------ 520 499 Number of business support interventions per annum by Economic Development (grants, loans or advice) This year represents a transition for the Business Gateway changing from a contract based, external provider model to an in house model. Since this change a decision was made that all referrals for business advice be referred directly to the Business Gateway and from now on they will be the public facing organisation for business support in South Lanarkshire. The previous model was target driven around the number of business engagements which diluted the effectiveness of service delivery. Through a revised customer focused service approach appropriate target levels will be established through this first year of altered service delivery. Amber 800 298 2,679 1,615 829 Page 6 53
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of jobs created or sustained per annum as a direct result of Economic Development intervention Business Gateway remain on track to reach the target for the current year. The figures for 2021/22 and 2022/23 reflect the particularly high volume of engagement with businesses, seeking to invest in business recovery and growth following the effect of Covid. Going into 2023/24 there remained legacy grants that went on to be processed during 2023/24 resulting in a higher number of jobs being created or sustained. The 2024/25 target and performance figures reflect the expected number of engagements in more stable economic conditions. Green 500 297 1,095 1,256 646 Increased value of sales generated by businesses as a direct result of Economic Development intervention The figures for 2021/22 and 2022/23 reflect the particularly high volume of engagement with businesses, seeking to invest in business recovery and growth following the effect of Covid. Going into 2023/24 there remained legacy grants that went on to be processed during 2023/24 resulting in a higher value for that financial year. The 2024/25 target and performance figures reflect the expected number of engagements in more stable economic conditions. During April to September 2024 there were two grants being delivered; Business Growth Grant and the Micro Business Grant and as a result the annual target has been exceeded. The total value of sales as a result of these grants is £8.751m. Green £5.000m £8.751m £22.107m £13.113m £14.496m Perecentage of procurement spend on local enterprises This is a local government benchmarking framework (LGBF) indicator. The figure for 2023/24 will be reported as part of the LGBF framework in early 2025. Report Later ------ ------ 18 18 ------ Page 7 54
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Delivery of UK Shared Prosperity Programme Delivery is progressing across the full programme and is expected to meet the target. The annual report will be presented to the Community and Enterprise Committee on 26 November 2024. Green £6.000m £2.076m £0.000m £0.000m £3.489m A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive Performance Indicators Comments/ Progress Status 2022/23 2023/242021/22Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of participants supported via council-operated employability programmes To date 1340 participants have been supported on employability programmes. Green 1,500 1,340 1,934 1,687 2,663 Number of participants gaining sustainable employment To date 325 participants have moved into employment following employability support. This includes Modern Apprenticeships, full/part time employment. Green 700 325 1,146 584 643 Number of participants accessing further education or training To date 355 participants have moved into further/higher education or other formal training programmes following employability support. Green 400 355 219 536 870 Page 8 55
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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 0 13 2 0 0 15 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 4 0 0 1 5 Children and Young People 0 0 0 0 0 0 Housing and Land 0 1 0 0 0 1 Our Economy 2 11 1 0 0 14 Delivering the plan and achieving best value 0 0 0 0 0 0 Total 2 29 3 0 1 35 Page 9 56
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 Engagement on the findings following analysis of the Open Space audit will be carried out during quarter two 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. Engagement on the Council's Open Space Strategy and Play Sufficiency Assessment will be carried in quarter three of 2024/25. It is anticipated that a draft Open Space Strategy will be reported to the Planning Committee in September 2025, slightly later than first indicated. 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 2024, demonstrating the impact of the Litter Strategy (2022-2027) The annual report on progress with the Litter Strategy and Action Plan is currently being drafted and will be circulated to the Steering Group before being presented to the Climate Change and Sustainability Committee on the 18 December 2024. Green 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 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 The review of Waste Services is ongoing and key workstreams have been completed in line with timescales and reported to CMT. Approval for proposals relating to the introduction of garden waste charges and Waste Upholstered Domestic Seating (WUDS) collections have now been approved by Executive Committee and Community and Enterprise Committee, respectively. The review of Household Waste Recycling Centres (HWRC) and the award of the contract for the management and operation of HWRCs were completed on time. The Service is now working on finalising aspects of the kerbside collection workstream which will be presented to CMT after the summer recess. Green Page 10 57
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - 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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 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 Implementation of the Sustainable Development and Climate Change (SDCC) Strategy and Action Plans is progressing in line with agreed timescales. The quarter four update for the 2023/24 Action Plan was presented to the Climate Change and Sustainability (CCS) Committee in August 2024. The Action Plan for 2024/25 was also approved at this Committee meeting. The quarter two update for the 2024/25 Action Plan is expected to be presented to CCS Committee in December 2024. Green 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 Officer workshops and members’ awareness sessions were held in spring 2024. However, awareness sessions with developers and agents have not taken place. The Scottish Government have advised that guidance on implementing the Climate Change policy position in the National Planning Framework 4 (NPF4) is being prepared and it is therefore appropriate to postpone the awareness raising until the national policy direction is clearer. In the meantime, non-statutory planning guidance on the Nature topic is being developed by the Planning Service and it is intended to report this to Planning Committee in 2024/25 after which it will be published on the Council’s website and used in the decision making process for planning applications. Green Page 11 58
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 reducing 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 An update to the Fleet Asset Management Plan is now underway. 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. A paper will be presented to a future Committee most likely during 2025. 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 Work is continuing on the regional collaboration initiative to expand and enhance vehicle charging infrastructure across the west. An Inter Authority Agreement has been agreed. Tenders are currently being reviewed for the appointment of a consultant to prepare tender documentation and project manage the next phase. This will seek to appoint a commercial operator for publicly available electric vehicle charging infrastructure. Green Page 12 59
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment 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 2024-25 programme Through the Annual Accident Investigation and Prevention (AIP) project, funding from the Road Safety Improvement Fund will allow for measures to be provided at the following locations: •A70, from A73 Hyndford Rd to A743 Ravenstruther •A706, Forth to council boundary •Hillhouse Road/Technology Avenue, Hamilton •A71 Ayr Road near Burnhead Road, Shawsburn •A726, from Torrance Roundabout to Strathaven Works instructions have been issued (with the exception of A726, from Torrance Roundabout to Strathaven which will be issued imminently). Works are programmed for completion by March 2025. Green Page 13 60
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Prepare prioritised programme of carriageway and footway maintenance works Deliver road safety projects and schemes in line with agreed 2024-25 programme Across our capital programme we have identified 92 schemes (71 carriageway / 21 footway) to be delivered during 2024-25 and up until the end of quarter two we have delivered 44 schemes (34 carriageway/10 footway) schemes. This demonstrates good progress to date and the programme will remain under review. Green Page 14 61
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status 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 Replacement of C29 Clyde Bridge – construction phase completed in quarter one. Emergency repair and strengthening of Burnhouse Bridge by Auldhouse: contract awarded in quarter two and site operations programmed to commence in quarter three. East Kilbride line electrification – Maintenance and refurbishment of four South Lanarkshire Council structures affected: tenders exercise and contract award completed in quarter two with contract period programmed for quarter four to align with Network Rail blockade of line. Structural appraisal of Duke Street multiple storey car park (MSCP): appraisal to be completed over three separate phases. Phase 1 commission for Initial Appraisal and Condition Survey complete. Phase 2 currently on hold awaiting advice from senior management. Refurbishment and repair of Priestburn Bridge by Glassford: contract awarded in quarter two and site operations programmed to commence in quarter three. Refurbishment and installation of high containment kerbing at A702 Elvanfoot Bridge: proposed scope of work and outline programme confirmed in quarter one. Tender documents to be prepared in quarter two, issued in quarter three with award also programmed for quarter three. Construction period programmed for quarter four. Green 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 Progressing from 2023/24 works, a new pedestrian crossing facility will be provided on Burnbank Road, Hamilton funded by Active Travel Tier 1 Funding. Design is 90% complete and works to be issued in the coming weeks. Four pedestrian crossings are being upgraded, funded from the Direct Resource fund. Green Page 15 62
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IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - 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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - 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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Works at the following locations are programmed to be complete by March 2025: •High Common Road, East Kilbride •Cadzow Street at Lower Auchingramont Road, Hamilton •Portland Place, Hamilton •Main Street, High Blantyre 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. All plans in place to ensure that precautionary, secondary and extreme routes are treated as necessary throughout winter. Green Page 16 63
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 Draft Local Transport Strategy will be presented to Committee in Autumn 2024 An initial draft structure of Local Transport Strategy (LTS) was submitted to the Community and Enterprise Resource Committee in April 2024. To allow for the strategy to take cognisance of the latest Transport Scotland guidance issued in June 2024, consultation on the draft Local Transport Strategy will now be undertaken in Autumn 2024, with the draft LTS to be presented to Committee for approval, potentially, in February 2025. Amber 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 Stewartfield Way/ East Kilbride Town Centre Enhancement - a report was presented to Community and Enterprise Committee during April 2024 outlining the revised project. Updated traffic modelling has been completed and approval for the project's wider aims was obtained by the Glasgow City Region Chief Executives' Group in June 2024. City Region Cabinet also approved the scope of the project change control on 6 August 2024. This will allow individual Outline Business Cases (OBCs) for Stewartfield Way and Town Centre proposals. The OBC for the Stewartfield Way part of the project has been submitted to the Programme Management Office (PMO) for initial consideration and thereafter, Cabinet approval on 5 November 2024. The Council's Executive Committee paper is also being scheduled for 13 November 2024. Green 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 The Active Travel Tier 1 Funding has been awarded by Transport Scotland and active travel project works are progressing as follows: •New facilities for pedestrians and cyclists as part of the Hairmyres Station project. •Two pedestrian crossings at Burnbank Road •Shared pedestrian / cycle crossings at Eaglesham Road/Redwood Drive/Greenhills Road. Green Page 17 64
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 Awaiting confirmation from Scottish Government of when expansion of free school meals for all primary six and seven pupils will be rolled out. Report Later Page 18 65
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 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 The Council has appointed a consultant to undertake an independent objective review of Council properties, including those operated by SLLC. At the same time, the £13m Transition Fund is helping to modernise the leisure and culture asset base taking account of the following requirements: need to adapt and modernise; need to address energy efficiency and decarbonisation of the estate; need to reduce liabilities and cover costs of demolition; and need to consider community accessibility. Phase 1 of the Transition Fund (£8.5m) spend is taking place this financial year with properties already identified. Properties are currently being identified for Phase 2 (£4.5m). The next phases of developing the new Larkhall Leisure Centre are taking place: Hub South West, in conjunction with South Lanarkshire Council, have appointed the Tier One contractor. Construction is expected to commence in autumn 2025, with an indicative opening date of summer 2027. Now that the design team has been formally appointed, they have been looking at opportunities to maximise the facility space within the available budget. Project board meetings and community engagement meetings are underway. Clydesdale Way paths project / joint ‘Three Rivers’ venture with Dumfries and Galloway and Scottish Borders councils, award of £22,809,416 from Levelling Up Fund (LUF): tender exercise complete. Project is on hold following General Election. Awaiting instruction from UK Government following budget decisions. Country Parks masterplan exercise underway through appointment of Turner and Townsend to deliver masterplanning exercise plan to invest in both parks. Project on schedule to complete the masterplan by January 2025. Green Page 19 66
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 Begin implementation of the multi-year Play Area Undertake consultation with local members and communities in Hamilton area by March 2025 Initial assessment and designs being undertaken for Bothwell and Uddingston areas. Green Investment Programme 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 Consultation has been completed and works have started on the play area upgrades in the Rutherglen/Cambuslang area. Green Improve health and wellbeing by offering attractive and affordable leisure and cultural activities delivered with warmth, friendliness and individual pride 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) are continuing to deliver the main aim of their five year strategy. The respective groups continue to meet to ensure they deliver on the strategic priorities within each of the service areas. All achievements and progress are documented within the quarterly performance reporting arrangements to the Corporate Management Team (CMT) within SLC and also reporting to the SLLC Board, the last meeting of the Board was 4 September 2024. SLLC are continuing to review the deliverables whilst reviewing their strengths, weaknesses, opportunities as well as external influences that may challenge their direction of travel. Green Page 20 67
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 2024-25 Cuningar Allotments project - works on site with completion scheduled for October 2024. Following completion of Greenhills Road contractor reinstatement works will be scoped to ready the site for market. 2024/25 Vacant Derelict Land Fund (VDLF) Delivery Plan - scheduled to go to Community and Enterprise Committee in November 2024. Green 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 activity related to programmes, services and events to businesses have been delivered: Food and Drink: Conclusion of EAT South Lanarkshire programme. Tourism: Attendance at Visit Scotland Connect; Travel Trade Event. Construction: Delivery of Build Lanarkshire Programme. Low Carbon/Innovation: Launch of South Lanarkshire College's Sustainable Development Innovation Centre. Young People: Development and delivery of Shark Reef Programme (entrepreneurial programme for S3 pupils). Green Page 21 68
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 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 The Council continues to host and provide support to the Supplier Development Programme who continue to provide a range of training and events to SME's/third sector organisations. Green Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status 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 presented to Community and Enterprise Resource Committee in April 2024. Complete 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 The final onboarding of both projects between the Council and the UK Government, and Dumfries and Galloway and the UK Government, have been delayed subject to review by the UK Government of spend. Further information expected in the 30 October 2024 Budget Statement. Clydesdale Way: The procurement exercise for the Project Management Contract has concluded and the contract can be awarded if/when the Levelling Up Fund (LUF) award is confirmed. Shawfield: the Council continues to work closely with Clyde Gateway who are fully sighted on the UK Government's (UKG's) position regarding the LUF and the implications of the current UK Government spending review. Amber Page 22 69
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 Positively enhance the benefits of tourism across South Lanarkshire by delivering the very best Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of South Lanarkshire Tourism Strategy (2022-2025) Annual report was presented to Community and Enterprise Resource Committee in April 2024. Complete for our visitors, our businesses, our people, our communities, and our environment Begin the refresh of the South Lanarkshire Tourism Strategy for 2025-2028 Work on refreshing the South Lanarkshire Tourism Strategy is continuing in line with the target to report in April 2025. Green 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 An annual update for 2023/24 on the Social Enterprise Strategy has been prepared and progress will be reported to Community and Enterprise Resource Committee in line with agreed timescales. Green 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 Work is ongoing to explore revenue generating opportunities for the Council. An update report will be provided to the Executive Committee in November 2024 which will also include a risk analysis for each opportunity. Green Page 23 70
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 Develop single door approach to economic development and inward investment activity which links employment, skills, business support and planning Undertake activity (i.e. Lanarkshire Business Events website / supports to national themed weeks i.e. women in business week) aimed at increasing the number of companies engaged with partners which lead to improved performance and turnover, increased employment, innovation, investment and internationalisation Business engagement, including face to face engagement, continues to be undertaken. Visits to businesses supported via grants being carried out. Green Consult with community organisations and develop a Rural Action Plan maximising 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. Update report to be prepared in October 2024 for the rural task force on delivery of the new priorities. Green Page 24 71
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 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 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 Negotiations are ongoing in line with agreed targets. Regular updates are being provided to senior officers and will be reported to Committee at the appropriate time. Green 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 Following completion and approval of the masterplan, a delivery structure and programme of activity will be finalised. Officers have considered the broad principles of how each element can be delivered and an appropriate funding model. Key projects are: Newcross Centre – closure and redevelopment of the centre. Regent Centre Sale and partnership agreement - sale and redevelopment of existing centre which is at the end of its useful life. Bairds redevelopment – consider options for redevelopment Town Square repurposing – refresh this vital public space for the future Vogue redevelopment – consider options for redevelopment. Negotiations are ongoing in line with agreed targets. Regular updates are being provided to senior officers and will be reported to Committee at the appropriate time. Green Page 25 72
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 28 October 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy 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 Full programme of works continue to be implemented across the authority to deliver environmental improvement via frontline first funding. Year 1 of the 3 year fund (totalling £3.5m) fully implemented and includes, for example, improvements to road drainage through a gully cleaning and drainage repairs programme and clean-up of the Glen Dessary Monument site in East Kilbride and Ferniegair War Memorial. Locations are now being collating for year 2 of the fund (from November 2024) and will be looking to retain seasonal workers over the winter period allowing grounds teams to deliver the additional environment improvement works across South Lanarkshire. Green A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrives Action Measures Comments/ Progress Status 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 The annual investment plan was agreed in partnership with the Local Employability Partnership (LEP) and submitted to Scottish Government. The plan is reported quarterly and reviewed through regular meetings of the LEP and operational sub-group. Green Page 26 73
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Employment Land and Property Market Analysis Report 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of the conclusions of the recently completed Employment Land and Property Market Analysis advise that the outcomes of these reports will inform the future economic development policy and any future investment by the Council [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the conclusions in the report be noted, and the use of the Employment Land and Property Market Analysis reports as the guiding documents for future management and investment in employment land and property by the Council, be approved; (2) that the next steps identified in the Employment Land and Property Market Analysis reports, and the actions outlined around specific sites in Rutherglen, East Kilbride and Lanark, be approved; and (3) that it be noted that officers are engaging with Glasgow City Region in regard to proposals around a regional wide Enabling and Delivering Commercial Space project. 3. Background 3.1. In March 2022, the Scottish Government published its National Strategy for Economic Transformation. The 10-year Strategy provides a set of key priorities and actions with a vision of achieving a wellbeing economy that is prosperous for all the country’s people and places. A wellbeing economy is one that delivers economic prosperity across social, economic, and environmental dimensions. This includes capitalising on Scotland’s most advantageous economic opportunities such as the transition to a net zero economy and a green recovery from the Covid-19 pandemic and reducing socio-economic inequalities. 7 75
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3.2. One aspect of the Strategy’s vision is for Scotland to be ‘the best place to start and grow a business’, however, Scotland falls behind other countries in terms of its productivity as too few businesses are starting-up or scaling-up, with limited access to infrastructure a recognised factor. Meanwhile, the Strategy’s inclusive growth aims will require investment in high productivity sectors. Additionally, the transition to net zero offers new market opportunities for example in energy, manufacturing and finance. Having an adequate supply of employment land and property in the correct locations is a factor in each of these aims. 3.3. To understand the South Lanarkshire employment land and property supply, Ryden LLP property consultants were appointed to provide employment land and property market analysis for South Lanarkshire. This work was implemented in four parts to form a suite of reports which Ryden has prepared to inform the next Local Development Plan (LDP3) and the Council’s wider planning, regeneration and property portfolio activities. The four reports, along with the overarching Summary Report consider the employment land and property markets for:- East Kilbride Hamilton, Blantyre and Larkhall Clydesdale Cambuslang and Rutherglen 3.4. The information used to formulate the reports has come from a range of sources including recognised electronic data sources. Site visits were also undertaken, and the views of occupiers were sought. Input was also invited from a range of public and private sector professionals from the commercial property market and drawing this data and information from multiple sources has enriched the final reports and the quality of the information contained within. 3.5. Each of the reports follows the same structure to enable comparison to be made and overarching data to be compiled and key information includes:- a strategic economic and planning policy context for the property markets core market analysis covering industrial and office property assessment of employment land and development activity a review of funding sources for employment land identification of market potential and possible actions 4. Market Potential and Analysis 4.1. Detailed reports have been produced for each of the areas detailed in paragraph 3.3 above and the following gives a broad indication of the conclusions reached in each of these reports. Further details and more extensive information are available in the completed reports. 4.2. East Kilbride Planning policy allocates a range of employment sites which it assesses as adequate to meet potential demand across South Lanarkshire. However, the marketable supply in East Kilbride is very low with only four available plots and this is inadequate to provide a choice for potential developers and occupiers. The site at Langlands West is the only remaining strategic site in the town and one of few across the city-region. Due to the limited supply of sites in the area it is the intention to bring this site to the market in the near future. This will be promoted on the Councils new Invest South Lanarkshire Website. 76
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4.2.1. Industrial properties in East Kilbride were generally constructed in the same era (1970’s) and this has resulted in premises becoming obsolete and requiring refurbishment in a similar timescale. Ryden recommends that that the existing employment property stock should be replaced or upgraded at a rate of 215,000sq.ft. (20,000sq.m) per annum. 4.2.2. The following key points are highlighted in the Ryden study:- East Kilbride has a current industrial property stock of 7.76 million sq.ft., which is equivalent to 51% of the South Lanarkshire’s industrial floorspace. The report highlights that East Kilbride is a significant magnet for industrial activity. The town’s industrial property vacancy rate has fallen to a low of 3.1%, the 32 premises on the market offering a mix of qualities, locations, sizes and costs. The current take-up rate for 2023 is 40 units in the year and demonstrates a wide range of occupier types. Take-up rates peaked at 56 deals in 2022. The majority of market activity relates to industrial units smaller than 5,000 sq.ft., however there is also an active market for medium-sized units above this size which is less well met by current supply. While there is a case for new development, the economics of this have faltered recently with rents for the available industrial units range being quoted between £4 per sq.ft. for very basic older units up to £9.50 per sq.ft. for new build units at Langlands. 4.2.3. The office market is in the post-pandemic process of moving to smaller, better-quality offices to meet Environmental, Social and Governance (ESG) requirements and hybrid/home working requirements. East Kilbride has a significant stock of older and modern offices with a marketed vacancy rate of 4.8% in 32 suites in 11 buildings, which may understate under-use of offices and availability in flexibly managed buildings. Unlike industrial property with asking rents for office space in East Kilbride ranging between £8.60 and £16.50 per sq.ft, rents are not at a level which could support new development. Rents of £20-25 per sq.ft. would be required to support new-build office development. Formal take-up of offices averages 20 per annum, the large majority of these small although again there are some medium-sized office deals. The current supply in sub-divisible office buildings is capable of responding to a wide range of requirements indicating flexibility and an ability to respond to demand. 4.3. Hamilton, Blantyre & Larkhall The Hamilton market area that includes Blantyre and Larkhall contains 4.06m sq.ft. of industrial stock which represents 23% of all industrial stock in South Lanarkshire, making it one of the principal market areas within the local authority area. The level of industrial stock has fallen since 2010 as the result of large factory demolitions with the land now being used for residential. The majority of industrial stock in the Hamilton market area was built in the 1980s and 1990s which means there is an issue of looming obsolescence, notably in Blantyre which is a key location for local businesses. In making a geographical assessment of the distribution of industrial employment land within the Hamilton area 3 sites totaling 0.76 hectares (1.88 acres) are in Hamilton. 77
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This accounts for:- 5% of the allocated land area in the Hamilton market area, and less than 1% of allocated land in South Lanarkshire 2 sites totalling 4.61 hectares (11.39 acres) in Blantyre, which accounts for 32% of the allocated land area in the Hamilton market area, and 1% of allocated land in South Lanarkshire the remaining 4 sites are in Larkhall total and 9 hectares (22.24 acres), accounting for 63% of the allocated land area in the Hamilton market area, and 3% of allocated land in South Lanarkshire the site at South Larkhall Canderside alone accounts for 42% of the Hamilton market area’s allocated land 4.3.1. Reflective of wider regional markets, there is low industrial floorspace availability in the Hamilton market area of 5% (vacancy rate). Small units (under 5,000 sq.ft) in Hamilton and Blantyre appear to be particularly in demand as reflected by recent take- up and enquiries, however, there is a lack of choice for occupiers with very limited supply of this nature on the market. While there is a case for new development, the economics of this have faltered recently. 4.3.2. The office market is in the post-pandemic process of moving to smaller, better-quality offices to meet hybrid working requirements. The Hamilton market area accounts for 55% of South Lanarkshire’s total office floorspace. Its vacancy rate is 19% which is much higher than the local authority rate of 9.9%, however this can be explained by the Ochil House building at Hamilton International which offers 80,000sq.ft of floorspace over 4 floors and this skews this vacancy rate considerably. Much of this stock is relatively modern and includes sizeable provision within Hamilton town centre and Hamilton International Park as well as more flexible business centre type accommodation. There is sufficient choice of stock available on the market and, therefore, no demand for new build accommodation unless occupier led. 4.4. Clydesdale Area Clydesdale, with the towns in scope namely Carluke, Lanark, Lesmahagow and Biggar and a large rural area, has an industrial stock of 1.7 million sq.ft., in an estimated 217 units, including both occupied and vacant industrial buildings. This is around 8% of South Lanarkshire total industrial stock by floorspace. 4.4.1. The Report identities that working from the study area’s industrial floorspace of approximately 1.7 million sq.ft. and assuming a building lifespan of 60 years, c.28,000 sq.ft. of new development or comprehensive refurbishment would be required each year to fully replenish the stock. Set against this, Clydesdale’s industrial stock is not particularly old or obsolete in design terms other than on certain estates, new development is not common, and buildings may be upgraded to continue to meet occupiers needs. The Report identifies that the more pressing need in Clydesdale is to ensure that the key employment centres have a supply of units, while monitoring the wider stock for any signs of obsolescence (through age, condition, or environmental/ energy performance). 78
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4.4.2. Clydesdale is not a core office location. It has an office stock of c. 200,000 sq.ft. which is equivalent to 6% of South Lanarkshire’s total office floorspace. Office market potential is affected by the shift to home and hybrid working but is supported in Clydesdale by local services based in the communities. The performance of older existing stock in terms of the risk of rising vacancies requiring repurposing should be monitored, as should the success and impacts of the emerging new community-based developments. 4.4.3. Take-up of employment land in Clydesdale has potentially been suppressed by an absence of effective supply. The analysis carried out as part of the Report identifies a requirement to support this sector and the bringing forward of fully serviced sites such as the Council owned site on South Faulds Road Lanark, most likely for owner- occupied development though potentially also for Council direct development should be considered. 4.5. Cambuslang/Rutherglen The Cambuslang/Rutherglen market area contains around 18% of all industrial stock in South Lanarkshire. It is a principal industrial location and is very well connected to the wider Glasgow conurbation, particularly around the M74 motorway. The area’s 2.88 million sq.ft. of industrial floorspace includes some larger facilities, one of which, the TATA steelworks at Clydebridge in Cambuslang (441,343 sq.ft.) is currently being marketed for redevelopment. Rents for prime industrial stock around the Glasgow conurbation vary significantly by unit size, from around £9 per sq.ft. for medium to larger buildings up to potentially £15 per sq.ft. for small prime trade counter units. The stock was developed over many decades and obsolescence is possible among older estates buildings. 4.5.1. The vacancy rate for industrial property in the study area is exceptionally low at only 1% (one property at Ashton Road, Rutherglen Industrial Estate). Demand is focused upon units between 1,000 and 5,000 sq.ft. where there is currently no supply, as well as some medium to larger units given the area’s locational advantages. There is regular development of new industrial space in the market area, the Clyde Gateway Urban Regeneration Company (URC) continues to be active in this area and the Council itself having proposals for high quality industrial space on a site on Cathcart Road, Rutherglen and although development economics are currently challenging there are a notable number of competing projects in the wider sub-region outside of the study area. 4.5.2. The office market is moving to smaller, better-quality offices to meet ESG requirements and hybrid/home working. Cambuslang/Rutherglen accounts for around 15% of South Lanarkshire’s total office floorspace in its town centres and business parks/estates. Some office space is available within the area’s managed business centres but overall the availability is low. Annual take-up of offices is also low and is focused on smaller suites. Rents are competitive for occupiers but would not support new office development. Magenta, developed by Clyde Gateway URC is a good example of what the market desires. The URC’s continued work, supported by the Council, to meet changing demands in this area is seen as invaluable and would encourage further investment. 79
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4.6. South Lanarkshire Wide The summary report brings together the research and findings of the four localised reports. Where required, it updates underlying information to present a contemporary, South Lanarkshire-wide market picture. 4.6.1. The industrial property market in South Lanarkshire is extensive, reflecting the area’s role and connectivity with the wider conurbation. Larger towns with extensive employment land and property include East Kilbride, Hamilton & Blantyre, and Cambuslang & Rutherglen as well as smaller settlements to the south. The Summary Report highlights the following. 4.6.2 South Lanarkshire’s current stock of industrial property is estimated at 15.9 million sq.ft. This industrial stock includes large facilities such as TATA steelworks in Cambuslang (441,000 sq.ft., vacant), Coca Cola (323,000 sq.ft.) and Sainsbury’s Distribution Depot in East Kilbride (274,000 sq.ft.). 4.6.3 South Lanarkshire’s principal industrial development eras were the 1970s (20% of stock), 1980s (25%) and 1990s (17%). This means that more than half of the local authority area’s industrial stock is at least 44 years old. While age is not the only guide to property obsolescence, detailed analysis within Ryden’s subregional reports identifies at-risk stock as well as instances of industrial properties being refurbished. Energy performance is an increasing concern both in terms of carbon emissions and energy costs. 4.6.4 As with West Central Scotland as a whole, South Lanarkshire has low industrial property availability, currently sitting at 3.8%. At this level of vacancy, it is likely that occupiers will experience restricted choice of premises in terms of locations, sizes, specification, and quality / modernity. The vacancy rate has fallen from a high of 9.1% recorded in 2013 which was the tail-end of the weak market following the global financial crisis. 4.6.5 South Lanarkshire has an office availability rate of 12%. This is marginally above the 11% office availability rate for Glasgow City Region and has been rising recently. The current office supply of c. 443,000 sq.ft. is contained within 43 offices; however, the supply is very adaptable to sub-divisible and flexible options in serviced offices/ business centres. This being the case the Council will focus available resources around the industrial sector rather than office provision. 4.6.6 The market assessment reports provide a summary of the existing employment supply and demand across the Council area. The reports also identify opportunities and priority areas where the Council and its partners could most effectively focus future investment. 4.7. Conclusion In conclusion the Summary Report identifies several actions that should be pursued. These include measures and recommendations to:- stimulate the refurbishment of existing industrial stock actively encourage the creation of development ready plots look at where the Council can intervene in the market to ensure new supply of industrial and office properties a masterplan for Langlands West should be developed to ensure a supply of small medium and strategic sites 80
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review Shawfield and explore its potential for a range of uses as well as offices. An ancillary piece of consultancy work is currently being prepared by Ryden. The draft identifies that the demand for high quality office that led to the Shawfield Masterplan has now changed and although there will continue to be specific requirements a mixture of industrial, bioscience, high value manufacturing and uses requiring extensive land provision should be considered 5. Funding 5.1. Historically, the European Union Structural Funds would have been a source of funding support. In recent years, several new funding streams have become available including UK Levelling Up Funding and Investment Zones. Political changes at Westminster, however, means that there is uncertainty as to the future of these funds and any replacements. Pressure on Scottish Government budgets has also restricted funding initiatives such as Regeneration Capital Grant Fund (RCGF). City Deal and Scottish Enterprise, however, have a role to play where there may be opportunities. 5.2. From a public sector funding perspective, South Lanarkshire Council is eligible to apply to a number of UK Government and Scottish Government funds as outlined above. Efforts should continue to prepare funding applications associated with employment land, although competition is fierce and the award of funding unpredictable in this challenging economic climate. 5.3. Outwith city centres and strategic transport corridors, market failure is common where public sector intervention in the property market is often required to support economic development. The Council will continue to pursue identified opportunities but going forward the private sector will be key to investment and supply. A strong local economy that attracts good quality tenants will ensure a healthy property market that can attract investment. 6. Next Steps and Timescale 6.1. The Summary Report recommends a number of possible interventions and recommendations, and it is intended that these will influence actions incorporated into future economic development activity. These priority areas and potential interventions, where external funding will require to be identified, include:- Targeting existing industrial stock seek to support to landlords and occupiers to upgrade premises through incentivisation focusing direct Council investment in stock in poorest condition and undertaking exemplar projects identifying funding sources demolition and/or redevelopment of areas of obsolescence in Council owned stock Serviced plots between 0.2 and 0.5 hectares development ready plots are undersupplied so monitor the supply of private sector sites bring forward sites in public ownership for development and promote via the Local development Plan and “Invest South Lanarkshire” website review the Vacant & Derelict Land supply 81
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promote the Hamilton area, with its excellent transport links and easy access to Glasgow as a sub-regional location via the “Invest South Lanarkshire” website and targeted publicity directly progress a first phase of development at Langlands West Monitor industrial development review and monitor the private sector to identify projects that will address the undersupply of modern units identify opportunities where selective market intervention could be provided target potential funding opportunities which would support this sector Monitor the office market direct support for flexible office space reinvesting in existing Council managed office buildings monitor the loss of office stock to the supply monitor the ‘Cat A’ office market seek to explore alternative property management models for the office sector Development of Langlands West maximising the potential opportunities to be provided by the former single user site developing a phasing masterplan including the development of a first phase of small plots and units identifying opportunities for medium relocation plots retention of a strategic site area for potential inward investment Development of Magenta @ Shawfield in conjunction with Clyde Gateway review the opportunity to diversify the market at Magenta whilst retaining the option for core office investment identify opportunities for further small-scale office development review and assess high value employment uses assess potential amenity uses 6.2. All the above will have to be undertaken against the existing background of fragmented demand data and of managing existing funds within a changing funding environment. The Council will have a role to play in the delivery of many of these actions identified in the reports, although in many cases the role will be that of regulatory body with a limited direct involvement in delivery. 6.3. This report is seeking approval to adopt the review reports as a basis to move forward and approvals relating to specific projects including funding, delivery and lead partners will be taken to the appropriate committee for approval at a future date. 82
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6.4. The Council owns a site on Cathcart Road, Rutherglen. This site has previously been cleared of redundant commercial buildings and in support of the findings of the Analysis Report it is proposed that the redevelopment of the site be brought forward to deliver high quality lettable commercial space that will benefit from appropriate renewable and sustainable design and technologies. Budget from the Shared Prosperity Fund was previously identified to support the project and an application was made for support from the Scottish Government Regeneration Capital Grant Fund (RCGF). As a result of current financial pressures, the Scottish Government has deferred decisions on the RCGF programme. Consequently, an alternative funding package will have to be identified to deliver this project. This may include the Vacant and Derelict Land Fund, Glasgow City Region, Enabling and delivering Commercial Space project and other South Lanarkshire Council Managed Funds. The first stage is the procurement and appointment of a Design Team, and this process is currently underway. Once the appointed Team have concluded feasibility and statutory consents are in place, budget permitting, stage 2, the delivery of physical works will be taken forward. 6.5. The 21ha site at Langlands West has been identified as a prime opportunity for the Council and its partners to address some of the issues raised in the reports and it is intended to review the masterplan to identify the opportunities for a first phase of small plots and units, medium sized relocation plots and the retention of a strategic site area for potential inward investment. 6.6. Community and Enterprise Resources are looking at further opportunities at key sites including South Faulds Road, Caldwellside Industrial estate, Lanark, Canderside, Larkhall and Conexus, Coalburn. 6.7. Key to a successful employment sector is the marketing of South Lanarkshire. The Councils “Invest South Lanarkshire” website is now built and this will serve as an important platform for the marketing of key sites and property and serve as the gateway for private sector investors/developers to contact the Council. 7. Employee Implications 7.1. There are no employee implications through the endorsement of the review reports. 8. Financial Implications 8.1. The costs for the Council in preparing the property Analysis Reports have been funded with support from the Shared Prosperity Fund. 8.2. As noted, the Report identifies a number of actions and projects which will require funding. Each will be considered on an individual basis and will be subject to separate approvals. It is the intention that external funding will lead the delivery of investment. 8.3. Implementation of actions will focus on the co-ordination of activity that will largely be funded through external funding. The financial resources required to deliver the Action Plans will be considered on a project-by-project basis. In addition, the Report provides a basis to support external funding bids from a range of sources, however, it is important to note that much of the success of the plan will relate to support and investment from the private sector. 83
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9. Climate Change, Sustainability and Environmental Implications 9.1. The Report was prepared having regard to the existing and emerging challenges around climate change and sustainability. It is intended to complement and comply with the Council’s and wider communities’ aspirations in the area. 10. Other Implications 10.1. The risks associated with not supporting the report outcomes is that South Lanarkshire’s employment land and property sector will not have a co-ordinated approach to its response to the many challenges it faces. The performance of this sector has a significant impact on the local economy and quality of life for South Lanarkshire citizens. The Council’s reputation could also be damaged if it is not seen to actively support the sector. 11. Integrated Impact Assessment and Consultation Arrangements 11.1. Integrated Impact Assessments will be undertaken as individual projects are developed. 11.2. Consultations have been co-ordinated by Enterprise and Sustainable Development Services with a range of other Council Services who have an ongoing role in employment land and property within South Lanarkshire. This consultation and co- operation will continue throughout the duration of the initiative. David Booth Executive Director (Community and Enterprise Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Values 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 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:- John Archibald, Project Development Officer, Enterprise and Sustainable Development Services E-mail: john.archibald@southlanarkshire.gov.uk 84
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Scottish Government Vacant and Derelict Land Fund Programme 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of progress made during 2023/2024 in implementing the South Lanarkshire Delivery Plan for the Scottish Government financed Vacant and Derelict Land Fund (VDLF) and to agree the VDLF Programme for 2024/2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress made during 2023/2024 in delivering the agreed Vacant and Derelict Land Fund Programme in South Lanarkshire be noted; and (2) that the allocation of funds in the 2024/2025 Vacant and Derelict Land Fund Delivery Plan, as set out in paragraphs 5.1 and 5.2, be approved. 3. Background 3.1. The Scottish Government’s VDLF allocation to South Lanarkshire for the financial year 2023/2024 was £687,000. A Local Delivery Plan was produced and approved by Committee on 29 August 2023 to implement the key objectives of the VDLF which are to:- tackle long-term Vacant and Derelict Land stimulate economic growth and job creation develop a diverse, sustainable environment with a focus on temporary and permanent greening support Communities to flourish and tackle inequalities 3.2. The Council acknowledges that vacant, derelict, and contaminated land acts as a major constraint to the re-development of land and impacts on the quality of life of many residents. 8 85
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3.3. The Scottish Government’s VDLF is available to a limited number of local authorities in Scotland including South Lanarkshire Council, North Lanarkshire Council and Glasgow City Council. The eligibility criteria for projects require the following conditions to be met: Sites have been on the Vacant & Derelict Land Register for a minimum of 15 years. Eligible sites must be more than 0.1 hectares in size. VDLF will not support housing related projects on eligible sites. Sites on the Vacant & Derelict Land Register which are privately owned are subject to Subsidy Control rules on grant support amounts. 3.4. South Lanarkshire’s continued inclusion on the limited list of councils who are in receipt of VDLF awards is primarily down to the existence of complex vacant and derelict sites within the Council area. 3.5. Other funds such as Place Based Investment Fund, Clyde Mission and Vacant Derelict Land Investment Programme have previously been accessed by the Council and community-based organisations to tackle sites that are vacant and derelict but may not qualify for support under the VDLF criteria. 4. Progress Achieved in 2023/2024 4.1. The 2023/2024 Local Delivery Plan was designed to build on work undertaken over recent years on key projects located within South Lanarkshire as follows: Langlands West Strategic Industrial Development Site, East Kilbride - Langlands West is situated on the south-side of Greenhills Road, adjacent to the established Langlands industrial area on the southern edge of East Kilbride. The whole site was originally earmarked for industrial development in 2004. Infrastructure works were undertaken between 2005 and 2007 with the site was split into two areas. Site A has a developable area of 11.81 hectares and Site B a developable area of 9.24 hectares. Following the opening of the City Deal funded Greenhills Road project in June 2023 and, thereafter, the very recent reinstatement works to the area utilised as a contractors site compound for those works, project proposals are now being developed and implemented to include: Structural landscaping / improvements to encourage biodiversity Improved access provision relating to on-site roads infrastructure Upgraded site servicing (power/ drainage/ water supply/ telecoms) Sustainable drainage (SUDS) improvements The Langlands West project will be promoted as a strategic employment location for advanced manufacturing and engineering activity and is already attracting interest from a range of users keen to locate in the area. Clyde Cycle Park Phase 2 – Development of Community Cycling / Active Travel Facilities - Clyde Cycle Park (CCP) is an ambitious project that is creating a high- quality combination of cycle circuits in Cambuslang to promote community, commuter and competition cycling. CCP have developed a first skills cycling circuit and associated facilities. Development planning is progressing with the support of the VDLF grant to facilitate an extension of the circuit and improve the facilities on offer. E-bike charging will also be provided utilising PV panel technology 86
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Carnwath Community and Business Enterprise Hub – Town Centre Community and Business Space - This transformational project has been developed in Carnwath village centre and is a long-standing ambition of the local community. It is focused on a former petrol station site that has been on the vacant and derelict land register for many years. A contract to commence construction of the hub has been signed and all statutory approvals are in place to commence work on site. The hub will provide residents of all ages, community groups and businesses with access to advice, information and guidance as well as business opportunities, educational, social and leisure activities. 5. 2024/2025 VDLF Proposal 5.1. The Scottish Government’s VDLF allocation to South Lanarkshire for the financial year 2024/2025 is £425,000. A Local Delivery Plan (LDP), compiled following a review of opportunities that comply with the eligibility criteria for the Fund, has now been produced, submitted and approved by Scottish Government to implement the key objectives of the Vacant and Derelict Land Fund as follows: Cathcart Road, Rutherglen Industrial Development (VDLF allocation £350,000): The proposed industrial development site at Cathcart Road is situated to the west of Rutherglen town centre, within the Burnhill area, one of South Lanarkshire’s most deprived SMID wards. It lies immediately adjacent to the Clyde Gateway URC area. The site was originally used for many decades by a commercial dry-cleaning business which relocated in 2009. The site is owned by the Council. The area is a well-established location for small scale business and industrial users due to its good transport links and access to labour markets. The site measures approximately 0.3 hectares and sits beside the Cityford Burn. Site investigations have indicated there is little required in the way of remediation due to its historic use. Proposals indicate the site can accommodate up to 600 sq.m of industrial space, suitable for subdivision, and incorporating net zero features including PV panels, heat pumps, destratification fans, EV charging and battery storage. Project proposals will entail the following works: Development of the project design and statutory consents Site consolidation Site servicing (power/ drainage/ water supply/ telecoms) Sustainable drainage (SUDS) improvements The Cathcart Road project will be promoted as an employment location for advanced manufacturing and engineering activity, suitable for both local SME’s and inward investment. Clyde Climate Forest (VDLF allocation £10,000): The Clyde Climate Forest (CCF) vision is to plant the right trees, in the right places to help nature recover and thrive, to protect and mitigate against climate change, and to create an ecologically secure environment for future generations. Target neighbourhoods are being identified across the urban area which have low levels of existing tree canopy and are particularly vulnerable to the impacts of climate change. Fourteen ‘high’ priority sites have been identified with the intention being that up to 10 sites could be suitable for planting. It is estimated that once the investigation works are complete and tree planting works are undertaken up to 2 87
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hectares of long term vacant and derelict land could be removed from the V&D land register. Cuningar Loop Food Growing Project, Rutherglen – This transformational project at Cuningar Loop (within the Clyde Gateway URC area) has been developed to provide much needed food growing space in the Rutherglen area. The tender returns for the project were significantly above expected levels and additional VDLF funding would complete all aspects of the project to the standard originally envisaged including the provision of an area within the site to accommodate high quality raised beds and a structure to allow storage of tools and equipment as well as providing shelter to users during inclement weather. The contractor undertaking the main contract works can implement these additional items prior to project completion in late November 2024. This additional work brings the VDLF investment in the project to over £700,000. 5.2. The above projects represent a balanced programme of activities which address Scottish Government priorities. The allocation of funding on these projects is proposed as: £350,000 – Cathcart Road, Rutherglen, Industrial Site Development £10,000 – Clyde Climate Forest £65,000 – Cuningar Loop Food Growing Project, Rutherglen 6. Employee Implications 6.1. There are no employee implications. Proposed workstreams can be managed using existing staff resources. 7. Financial & Risk Implications 7.1. The VDLF programme will be funded from the Scottish Government Vacant and Derelict Land Fund allocation. 7.2. The key risks associated with these projects are focussed on the potential for cost overruns or delays to the programme. These risks will be managed by Community & Enterprise Resources. An appropriate level of contingency funding is included in the project budgets to mitigate risk. 8. Climate Change, Sustainability and Environmental Implications 8.1. The initiative identified in this report will be delivered using a range of sustainable techniques and models, having regard to best practice and current construction industry guidance. 9. Other Implications 9.1. There are no other implications and/or risks associated with this report. 10. Integrated Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 10.2. This report has been prepared in consultation with Finance & Corporate Resources. 88
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David Booth Executive Director (Community and Enterprise Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Outcomes Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible Previous References None List of Background Papers Community & Enterprise Resources Committee 29 August 2023 South Lanarkshire Council 2024/25 Proposed VDLF Delivery Plan – May 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Ross, Economic Development Manager, Enterprise and Sustainable Development Services Email: iain.ross@southlanarkshire.gov.uk 89
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 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 approve grant applications to the Renewable Energy Fund from:- [purpose] Coalburn Community Action Group Healthy Valleys Lesmahagow Development Trust Rural Development Trust Strathaven Town Mill Arts and Heritage Centre Friends of Stonehouse Park [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Coalburn Community Action Group of up to £28,410 from the Renewable Energy Fund to upgrade a community nature trail walkway within the Coalburn area; (2) that a grant be awarded to Healthy Valleys of up to £177,543.79 from the Renewable Energy Fund to employ Development Officers; (3) that a grant be awarded to Lesmahagow Development Trust of up to £225,000 from the Renewable Energy Fund to refurbish village centre property; (4) that a grant be awarded to Rural Development Trust of up to £189,44.28 from the Renewable Energy Fund to upgrade and renew core paths; (5) that a grant be awarded to the Strathaven Town Mill Arts and Heritage Centre of up to £56,231.01 from the Renewable Energy Fund to restore the Strathaven Town Mill frontage; and (6) that a grant be awarded to Friends of Stonehouse Park of up to £49,840 from the Renewable Energy Fund to restore Alexander Memorial Fountain. [1recs] 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 continuously reviewed to ensure best practice in grant provision and monitoring is undertaken to ensure the necessary support is delivered to eligible communities. 9 91
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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 Renewable Energy Fund (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 1138 Coalburn Community Action Group – project value £58,410 Proposed Grant award £28,410 intervention rate of 49% The proposed grant of £28,410 will be funded from Douglas West Windfarm which contributes into the REF. 4.2. Coalburn Community Action Group (CCAG) is a community group with its purpose being: - To bring people together to enhance the village and their own surroundings. To provide a safe environment for all the family to enjoy and interact with others through community activities. To enhance the quality of living for all who live within Coalburn. 4.3. CCAG has an eight-member management committee with 12 regular volunteers. Outdoor activities have been a recurring theme within the community action plan for the area. Consultation has been undertaken with the community and the project has been developed to reflect their views. 4.4. The grant will allow CCAG to upgrade a community nature trail walkway used by everyone within the Coalburn area. It is a walking route to school as well as an active nature trail area which requires to be upgraded to make it usable all year round. It will also connect with all new paths from Lesmahagow to Douglas. 4.5. The project requires capital funding to carry out all necessary earthworks and grading to make safe the surrounding terrain of the walkway, installing silt netting, and a gravel perforated pipe on the existing watercourse to minimise any potential flooding. 4.6. The project has been established in response to community demand which will enhance an existing walkway. 4.7. The application has been assessed and scored an average of 32.5 out of 53 supporting a grant award of up to £28,410 totalling 49% of eligible costs. 92
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4.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Dalquandy Wind Farm Confirmed £10,000 Foundation Scotland Confirmed £20,000 SLC Renewable Energy Fund Grant (49%) Douglas West. For approval £28,410 Total project value £58,410 4.9. The project is scheduled to commence in January 2025 and be complete by April 2025. Officers will work with the applicant to monitor progress. 5. Grant Recommendation 5.1. Application Number 1195 Healthy Valleys – project value £295,023.65 Proposed Grant award £177,543.79 intervention rate of 60% The proposed grant of £177,543.79 will be funded from Douglas West Windfarm which contributed to the REF. 5.2. Healthy Valleys (HV) is an established community-led, asset-based organisation with its purpose being: - As an Anchor Organisation for rural Clydesdale, Healthy Valleys is committed to reducing health inequalities in rural South Lanarkshire through the provision of outstanding local services that help preserve and protect the mental and physical health of individuals, families, and communities, and enable them to live happier and healthier lives. We are a community-led, asset-based organisation and work directly with people to identify local needs, provide information and signposting, and facilitate activities which address these needs and enable improvement in lifestyles. 5.3. HV management committee has seven members, 50 regular volunteers and eleven full-time and sixteen part-time staff. 5.4. The grant will allow HV to employ a Team Leader and two project worker posts, organisational overheads and equipment. The grant support will cover a three-year period April 2025 to March 2028 with the funding allowing for the continuation of the Gear Up pilot year which aims to empower communities through cycling, walking, and wheeling. 5.5. The project requires revenue funding to meet the costs to employ development officers whose key priorities will be defined from The Gear Up team, together with HV Business Development Lead. HV are working with the Economic Development Officer for the Douglas Valley Initiative to inform ideas around adventure tourism and cycling schemes in the area. Gear Up aims to be a lead delivery partner for any community-led cycling/adventure tourism initiatives which develop within the Douglas Valley. 5.6. The project has been established in response to community demand and discussion with Community and Enterprise Resource officers, to ensure community development and strategic links continues to support walking and cycling for the Douglas Valley area and enhance any future adventure tourism developments. 93
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5.7. The application has been assessed and scored an average of 34 out of 53 supporting a grant award of up to £177,543.79 totalling 60% of eligible costs. 5.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Clyde Windfarm To be confirmed £117,479.86 SLC Renewable Energy Fund Grant (60%) Douglas West For approval £177,543.79 Total project value £295,023.65 5.9. The lead in time to the project start date April 2025 will allow officers to confirm match funding has been secured. 6. Grant Recommendation 6.1. Application Number 1171 Lesmahagow Development Trust – project value £225,000 Proposed Grant award £200,000 intervention rate of 89% The proposed grant of £200,000 will be funded from Kype Muir Windfarm which contributed to the REF. 6.2. Lesmahagow Development trust (LDT) is a community group with its purpose being:- LDT was set up in 2009 with the objective of ‘funding and implementing projects that will enhance the facilities and environment of Lesmahagow.’ It invested in a commercial renewable energy project in 2013 through its wholly owned trading subsidiary, Lesmahagow Ltd. the income from this has enabled it to set up several projects including allotments, a wide range of activities for older and younger people and a grant scheme for local initiatives. 6.3. LDT has a four-member management committee with 30 members and six part time staff. Consultation with the community has been undertaken and the project has been developed to reflect the views and needs of the community it represents. 6.4. The grant will allow LDT to convert a shop locally known as ‘Billys’ in Lesmahagow’s, Abbeygreen into a mini market. This will establish four rentable stalls within the building available to local traders and Lesmahagow entrepreneurs. ‘Billys’ will provide a pathway and pipeline for locally focused social enterprises, that will increase local employment and benefit other local businesses. Not for profit organisations will be able to use the space as a shop front for their activities, providing opportunities for projects to be locally delivered at point of need. 6.5. LDT will oversee all construction and refurbishment works. ‘Billys’ when converted will act to encourage local people to support local retailers and make journeys to the town centre, where they can take advantage of products and services that are locally sourced and contribute to the circular economy. 94
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6.6. The project has been established in response to community consultation and engagement surveys and included within the LDT Development Plan and the Lesmahagow Community Action Plan. 6.7. The application has been assessed and scored an average of 35.5 out of 53 supporting a grant award of up to £200,000 totalling 89% of eligible costs. 6.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Lesmahagow Development Trust Confirmed £25,000 SLC Renewable Energy Fund Grant (89%) Kype Muir For approval £200,000 Total project value £225,000 6.9. The project is scheduled to commence in December 2024 and be complete by June 2025. Officers will work with the applicant to monitor progress. 7. Grant Recommendation 7.1 Application Number 1192 Rural Development Trust – project value £289,446 Proposed grant award £189,446 intervention rate of 65% The proposed REF grant of £189,446 will be funded from Douglas West windfarm which contributes into the Renewable Energy Fund 7.2. 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. 7.3. RDT has a 7-member management committee, 20 regular volunteers, one full-time and three part-time staff. Paths connectivity and travel are identified within local community action plans as priorities and opportunities. Consultation with the community has been undertaken and the project has been developed to reflect the views of the community it represents. 7.4. The grant will allow RDT to complete the final 2km segment of this core path upgrade from Poneil to Douglas (Main Street/Kirkgate). This route largely follows existing forestry paths and existing rights of way. All landowners have been identified, consulted and support the project. 7.5. The project requires capital funding to complete the 2km section of the route. Works will include, signage/interpretation (5 x way markers; 1 x info boards; 1 x signpost), Access (5 x Self closing gates), Seating (1 x picnic bench), route clearance- vegetation management/tree removal/access Improvements, bridge repairs, path upgrade-including ditch works, culverts, drainage works, professional fees and contingency. 95
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7.6. The project has been established in response to community demand. The project is a collaborative effort with Douglas and Glespin Community Council, Douglasdale Recreation Environment Access and Leisure Group, the Council, landowners, and other stakeholders. Funding would facilitate the completion of a 10km Active Travel route extending from the NCN 74 near Lesmahagow through Coalburn to Douglas, thus enabling safe connections across and through these rural communities. 7.7. The application has been assessed and scored an average of 37.5 out of 53 supporting a grant award of up to £189,446 totalling 65% of eligible costs. 7.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Ian Findlay Path Fund Confirmed £100,000 SLC Renewable Energy Fund Grant (65%) Douglas West For approval £189,446 Total project value £289,446 7.9. The project is scheduled to commence in February 2025 and be complete by July 2025. Officers will work with the applicant to monitor progress. 8. Grant Recommendation 8.1. Application Number 1091 Strathaven Town Mill Arts and Heritage Centre – project value £56,231 Proposed Grant award £56,231 intervention rate of 100% The proposed grant of £56,231 will be funded from Calder Water Windfarm which contributes into the Renewable Energy Fund 8.2. Strathaven Town Mill Arts and Heritage Centre (STMAHC) is a Charity with its purpose being: - To promote and encourage the practice and enjoyment of the Arts in Strathaven and District to promote an interest in the heritage of the area and to foster a community spirit in support of these aims. To organise, manage and present whether with the assistance of local or national bodies art exhibitions, concerts, stage plays, demonstrations, lectures and performances and other presentations of an artistic or historic nature. To encourage, assist and support local amateurs and local organisations of a like cultural or educational nature. To secure the establishment, maintenance and management of the Strathaven Town Mill Buildings and any other premises which may be suitable as or as part of an Arts Centre for the benefit of the people of Strathaven and District. To associate with national, local, voluntary, corporate and charitable bodies and individuals. 8.3. STMAHC has a 19-member management committee,15 regular volunteers. The Historic Town Mill is a Category C listed building, one of the oldest in Strathaven which plays a major role in community involvement within the town. 8.4. The grant will allow STMAHC to restore the historical building frontage stonework and roof repairs including lead works. 96
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8.5. The project requires capital funding to make safe the building frontage and restore on a like for like basis. The group have endeavoured to involve high end professional stonemasons and lead workers. The restoration will involve the replacement of the broken stonework and replace other elements that have been identified as requiring maintenance. In addition, the roof requires some maintenance on leadwork and slating. 8.6. STMAHC Committee will manage the project overseeing all contractor works and ensuring the building is restored on a like for like basis. They will also ensure that the necessary statutory approvals are in place for the works. 8.7. The project has been identified within the Strathaven Community Action Plan. Strathaven Town Mill is a focal point within the village and hosts numerous community events and activities. 8.8. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £56,231.01 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. 8.9. The REF grant sought is 100% of the project value as set out below. Funder Stage Value SLC Renewable Energy Fund Grant (100%) Calder Water For approval £56,231 Total project value £56,231 8.10. The project is scheduled to commence in May 2025 and be complete by August 2025. Officers will work with the applicant to monitor progress. 9. Grant Recommendation 9.1. Application Number 1180 Friends of Stonehouse Park – project value £52,840 Proposed Grant award £49,840 intervention rate of 94% The proposed grant of £49,840 will be funded from Auchrobert windfarm which contributes into the Renewable Energy Fund 9.2. Friends of Stonehouse Park (FOSP) is a Charity with its purpose being: - To conserve, enhance and improve the landscape including the biodiversity of the site through community-based events and activities and in partnership with other groups within the community with shared interests. This includes improving access to the site and encouraging great use of the park through community engagement which in turn improves pride in citizenship. 9.3. FOSP has a four-member management committee, 8 regular volunteers, and 27 members. 9.4. The grant will allow FOSP to restore and refurbish the Alexander Hamilton Memorial Fountain within Stonehouse Park which has fallen into disrepair. Erected for the opening of the Park, the fountain is one of only two original historical structures in the Park. 97
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9.5. The project requires capital funding to complete restoration works on Alexander Hamilton Memorial Park Fountain, which will include the demolition and rebuilding of an existing brick wall, slab base cleaned and repaired, renew wrought iron railings painted to match bandstand colours, fountain repairs and cleaned, new plaque to be added, path maintenance and repairs to path leading to the fountain. 9.6. FOSP have been working with Council officers to ensure the project can be completed in time to mark the centenary of Stonehouse Public Park opening in 1925. The project will be managed by the Council’s Housing & Technical Resources. 9.7. This project been established from FOSP Community Action Plan, to enhance the infrastructure within the park to encourage heritage and recreation. 9.8. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £49,840 totalling 94% of eligible costs. Stonehouse is one of the villages where through changes made at the February 2024 Community and Enterprise Resources Committee grants of up to 100% can be approved where good projects have difficulty on securing match funding. 9.9. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 94% of the project value with the match funding as set out below. Funder Stage Value Shared Prosperity Fund Confirmed £3,000 SLC Renewable Energy Fund Grant (94%) Auchrobert For approval £49,840 Total project value £52,840 9.10. The project is scheduled to commence in March 2025 and be complete by May 2025. Officers will work with the applicant to monitor progress. 10. Employee Implications 10.1. There are no employee implications arising from this report. 11. Financial Implications 11.1. The finance from the awards will come from windfarms which contributes to the REF. The Funds have sufficient resources to meet the proposed grant award commitment 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 support the Councils aims on climate change, sustainability and reduction in carbon emissions and have positive impacts in the following ways: The enhancement of walking routes around Coalburn will assist in active travel and provide greater recreation resources to the village reducing carbon emissions. The support of Healthy Valleys Gear Up project will support increased wheeling and biking within communities with an aim to reduce carbon emissions. 98
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The completion of active paths between Poniel and Douglas will help support active travel and reduce carbon emissions The restoration and reinstatement of the stone frontage of the Strathaven Town Mill will restore and maintain a heritage building contributing to sustainability of assets in communities. The restoration of the Stonehouse Park Fountain will restore and maintain an existing feature contributing to sustainability of assets within communities. 13. Other Implications 13.1. The risks associated with the projects are focused on the potential for cost overruns, delays to the projects or match funding not being secured. Work will continue with the applicants to help ensure match funding is secured and that projects are delivered broadly on time and within budget. 14. Integrated 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. The projects listed for approval will have a primarily positive effect on communities and all individuals including those with protected characteristics. Several of the projects are within areas of higher deprivation and will support cost effective active travel options for those with lower socio economics opportunities. 14.3. Community Consultation is a requirement for all REF grants. Consultation can be referenced through community action plans, independent consultation and social media platforms. David Booth Executive Director (Community and Enterprise Resources) 5 November 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 Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References • Community and Enterprise Resources Committee 6 Feb 2024 Renewable Energy Fund - Strengthening Links to Rural Priorities. 99
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List of Background Papers Completed REF Appraisal Scoring Sheet for application number 1138 Completed REF Grant Application Form for application number 1138 Completed REF Appraisal Scoring Sheet for application number 1195 Completed REF Grant Application Form for application number 1195 Completed REF Appraisal Scoring Sheet for application number 1171 Completed REF Grant Application Form for application number 1171 Completed REF Appraisal Scoring Sheet for application number 1192 Completed REF Grant Application Form for application number 1192 Completed REF Appraisal Scoring Sheet for application number 1091 Completed REF Grant Application Form for application number 1091 Completed REF Appraisal Scoring Sheet for application number 1180 Completed REF Grant Application Form for application number 1180 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 100
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Employability Performance Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update Committee on the performance of the Council’s Employability Service, South Lanarkshire Works [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the performance of the Employability Service be noted. [1recs] 3. Background 3.1. South Lanarkshire Works, the Council’s Employability Service, delivers and funds a range of programmes designed to develop the work readiness skills of people and support them to progress to sustainable employment. 3.2. The services can be broadly split into three categories:- senior-phase work-based learning programmes which are delivered to school pupils in S4 to S6 as part of their curriculum keyworker based employability support delivered to key priority groups learning/training and skills development provision which is delivered to meet the needs of people engaging with keyworker services 3.3. Case studies demonstrating the impact of the programme on individuals are included at Appendix 1. 4. Senior Phase Work-Based Learning 4.1. South Lanarkshire Works delivers a range of work-based learning programmes on behalf of Education Resources. The programmes are delivered in partnership with local colleges and are timetabled to form part of a pupil’s senior phase curriculum. 10 101
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4.2. Foundation Apprenticeships 4.2.1. Foundation Apprenticeships (FAs) are a national senior phase option, funded by Skills Development Scotland (SDS) and the Scottish Funding Council (SFC) and are designed to allow pupils in S5 to S6 gain valuable, real-world work experience and access to work-based learning while they are at school. Pupils attend college and work placements up to two days a week while at school and the qualification achieved is delivered at Level 6 (equivalent to a Higher) of the Scottish Credit and Qualifications Framework (SCQF). 4.2.2. South Lanarkshire’s FA programme is delivered as a partnership between the Council, South Lanarkshire College and New College Lanarkshire with the colleges delivering the learning element and the Council managing the overall programme including pupil support, compliance and work placements. 4.2.3. During the 2023/2024 academic year, 70 young people completed Foundation Apprenticeships with 68 achieving the qualification and all 70 progressing to a positive post-school destination of employment or further learning. Table 1: South Lanarkshire FA Starts 2023/2024 4.2.4. For the 2024/2025 academic year a similar number of places were available, however, there has been a reduction in uptake from schools with 95 pupils starting the programme in August 2024. Table 2: South Lanarkshire FA starts 2024/2025 Framework 1 year starts 2 year starts 2nd year returners Total Accountancy 13 13 Business Skills 5 7 12 Creative and Digital Media 9 19 12 40 Children and Young People 18 30 15 63 Engineering 10 10 Healthcare 13 27 8 48 IT Software 13 13 Total 45 119 35 199 Framework 1 year starts 2 year starts 2nd year returners Total Accountancy 0 0 6 6 Business Skills 5 0 4 9 Creative and Digital Media 12 13 18 43 Children and Young People 8 31 20 59 Engineering 0 0 9 9 Healthcare 10 16 13 39 IT Software 0 0 9 9 Total 35 60 79 174 102
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4.3. GradU8 4.3.1. The GradU8 programme is a South Lanarkshire specific work-based learning option available to pupils in S4 to S6. Delivery takes place in local colleges where pupils attend one-day-per week to complete a vocational qualification at SCQF level 4 or 5. In 2024/25, pupils have been able to pick one of 12 subject areas, all designed to offer progression in areas with employment progression opportunities. The programme is delivered in partnership with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College. This partnership arrangement allows colleges to make a financial contribution in the form of Scottish Funding Council credits which pay for the learning and teaching element of the programme. Pupils are supported in college by South Lanarkshire Works Vocational Development Workers to engage effectively on the programme and to support transition planning for any leavers following completion of the course. 4.3.2. In addition to the college-based options each school can also identify up to 5 young people to take part in a long-term work placement as part of the GradU8 programme. Young people attend their placement one day a week on the school’s GradU8 day and placements are sourced by the employability team across Council and partner workplaces and with local employers. 4.3.3. In 2023/2024, 924 places were available to young people across 12 subjects at partner colleges South Lanarkshire College, New College Lanarkshire, and Glasgow Kelvin College. 796 young people completed the programme and achieved accredited qualifications. For the new 2024/2025 academic year, 766 pupils started in August 2024. Table 3: GradU8 completers and starts by subject GradU8 subject 2023/24 completers 2024/25 starts Beauty 66 74 Childcare 66 92 Construction 166 142 Creative & Digital 34 46 Engineering 89 61 Hair & Barbering 65 79 Healthcare 58 48 Horticulture - 9 Hospitality 37 54 Make-up Artistry 61 60 Personal and Social Development 40 - Sport & Recreation 49 44 Uniformed Services 65 57 Work Experience 28 27 Total 824 793 103
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5. Keyworker-based Employability Services 5.1. The keyworker-based employability services delivered and funded by South Lanarkshire Works are designed to meet the needs of Key Priority Groups experiencing barriers to employment, by providing one-to-one support. All participants are supported by a named keyworker who supports them to develop and complete an individualised action plan, which includes access to a range of training and employability provision. 5.2. The keyworker-based services are predominantly funded externally from the Scottish Government’s No-one Left Behind funding and UK Government Shared Prosperity Fund. These services, along with the learning and training provision, set out at section 6. are agreed with the South Lanarkshire Local Employability Partnership (SLLEP) and set out in an Annual Investment Plan (AIP) which is returned to Scottish Government. 5.3. All programmes are delivered in line with the Scottish Government’s Scottish Approach to Employability which includes:- dignity and respect, fairness equality and continuous improvement provides flexible and person-centred support is straightforward for people to navigate integrated and aligned with other services provides pathways into sustainable and fair work driven by evidence including data and the experience of users support more people to move into the right job at the right time Table 4: Key Priority Groups and Services Key priority group Keyworker Service Delivery Partner Young people in the last 6 months of school Aspire SLC Young people aged 16-19 AspireWorks SLC Adults with barriers to employment Gateway to Employment Routes to Work South People with long term health barriers Gateway (Intensive) Routes to Work South People with learning disabilities Supported Employment SLC Parents from the following groups: Lone parents Parents or children with a disability Parents with 3 or more children Parents from a minority ethnic background Supporting Families Aim to Achieve / Upskilling Making it Work SLC SLC Routes to Work South 104
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Parents with a youngest child under 1 Families with a parent under 25 years 6. Employability Learning and Training Provision 6.1. All participants engaging on a keyworker-based programme have access to a range of provision. This provision may include activity funded by the South Lanarkshire Works including activity delivered by keyworker services and training or learning activity delivered on a procured basis by local partners. Provision can also include health and wellbeing supports, training allowances and access to waged training programmes. 6.2. The SLLEP’s operational sub-group meets regularly to identify emerging needs and agree provision to be funded as part of the Annual Investment Plan. In 2024/2025 provision has included:- Table 5: Employability Learning and Training Provision 2024/2025 Programme Description Provider Volunteering for Employability VASLAN programme matches employability participants to volunteering opportunities with local third sector organisations VASLAN Rural Academy Training and learning opportunities based in Clydesdale delivered by South Lanarkshire College South Lanarkshire College Rise, Reach and Impact Employability groupwork programmes targeted at young people engaging with Aspire and AspireWorks Routes to Work South Winter / summer leaver programmes College based learning to support young people in their last 6 months of school South Lanarkshire College New College Lanarkshire QTS Rail Academy Rail sector-based training programme linked to the East Kilbride Enhancements Project QTS / Routes to Work South Hospitality Academy Hospitality training programme delivered in partnership with Macdonald Crutherland Hotel Skills Training Network Vocational tasters / sector training Procured programmes to support participants to complete introductory training in sectors on a demand-led basis. Provision has included construction, hair and barbering and social care, HGV Various procured providers Routes to Work South 105
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Work tasters and placements Employability participants can access work placements as part of their action plan and training allowances of £25 per day are available to support engagement SLC / Local employers Project Search This programme supports young people with learning disabilities to take part in a programme of work placements, employability support and training delivered at University Hospital Hairmyres in partnership with NHS Lanarkshire and New College Lanarkshire and ISS SLC / Project Search NHS and SLC Demonstrator The programme provides 6 month waged part-time work placements to parental employability participants. Placements are based within NHS Lanarkshire, SLC facilities services, ISS and the State Hospital Carstairs SLC / NHS Lanarkshire and ISS Employer Recruitment Incentives Funding is available to support SMEs creating additional Fair Work vacancies to support employability participants into employment SLC 6.3. Connect2Renewables Employability Initiative provides enhanced support to complement the range of programmes offered. OnPath Energy provides the Community Benefit funding for Connect2Renewables and is available to participants that reside 10km from either Kype Muir Windfarm in Strathaven or Middle Muir Windfarm in Crawfordjohn. Support provided includes Employer Recruitment Incentives, Into Work Grants, Further Education Grants and Training. 385 participants (121 Middle Muir and 264 Kype Muir) have been supported by the fund in 2023/2024. 7. Programme Performance 7.1. In 2023/2024 the Council’s employability programmes supported 2,257 people from the key priority groups identified above. 834 people progressed to further education or training including participants undertaking certified learning as part of their engagement with the Gateway to Employment Programme. A total of 579 people progressed to employment during the year. 106
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7.2. In 2024/2025, 1,169 people have registered with employability services up to the end of August 2024 with 355 accessing or progressing to education or training and 306 moving into employment. Table 6: Employability performance by Key Priority Group 2023/2024 Registrations Participants accessing / progressing to further training / education Progressions to employment Young people in last 6 months of school 503 191 46 Young people age 16-19 283 93 95 Adults with barriers to employment 933 384 334 People with learning disabilities 139 9 8 Parents 399 157 96 Total 2257 834 579 Table 7: Employability performance by Key Priority Group 1st April – 31st August 2024 Registrations Participants accessing / progressing to further training / education Progressions to employment Young people in last 6 months of school 398 197 19 Young people age 16-19 108 38 23 Adults with barriers to employment 292 69 175 People with long term health barriers* 175 3 25 People with learning disabilities 29 8 10 Parents 167 40 54 Total 1169 355 306 *services have been delivered to people with long term health barriers as a key priority group since April 2024 107
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8. School Leaver Destinations and Post-School Tracking 8.1. A key focus and performance measure of the employability service is to improve the proportion of school leavers that progress to a positive destination of education training or employment. The service works closely with all secondary schools and Skills Development Scotland to identify those young people most at risk of becoming unemployed when they leave school and tracking their post-school destinations. 8.2. The most recent School Leaver Destination Report (SLDR) showed that 96.9% of those pupils who left school in academic year 2022/2023 entered a positive destination. This was a slight improvement from the previous year and above the Scottish rate for the 8th year in a row and placed South Lanarkshire 6th highest of the Scottish local authorities. The AspireWorks keyworker employment service set out above at paragraph 5.3 is counted as a positive destination for SLDR purposes and recorded under ‘training’. Table 8: Positive School Leaver Destinations 2018/2019 – 2022/2023 Year Positive destination rate (South Lanarkshire) Positive destination rate (Scotland) 2022/23 96.9% 95.9% 2021/22 96.2% 95.7% 2020/21 96.2% 95.5% 2019/20 94.8% 93.3% 2018/19 95.7% 95.0% Table 9: Destination breakdown 2022/2023 Destination South Lanarkshire Scotland Employment 21.2% 24.3% Higher Education 45.9% 40.3% Further Education 25.7% 26.6% Training 3.7% 3.4% Personal Skills Development 0.2% 0.5% Voluntary Work 0.2% 0.5% Unemployed seeking 1.5% 1.3% Unemployed not seeking 1.3% 1.6% Unknown 0.4% 0.3% 9. Participation Measure and Post-school Tracking 9.1. Since 2016, Skills Development Scotland have published the Annual Participation Measure (APM) which reports on the economic and employment activity of 16–19 year-olds in Scotland and is the source of the Scottish Government’s National Performance indicator “Percentage of young adults (16-19 year olds) participating in education, training or employment’. This measure has a wider focus than the school leaver destination and includes young people who are at school, in college, at university, at work or participating in employability support. The most recent report was published in August 2024 and showed 93.8% of young people aged 16-19 in South Lanarkshire were participating, this was higher than the Scottish rate of 92.7% and an increase from the previous year. 108
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Table 10: Participation Measure 2019-2024 Year South Lanarkshire Scotland 2024 93.8% 92.7% 2023 93.3% 92.6% 2022 92.3% 92.4% 2021 92.8% 92.2% 2020 92.7% 92.1% 2019 92.6% 91.6% 9.2. Since 2022, the Employability Service has led a process of joint tracking between the Council and Skills Development Scotland to improve the participation measure by identifying young people, including through home visits, with an unconfirmed or unemployed status and offering appropriate support or confirming destinations. During this period the service has carried out almost 1,300 home visits. A detailed breakdown of the visits carried out between August 2023 and July 2024 is provided below. Table: Participation Measure tracking August 2023 – August 2024 Aug- 23 Nov- 23 Feb- 24 Apr- 24 Jul- 24 Total Total Home Visits 122 69 112 121 188 612 Found and referred for employability support 22 18 30 23 40 133 Found – declined / not ready for support 7 7 9 8 26 57 Found – confirmed to be in a destination 32 5 11 42 42 132 Found, linking in with DWP 5 0 2 3 0 10 Unable to make contact / changed address 55 39 60 45 80 279 10. Labour Market Information 10.1. The Council produces regular Labour Market Information (LMI) reports for the South Lanarkshire Employability Partnership to support the planning of employability services. 10.2. Claimant count, which refers to all unemployed people (aged 16-64) in receipt of out of work benefits (Universal Credit and Job Seekers Allowance) has broadly fallen in recent years since a Covid period high point of 6.8% in August 2020 and stood at 3.2% as of August 2024. This compares to 3.4% for Scotland and 4.3% across the UK. While the rate has remained steady over recent months, the total claimant number has increased for each of the past 3 months and stands at 6,525, an increase of almost 300 people in a year. 109
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10.3. Although unemployment is low by historical standards, a significant number of people are economically inactive which means they are out of work and not actively looking for work. The rate of economic inactivity in South Lanarkshire was 21.3% in March 2024 and has been rising since March 2023 when the rate was 16.7%. Although the rate is slightly below the Scottish rate (22.9%), there have been four consecutive quarterly increases in economic inactivity and the current rate is the highest recorded since the middle of the first COVID pandemic (June 2020). 10.4. Within this group, which also includes people who have retired before the age of 64 and students, there is a significant group of people who are not working due to ill health. In March, this was more than 30% of the cohort, around 14,000 people in South Lanarkshire. 11. Employee Implications 11.1. There are no employee implications in terms of the information contained within this report. 12. Financial Implications 12.1. There are no financial implications in terms of the information contained within this report. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within this report. 14. Other Implications 14.1. The are no other implications arising from this report. 15. Integrated Impact Assessment and Consultation Arrangements 15.1. Integrated Impact Assessments will be undertaken for any new programmes. 15.2. There is ongoing consultation with stakeholders and partners to ensure the employability programmes meet the needs of residents within South Lanarkshire. David Booth Executive Director ( Community and Enterprise Resources) 5 November 2024 110
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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 to recover, progress and improve Outcomes Our children and young people thrive Thriving business, fair jobs and vibrant town centres 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:- Douglas Hashagen – Employability Manager Tel; 0141 584 2915 Email; Douglas.Hashagen@southlanarkshire.gov.uk 111
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Appendix 1 Employability Case Studies Robbie Robbie was referred to take part in the REACH programme in Lanark. He faced challenges with mental health, tourettes, and autism. Robbie’s goal was to go into employment rather than further education. During his time on the programme, we focussed on personal development and confidence-building. Initially quiet, Robbie gradually blossomed, engaging in activities, sharing ideas, and participating in employer visits and team-building exercises. His dedication led to a work experience placement at Pets at Home. Within just two weeks, Robbie impressed the team so much that they offered him an interview, resulting in part- time employment. Robbie “The Reach programme really boosted my confidence and gave me the chance to work hard for what I wanted.” Sonia Sonia was referred to the Making it Work parental employability programme by DWP. She had been unemployed for 5 years and was on universal credit. Sonia is a lone parent with 2 children approaching nursery age. Sonia had a real interest in becoming an HGV driver. She felt that this would give her independence, and she would be able to provide for her children and hopefully get something that would work around her childcare. Sonia and her keyworker researched HGV training organisations, selected a training course and through the MIW programme funding was provided for Sonia to complete the course. Sonia also participated in CV building and job search sessions to understand how to effectively look for work and the different ways to successfully secure employment and attended interview skills course in preparation for any future interviews. Following completion of the course Sonia was supported intensively to help source employment. After a short period of time, she obtained employment as an HGV Class 2 Driver, working full time in the evenings which fits around her childcare. Sonia is loving the position, feels proud of herself for achieving her dream and supporting her family. She loves the independence, having a purpose out with being a parent and her children are feeling the benefits financially with her being in work. AK AK was referred to Making It Work for Parents programme in early February by her job coach at DWP. AK had fled the war in Ukraine to come to live in the UK and is a lone parent to school age twin daughters one of whom has cystic fibrosis. AK’s barriers centred around her having to move to a new country, feeling isolated, language, childcare and finding suitable hours for employment. AK’s hopes and aspirations were to become less isolated, gain some work experience, improve her English and ultimately enter paid employment. In the initial appointments we set out a journey plan for AK and had a long discussion to identify her transferable skills and any gaps she felt she needed addressed going forward. A referral to Money Matters was also made to ensure AK was receiving the correct level of benefits and not missing out on any other financial support available to her. One-to-one 112
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sessions took place weekly where we could begin to address her employability skills, work on her CV and cover letters, explore effective job searching and jobsite registration, application form support and interview preparation. AK took up 2 volunteering placements to help with her isolation, she attended these when her children were at school. One was in a charity shop and the other within a local church café. Both these roles provided her with a social network as well as adding to her work experience in the UK and her employability skills. AK also secured a slot in an ESOL class to improve her English skills. On completion of the programme AK moved into paid employment in Housekeeping in a local hotel close to her home. This role is ideal for AK as the hours suit her childcare needs and she will now be better off as her weekly wage supplements her existing benefits Sean Sean was referred to the Supported Employment service by DWP. Sean was looking for employment however wasn’t sure where to begin. He met with a key worker who completed a detailed assessment of his barriers, goals and aims. Sean started Project EmployAbility, an initiative that focussed on building confidence, teamwork and communication skills through practical activities in Hillhouse Workshops followed by supported work experience at a local golf course. Sean flourished during his time on the programme, reporting that he felt his confidence improved and that he was ready to progress to the world of work. Sean’s next step was to apply for DFN Project Search where he was interviewed for the programme by the Account Director at ISS Hairmyers however he so impressed that rather than start with the programme he offered Sean an immediate work trial within University Hospital Hairmyres. Sean completed his trial to great feedback and reviews from the ISS team and was offered a part time contract with them as a porter which he was delighted to accept. John John joined Project Search following completion of a Life Skills college course. Project Search is a 9-month programme designed for autistic adults to gain valuable real life work experience in a hospital setting coupled with employability skill. Participants complete 3 work placements in various departments within the hospital including portering, housekeeping, stores, medical records and labs. Each individual is supported by a dedicated job coach who is available to simplify tasks or work alongside participants until they feel more comfortable to work independently. John received fantastic feedback from his placements and upon completion of the programme, was offered a part time position with ISS as a catering assistant. John’s manager said that both Sean and John are excellent additions to his workforce. They have fitted into the existing teams well and are both performing to a high standard. Eve Eve was referred to the Supported Employment team and as part of her plan, took part in a Hospitality Academy programme funded by the council and delivered in partnership with MacDonald Crutherland Hotel in East Kilbride. Over the 12 weeks she attended and engaged really well, her confidence grew, and she showed a real passion for working in the hospitality industry. On completion of the programme Eve secured employment with the 113
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hotel. Eve was supported throughout her 12 weeks by her Key Worker Jade. Jade says that Eve has done extremely well – she has grown in confidence and is flourishing! Joshua Joshua is a parent of two children. Joshua was employed as a drainage engineer on a low income, however due to lack of qualifications and training there was no progression for Joshua who was looking for opportunities to enhance his career. He got in touch with South Lanarkshire Council’s Employability team and was referred to the Upskilling team for support. When meeting with Joshua it was identified that there could be the potential to increase his earnings with his current workplace by completing an HGV driving qualification. It was agreed with his manager that on completion of this training Joshua would be offered a promotion. With the support from the Upskilling team Joshua secured a funded place with a training provider to do his HGV driver training and tests. Joshua was delighted with this offer as he was not in a position for fund this himself. During the training period Joshua successfully applied for a post as a drainage technician with a different company at a higher rate of pay. Joshua has now completed his training and successfully passed his and is fully qualified to drive heavy goods vehicles. This will make a huge difference for Joshua’s career opportunities. Joshua’s employer has agreed to a further increase in salary which will improve his financial position and his wellbeing not only for himself but for his young family. “The support from South Lanarkshire Works has given me freedom to secure a position within a thriving business and allow me to undertake training that not only will give me an extra qualification but allow me to progress and give my family and I more financial freedom. It has been a real stress-free experience. The team spoke to me through all the steps and reassured me with any questions I had. I would not be in the position I am without their support which I cannot thank them enough.” Oden Oden who is 17, was referred to the AspireWorks programme by Skills Development Scotland. He had previously been in employment within an Iron Foundry but had not sustained this due to personal issues and mental health. Following initial assessment, it was clear that Oden wasn’t sure what line of work he would like to do, we looked at his strengths and the transferable skills he had gained previously when he was in employment. The assessment also highlighted that Oden needed support to help develop his confidence and around ways of improving his mental health. Oden’s action plan included applying for his Young Scot travel card, developing his knowledge of job searching and applying for jobs, interview techniques and employer expectations. He was also referred to the Council’s counselling service to help with his mental health. During his time on the programme Oden and his family became homeless due to their house flooding, they were placed in temporary accommodation, but this didn't stop Oden engaging with his key worker. His mum played a part in this ensuring he was attending his appointments and engaging. Over time Oden’s confidence began to grow and he developed a positive working relationship with his key worker. We then agreed to look for a work experience placement and secured a 6-week placement with a local employer in Rutherglen manufacturing doors and windows for the construction industry At the same time, we arranged for Oden to complete his CSCS card which he passed first time. The employers were delighted with Oden’s commitment and attitude to learning new 114
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skills, his time keeping and attendance and listening to experienced staff. The employer offered Oden full time employment which he accepted and has maintained employment since. Oden has benefitted greatly from the AspireWorks support, he has become much more positive and optimistic about his employment prospects and is doing really well in his job. Brandon Brandon was referred to AspireWorks by his school. He had just completed S6 but needed some extra support to move into a positive destination. Brandon was a very quiet, shy young man and found it hard to form friendships throughout school, this was evident when he joined Aspire Works. Brandon also suffered from low self- esteem and really didn’t know what he wanted to do with his future. We discussed building his confidence and introducing him to group work. Brandon was supported with weekly meetings to enable him to build a relationship with his key worker and work on his own personal development. As the relationship developed Brandom became increasingly was motivated and agreed to take part in the RISE groupwork programmes, delivered by Routes to Work South where he excelled with 100% attendance. The programme included CV preparation, interview skills, sector awareness, mock interviews, confidence building projects and SVQ Qualifications in First Aid, Food Hygiene and Fire Marshalling. In addition to the RISE programme Brandon’s key worker supported him to find work experience at the Cameronian Museum in Hamilton and he started this in November 23, one day per week. Brandon was giving a training allowance as part of this plan. Brandon was also supported into looking at different college courses and also helping him to apply for them. He decided he would like to study Criminology and successful gained a place studying Criminology and Pathology at New College Lanarkshire. When he started this, he still continued to take part in his work experience as this has helped his confidence. Brandon’s confidence has grown immensely, he feels confident he will finish the current college course and apply for another course in August. “The support I received was extremely helpful in my growth as a person as I am now more social and have more confidence in my abilities which helps me to apply my skills to further education and to the work experience, I received as a result of attending AspireWorks, I continue to volunteer at The Cameronian Museum in Hamilton. I would certainly recommend AspireWorks to any young adults looking to find a purpose in their life as I have overcome so many barriers” Ainslie Ainslie was referred to the Supporting Families programme by Westburn Nursery. Ainslie was unemployed and the main aim was to help her find a job and to assist with debt management. Ainslie was experiencing a number of barriers to employment including a lack of confidence and self-belief, struggles with her mental health and challenges around money management. During our initial meeting, Ainslie revealed that she would love to train to be a nurse. She had looked at college courses but was unsure about writing and submitting an application, as she had left school with no formal qualifications. The recent time she had spent caring for her grandmother and helping in a care home had motivated Ainslie into looking at this type of career path. 115
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Following initial assessment, we drew up an action plan that set out the supports and activities we would put in place to help Ainslie. I referred Ainslie to One Parent Families to complete a benefits check and to support with her money management. They also supported Ainslie to applied for funding for a new fridge freezer. Ainslie was invited along to attend the Health Walks I was leading at Westburn Nursery to improve her mental health and a referral was made to Rain or Shine to access clothing for her son. I spent a few weeks getting to know Ainslie before asking her how she felt about applying for college to do a SWAP Nursing course. These courses are designed for people who have no or few formal qualifications and have been out of education for three to five years. Ainslie was keen to apply, and we sat down together to complete the application drawing on her personal qualities and her experiences caring for her grandmother and previous experience working in a care home for the elderly. Ainslie was invited to attend an interview at Glasgow Clyde College Langside Campus and the following day Ainslie received an unconditional offer. She was absolutely elated and can’t quite believe she is going to college. "You've made me more confident, you've helped me believe in myself a lot more, you’re very kind and patient and very understanding towards my ADHD, you've been there through a good few challenges regarding my grandma always been really good to talk to and feel so comfortable approaching you with anything, you’re just amazing Hazel you've helped me so much you've came into my life and changed it up. You've stuck by my side, and we clicked right away. Can't thank you enough and really appreciate you". Nzube Nzube, who is a parent was with two children, one of whom is disabled was referred to Routes to Work South by Jobcentre Plus as he was unemployed and seeking employment opportunities. As Nzube required a job which would allow him to help his wife care for both children out with school hours, Routes to Work South worked with Nzube to apply for the NHS Demonstrator Programme as the programme is designed to fit around participant’s childcare needs. Nzube had previously worked as a nurse overseas but wanted to move into an admin role following a previous personal experience. Nzube was offered a 6-month waged position on programme he as an Admin Officer with hours which suited his childcare needs. His initial placement was in an ICU setting however Nzube found this challenging due to a previous personal experience. The NHS Employability team and NHS Management were very supportive in working to relocate him to a more suitable location. Nzube has commented that the supportive environment has improved his health. During his time on the programme Nzube’s was supported to update his CV and carry out job searches to help him find suitable employment. Following the 6-month programme Nzube secured work covering admin bank shifts which he can select to suit his family requirements. He now earns a monthly salary to suit his circumstances. “I used to be a nurse when I lived in Ukraine and wanted to move into an admin role. By doing the Demonstrator Programme, I have gained skills within the Workforce team such as IT skills, learning how to use Allocate programme and Trakcare. The opportunity to train and develop myself has been very beneficial. My health has improved as it is a supportive environment, and everyone is very helpful” 116
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Olivia When Olivia was referred to Aspire by her school she had disengaged from education and was becoming involved in anti-social behaviour and alcohol use in the community. The school had attempted to support Olivia through counselling support which she had not engaged with and initial attempts to contact her by the keyworker were unsuccessful with repeated attempts made through phone calls and home visits. However once Olivia began to engage she developed a positive relationship with her key worker and they began to develop a plan together. Olivia had a clear goal to move into employment rather than attend college and identified early years as her goal. Olivia secured a part-time job in a café, and we continued to work together to find her a placements in a nursery. Following this she used her placement experience to secure a modern apprenticeship in a local nursery where she continues to work. Sarah May Sarah May was referred to Aspire for one-to-one support by her pupil support teacher as she wasn’t attending and had disengaged from school. On meeting Sarah May she advised that she lacked motivation and was not open to exploring college courses as she thought it would be the same school. Through one-to-one meetings we discussed careers pathways, began to work on her CV and registered Sarah May with job search websites, Planit Plus and My World of Work. I also supported Sarah May to keep an open growth mindset about going onto further education, we watched some videos from Winning Scotland to help her understand more about growth/fixed mindset. After a few weeks she became open to the idea of college and we had a look at some of the courses available locally. As I got to know Sarah May she would often talk about her holidays with her family and how she loved to travel. Using the techniques I had learned through growth mindset training I hoped to empower her to believe she had the necessary skills and encouraged her to consider the travel and tourism crew course at South Lanarkshire College. We had a look at the course content and arranged a visit to the college where Sarah May was especially impressed with the classroom that is designed like an aeroplane. Sarah May decided to apply for the course and I supported her with the application form. Sarah May worked really well with me and used Aspire support to the best of her advantage by attending the meetings I had arranged and keeping in contact with regular updates. The change in her attitude and eagerness to work made my job a lot easier. Sarah May is a lovely girl, I wish her every success and have no doubts she will have a bright future ahead of her. Demi Demi applied for the 2-year Foundation Apprenticeship in Social Services and Healthcare. Demi had experienced mental health issues and was attending Hamilton support base, which supports students with social and emotional needs. Demi was very quiet in class and did not interact with any of the other students. By the end of year 1 Demi was beginning to interact with other students on the course and as the course progressed into year 2 Demi’s confidence began to grow. Demi was on placement for 3 months in a care home and took part in a few activities with the service users, spending time chatting about her life. After a few weeks she was comfortable to act of her own accord, offering service users support and reassurance. Demi’s second placement from January to April was in Hairmyres Hospital Outpatient Department. She interacted with patients, asking questions and taking details where required. Demi acted in 117
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a professional manner with patients and staff. By the end of the programme the change in Demi was marked. She was now confident in the skills she had gained on placement and was now meeting socially with her peers and interacting unprompted with her lecturer and FA team. Demi successfully achieved her FA in May and by the end of the programme the change in Demi was marked. She was now confident in the skills she had gained on placement and was now meeting socially with her peers and interacting unprompted with her lecturer and FA team. Rebecca Rebecca applied for the 2-year Foundation Apprenticeship in Social Services Children and Young People in 2022. After a few months it became apparent that Rebecca’s health was having a huge impact on her FA and school attendance, The Council’s FA worker met with Rebecca and her pupil support teacher to discuss a plan to help Rebecca achieve the qualification as she was sure her future career was in childcare. It was agreed that a plan be put in place that involved Rebecca leaving the 2 year programme allowing her to concentrate on her health and school subjects and that she would then apply for the 1 year FA programme in sixth year. The plan was followed, and Rebecca achieved her FA in May 2024. Rebecca’s Her work placement was at Kilbryde Early Learning Centre and she received fabulous feedback. Rebecca engaged well with her lecturers, work placement and the FA team keeping them updated on any time off required and followed any remediation plans well. Rebecca achieved her goal of attaining her FA in Social Services Children and Young People and has secured a Modern Apprenticeship with Happy Days Nursery. Carly Former Lesmahagow High School Pupil Carly was supported to progress to employment with support from the Connect 2 Renewables programme. The OnPath Energy funding supported Carly to take part in pre-employment training and provided financial support through an employer recruitment incentive to support her into work. Carly a plant operative is now part of the ‘women in plant’ working group where she encourages other females into the industry by going along to speak to them about her experiences at schools and colleges. Rosanne Rosanne had been out of employment for a year and had a difficult time finding employment in her dream Job as a Kitchen Porter. Rosanne engaged with the Making it Work for Parents programme, where her advisor worked with her to build her confidence before updating her CV to give her the best chance of employment success. Roseanne participated in group training including an interview skills workshop and she was matched with several vacancies before successfully gaining an interview and securing her dream job. Rosanne struggled at the beginning of her new job with some aspects of the role and wanted to leave, thankfully due to the relationship that had been developed with her advisor we were able to meet with Roseanne to support her to combat her anxiety in the work place and help her with her transition to work. Rosanne took all the advice and support offered to her and 6 months into her new job she was given a promotion. 118
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Daniel Daniel came to RTWS with the goal of securing his first job. Despite having some volunteering experience helping the local youth football team, he struggled to recognise the wide range of skills he possessed and lacked confidence in himself. Daniel needed assistance with creating a CV and cover letter. We worked with Daniel to tailor his CV, highlighting his personality and strengths. He also received ongoing support at the job club, where we tasked him with approaching one of the employers for the upcoming Jobs Fair and provided guidance on what to say. Daniel was introduced to a pharmaceutical employer, and with his newfound confidence from the personalised support, he made a strong impression. This led to an interview invitation. We reviewed the job specification in detail and conducted a mock interview to help him prepare. As a result, Daniel's confidence and professionalism shone through, which ultimately led to him being offered the position of trainee dispenser. The employer expressed excitement about bringing Daniel on board and noted that his potential and eagerness made him a standout candidate for the role. Cahal Prior to joining RTWS, Cahal had been grappling with anxiety and a lack of confidence, compounded by his disability and a sense of being unsupported during his time at college, which eventually led to him dropping out. Unsure of his next steps, Cahal sought guidance to help him regain direction and rebuild his confidence. During his initial appointment, we recognised Cahal's interest in data, statistics, and computing. We identified an 11-week data analyst course, and Cahal was assisted throughout the application process, providing support during Teams calls and offering reassurance. Out of 1,500 applicants, Cahal successfully secured a spot on the course. To ensure Cahal feels supported and to prevent a repeat of his negative college experience, we have coordinated ongoing support through his RTWS advisor and Generation's wellbeing team which has led to Cahal's ongoing attendance and participation. 119
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Agenda Item Report To: Community and Enterprise Resources Committee Date: 26 November 2024 Prepared by: Executive Director (Community and Enterprise Resources) Subject: National Business District (NBD) Shawfield Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update, in respect of National Business District (NBD) Shawfield Phase 1 and 2 projects which are being supported by a variety of funding sources, including Council funding of £800,000, resulting in a programme of works totalling £29.1m 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that progress made in respect of the NBD Shawfield projects, which are being supported by a variety of funding sources, including Council funding of £800,000, resulting in a programme of works totaling £29.1m, be noted; (2) that the positive progress made by Clyde Gateway Urban Regeneration Company (CG) in relation to the delivery of the NDB Shawfield Phase 2 projects, which are funded by £14.7m of UK Government (UKG) funding and a total combined value of £20.7m, be note; and (3) to note that the Shawfield Project Delivery Board (SPDB) will act as the primary form of governance for all NBD Shawfield projects and provide visibility and accountability to the Council and UKG along with other funders and stakeholders on all concurrent projects and activities within Shawfield, currently around seven in total, as required by UKG funding conditions. 3. Background 3.1. CG’s Outline Business Case, finalised in January 2024 (OBC), developed the Strategic Case and Economic Impact for the Shawfield completion programme. The focus is to address environmental harm and blight within Shawfield; prevent adverse health impacts and provide an acceptable target date for addressing the wider damage caused to watercourses and marine coastal environments from the Chromium contamination whilst leveraging additional economic benefits. 11 121
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3.2. To date CG has delivered £60m of remediation, infrastructure, and development investment at NBD Shawfield. The overall cost of the current NBD Shawfield programme of works either committed or underway is £29.1m, with £23.3m of match funding secured against a Council contribution of £800k, and c£5m CG contribution. 3.3. Table One sets out the budgets for each of the committed or projects underway, with the associated UKG and other funding. Table One Projects Funding Source Total Funding Committed SLC UK Gov SG EQR SG VDLIP Scottish Enterprise SG – RCGF SG – UKSPF Clyde Gateway Funding (Committed and Underway) Remediation of Phase 2 (241 Glasgow Road) 9.5 1 0.2 10.7 Shawfield GRID CAMPUS 2.9 1.2 3.4 1.2 8.7 Polmadie Burn Works 2.3 2.3 Acquisitions (Glasgow Road) 1.3 1.3 Riverbank Stabilisation 1.3 0.12 3.68 5.1 Biodiversity Action Plan 0.2 0.2 Shawfield Gateway Road (Design Fees) 0.8 0.8 Total 0.8 14.7 3.8 0.2 1.2 3.4 0.12 4.88 29.1 3.4. In May 2024, a UKG Project Inception meeting took place between DLUHC, the Council and CG to discuss the mechanisms and monitoring arrangements associated with UKG funding. At that time, it was agreed that the UKG DLUHC was committed to releasing £2,838,650 of LUF funding based on CG’s validation submission in February 2024. This confirmation enabled CG to award both the Grid Campus and Remediation Product Testing Contract. 3.5. This initial payment was released to the Council, however, the Memorandum of Understanding (MOU) was unable to be concluded with UKG as was the back-to-back agreement with CG due to UK Parliamentary elections and then a decision that final confirmation was on hold pending the UK elections. As part of the Budget statement on 30 November this funding has now been confirmed and officers are working to conclude the MOU as a matter of urgency. 3.6. In June 2024, an award of £3.8m was secured by CG from the Scottish Government’s (SG) Environmental Quality & Resilience (EQR) department which promotes nature restoration in respect of the ongoing remediation, biodiversity and land quality improvements being undertaken in Shawfield. 4. UKG Project Updates 4.1. Project Component 1: Shawfield Phase 2 Remediation The development of a full remediation strategy for Shawfield Phase 2 is being determined by an initial phase of Product Testing works which allows for the remediation strategy to be developed. The total budget is £9,657,141. 122
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Project Component 2: Shawfield Grid Campus Plots A and B 4.2. The Grid Campus project comprises the development of two new industrial units (2,700m2 / 29,000ft2) aimed at attracting High Value Manufacturing (HVM) jobs and investment to the area following a 50-week construction programme. The total budget for this is £8,753,625. Project Update 4.3. Contractor Heron Bro’s commenced the on-site works in June 2024 and have made significant progress. Foundations are complete and steel frame packages are underway. The works are currently on programme and scheduled to complete late- May 2025. Terms have been issued for unit 1 to a high value manufacturing company. Project Component 3: Polmadie Burn 4.4. The final design solution is dependent on an ongoing extended feasibility study currently taking place within the twin culverts (which feed into the burn). The total budget for this project is £2,300,000. Project Update 4.5. The original 11 Remedial Options have now been refined into three concise project components. Meetings are taking place with the design team and stakeholders to determine which components can be delivered within the constraints (timescale and budget) posed by the UKG. 5. Employee Implications 5.1. Enterprise and Sustainable Development Service works closely with CG to monitor activity, programmes and funding. 6. Financial Implications 6.1. The overall cost of the current NBD Shawfield programme of works either committed or underway is £29.1m, with £23.3 m of match funding secured against a Council contribution of £800k, and a CG contribution of £4.9m. 7. Climate Change, Sustainability and Environmental Implications 7.1. The programme of projects will make significant contribution to the regional environment through the remediation of significant land contamination, improvement to the River Clyde and biodiversity net gain. 8. Other Implications 8.1. The UKLUF awards provide significant capital investment in South Lanarkshire and will contribute to priorities set out in Connect, the Council Plan 2022-27. 9. Integrated Impact Assessment and Consultation Arrangements 9.1. 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) 8 November 2024 123
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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, 18 June 2024 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:- Alison Brown, Head of Enterprise and Sustainable Development Email: alison.brown@southlanarkshire.gov.uk 124
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Larkhall Leisure Centre Replacement 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on progress with regards to the replacement of Larkhall Leisure Centre [1purpose] 2. Recommendation(s) 2.1. Committee is asked to approve the following recommendation(s):- [recs] (1) to note that the Council, in conjunction with Hub South West have appointed BAM Construction as the contractor; (2) to note that Hub South West have confirmed that the project is deliverable within budget, based on 2300m2 GIFA; (3) to note that an Engagement Strategy has been developed for the project, and a number of community engagement sessions have already taken place; and (4) to note that the programme is on track for site start in Autumn 2025 with a completion in Summer 2027. 3. Background 3.1. In February 2024, full Council approved an additional £12m to bridge the funding gap for the replacement of Larkhall Leisure Centre. Funding of £11.9m had previously been approved: Council (£6m), City Deal (£3m), Place Based Investment Funding (£1.6m), Shared Prosperity Fund (£1m) and Regeneration Capital Grant Fund (£0.3m). 3.2. The project is now underway to deliver the new £23.9m leisure facility to replace the existing ageing facility. The project will be located on the grassed area behind the existing building, adjacent to the school car park (please see Appendix 1). 3.3. The new facility will retain the same terms in relation to operation, managed on the Council’s behalf by South Lanarkshire Leisure and Culture (SLLC), with the same lease terms and conditions as is currently in place with the existing facility. 12 125
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4. Progress Update Project Team 4.1. Hub South West (Hub SW) have been appointed by Housing and Technical Resources (HTR) to design and project manage the design, tender and construction phases of the new Leisure Centre. HTR will manage the contract and interface with Hub SW. 4.2. Following a robust procurement process, BAM Construction have been appointed as the Tier 1 Contractor. BAM is supported by Holmes Miller Architects, Blyth and Blyth consulting engineers, and Wallace Whittle environmental building services. The project team have an excellent track record and will be striving towards Passivhaus standards to meet energy efficiencies which will provide significant carbon and revenue savings for the new Centre. 4.3. The client management role sits with the Enterprise and Sustainable Development Service within Community and Enterprise Resources, working closely with key managers within SLLC. Project Management 4.4. Project management and development arrangements will align with the stages and approval gateways within the RIBA1 plan of work. A Project Board has been established to monitor the overall progress, comprising of:- Executive Director (Community and Enterprise Resources) Executive Director (Housing and Technical Resources) Chief Executive, SLLC Head of Enterprise and Sustainable Development Head of Finance (Strategy) Project Status 4.5. The project is currently at concept design stage. The initial site layout and floor plans have been developed based on 2300m2 gross internal floor area (GIFA). 4.6. An initial consultation survey was undertaken in March 2022 to prioritise the accommodation space within the new centre. The findings from this survey have been taken into consideration when developing the initial plans. For example, swimming was considered to be the most important facility, and the proposed plans include a like for like 25m 6 lane swimming pool with viewing gallery for swimming lessons and galas. A fitness gym was considered as the second highest priority from the survey, and the new plans include a gym space which is larger than the existing gym areas. The plans also include a health suite (sauna and steam room) and a double height fitness and dance studio which can used for fitness classes and badminton. Engagement with the community also identified the need for a community space within the new facility which has been accommodated. This community room is adjacent to the fitness and dance studio on the ground floor and a partition wall will enable the space to be opened up to create a larger space for community events and functions. 4.7. Community and Enterprise Resources are working closely with colleagues in SLLC to develop the detailed design brief and ensure the space is maximised to reduce operational costs for SLLC wherever possible. 1 Royal Institute of British Architects 126
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4.8. Hub SW have confirmed that the current scheme based on 2300m2 GIFA is within budget and the programme is on track for site start in Autumn 2025 and completion by summer 2027. 4.9. Various site investigation surveys are underway and advanced demolition works are currently being investigated to determine whether sections of the existing centre will require to be demolished as part of the enabling works. 4.10 Planning and Building Control applications are scheduled for submission in Quarter 1 2025. Consultation and Engagement 4.11. An extensive consultation exercise was carried out in March 2022, in conjunction with key community groups, to help prioritise the accommodation to be provided within the new facility. Over 1,200 survey responses were received, and the findings were used to inform the initial design brief. 4.12. Hub SW have developed an Engagement Strategy in consultation with the Council and SLLC. Early engagement has included meetings with local Elected Members and key community groups. 4.13. Community Engagement drop-in sessions were also held in late October/early November 2024 at various times and venues within Larkhall, including Larkhall Leisure Centre, the Lighthouse and Larkhall Academy. 5. Employee Implications 5.1. Employees within Housing and Technical Resources and Community and Enterprise Resources have a key role to play in delivering this multi-million project. Colleagues within SLLC also have a valuable role in the wider project team in relation to the operational requirements of the new facility. 6. Financial Implications 6.1. The budget of £23.9m consists of a number of different funding streams, including Council funding, City Deal, Place Based Investment Fund, Shared Prosperity Fund and Scottish Government Capital Regeneration Fund. 7. Climate Change, Sustainability and Environmental Implications 7.1. The project will be striving towards Passivhaus standards to meet energy efficiencies which will provide significant carbon and revenue savings for the new Larkhall Leisure Centre, and the design team will be able to evidence the carbon and revenue savings. 8. Other Implications 8.1. There are no other implications or risks associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1 An Integrated Impact Assessment is currently being progressed. 9.2 Early engagement has taken place with local elected members and key community representatives, as well as the consultation drop-in sessions outlined in section 4.13. Consultation with stakeholders will be undertaken throughout the duration of the project. 127
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David Booth Executive Director (Community and Enterprise Resources) 7 November 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. Outcomes People live the healthiest lives possible. Previous References 2024/25 Capital Programme Update - Full Council, 21 February 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Gillian Simpson. Partner Liaison Manager Enterprise and Sustainable Development Services E-mail: gillian.simpson@southlanarkshire.gov.uk 128
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Appendix 1 Site Plan 129
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Centre West and East Kilbride Masterplan Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update Committee on progress to date for the transfer of Centre West, East Kilbride, to South Lanarkshire Council update Committee on progress made on the implementation of elements of the East Kilbride Masterplan [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted. [1recs] 3. Background 3.1. As previously reported, East Kilbride has faced a number of challenges over recent years resulting in significant voids throughout the shopping centre. The challenges of the retail environment resulted in the current tenant of the centre, Sapphire 15 s.a.r.l., being put into administration on 16 November 2022. Administrator, Interpath, 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 agents who worked closely with officers to undertake a masterplanning exercise for the town centre. As key stakeholders in the town centre, officers and asset managers have worked closely to bring together the commercial realities and potential of the centre into a town centre vision. The resultant East Kilbride Masterplan was approved by this Committee on 13 September 2023. 3.2. A key element to both the administration process and masterplan is that control of Centre West reverts back to the Council on the basis that the land remains in the Council’s ownership with Centre West developed under a ground lease. This is not the preferred route to redevelopment however discussions have exhausted other options and therefore a negotiated and managed transition to mitigate risk to the Council insofar as is possible has been the key priority. 13 131
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3.3. The Community and Enterprise Committee of 23 April 2024 gave endorsement to enter Heads of Terms with Interpath for the transfer of Centre West Shopping Centre. This decision was ratified at the Executive Committee of 8 May 2024. Following Executive Committee approval, officers commenced Heads of Terms (HoT) negotiations with administrators, Interpath and their advisors, for the transfer of Centre West to the Council. 3.4. The Committee of April 2024 also gave approval to appoint a professional team to advise the Council during the negotiations and prepare for demolition and redevelopment of Centre West. This team has been put in place to support the transition of the property including Burness Paull (legal) and Knight Frank (Real Estate Advice/ Asset Management). Turner and Townsend have also been appointed as project managers with a range of technical sub-consultants. 3.5. In addition, to work to ensure the smooth handover of Centre West to the Council, officers have also been working towards delivery of the East Kilbride Masterplan. The Community and Enterprise Committee of 23 April 2024 endorsed the amendment of City Deal funding to realign £32.2 million towards town centre activity in East Kilbride This approach was endorsed by the City Region Cabinet in August 2024 and an updated outline business case will be submitted to the February 2025 City Deal Cabinet following Executive Committee approval in December. This realigned funding will allow demolition work to take place on Centre West and progress with the Civic Hub element of the East Kilbride Masterplan. 4. Centre West transfer 4.1. Heads of Terms negotiations have now concluded and were signed by the Council at the end of September and endorsed by Executive Committee on 13 November 2024. It is considered that these are the best terms which can be achieved to secure a managed transition of the Centre back to the Council, and in turn support the regeneration of East Kilbride Town Centre. Constructive agreement of the HoT provides the Council with some certainty and the ability to plan ahead in a managed way. The details of the HoT are subject to a confidentiality clause. 4.2. Legal advisors, Burness Paull, have been instructed to prepare a contract based on the signed Heads of Terms. 4.3. The remainder of the shopping centre is currently being marketed with a closing date anticipated prior to Christmas. The agreement between the Council and Interpath for the transfer of Centre West gives comfort to potential buyers and gives the best prospect of a controlled sale. It is likely that the Council will work closely with the purchaser of the remainder of the town centre to achieve a positive outcome and delivery of the East Kilbride Town Centre Masterplan. There will be a need for a positive relationship with the new owner, including to deal with the practicalities of the physical separation of the two centres and the demolition of Centre West by the Council. 4.4. Centre West transfers to the Council on 30 December 2025. Work has now commenced with project management team, Turner Townsend, on the strategy for the decommissioning of Centre West, demolition and subsequent creation of development plots for residential development. 132
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5. East Kilbride Civic Hub 5.1. As noted above, Committee approval was granted to prepare a revised City Deal Outline Business Case to realign £32.2 million of City Deal funding to East Kilbride town centre. This funding is required for Centre West demolition works as outlined above and for the development of a new Civic Hub and urban realm in the heart of East Kilbride. The vision for the Civic Hub is to establish a vibrant and recognisable focal point for the town centre with a range of uses that will engage the local community and encourage repeat visits to the town centre. 5.2. Threesixty Architecture were appointed to further develop the hub proposals. As part of this development they considered a variety of functions the new hub would be required to perform. The East Kilbride masterplan currently shows the hub at the site of the current Bingo Hall. As requirements for the site have crystalised two further sites were added for consideration, namely Centre West and the Civic Centre site which are in the control of the Council. 5.3. After site evaluation it was noted that the Centre West site offers the greatest opportunity and resilience to house the Civic Hub with City Deal funding already allocated for the demolition of the existing structure. Development of the Civic Hub on this site will allow for 250-300 residential units. This site is also a more prominent town centre location 5.4. With this in mind, the proposal is to develop the Civic Hub on the Centre West site as this is considered to offer Best Value. 5.5. Design work is ongoing, and consultation will be undertaken as detailed proposals emerge. 6. East Kilbride Civic Centre 6.1. Although not captured within the boundary of the East Kilbride masterplan, as noted at Committee on 26 June 2019, East Kilbride Civic Centre no longer functions efficiently as a Council asset. The Civic Centre sits on a prominent site within the town centre which has the potential to further strengthen masterplan proposals and contribute to the regeneration of the town centre. As reported to Executive Committee on 24 January 2024, the Civic Centre is currently being marketed by Avison Young, on behalf of the Council, for redevelopment. The site is designated in the local plan for town centre use and as such a range of functions can be considered here. 6.2. Key services performed by the Civic Centre that require a town centre location will be provided for within the Civic Hub proposals. It is acknowledged that within the Civic Centre is the Ballerup Hall which would be reprovided within a new Civic Hub. 6.3. Expressions of interest in the site/building have been received and a closing date of 30 January 2025 has been set. Thereafter, consideration will be given to any offers received and whether a sale will proceed at this time. 7. Next Steps and Timescales 7.1. Officers will continue to work with Interpath and any new owner of East Kilbride Shopping Centre to relocate tenants and achieve vacant possession in Centre West. 133
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7.2. Officers will work with the Project Management Team to prepare for the demolition of Centre West and subsequent creation of development plots as close to the date of transfer as possible. 7.3. Officers will continue to work up proposals for the Civic Hub on the Centre West site. 7.4. East Kilbride Civic Centre will go to closing date late November/ early December. 7.5. Officers will continue to develop masterplan proposals and seek opportunities for the development of East Kilbride town centre. 8. Employee Implications 8.1. There are no employee implications as a result of the proposals set out in this report. The development and implementation of the masterplan will be led by officers within Enterprise and Sustainable Development Services in consultation officers across Planning, Roads, Property, Housing, Legal, Finance and Procurement Services. 8.2. Staff currently working in Centre West are direct employees of Reith Lambert and provided the Centre is no longer operational by 30 December 2025, will not transfer to the Council. The outgoing tenant will indemnify any TUPE costs/obligations. 8.3. Staff currently working in East Kilbride Civic Centre are aware of the marketing of the building. Staff will be relocated in due course. 9. Financial Implications 9.1. By entering into an agreement outlined in the HoT, the Council will enter into a managed run down of the Centre with ownership transferring in December 2025. This will see no increase in the Council’s financial liabilities during calendar years 2024 and 2025 from an operational property owner perspective i.e. all operational costs will be borne by Sapphire 15 s.a.r.l. (in administration) until the date of handover. 9.2. By agreeing to the HoT, the Council and Interpath will work towards vacant possession without the Council being liable for Centre West running costs until December 2025. By this point a demolition strategy will have been prepared as well as the procurement of a demolition contractor. 9.3. The Empty Property Rates liability associated with Centre West falls to the council and this is assumed within council budgets. As noted above, officers will undertake work on a demolition strategy before the centre transfers to council ownership. This will allow demolition work to commence quickly to mitigate the Empty Property Rates liability. 9.4. The City Deal OBC will be considered by the Council at Executive Committee in December and by City Deal Cabinet in February 2025. This funding will allow demolition of Centre West and development of the Civic Hub to progress. 134
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10. Climate Change, Sustainability and Environmental Implications 10.1. Works to take forward the vision of the East Kilbride Town Centre Masterplan and associated development has sustainability at the forefront and projects will be taken forward in line with the Council’s sustainability objectives. Site demolition strategies will focus on recycling and reusing materials wherever possible. In addition, there is a focus on sustainable development throughout the project with consideration of initiatives such as district heating. 11. Other Implications 11.1. Agreeing HoT will protect the Council from any differing aspirations of new owners and will show intent to the wider community. 11.2. Locating the Civic Hub on the Centre West site will facilitate the development on Council own land. 11.3. The sale and subsequent redevelopment of East Kilbride Civic Centre will augment work currently being undertaken on East Kilbride Masterplan. 12. Integrated Impact Assessment and Consultation Requirements 12.1. Integrated Impact Assessments will be undertaken as the project is developed. 12.2. The East Kilbride Town Centre Masterplan consultation was held in September 2023. Officers were available in person in East Kilbride Shopping Centre for 3 weeks and an online consultation was open for six weeks. Feedback for the project was largely positive. Further consultation will be undertaken on individual parts of the masterplan projects such as the Civic Hub development at the appropriate points. David Booth Executive Director (Community and Enterprise Resources) 7 November 2024 Link(s) to Council Values/Priorities/Outcomes Improve the quality of the physical environment. Support the local economy by promoting the right conditions for growth, improving skills and employability. Partnership working, community leadership and engagement. Previous References Community and Enterprise Committee Report 24 April 24 Executive Committee Report 8 May 24 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Victoria Nelson Ext: 07385377225 E-mail: victoria.nelson@southlanarkshire.gov.uk 135
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Report Agenda Item 1. Purpose of Report 1.1. The purpose of the report is to:- provide a further update on the progress and enforcement of the national prohibitions on pavement parking, double parking and parking at dropped kerbs 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; and (2) the commencement of formal enforcement from 6 January 2025 be noted. 3. Background 3.1. As reported to the Community and Enterprise Resources Committee on 7 November 2023, Part 6 of the Transport (Scotland) Act 2019 introduced the statutory legislation for a national ban on pavement parking, double parking and parking at dropped kerbs to make it easier for Local Authorities to ensure pavements and roads are safer and more accessible to all. 3.2. The Parking Prohibitions (Enforcement and Accounts) (Scotland) (Regulations) 2023 were subsequently enacted on 11 December 2023, providing Local Authorities with the powers to enforce the new prohibitions. This secondary legislation confirmed the provisions outlined to this Committee on 7 November 2023. Further information on the legislation and exemptions is available at Transport Scotland: Parking and the Transport (Scotland) Act 2019). 3.3. As noted in the report to Committee on 7 November 2023, a statutory duty means that the Council must comply with the requirements of the relevant legislation. A statutory power, as is the case with this legislation, means that the Council has discretion how to exercise the power. Services across the Council have many powers to manage and deliver services all of which are done so in full consideration of the available resources, commensurate with other priorities and in full consideration of the likely impacts. Community and Enterprise Resources Committee 26 November 2024 Executive Director (Community and Enterprise Resources) Report to: Date of Meeting: Report by: Pavement Parking Subject : 14 137
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3.4. The Regulations have confirmed that the Penalty Charge Notice (PCN) for pavement parking, double parking and parking at dropped kerb offences will be issued at £100 and discounted to £50 for payments made within 14 days and increased to £150 if a Charge Certificate is issued. This is in line with all other Penalty Charge Notices currently issued for other parking offences within South Lanarkshire, as approved by the Council’s Executive Committee on 13 September 2023. 3.5. Some exceptions to the new prohibitions apply across Scotland. These are for circumstances in which it is necessary or expedient for motor vehicles being used by certain bodies, or in certain circumstances, to park on the footway. These can be summarised as emergency / medical or military activities, roadworks / postal services / waste collection services or delivery services, activities to allow a response to an emergency or accident, and for vehicles used for undertaking roadworks or removal of an obstruction to traffic. These nationwide exceptions apply across the road network and thus no signage is required. 3.6. Transport Scotland have provided guidance to Local Authorities on the use of an assessment process using an evidence-based system to determine whether an exemption or other alternative measures may be required for certain roads or areas. Prior to the approval of any exemptions, Local Authorities must undertake a statutory formal consultation process through a Proposed Pavement Parking Exemption Order before any exemptions are approved. This essentially mirrors the process Committee will be familiar with in terms of the promotion of Traffic Regulation Orders (TROs). 3.7. The Council’s Scheme of Delegation was considered by the Council on 11 September 2024 and, delegated authority was granted to the Executive Director, Community and Enterprise Resources, to carry out the operational functions relevant to the Council in terms of various Transport Acts and any new and / or subsequent or amending legislation, such as the Transport (Scotland) Act 2019. 4. Progress 4.1. Since the enactment of the legislation, we understand that several local authorities in Scotland have now commenced enforcement, with other local authorities expected to commence by the end of this year. Progress has been influenced across Scotland by differing back office systems and several authorities still do not have a formal Decriminalised Parking Enforcement (DPE) arrangement in place; noting South Lanarkshire Council has had this in place since 2005. 4.2. As agreed by Community and Enterprise Committee on 7 November 2023 a ‘soft’ approach has been adopted so far across South Lanarkshire noting that, to date, no formal enforcement has been undertaken by way of the issuing of a Penalty Charge Notice (PCN). Consideration has been given to the impacts and / or displacement that would be experienced across our town, villages or within residential areas. This approach has used advisory warning notices as detailed at Appendix 1. 4.3. Over the last 6 months, in preparation for formal enforcement, officers have been conducting various workstreams including considering and assessing areas and roads for exemptions, preparing the back office systems to allow PCNs to be issued, filling of Parking Attendant (PA) vacancies in our enforcement team, training, and recruitment of a new Parking Unit Team Leader. 138
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4.4. In terms of potential exemptions an initial exercise reviewing all roads within South Lanarkshire has now been completed and categorises roads into areas where it is felt that exemptions could be necessary and other areas where they are unlikely to be required. 4.5. At this stage, this completed exercise will provide a useful reference document, and following the gaining of operational enforcement experience and monitoring (e.g. over a 12 month period) further consideration will be given to the need for or otherwise for formal exemptions or alternative measures. 4.6. The Scottish Government guidance that accompanies the legislation explains that it is anticipated exemptions to the pavement parking prohibition will not be the norm. Where an exemption is put in place, the area subject to the exemption must be clearly signed and marked. 5. Next Steps 5.1. Prior to commencing any enforcement, changes are required to the Parking Unit’s existing back-office systems support. This includes the production of new enforcement documents, system coding configuration for offences and printing of new ticket rolls. Much of this is now in place and a test system is presently being trialled to ensure it is functioning correctly. 5.2. Training is being provided to all Parking Attendants to ensure that any resulting enforcement of the parking prohibitions is fair, accurate and consistent. Training will ensure Parking Attendants understand all the primary and secondary legislation associated with the parking prohibitions. This includes understanding the detail of the pavement parking, double parking and dropped kerb parking legislation as well as any exemptions and exceptions to the prohibitions. 5.3. Effective enforcement of the pavement parking legislation is scheduled to commence from 1 January 2025, subject to the successful conclusion of the back office workstream trial noted above. Enforcement will continue to consider the impacts and / or displacement that would be experienced across our towns, villages or within residential areas. Enforcement will also be undertaken in a balanced, proportionate, and pragmatic way and this approach will be at the core of any formal operational enforcement activity undertaken and will be kept under review by the Service. 5.4. Extreme care will be taken to avoid generating new or intensifying existing neighbourhood disputes. The expected first course of action for residential locations will be the ‘soft’ behavioural change approach noted above and in Appendix 1 and if necessary the involvement of the Council’s mediation team. A balanced approach will be taken to any locations brought to our attention and consideration will be given as to the appropriate level of initial and ongoing action on a case by case basis while considering the resources available. 5.5. Prior to enforcement commencing in this regard, the Council will run a complementary communications campaign similar to that already implemented nationally. 139
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6. Employee Implications 6.1. At present, there are 14 Full Time Equivalent (FTE) Parking Attendant (PA) posts undertaking parking enforcement across South Lanarkshire. There are currently five vacancies and candidates are being sought for these posts, noting this is a difficult area in terms of attracting suitable candidates. 6.2. A new Parking Unit Team Leader has also recently been recruited and this will assist in bringing the various workstreams together allowing for a more effective approach to parking management and enforcement across South Lanarkshire. 6.3. It is anticipated that, in the short term, due to budgetary constraints, enforcement associated will continue to be undertaken within the current staffing establishment, necessitating enforcement to be prioritised. This situation will remain under constant review. 7. Financial Implications 7.1. It is expected that any income generated from the new powers will contribute to the implementation and running costs of the parking service and is unlikely to generate any discernible additional income at this stage. 7.2. The implementation of any exemptions will also incur costs, including the preparation of any Exemption Orders, lining and signing and for any other measures. This will continue to be a key consideration when locations are considered for such exemptions. 7.3. At this time, resulting costs associated with lining and signing would be subject to bid submissions to Transport Scotland. 8. Climate Change, Sustainability and Environmental Implications 8.1. While there are no defined environmental implications, or implications for sustainability in terms of the information contained within this report, failure to have effective demand management measures in place across our towns could see the use of the private car begin to increase at the expense of more active/sustainable modes. 9. Other Implications 9.1. There are no other implications or risks in relation to the information contained within this report. 10. Integrated Impact Assessment and Consultation Arrangements 10.1. Equalities impacts were considered as part of the legislative process when the Act progressed through the Scottish Parliament. However, the guidance published by Scottish Ministers notes that appropriate Impact Assessments should be undertaken to ensure that proposals do not inadvertently discriminate against any protected groups. 10.2. This has been considered and an Integrated Impact Assessment has been prepared and is available on request. 140
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10.3. As noted earlier in the report the new powers available to Councils prohibits double parking and parking on pavements and gives Council’s the powers needed to enforce as necessary. This will help improve safety and accessibility for all, and positive impacts are expected, particularly for our most vulnerable road users including disabled individuals, the young and elderly people. No significant negative impacts across the range of assessment areas are expected at this stage in terms of the Council progressing with the operational implantation of these powers. David Booth Executive Director (Community and Enterprise Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References Community and Enterprise Resources Committee 7 November 2023 - Pavement Parking Executive Committee, 13 September 2023 - Parking - Penalty Charge Notices'. List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin Park, Head of Roads, Transportation and Fleet Services Tel:- 07795 090 494 E-mail:- colin.park@southlanarkshire.gov.uk 141
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: UK Shared Prosperity Fund Progress Report 1. Purpose of Report 1.1. The purpose of the report is to: - update the Committee on the progress of the UK Shared Prosperity Fund (UKSPF) Investment Plan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the current progress of the UKSPF be noted; and (2) that the changes to the appendices to the report, approved by the Executive Director (Community and Enterprise Resources) under delegated authority, be noted. 3. Background 3.1. As previously reported, South Lanarkshire Council received a conditional allocation of £12,221,811 from the UK Government providing a mix of capital and revenue funding for projects which meet the UKSPF four investment themes, communities and place, support for local business, people and skills and multiply. The Fund runs for three financial years from 2022/2023 to 2024/2025. 3.2. On 9 August 2022, Committee considered a report outlining the approach for South Lanarkshire and agreed to work as part of the Glasgow City Region (GCR) with a single Investment Plan for the Region. 3.3. On 29 August 2023, Committee approved the expenditure profile and authorised delegated authority to the Executive Director of Community and Enterprise Resources to vary spend priorities for South Lanarkshire. It was agreed annual progress reports would be brought to Committee. 3.4. The Glasgow City Region Investment Pan for a combined total value of £73,874,280 was submitted on 30 August 2022 and approval of the Investment Plan was received from the UK Government on 5 December 2022. 15 145
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4. Current Progress of UKSPF South Lanarkshire Investment Programme 4.1. Quarterly and six-monthly monitoring and reporting to GCR and the UK Government. is being undertaken. The expenditure summary for each Council within the Glasgow City Region’s UKSPF to 2023/2024 is set out in the Table 1 below: Table 1 Councils Allocation Yr1 & Yr2 Cumulative Spend - March 2024 % of spend GCC £11,052,027 £11,221,173 102% RC £2,556,696 £2,141,555 84% SLC £4,982,646 £4,021,997 81% ERC £1,339,978 £1,001,858 75% EDC £1,439,086 £1,046,924 73% NLC £5,673,330 £3,743,439 66% IC £1,453,118 £922,157 63% WDC £1,590,697 £940,565 59% GCR PMO £470,859 £132,005 28% GCR Total £30,558,437 £25,171,673 82% 4.2. South Lanarkshire Council claimed £4,021,997 (81%) of the approved Year 1 and Year 2 allocation to end March 2024. 4.3. Each UKSPF Intervention Theme is listed in Table 2 below including revisions between themes using the delegated authority provided to the Executive Director of Community and Enterprise Resources. Further details are included within Appendix 3. Table 2 INTERVENTION THEME Approved Totals Revised Totals Change Community and Place Intervention £3,698,791 £3,711,456 + £12.665 Local Business Intervention £3,066,504 £3,021,284 - £45,220 People and Skills Intervention £2,941,472 £2,941,472 £0 Multiply Intervention £2,026,172 £1,938,284 - £87,888 GGR wide programmes £ 120,443 +£120,443 4 % Management £488,872 £488,872 £0 TOTAL ANNUAL BUDGET £12,221,811 £ 12,221,811 4.4. Budgets and current spend to 30 June 2024 for each of the priorities are summarised in Table 3 below and in detail in Appendix 1. The UK Government provided guidance in September to all authorities delivering UKSPF that regardless of the outcome of the Budget on 30 October, there will be no mechanism to carry forward any UKSPF underspends into future years. Delivery of the Councils UKSPF spend is progressing well and a forecast exercise has been completed showing full spend to the end of the current programme in March 2025. 146
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Table 3 INTERVENTION THEME Approved Totals Spend to June 2024 % of Spend Community and Place Intervention £3,711,456 £1,311,998 35% Local Business Intervention £3,021,284 £790,195 26% People and Skills Intervention £2,941,472 £1,359,164 46% Multiply Intervention £1,938,284 £998,242 51% GGR wide programmes £ 120,443 £25,667 21% 4 % Management £488,872 £243,370 50% TOTAL ANNUAL BUDGET £ 12,221,811 £4,728,636 39% 4.5. Aligned with the UKSPF priorities are a range of outputs and outcome targets. Complete outputs will be reported in full at the end of the Programme. For information, a summary of current outputs and outcomes targets is provided in Appendix 2. 4.6. Delivery across the programme is progressing as expected and is monitored by officers within Enterprise and Sustainability Services. 4.7. Each Service remains responsible for ensuring that it has the appropriate authority to deliver activity, including where appropriate relevant Resource committee approvals. 5. UKSPF Post 31 March 2025 5.1. The current UKSPF is due to end on 31 March 2025. In the recent Budget, the UK Government announced UKSPF would be extended for one further year to 2025/2026, however, with a 40% cut in funding. Officers have yet to receive details of the additional funding, however, are preparing funding options. 6. Employee Implications 6.1. The UKSPF allows for 4% of the allocation to be used for the management and administration of the Fund. This is used to fund existing staff within Economic Development. . 7. Financial Implications 7.1. The UKSPF represents additional resources to deliver the Council’s Economic Strategy, Tourism Strategy and Social Economy Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. Across two Investment Themes there is activity that will support the reduction of carbon emissions and sustainability. Within the Community and Place Intervention funding supported the Climate Emergency and Resilience Fund grants. Within Business Intervention funding for the Extend Plus programme provides support for SME to complete Carbon Baseline reports understanding where carbon emissions can be reduced. 9. Other Implications 9.1. Whilst a 2025/26 UKSPF programme is welcomed, a reduction in the budget will have a significant impact on the delivery of projects and funding for staff. Funding options are currently being considered. 147
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10. Integrated Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 10.2. The UKSPF programme was developed following consultation with the Lanarkshire Economic Forum in May 2022 and local partners David Booth Executive Director (Community and Enterprise Resources) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places 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 Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee 29 August 2023 – UK Shared Prosperity Fund List of Background Papers Community and Enterprise Resources Committee 9 August 2022 – UK Shared Prosperity 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) Planning and Economic Development Services E-mail: Kenny.Lean@southlanarkshire.gov.uk 148
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Appendix 1 – UKSPF Current Spend at 30/06/2024 UK SPF Priority summary description Community and Place Interventions SLC Activity summary Approved Expenditure/Forecast Current Spend Progress to Forecast (%) S1 - Place based investments, regeneration & town centre improvements Supporting place based funding programme and town centres £613,000 £390,000 64% S2 - Support/improve community assets & infrastructure projects Support to communities for net zero sustainability through grants and SLC resources £300,000 £234,000 78% S4 - Design & management of the built & landscaped environment Upgrade to town centre CCTV £547,506 £288,251 53% S5 - Support sport, arts, cultural, heritage & creative activities Investment in SLC culture and heritages, sports facilities investment £1,000,000 £0 0% S7 - Campaigns to encourage visiting & exploring the local area Supporting Visit Lanarkshire marketing campaigns £100,000 £57,561 58% S9 - Investment in capacity building & resilience for local groups Supporting Can Do Grants, community empowerment £715,950 £239,881 34% S11: Funding to support relevant feasibility studies Feasibility studies including Country Parks and Adventure tourism £435,000 £102,305 24% Communities & Place Interventions Total Totals £3,711,456 £837,998 22% 149
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Appendix 1 – UKSPF Current Spend at 30/06/2024 UK SPF Priority summary description Local Business Intervention SLC Activity summary Approved Expenditure/Forecast Current Spend Progress to Forecast (%) S14 - Development & promotion of the visitor economy Support to tourism sector through grants and support measures £275,000 £40,327 14% S15 - SME development grants & support. Small Business Grants £1,000,000 £440,313 44% S18 - Investing in enterprise infrastructure, site development projects Investment in energy efficiency in SLC industrial infrastructure £909,140 £0 0% S20 - Expert business advice & support programmes, local & regional Provide specialist advice services to business £475,756 £138,834 29% S22 - Growing the local social economy. Supporting Social Enterprise and strategy £200,000 £0 0% S27 - Support relevant feasibility studies Feasibility reports on energy efficiency in industrial infrastructure £40,000 £9,333 23% S30 - Investment to protect from natural hazards, flooding & coastal erosion Clyde Gateway riverbank stabilisation £121,388 £121,388 100% Local Business Interventions Total £3,021,284 £790,195 26% 150
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Appendix 1 – UKSPF Current Spend at 30/06/2024 UK SPF Priority summary description People and Skills Intervention SLC Activity summary Approved Expenditure/Forecast Current Spend Progress to Forecast (%) S31 - Employment support for economically inactive people Targeted support at the least economically active individuals. Supporting SLC No One Left Behind Plan £93,800 £44,800 48% S32 - Courses including basic skills for those not economically inactive Support for ESOL English for Speakers of Other Languages £120,337 £0 0% S35 - Employability programmes & advice - No One Left Behind agenda etc Main programme supporting SLC No One Left Behind Plan £1,547,210 £659,033 43% S39 - Education & skills targeting the vulnerable leaving school School leavers support into destinations £852,000 £426,000 50% S40 - Support for community learning & development VASLAN 3rd sector employability support £328,125 £229,331 70% People & Skills Intervention Total £2,941,472 £1,359,164 46% 151
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Appendix 1 – UKSPF Current Spend at 30/06/2024 UK SPF Priority summary description Multiply Intervention SLC Activity summary Approved Expenditure/Forecast Current Spend Progress to Forecast (%) S43 - Courses for parents wanting to increase numeracy skills Education maths support to parents in deprived areas £728,407 £317,834 44% S45 - Courses aimed at encouraging people to upskill to access jobs/careers Maths support for those in college £238,747 £165,318 69% S49 - Courses designed to help people use numeracy to manage money Adult Learning numeracy support £580,880 £200,089 34% S51 - Provision developed in partnership with community organisations VASLAN Community organisation grants supporting numeracy £390,000 £315,001 81% Multiply Intervention Total £1,938,034 £998,242 55% 152
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Appendix 2 – UKSPF Current Indicators at 30/06/2024 Communities & Place Outputs achieved so far (cumulative) Output Target Number of commercial buildings completed or improved (Number of buildings) 4 Number of rehabilitated premises (numerical value) 2 Amount of rehabilitated land (M2) 200 Amount of public realm created or improved (M2) 10,000 Number of low or zero carbon energy infrastructure installed Number of units) 5 Amount of low or zero carbon energy infrastructure installed (M2) 100 Number of organisations receiving financial support other than grants (Number of organisations) 51 Number of organisations receiving grants (Number of organisations) 35 Number of organisations receiving non-financial support (Number of organisations) 70 Number of neighbourhood improvements undertaken (Number of improvements) 12 Number of amenities/facilities created or improved (Number of amenities or facilities) 19 Number of new or improved cycleways or footpaths (Number of cycleways or footpaths) 3 Total length of new or improved cycleways or footpaths 1000 Number of Tourism, Culture or heritage assets created or improved (Number of assets) 6 Number of people reached (Number of people) 100000 Number of people attending training sessions (Number of people) 50 Communities & Place Outputs achieved so far (cumulative) Outcome Target Jobs created as a result of support (Number of Full time equivalent (FTE) 4 Increased footfall (Number of people) 200 Estimated Carbon dioxide equivalent reductions as a result of support (Tonnes of CO2e) 20 Improved perception of facilities/amenities(Number of people) 200 Increased users of facilities/amenities (Number of users) 100 Improved perception of facility/infrastructure project (Number of people) 500 Increased use of cycleways or footpaths (Number of cyclists or pedestrians) 100 Improved perception of safety (Number of People) 100 Neighbourhood crimes (Number of crimes reported) 100 Improved engagement numbers (Number of people) 300 Increased number of web searches for a place (Number of web searches) 250 153
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Appendix 2 – UKSPF Current Indicators at 30/06/2024 Supporting Local Business Outputs achieved so far (cumulative) Output Target Number of enterprises receiving financial support other than grants (Number of enterprises) 64 Number of enterprises receiving non-financial support (Number of enterprises) 86 Number of enterprises receiving grants (Number of enterprises) 87 Number of potential entrepreneurs provided assistance to be business ready (Number of entrepreneurs) 30 Number of Tourism, Culture or heritage assets created or improved (Number of assets) 5 Number of commercial buildings completed or improved (Number of buildings) 15 Amount of commercial buildings developed or improved (M2) 3500 Number of local events or activities supported (Number of events/activities) 5 Number of people attending training sessions (Number of people) 100 Number of events/participatory programmes (Number of events/participatory programmes) 6 Number of properties better protected from flooding and coastal erosion (Number of properties) 2 Supporting Local Business Outcomes achieved so far (cumulative) Outcome Target Jobs created as a result of support (Number of full time equivalent (FTE)) 26 Number of new enterprises created as a result of support (Number of new enterprises) 30 Increased footfall (Number of people) 1 Increased visitor numbers (Number of people) 1 Increase in visitor spending (Amount of visitor spend in %) 1% Increased amount of investment (£) £1,350,000 Number of organisations engaged in new knowledge transfer activity following support (Number of Organisations) 25 Number of new to market products (Number of products) 5 The number of projects arising from funded feasibility studies (Number of projects) 4 Increased number of properties better protected from flooding and coastal erosion (Number of properties) 2 154
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Appendix 2 – UKSPF Current Indicators at 30/06/2024 People & Skills Outputs achieved so far (cumulative) Output Target Number of economically inactive people engaging with keyworker support services (Number of people) 50 Number of economically inactive people supported to engage with the benefits system (Number of people) 16 Number of socially excluded people accessing support (Number of people) 428 Number of people supported to access basic skills courses (Number of people) 10 Number of people accessing mental and physical health support leading to employment (number of people) 149 Number of people supported to engage in job-searching (Number of people) 428 Number of people receiving support to gain employment (Number of people) 197 Number of people receiving support to sustain employment (Number of people) 78 Effective working between keyworkers and additional services (Number of engagements) 50 Number of people supported to participate in education (Number of people) 20 Number of people taking part in work experience programmes (Number of people) 170 Number of people retraining (Number of people) 165 Number of people in employment engaging with the skills system (Number of people) 165 People & Skills Outcomes achieved so far (cumulative) Outcome Target Number of economically inactive individuals engaged with benefits system following support (Number of people) 50 Number of active or sustained participants in community groups as a result of support (Number of participants) 2 Number of people reporting increased employability through development of interpersonal skills funded by UKSPF (Number of people) 50 Number of people with basic skills following support (Number of people) 3 Number of people in supported employment (Number of people) 3 Number of people engaging with mainstream healthcare services (Number of people) 151 Number of people sustaining engagement with keyworker support and additional services (Number of people) 438 Number of people engaged in job-searching following support (Number of people) 448 Number of people in employment, including self-employment, following support (Number of people) 765 Number of people sustaining employment for 6 months (Number of people) 70 Number of people in education/training following support (Number of people) 319 Number of people experiencing reduced structural barriers into employment and into skills provision (Number of people) 578 Number of people familiarised with employers expectations, including, standards of behaviour in the workplace (Number of People) 578 155
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Appendix 2 – UKSPF Current Indicators at 30/06/2024 Multiply Outputs achieved so far (cumulative) Output Target Number of adult numeracy courses run in a local area through Multiply (Number of courses) 366 Number of people participating in Multiply funded courses (Number of people) 3840 Number of people achieving a qualification (Number of people) 200 Number of courses developed in collaboration with employers (Number of courses) 6 Number of people referred from partners onto upskill courses (Number of people) 100 Number of different cohorts participating in numeracy courses (Number of cohorts) 0 Courses set up to increase confidence/ number of people engaged in courses 840 Multiply Outcomes achieved so far (cumulative) Outcome (Bespoke Interventions) Target Number of adults achieving maths qualifications up to, and including, Level 2 equivalent (Number of Adults) 20 Number of adults participating in maths qualifications and courses up to, and including, Level 2 equivalent (Number of adults) 20 156
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Appendix 3 Notification of Change Description Intervention theme Intervention Intervention value Movement to GCR Clyde Climate Forrest Community and Place S9 Investment in capacity building, resilience, support for local civil society and community groups. Glasgow city region £34,800 Movement to GCR Extend Plus business support Local Business Support S20: Support for expert business advice and support programmes Glasgow city region £45,220 Movement to GCR Multiply publicity Multiply S45: Courses aimed at people who can’t apply for certain jobs because of lack of numeracy skills Glasgow city region £40,523 Movement of £47,506 from Multiply to People and Skills Multiply S45: Courses aimed at people who can’t apply for certain jobs because of lack of numeracy skills S36: Support for local areas to fund local skills needs. £47,506 Movement of £47,506 from People and Skills training to Community and Place People and Skills S36: Support for local areas to fund local skills needs. S4: Design and management of the built and landscaped environment £47,506 Movement of £400,000 within Community and Place Community and Place S6: Funding for active travel enhancements S11: Funding to support relevant feasibility studies £400,000 Movement of £35,000 within Community and Place Community and Place S9 Investment in capacity building, resilience, support for local civil society and community groups. S11: Funding to support relevant feasibility studies £35,000 157
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Lanarkshire Business Excellence Awards 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update Committee on arrangements for the 2025 Lanarkshire Business Awards [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be report. [1recs] 3. Background 3.1. 2025 will mark the 30th anniversary of the Lanarkshire Business Excellence Awards. The event is run jointly by North and South Lanarkshire Councils with the support of an external events management company who have been awarded this contract by North Lanarkshire Council (NLC). 3.2. The Awards celebrate the success of companies across Lanarkshire and recognise business success across all sectors and size of businesses. The awards cover the following categories with last year’s winners included:- • Lanarkshire’s Best Business (0-10 employees) - Big Bite Catering • Lanarkshire’s Best Business (11-50 employees) - McCrae Training • Lanarkshire’s Best Business (51+ employees) - Probe Test Solutions • Excellence in Customer Service Award - Jigsaw Travel • Lanarkshire’s Best New Business - MDH Recruitment • Lanarkshire’s Innovation in Business Award - The Power Within Training • Lanarkshire Community Impact Award - MorphFit Gentle Movement Project • Lanarkshire’s Green Business Award - Equis Ice Cream • Lanarkshire’s Food & Drink Award - Lazy Day Foods • Lanarkshire’s Apprentice of the Year Award - MGB Services 3.3. The Awards typically accommodate circa 450 guests and have traditionally been held at Motherwell Concert Hall, however, this building is currently closed. As a result, a new venue has been sought to host the 2025 Awards. 16 159
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3.4. The cost of running the event is met by sponsorship of the overall awards, sponsorship of the award categories, ticket sales and residual contingency funds held by North Lanarkshire Council on behalf of both councils. This approach has allowed the event to be self-funding and does not require a financial contribution from either council, although. The Business Support teams from each council are jointly responsible for the management and delivery of the event. 4. 30th Anniversary Awards 4.1. As outlined, Motherwell Concert Hall is currently unavailable and, therefore, an alternative location required to be identified for the Awards. Due to the number of guests, there are a limited number of venues in Lanarkshire capable of hosting the event. All potential venues across Lanarkshire have been considered including AlonA Hotel, Hilton Strathclyde, Dakota Eurocentral, Hamilton Park Racecourse and Macdonald Crutherland Hotel, however none could accommodate more than 300 guests. To hold the awards dinner at any of these venues, the number of guests would have to reduce, as well as reducing the number of finalists per category, and the number of categories. 4.2. Consideration was also given to holding the event in Glasgow. The perception of holding the Lanarkshire Business Awards dinner in Glasgow, rather than at a Lanarkshire venue was considered not to be appropriate. Caldedonia Gladiators Arena, East Kilbride 4.3. The Caledonia Gladiators Arena can accommodate up to 500 guests for dinner with ample on-site parking. Catering will be provided by Crossbaskets Castle in Blantyre which is under the same ownership as the Arena. 4.4. The capacity of this venue allows the business awards to be held on the same scale as previous years, with no requirement to reduce award category numbers and sponsors. 4.5. Terms have been agreed with the venue and the event is scheduled for 30 May 2025. 4.6. Planning for the event is already underway with nominations invited in January 2025. 5. Employee Implications 5.1. The Business Support teams from each council are jointly responsible for the management and delivery of the event. 6. Financial Implications 6.1. As outline in paragraph 3.4, the event is managed in such a way that it is self-financing. It is anticipated that the cost of the event will be £49,000, and it is expected this cost will be fully covered by sponsorship and ticket sales, however a contingency is in place if necessary. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no Climate Change, Sustainability and Environmental Implications as a result of this proposal. 160
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8. Other Implications 8.1. The closure of Motherwell Concert Hall had brought the ability to run the event into doubt. Had it not been able to proceed there is doubt whether momentum would be lost with the business community placing its future in doubt. 9. Integrated Impact Assessment and Consultation Requirements 9.1. As this is a continuation of existing activity no Integrated Impact Assessments has been undertaken. 9.2 Consultation with all appropriate internal services and with North Lanarkshire Council have been undertaken. David Booth Executive Director ( Community and Enterprise Resources) 18 November 2024 Link(s) to Council Values/Priorities/Outcomes • Support the local economy by promoting the right conditions for growth, improving skills and employability. • Partnership working, community leadership and engagement. 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:- Eliot Jordan, Business Support Team Leader Tel: via MS Teams E-mail: eliot.jordan@southlanarkshire.gov.uk 161
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Update of the Community and Enterprise Resources Risk Register and Risk Control Plan 1. Purpose of Report 1.1. The purpose of the report is to:-[ purpose] present an update on the Risk Register and Risk Control actions for Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Community and Enterprise Resources Committee is asked to approve the following recommendation(s):- [ (1) that the current position with regards to the Resource Risk Register is noted. [1recs] 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires Resources to record and review risks and control actions regularly. Community and Enterprise Resources follow the guidance in developing, monitoring and updating the risk register on an ongoing basis. 3.2. The purpose of the Register is to ensure that the Resource is fully aware of its top risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.3. The Resource scores the risks in accordance with the Council scoring mechanism, based on likelihood and impact. This results in risks being scored between one and twenty-five (low – very high). 3.4. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). The Council’s scoring matrix is attached at Appendix 1. 3.5. The last update of the Community and Enterprise Resources Risk Register was reported to Committee on 7 November 2023. 3.6. The Resource’s Risk Register, and Risk Control Plan has been reviewed. This work was completed in August 2024. 17 163
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3.7. The Central Risk Management team annually review Resource compliance with the Risk Management Strategy. The outcome of the 2023/2024 review identified that Community and Enterprise Resources achieved 100 per cent compliance, scoring 45 out of a possible 45. 4. Resource Risk Management 4.1. Each Resource has a Resource Risk Management Group which has responsibility for the promotion and management of risk. 4.2. The Community and Enterprise Resources’ Risk Management Group continues to meet as required. 4.3. The work of the Group over the last year has focused on the review and update of the Resource Risk Register and ensuring that the Register reflected the Council Plan and individual Service Plans. 5. Risk Register 5.1. Work has been completed by the Resource Risk Group to finalise the review of the Resource Risk Register. The review considered risks at a Service level, as well as strategic Council risks. 5.2. The Resource Risk Register will be monitored on an ongoing basis to allow new risks to be added and for the control measures and scores of the existing risks to be reviewed in light of new information. 5.3. Risks can result from internal or external influences, with examples being the impact of projected funding cuts or legislative changes or the impact of internal service changes. 5.4. The development process for the Resource Plan requires a risk assessment process to be undertaken as appropriate, resulting in some actions within the Resource Plan having a corresponding risk identified within the Risk Register. 5.5. The main changes to the Register are summarised below:- two new Council Top Risks have been added:- The Council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operational liabilities for the Council. The Council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the same are required in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure to deliver those proposals. two new Resource Top Risks have been added:- The Council fails to deliver Town Centre Masterplans. Insufficient waste processors to secure competitive bids and provide continuity of service. 164
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The scoring of four Council Top Risks has increased:- ‘Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the Council and its residents’ has increased from 15 to 20 and has also been reworded to reflect funding constraints and difficulties faced by the Council in meeting climate change targets. ‘Increasing levels of adverse weather’ has increased from 9 to 16. This reflects more frequent issues being encountered by the Council because of weather-related events, including significant damage to Council properties over recent years as a result of storms and burst pipes. Weather events are also impacting upon the Council’s property insurance premiums and level of uninsured excesses carried. ‘Fraud, theft, organised crime and cyber attacks’ has increased from 12 to 20. Whilst controls in this area have been assessed as adequate, the threat landscape is very active at the moment and shows no signs of easing. ‘Lack of capacity and skills to meet increased service demands’ has increased from 9 to 12 in light of shift in supply/demand and recruitment difficulties. The scoring of two Council Top Risks has decreased:- The ‘Community Wealth Building Strategy’ risk score has been reduced from 16 to 9 to bring the score in line with risk for other plans and strategies. The risk score for ‘Implications of the Scottish Fire and Rescue Service Unwanted Fire Alarm Signals Policy within the Council’s non-domestic estate’ has reduced from 16 to 9 as claims history indicates that risk of fires in the type of property concerned is low. Some key risk descriptions have been updated to reflect the current status of risks and/or to provide more straightforward and understandable risk descriptions. 5.6. Risks scored 15 to 25 are considered to be very high risks and risks scored 8 to 12 are considered to be high risks. Very high and high risks are monitored closely. The top risks identified for the Resource, that is those that are residually scored as being very high and high, are attached at Appendix 2. 5.7. Appendix 3 provides a comparison of risk scores for 2023 and 2024. This appendix also details any significant changes made to the risks. 5.8. Risks evaluated residually as being medium or low risk will be monitored to ensure that they continue to be adequately managed. 5.9. The Committee is asked to note the contents of the Resource Risk Register. 165
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6. Insurance Hotspots 6.1. The Council appointed new buildings insurers in 2024. The immediate focus will be on high value buildings and vacant properties. The eight recommendations from the previous property insurer surveys in 2022 at Carnwath, Lesmahagow and Strathaven were considered by the Security Co-ordinator. One recommendation was implemented locally, the remaining seven have been deemed disproportionate and the security arrangements in place at these properties are considered to be satisfactory. 6.2. The following areas of work have been progressed over the last year to mitigate insurance hotspots. Vehicle ‘Challenging Driver Behaviour’ learn online course for drivers launched via management bulletin. Continued fact-finding investigations into accidents. Combined Liability A report detailing improvement actions following the health and safety/training review has been received from the Council’s claims handlers, Gallagher Bassett and an action plan is being prepared. Roads and Transportation Services trial of Artificial Intelligence (AI) technology associated with inspecting the roads network has ended and the evaluation is currently ongoing. 7. Scope and Appetite for Risk 7.1. The Council aims to be risk embracing, that is it will accept a tolerable level of risk in seeking service efficiencies and in agreeing control measures. 7.2. The level of risk facing the Council is measured both before (inherent risk) and after (residual risk) consideration of controls. The Council should never carry a very high residual risk exposure as this would indicate instability, but a low residual risk exposure should also be avoided as this indicates lack of innovation. 7.3. The Council’s ideal risk profile is defined within the Risk Management Methodology as:- No more than 10 per cent of residual risks at a very high level No more than 15 per cent of risks at a high level Around 50 to 60 per cent of residual risks at a medium level No more than 30 per cent of residual risks at a low level 166
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7.4. Table One below shows the top risks heat map, i.e. it details the total number of risks for each individual residual risk score. Table Two below notes the overall risk profile for the top risks. Table One – Community and Enterprise Resources Top Risks Heat Map Likelihood 5 Almost Certain 0 0 0 2 0 4 Likely 0 1 1 4 2 3 Possible 0 3 11 3 0 2 Unlikely 0 5 10 2 0 1 Rare 0 2 4 4 0 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact Table Two – Community and Enterprise Resources Top Risks Risk Profile Risk Category Risk Rating Number of risks Percentage of risks 1 Very high 8 15% 2 High 18 33% 3 Medium 22 41% 4 Low 6 11% 7.5. Despite the fact that the profile noted in Table Two is out with the ideal universal risk exposure defined by the Risk Management Strategy, this risk exposure is reasonable given the number of high-level risks currently being faced by the Resource. 7.6. The risk tolerance levels have been updated as part of the review of the Risk Management Strategy to provide a better balance on previously set levels and acknowledge requirement to accept a higher level of risk. This will take effect in 2025. 7.7. Community and Enterprise Resources has ensured that all inherent risks scored at a very high and high level have cost effective control measures in place. Where further control measures are required, these are included within the Resource risk control plan. 8. Risk Control Actions 8.1. Two risk control actions due for completion during 2023/2024 have been completed. 100% (2/2) of these risk control actions were completed on time against an overall Resource target of 90%. No risk control actions have been identified for 2024/2025. 167
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9. Major Projects, Partnerships or Change 9.1. Within Community and Enterprise Resources, 25 partnerships have been identified. Five of these are considered to be high risk, these are the Clyde Gateway Partnership, SPT, City Deal, Climate Ready Clyde Partnership and Business Gateway. The remaining twenty partnerships have been assessed as being low risk. 9.2. Appropriate risk management arrangements are in place for the high-level partnerships. 10. Next Steps 10.1. The Resource Risk Management Group will continue to meet as required. The Risk Register will be reviewed on an ongoing basis by the Group to ensure that risks remain valid for the appropriate Service areas and to identify new areas of risk that affect the Resource. An update report will be provided to Committee on an annual basis. 11. Employee Implications 11.1. Time will be required by the Resource Risk Management Group in the management of the Resource Risk Register and Risk Control Plan. 12. Financial Implications 12.1. There are no direct financial implications associated with the Council’s top risks. There are a number of proposed risks which are classified under the heading of financial. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 13 Climate Change, Sustainability and Environmental Implications 13.1. There are no direct implications associated with the Council’s top risks. There are a number of proposed risks which are classified under the heading of Environmental. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 13.2. Sustainable development issues are included within the Council’s top risk register as a standalone top risk and also through risks being linked directly to the Council Plan outcomes ‘Caring, connected, sustainable communities’ and ‘Good quality, suitable and sustainable places to live’. 14. Other Implications 14.1. Failure to demonstrate that risk is actively considered and managed cannot only lead to avoidable financial loss but could also affect delivery of services and could affect the Resources’ reputation. 15 Integrated Impact Assessment and Consultation Arrangements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function, or strategy and therefore, no impact assessment is required. 15.2. Consultation on the content of this report has been undertaken with members of the Community and Enterprise Resources Risk Management Group. 168
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David Booth Executive Director 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Accountable, effective, efficient, and transparent Previous References Community and Enterprise Resources Committee – 7 November 2023 - Annual update on Resource Risk Register and Risk Control Action Plan List of Background Papers Figtree extracts (risk register and risk control action plan) Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Gayle Forrest, Support Team Leader Tel: via MS Teams E-mail: gayle.forrest@southlanarkshire.gov.uk 169
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Appendix 1 – Risk scoring matrix and likelihood and impact definitions Likelihood Score 1 2 3 4 5 Description Rare Unlikely Possible Likely Almost certain Likelihood of occurrence 1 in 10 years 1 in 3 years 1 in 2 years Annually Monthly Probability of occurrence The event may occur in certain circumstance The event could occur The event may occur The event will probably occur The event is expected to occur or occurs regularly Impact Reputation Financial Service delivery/ Time to recover Compliance Safety 1 Negligible Public concern restricted to local complaints <£50,000 per annum No impact to service quality; limited disruption to operations. No external interest Minor injury – no lost time 2 Minor Minor adverse local/public/m edia attention and complaints £50,000- £250,000 per annum Minor impact to service quality; minor service standards are not met; short term Very minor attention from legislative /regulatory body Minor injury – resulting in lost time 3 Moderate Adverse national media Public attention £250,000 to £500,000 per annum Significant fall in service quality; major partnership relationships strained; serious disruption in service standards Short-term attention from legislative/ regulatory body Major injury or ill health resulting in lost time 4 Major Serious negative national or regional criticism £500,000 to £1million per annum Major impact to service delivery; multiple service standards are not met; long term disruption to operations; multiple partnerships affected Medium-term attention from legislative/ regulatory body Fatality; Or injuries to several people 170
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5 Catastrophic Prolonged international, regional and national condemnation >£1million per annum Catastrophic fail in service quality and key service standards are not met; long term catastrophic interruption to operations; several major partnerships are affected National impact with rapid intervention of legislative/ regulatory body Multiple fatalities; Or injuries to large number of people The assessments for impact and likelihood combine to provide an overall inherent risk score on the scale of between 1 and 25, using the Council’s recognised risk matrix. Risk matrix Likelihood 5 Almost Certain 5 10 15 20 25 4 Likely 4 8 12 16 20 3 Possible 3 6 9 12 15 2 Unlikely 2 4 6 8 10 1 Rare 1 2 3 4 5 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact The risk score is calculated as follows: Likelihood score x Impact score = Risk Score 171
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Appendix 2 Community and Enterprise Resources Risk Register (as at August 2024) – Extract of risks with residual score category of Very High and High Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 1 Very High (15-25) The Budget Gap that the Council is facing across the medium term is the biggest risk faced by the Council. The Budget Gap is the result of the continued real terms reduction in Government funding as well as the increased demand and increased cost of services including the significant impact of price increases on areas such as inflationary increases on utilities, and increased staff costs due to pay awards. Reduced fees/income received by the Council would add to budget pressures across Services Council Top Risk 25 Very high • Reports prepared to Council timetable and reported to Finance and Community and Enterprise Resource Committee to provide assurances that income and expenditure is within budget and regular updates provided to Executive Director Finance and Corporate • Robust arrangements in place to monitor service delivery outturns against budgets • Implications of changes to service provision managed through consultation, impact assessments and Trade Union negotiation • Promotion of new/updated policies via Website, Press, Social media etc. • Management of outsourced work including regular contractor meetings as appropriate 20 Very high The Council, in conjunction with its partners, is unable to provide the requisite contribution to reducing the overall impact of the costs of living crisis on households in South Lanarkshire, resulting in increased poverty, debt and poorer outcomes for people Council Top Risk 25 Very high • Provision of support to local business by Economic Development • Increased School Meal provision / breakfast clubs • Resourcing and support to the provision of ‘Warm Spaces’ hubs in Lifestyle Centres/ Libraries and other council properties 20 Very high 172
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score Fraud, theft, organised crime and cyber- attacks Council Top Risk 25 Very high • Community and Enterprise Resource Fraud risk register in place and updated annually. • Fraud, Cyber / Information security Training Learn on Line Modules; mandatory for all employees 20 Very high Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the Council and its residents Council Top Risk 25 Very high • Sustainable development and climate change is mainstreamed across the Council and associated Plans, Policies and Strategies • Implementation of the Council's Sustainable Development and Climate Change Strategy and Carbon Management Action Plan • A long-term capital programme that tackles climate change mitigation and adaptation • The preparation of a pipeline of climate change and mitigation and adaptation projects to attract investment/funding • Active membership in Climate Ready Clyde regional adaptation partnership 20 Very high The council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the same are required in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure to deliver those proposals Council Top Risk 20 Very high • Implementation of consistent Integrated Impact Assessment approach throughout the council • Training given to relevant officers on the Integrated Impact Assessment approach • Integrated Impact Assessments signed off in Resources by Executive Director/Head of Service • Peer Review process established for more notable proposals that require an Integrated Impact Assessment, including for budget 16 Very high 173
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score related options The provision of council services is disrupted because of industrial action Council Top Risk 20 Very high • Operational services have plans in place to address the impact of the industrial actions once they end • Strike protocols in place to manage action and communication 16 Very high The Council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operation liabilities for the Council Council Top Risk 20 Very high • Independent advisers acting on behalf of the Council to oversee property management decisions by private owners/ management companies • Consultants appointed to advise on the current condition of the Centres and potential costs • Specialist legal advice on all aspects • Project management team to lead technical delivery of the project for elements such as demolition 16 Very high Increasing levels of adverse weather Council Top Risk 20 Very high • Council wide Emergency Planning arrangements, Duty Manager, standby rota, dedicated Flood Risk Management team and weather forecasting systems in place • Effective management of existing budget resources through regular reporting and dialogue with Exec Dir Finance and Corporate • Remote monitoring of high-risk flood sites using flood cameras/telemetry solutions • Winter weather procedures, Winter Service Policy and Ops manual • Pothole inspection and pro-active rectification programme using sub- 16 Very High 174
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score contractors during extended severe weather 2 High (8-12) The council does not have the appropriate emergency/business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from a pandemic/endemic event Council Top Risk 25 Very high • The ability to adapt funding to support community and third sector groups, e.g. government support provided via additional funding to support vulnerable groups, hardship funds etc. • Business Continuity Plan developed to facilitate the continued delivery of safety critical Priority 1 Services, the plan also facilitates the delivery of priority 2 services as far as practicable and priority 3 services as far as resources allow • Budget monitoring and re-alignment in place for lines that could potentially be affected by loss of income 12 High Information governance not subject to adequate control Council Top Risk 20 Very high • Compliance with Information Governance Strategy • Retention schedules • Electronic Content Management System (ECM) • Completion of annual information Governance checklist 12 High Lack of capacity and skills to meet increased service demands Council top risk 20 Very high • Performance Appraisal (PA) process including service learning and development priorities and employee training plans • The Workforce strategy provides greater level of organisational control rather than service/resource specific and has a focus on agile working. • Management Development and Leadership 12 High 175
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score Challenge Programme • Stress audit tool • Effective partnership working with Trade Unions Failure to work effectively with the private sector to support local businesses, town centres and the rural economy 16 Very high • Support to Business Improvement Districts, town centres and other partnerships via numerous channels include the ‘Invest in South Lanarkshire’ website and management of the Supplier Development Programme including strategic development and delivery of events, training and e-commerce • Regular operational and steering group meetings and ongoing liaison with partnership authorities (e.g. Clyde Gateway, Lanarkshire Area Tourism Partnership) • Implementation of the Community Led Local Community Fund (CLLD), Community Benefit funding in rural area with appropriate funding in line with relevant (e.g. rural) strategies, and the Business Loan Scotland 12 High The Council fails to deliver Town Centre Masterplans 15 Very high • Options appraisals being undertaken • Extensive public consultation • Specialist legal advice on all aspects 12 High Implications of the Scottish Fire and Rescue Service Unwanted Fire Alarm Signals Policy within the Council's non- domestic estate Council Top Risk 25 Very high • Housing and Technical Resources and Finance and Corporate Resources review of existing alarm systems within affected non-domestic premises • Report to CMT with recommendations to enable investment works to reprogramme 9 High 176
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score or replace systems so that confirmation of a fire can be provided as quickly as possible • Fire investigation plans in place for CER premises The Council fails to deliver the objectives of the Community Wealth Building Strategy Council Top Risk 20 Very high • Supplier Development Programme provides training to businesses on how to bid for contracts/meet the buyer events • Work with Scottish Enterprise, Scottish Development International and Glasgow City Region partners to raise the profile of investment opportunities • Support is provided to all businesses through the council’s Business Support Team and Business Gateway Lanarkshire service • Reporting schedule in place to monitor progress through Sustainable Development and Climate change Strategy 9 High Inability to maintain infrastructure, assets and properties in a safe and well- maintained condition that will avoid unplanned closure, due to budget constraints and failure to achieve objectives of asset and property reviews Council Top Risk 20 Very high • Programme of carriageway upgrading to improve the road condition being undertaken - progress monitored closely through iMPROVE • Regular monitoring by Roads, Transportation and Fleet managers of progress and budgets • Improvements to road related infrastructure using Roads Investment Programme and external funding • Implement and maintain enhanced structural monitoring of bridges and structures 9 High 177
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score • Maintain list of qualifying bridges and structures • Implement appropriate reactive mitigation measures when need for repairs to road infrastructure identified • Option to close road if absolutely necessary • Assessment of properties utilised by SLLC to prioritise investment available from Capital Programme IT development, functionality and implementation of new systems does not support service delivery to secure efficiencies Council Top Risk 20 Very high • Service IT requirements restricted to reflect available resources • IT service plan closely monitored and progress reports issued to Service managers 9 High Ash Dieback Disease 20 Very high • Raising awareness of ash dieback and the issues it may cause • Preparing and implementing an Ash Dieback Action Plan • Assisting with recovery of landscape and infrastructure affected by ash dieback 9 High Failure to secure external funding, effectively manage funds/maximise investment and failure to agree/implement derelict/contaminated land programme 16 Very high • Corporate Management Team approval process for external funding • Delivery of derelict/contaminated land action plans • Funding and compliance section investigate all methods of external funding 9 High Inability to ensure public protection and safety Council Top Risk 16 Very High • Responsive public health service and inspection programme in place including food hygiene, health and safety enforcement and advisory service, contaminated land and air quality, private 9 High 178
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score sector housing stock, response to public health emergencies • Ongoing review of contaminated land strategy and maintenance of register of contaminated land • Agreed programme of business compliance visits and Health and Safety Welfare inspections and follow up visits carried out throughout the year, targets for inspections set and closely monitored with any new legislation arising from public health emergencies • Partnership working with Police Scotland and National Health Service • Raising awareness of current scams and frauds being perpetrated in the local community Impact of Waste Management market changes • Changes to global economic policy changes resulting in market collapse and inability to dispose of recycled products 12 High • Market changes monitored through waste industry network groups and via meetings with contractors • Contracts include contingency arrangements including back up provision for alternative suppliers • Operational monitoring process in place • Waste Awareness Team – ongoing initiatives to promote and improve levels of domestic recycling 9 High The Council fails to deliver the outcomes of the Economic Strategy Council Top Risk 12 High • Increase the level of procurement spend with local business and social enterprises and support local recruitment by local businesses and social enterprises • Influence activity and skills investment to 9 High 179
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score address skills gaps and the skills needs that have been identified as our economy grows and evolves • Work with partners to improve resilience, particularly in areas of greatest deprivation • Utilise our property assets and work with private sector landowners and developers to maximise sustainable development opportunities in our area • Secure sufficient financial resources through our External Funding team with specific focus on emerging Scottish and UK Government funding streams • Work with business to improve productivity and innovation through progressive workplace policies Insufficient Waste Processors to secure competitive bids and provide continuity of service 12 High • Reviewing the market • Waste Managers Network • Soft market testing/engagement • Publishing a Prior Information Notice in order to encourage tender submissions 9 High Failure to ensure the health, safety and wellbeing of employees and the protection of service users and members of the public in the delivery of council services Council Top Risk 20 Very high • Occupational Health and Safety Management System embedded throughout the Council • Risk Assessments and Safe Systems of Work developed and implemented (including for agile working/working at home) • Resource, Service and Trade Union communication and consultation arrangements in place • Health and Safety Training matrices 8 High 180
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score (Specific training requirements for employees at Service level within the Council) • Programme of Health and Safety Audits and Inspections undertaken Failure to achieve the outcomes of the Community Plan 2022-2032 Council Top Risk 20 Very high • Partners signed up to Community Plan 2022-2032 and have agreed to mainstream the Sustainable Development Goals into the work of the Partnership • Governance arrangements via the Community Planning Partnership Board • Regular progress reporting to Resource Management Team/Corporate Management Team/Committee • Community Planning Risk Register maintained and monitored 8 High Failure to achieve the outcomes of the Council Plan. Council Top Risk 16 Very High • Annual performance reporting • Governance arrangements via the Executive Committee, Performance and Review Forum and Community and Enterprise Resource Committee 8 High Increased costs providing winter maintenance • Failure to provide essential services during periods of extreme winter weather 12 High • Effective management of existing budget resources through regular reporting and dialogue with Executive Director Finance and Corporate • Salt stocks and storage capacity • Winter weather procedures, winter service policy and operations manual • Daily winter task force meetings held during periods of extreme weather to ensure service delivered in most efficient and effective way 8 High 181
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score • Implementation of the actions arising from the review of winter maintenance 182
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Appendix 3 – Comparison of the 2023 and 2024 Resource Risk Register Risk Category 2024 Risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Key changes Very High The Budget Gap that the Council is facing across the medium term is the biggest risk faced by the Council. The Budget Gap is the result of the continued real terms reduction in Government funding as well as the increased demand and increased cost of services including the significant impact of price increases on areas such as inflationary increases on utilities, and increased staff costs due to pay awards. Reduced fees/income received by the Council would add to budget pressures across Services Council Top Risk 20 20 = Reworded to recognise the significant budget reductions / savings needed to meet the requirement to deliver a balanced budget The Council, in conjunction with its partners, is unable to provide the requisite contribution to reducing the overall impact of the costs of living crisis on households in South Lanarkshire, resulting in increased poverty, debt and poorer outcomes for people Council Top Risk 20 20 = Reworded to reflect the Council works in conjunction with partners 183
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Risk Category 2024 Risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Key changes Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the Council and its residents Council Top Risk 15 20 Reworded and scoring increased to reflect funding constraints and difficulties faced by the council in meeting climate change targets Fraud, theft, organised crime and cyber-attacks Council Top Risk 12 20 Scoring increased to reflect the threat landscape is very active at the moment and shows no signs of easing The provision of council services is disrupted because of industrial action Council Top Risk 16 16 = Increasing levels of adverse weather Council Top Risk 9 16 Scoring increased to reflect the more frequent issues being encountered by the council as a result of weather-related events, including significant damage to council properties over recent years 184
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Risk Category 2024 Risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Key changes as a result of storms and burst pipes Weather events are also impacting upon the council’s property insurance premiums and level of uninsured excesses carried The council fails to comply with its statutory duties by not conducting sufficiently robust impact assessments where the same are required in respect of budget/service redesign proposals, leading to potential legal and financial challenges, which could result in failure to deliver those proposals Council Top Risk NA 16 NEW RISK The Council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operation liabilities for the Council Council Top Risk NA 16 NEW RISK High The council does not have the appropriate emergency / business continuity plans; contingency arrangements or partnerships in place to respond to/or recover from 12 12 = 185
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Risk Category 2024 Risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Key changes a pandemic/endemic event Council Top Risk Information governance not subject to adequate control Council Top Risk 12 12 = Failure to work effectively with the private sector to support local businesses, town centres and the rural economy 12 12 = The Council fails to deliver Town Centre Masterplans NA 12 NEW RISK Lack of capacity and skills to meet increased service demands Council Top Risk 9 12 Score increased to reflect an increased shift in supply/demand and recruitment difficulties Implications of the Scottish Fire and Rescue Service Unwanted Fire Alarm Signals Policy within the Council's non-domestic estate Council Top Risk 16 9 Re-worded and score decreased to reflect risk is mainly in respect of property not life Claims history indicates that risk of fires in the type of properties concerned is low The council fails to deliver the objectives of the Community Wealth Building Strategy Council Top Risk 16 9 Score decreased to bring in line with risks for other plans and strategies Impact of Waste Management 9 9 = 186
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Risk Category 2024 Risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Key changes market changes • changes to global economic policy changes resulting in market collapse and inability to dispose of recycled products Inability to ensure public protection and safety Council Top Risk 9 9 = Amended wording Inability to maintain infrastructure, assets and properties in a safe and well-maintained condition that will avoid unplanned closure, due to budget constraints and failure to achieve objectives of asset and property reviews Council Top Risk 9 9 = Amended wording IT development, functionality and implementation of new systems does not support service delivery to secure efficiencies Council Top Risk 9 9 = Re-worded to include the implementation of new systems which reflects the significant IT projects which continue to be progressed at present including Fusion Ash Dieback Disease 9 9 = The Council fails to deliver the outcomes of the Economic Strategy Council Top Risk 9 9 = 187
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Risk Category 2024 Risk description 2023 Residual risk score 2024 Residual risk score Change in residual risk scores Key changes Failure to secure external funding, effectively manage funds/maximise investment and failure to agree/ implement derelict/contaminated land programme 9 9 = Insufficient Waste Processors to secure competitive bids and provide continuity of service NA 9 NEW RISK Failure to ensure the health, safety and wellbeing of employees and the protection of service users and members of the public in the delivery of council services Council Top Risk 8 8 = Failure to achieve the outcomes of the Community Plan 2022-2032 Council Top Risk 8 8 = Failure to achieve the outcomes of the Council Plan Council Top Risk 8 8 = Increased costs providing winter maintenance • Failure to provide essential services during periods of extreme winter weather 8 8 = 188
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 26 November 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Notification of Contracts Awarded: 1 April 2024 to 30 September 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of all contracts awarded by Community and Enterprise Resources during the period 1 April to 30 September 2024 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that details of the contracts awarded in Appendix A be noted; and (2) that details of contracts extended in Appendix B 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. A full list of contracts awarded and extended is provided in the appendices A and B of this report. 5. Employee Implications 5.1. Contracts management including performance appraisal will be undertaken by both the main user Services and Procurement. 6. Financial Implications 6.1. There are no financial implications associated with this report which is for information purposes only. Appropriate budgetary provision is available for each of the contracts awarded. 18 189
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications in terms of the information contained within this report. 8. Other Implications 8.1. There is a risk that failure to report awards may lead to contracts being awarded that do not represent best value, breach statutory procurement obligations and Standing Orders or do not follow internal processes which mitigate the risk. 9. Integrated Impact Assessment and Consultation Requirements 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) 5 November 2024 Link(s) to Council Values/Priorities/Outcomes Values Accountable, effective, efficient and transparent Fair, open and sustainable Previous References None 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 190
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Appendix A Community and Enterprise Resources Contracts Awarded over £50,000 in value Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period John McGeady Ltd SLC/CE/23/097 £637,105.17 13/04/2024 NEC3 ECSC for Cuningar Loop Phase 3 (Allotments and Car Park) 08/04/24 - 29/07/24 Ayrshire Tree Surgeons Ltd SLC/CE/23/189 £80,569.44 13/04/2024 Tree Surgeon - Works for Trees affected by Ash Dieback Disease – Lots 1, 2 and 3 04/04/24 - 03/05/24 Allstar Business Solutions Ltd SLC/PS/COMENT/23/003 £4,680,000.00 13/04/2024 Direct Award for the provision of Fuel Cards and Associated Services 11/04/24 – 31/03/2027 (extension 21/02/2028) J C Peacock & Co Ltd SLC/CE/23/152 £160,800.00 16/04/2024 Supply and Delivery of Bagged Salt for Winter Road Maintenance 01/04/24 - 31/03/28 J H Civil Engineering Ltd SLC/CE/23/144 £50,863.20 18/04/2024 Capital Footway Resurfacing Schemes- Maxwellton Road and Vancouver Drive, EK 15/01/23 - 09/02/23 Brakes SLC/CE/23/182 £1,000,000.00 18/04/2024 Direct Award for the Supply and Delivery of Groceries and Provisions 01/05/24 - 30/04/25 Stepford Contracts Ltd SLC/PS/COMENT/23/019/1/009 £50,484.00 18/04/2024 Capital Footway Resurfacing Scheme- Milford, EK 04/03/24 - 29/03/24 Hillhouse Quarry Group Ltd T/A MacAsphalt SLC/PS/COMENT/23/019/2/003 £62,681.85 18/04/2024 Carriageway Resurfacing/Anti Skid/Lining - A73 near Hyndford Bridge, Lanark 22/03/24 - 24/03/24 J H Civil Engineering Ltd SLC/CE/23/139 £294,800.60 26/04/2024 Mini Comp - SLC NEC3 ECC Option B – Tollbooth Lanark, Streetscape 22/06/24 - 13/09/24 Tarmac Building Products Ltd SLC/CE/23/196 £125,000.00 29/04/2024 Supply and Delivery of Cold Permanent Pothole Repair - Viafix 29/04/24 - 28/04/26 (extension 28/04/27) 191
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Fast Fixx Catering Engineers Ltd SLC/CE/23/014 £979,000.00 22/05/2024 Repair, Inspection and Maintenance of Commercial Catering Equipment 01/05/24 - 30/04/28 Ringo Limited SLC/CE/23/188 £55,000.00 29/05/2024 Cashless Parking 31/05/24 - 30/05/27 (extension 30/05/28) P F Cusack (Tools Supplies) Ltd SLC/CE/24/016 £115,240.00 17/06/2024 Supply and Delivery of Temporary Signs and Associated Products 20/06/24 - 19/06/28 Covanburn Contracts Ltd SLC/PS/COMENT/23/019/06/004 £326,284.24 18/06/2024 NEC3 ECSC for Scottish Government Play Investment Programme - Rutherglen and Cambuslang 22/07/24 - 27/09/24 Kiwa Ltd T/A Kiwa CMT SLC/CE/23/166 £60,000.00 24/06/2024 Structural Specialist Investigation of Transmission Lighting Columns 05/06/24 - 04/06/28 Multiple Suppliers SLC/CE/24/014 £1,500,000.00 25/06/2024 Supply and Delivery of Vehicle Parts 14/06/24 - 31/03/25 Multiple Suppliers SLC/CE/24/015 £3,600,000.00 25/06/2024 Hire of Vehicles and Plant 14/06/24 - 20/02/26 Swarco Smart Charging Ltd SLC/CE/23/200 £74,258.32 27/06/2024 Direct Award – EV Charging Infrastructure Service Contract Renewal 01/03/24 - 31/12/25 Joseph Leckie & Sons Contracts Ltd SLC/PS/COMENT/23/019/2/010 £80,890.00 11/07/2024 Hawbank Depot- 1 No 6 Man Carriageway Patching Squad 15/07/24 - 30/08/24 Velocity UK Limited SLC/CE/24/019 £105,299.44 23/07/2024 Application of Rhinophalt Preservative Road Treatment 29/07/24 - 06/09/24 John McGeady Ltd SLC/CE/23/121 £4,430,957.80 24/07/2024 Planer and Paver Hire and Works with Operator including Supplementary Plant 22/07/24 - 21/07/27 (extension 21/07/2030) Clearview Intelligence Ltd SLC/PS/COMENT/22/139 £958,754.47 04/08/2024 Supply, Installation and Maintenance of Traffic Counting Equipment 02/08/24 - 01/08/29 (extension 01/08/31) Joseph Leckie & Sons Contracts Ltd SLC/PS/COMENT/23/019/6/008 £109,584.75 13/08/2024 NEC3 ECSC for Donaldson Street, Hamilton 16/08/24 - 31/10/24 Land Use Consultants Ltd SLC/CE/24/038 £65,462.96 15/08/2024 Outdoor Recreation and Adventure 12/08/24 - 192
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Tourism 31/01/25 Elveden Farms Ltd SLC/CE/24/042 £277,955.90 20/08/2024 Supply and Delivery of Christmas Trees 08/08/24 - 31/12/26 (extension 31/12/28) Multiple Suppliers SLC/CE/24/047 £1,030,050.00 20/08/2024 Supply, Delivery & Installation of Commercial Catering Equipment 09/08/24 - 31/05/27 J H Civil Engineering Ltd SLC/PS/COMENT/23/019/1/007 £2,018,965.84 27/08/2024 Wellhall Rd / Woodfoot Rd / Hillhouse Rd, A723 Strathaven Rd / B755 Mill Rd, Woodfoot Rd / Laighstonehall Rd/ Gateside Street Junction Improvements 26/08/24 - 29/09/25 Advance Construction (Scotland) Ltd SLC/CE/24/017 £5,054,488.79 04/09/2024 Hairmyres Park and Ride 05/09/24 - 27/06/25 Covanburn Contracts Ltd SLC/CE/23/021 £174,085.00 06/09/2024 Maintenance of 4 No. Structures on EK Main Line 24/02/25 - 28/03/25 Leaseplan Uk Ltd SLC/CE/24/023 £384,025.03 13/09/2024 Contract Hire/Lease of Light Vehicles 01/08/24 - 31/07/25 Landcare Solutions (Scotland) Ltd SLC/PS/COMENT/23/019/6/006 £251,705.30 18/09/2024 NEC3 Engineering and Construction Short Contract for McKirdy Park Play Area, Community Garden and Outdoor Gym 02/09/24 - 30/11/24 Zap Entertainment Ltd SLC/CE/24/036 £348,000.00 26/09/2024 Christmas Lights Switch on Events 02/10/24 - 01/10/27 (extension 01/10/29) 193
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Appendix B Contract extensions awarded over £50,000 in value Contractor Contract Reference Value of Contract Awarded Value of Extension Date of Extension Brief Description Contract period (as extended) Jobling Purser Ltd SLC/PS/COMENT/21/070 £160,000.00 £14,799.35 15/04/2024 Supply and Delivery of Bitumen Products 03/11/21 - 28/02/25 Glasdon UK Ltd SLC/PS/COMENT/21/032 £279,980.00 £118,028.68 28/05/2024 Supply and Delivery of Bollards and Verge Markers 30/05/22 - 30/11/25 P F Cusack (Tools Supplies) Ltd SLC/PS/COMENT/21/037 £120,000.00 £82,652.72 11/06/2024 Supply and Delivery of Miscellaneous Roads Products 27/06/22 - 12/06/26 Mallatite Minor Struct & Prod Ltd SLC/PS/COMENT/22/046 £230,000.00 £123,366.48 24/06/2024 Supply and Delivery of Ultracrete M90 (Eprobed) 27/06/22 - 26/06/26 Liebherr Great Britain Ltd SLC/CE/23/171 £75,060.00 £37,530.00 27/06/2024 Hire of a Material Handler 01/01/24 - 31/12/24 Huws Gray Ltd SLC/PS/COMENT/21/036 £560,000.00 £304,724.87 28/06/2024 Supply and Delivery of Drainage Products 01/08/22 - 31/07/26 Storm Environmental Ltd SLC/CE/23/184 £167,250.00 £30,000 22/08/2024 Supply and Delivery of Communal Recycling Bins 14/03/24 - 01/04/25 Karen Yuill Recovery Ltd SLC/PS/COMENT/20/002 £325,000.00 £117,447.00 26/08/2024 The Provision of Vehicle Breakdown Recovery Services 08/09/21 - 31/08/26 194