Agenda Document Pack - Community and Enterprise Resources Committee - 12/08/2025
South Lanarkshire Council · 12 August 2025
Back to Community and Enterprise Resources Committee — 12 August 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 04 August 2025 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, 12 August 2025 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, 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, Kirsten Robb, Helen Toner, David Watson Substitutes Alex Allison, Ross Clark, Margaret Cooper, Allan Falconer, Alistair Fulton, 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 13 May 2025 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 Joint report dated 25 June 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 13 - 22 4 Community and Enterprise Resources - Revenue Budget Monitoring 2025/2026 Joint report dated 25 June 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 23 - 32 5 Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 Joint report dated 14 July 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 33 - 38 6 Community and Enterprise Resources - Capital Budget Monitoring 2025/2026 Joint report dated 14 July 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 39 - 42 7 Community and Enterprise Resources – Workforce Monitoring – 1 March to 31 May 2025 Joint report dated 12 June 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 43 - 50 8 Community and Enterprise Resource Plan - Quarter 4 Progress Report 2024/2025 Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 51 - 94 Item(s) for Decision 9 Primary School Expansion of Free School Meals - Scottish Child Payment Joint report dated 23 July 2025 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached) 95 - 98 2
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10 Packaging Extended Producer Responsibility (pEPR) Funding and Waste Investment Joint report dated 24 July 2025 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached) 99 - 106 11 Hamilton Town Centre Masterplan Update Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 107 - 112 12 Scottish Government Vacant and Derelict Land Fund Programme 2025/2026 Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 113 - 116 13 Revocation of Whirlies (East Kilbride) and Rutherglen Air Quality Management Areas - South Lanarkshire Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 117 - 144 14 Approval of South Lanarkshire Council's Food Service Plan for 2025/2026 Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 145 - 172 15 Renewable Energy Fund – Mill Rig Windfarm Contributions Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 173 - 178 16 Community Benefit Funds – Renewable Energy Fund - Grant Applications Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 179 - 184 Item(s) for Noting 17 Overtoun Bandstand Restoration Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 185 - 188 18 Clyde Metro Update Report dated 4 August 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 189 - 198 19 Strathclyde Regional Bus Strategy - Recommendations for Future Delivery of the Regional Bus Network Update Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 199 - 234 20 Community and Enterprise Resources - Notification of Contracts Awarded - 10 October 2024 to 31 March 2025 Report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 235 - 242 3
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Urgent Business 21 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 4
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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 13 May 2025 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Andy Carmichael, Councillor Ross Clark (substitute for Councillor Andrea Cowan), Councillor Gerry Convery, Councillor Margaret Cowie, Councillor Colin Dewar, Councillor Allan Falconer (substitute for Councillor Maureen Devlin), Councillor Gladys Ferguson-Miller, Councillor Ross Gowland, Councillor Graeme Horne, Councillor Cal Johnston-Dempsey, Councillor Susan Kerr, Councillor Richard Lockhart, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Davie McLachlan, Councillor Carol Nugent, Councillor Kirsten Robb, Councillor Helen Toner, Councillor David Watson Councillors' Apologies: Councillor Andrea Cowan, Councillor Maureen Devlin (Depute), Councillor Joe Fagan (ex officio), Councillor Martin Lennon Attending: Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; F Carlin, Head of Planning and Regulatory Services; D Hashagen, 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; T Slater, Administration Adviser; L Wyllie, Administration Assistant 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 23 April 2025 were submitted for approval as a correct record. In response to a member’s questions, the Executive Director (Community and Enterprise Resources) gave an undertaking to provide details on:- the uptake in terms of those who previously did not have a burgundy bin. He advised that the number of permits issued to date was in the region of 30,000 but he awaited updated figures the recruitment of additional waste operatives In response to a further question, the HR Business Manager advised that the team was working on a solution to enable the new system to produce information that was previously provided, in terms of the number of vacancies and whether the posts were being filled. 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 2024/2025 A joint report dated 23 April 2025 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 2024 to 21 February 2025 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 21 February 2025, the projected outturn position for the Resource, before transfers to reserves, was an underspend of £0.040 million. Following the Council’s Probable Outturn exercise, the forecast to 31 March 2025 was a breakeven position, after approved transfers to reserves. Virements, proposed to realign budgets across budget categories and with other Resources, were detailed in the appendices to the report. The Finance Manager (Resources) responded to the Chair’s question in relation to the Care of Gardens Scheme for private residents. The Committee decided: (1) that the forecast to 31 March 2025 of a breakeven position, after approved transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 25 February 2025 (Paragraph 3)] 4 Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 A joint report dated 15 April 2025 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 21 February 2025. The revised Capital Programme for 2024/2025 for the Resource amounted to £47.364 million. This was based on the overall Capital Programme for 2024/2025 and included adjustments approved by the Executive Committee on 26 June 2024. Appendix A to the report detailed the financial position for the Resource and provided a forecast for the financial year of £38.925 million. This forecast underspend reflected the timing of spend across the year and funding would be carried forward to 2025/2026 to allow projects to be completed. Actual expenditure to 21 February 2025 was £24.308 million. The Committee decided: that the Community and Enterprise Resources’ Capital Programme of £47.364 million, and forecast expenditure of £38.925 million, be noted. [Reference: Minutes of 25 February 2025 (Paragraph 4) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 6)] 6
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5 Community and Enterprise Resources - Workforce Monitoring – January and February 2025 A joint report dated 3 April 2025 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 January and February 2025:- 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 14 December 2024 In response to a member’s question, the HR Business Manager confirmed that Staffing Watch figures were reported in line with COSLA timeframes. She also confirmed that work was ongoing to encourage participation in exit interviews. The Committee decided: that the report be noted. [Reference: Minutes of 25 February 2025 (Paragraph 5)] 6 Community and Enterprise Resource Plan 2025/2026 A report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the Community and Enterprise Resource Plan 2025/2026. Details were provided on the Resource Plan for 2025/2026, attached as Appendix 1 to the report, which outlined the:- key areas of focus for the year ahead Resource outcomes measures and actions resourcing of the Plan Following approval at individual Resource Committees, the Resource Plans for 2025/2026 would be submitted, as a pack, to the meeting of the Executive Committee to be held on 25 June 2025 for noting. The Resource had established a number of outcomes to support the delivery of the Council Plan, Connect, in 2025/2026. To support those outcomes, the Resource had developed performance measures in an action plan, detailed in Section 4 of the Resource Plan. Key or strategic measures would be included in the Council Plan progress reports 2025/2026, with the remaining measures being monitored and reported at Resource level. In line with the Council’s performance management arrangements, a mid-year progress report on measures identified in the 2025/2026 Community and Enterprise Resource Plan and an end of year report respectively, would be submitted to future meetings of the Committee. Once approved, the Resource Plan would be made available on the Council’s website. Officers responded to members’ questions on various aspects of the report. 7
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In response to a member’s request to be provided with a copy of the Resource Risk Control Plan, the Executive Director (Community and Enterprise Resources) gave an undertaking to liaise with colleagues in Finance and Corporate Resources who had an overarching role for risk. Councillor Watson referred to the major infrastructure roadworks carried out in East Kilbride and commended Roads Services on the challenging work undertaken. The Committee decided: (1) that the Resource Plan 2025/2026, attached as Appendix 1 to the report, be approved; (2) that the Resource Plan 2025/2026 be uploaded onto the Council’s website following consideration by this Committee; (3) that it be noted that, following Committee approval, all Resource Plans would be submitted to the Executive Committee on 25 June 2025 for noting; and (4) that it be noted that Progress Reports on the Resource Plan 2025/2026 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. 7 Employability – Annual Investment Plan A report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources) was submitted seeking approval of the Employability Annual Investment Plan 2025/2026 and to enter into agreements with colleges. The Council delivered and funded a range of employability programmes designed to help local residents who experienced barriers to employment to progress to sustainable destinations of employment or further learning. Those programmes were funded by a blend of external funding sources supported by core Council budgets. External funding for 2025/2026 included the Scottish Government’s No-one Left Behind Fund, UK Government Shared Prosperity Fund and windfarm community benefit funding. The 2025/2026 Plan had been developed in partnership with the South Lanarkshire Local Employability Partnership (SLLEP) and was attached as an appendix to the report. It set out the SLLEP’s key priority groups, keywork-based programmes and learning and training activity. Foundation Apprenticeships (FAs) were a national senior phase option funded by Skills Development Scotland (SDS) and the Scottish Funding Council (SFC) and designed to allow pupils in S5 and S6 to gain valuable work experience and access to work-based learning while still at school. Pupils attended college and work placements up to 2 days a week while at schools and the qualification achieved was delivered at level 6 of the Scottish Credit and Qualifications Framework (SCQF). South Lanarkshire’s FA programme was delivered as a partnership between the Council, South Lanarkshire College and New College Lanarkshire. The programme was funded through a blend of SFC credits and the Council’s SDS contract through a consortium agreement. SDS had confirmed contract levels for academic year 2025/2026 and approval was sought to develop a consortium agreement with South Lanarkshire College and New College Lanarkshire for the delivery of the 2025/2026 programme. 8
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GradU8 was a work-based learning option available to South Lanarkshire pupils in the senior phase of secondary school at SCQF level 4 or 5. The programme was delivered in partnership with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College with pupils attending one-day a week to engage in one of 12 subject options. The programme was supported by a mix of funding which was set out in a partnership agreement between the Council and each of the colleges. Approval was sought for the development of partnership agreements with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College for the delivery of GradU8 for the 2025/2026 academic year. The Employability Manager responded to a member’s question in relation to links with Social Work Resources. The Committee decided: (1) that the 2025/2026 Annual Investment Plan be approved; (2) that the development of a consortium agreement with South Lanarkshire College and New College Lanarkshire for the delivery of the 2025/2026 Foundation Apprenticeship programme be approved; and (3) that the development of partnership agreements with South Lanarkshire College, New College Lanarkshire, and Glasgow Kelvin College for the delivery of GradU8 for the 2025/2026 academic year be approved. Prior to consideration of this item of business, Councillor Anderson made a transparency statement to advise that he was a member of the Routes to Work South Board 8 Community Benefit Funds – Renewable Energy Fund - Grant Applications A report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources) was submitted on 6 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, grants be awarded as detailed in the report. 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:- £45,865.23 towards eligible costs associated with the purchase of course maintenance equipment and storage to Douglas Water Golf Club from Gallawhistle Windfarm £31,050.12 towards eligible costs associated to employ a development worker within Duneaton to Duneaton Community Trust from Middle Muir Windfarm £72,635 towards eligible costs associated with Whitelee Countryside Ranger Service to East Renfrewshire Council from Whitelee Windfarm 9
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£26,060 towards eligible costs associated with the installation of solar panels and a new heating system to Glespin Community Group SCIO from Andershaw Windfarm £96,500 towards eligible costs associated with completing a property purchase to Kirkmuirhill and Blackwood Men’s Shed from Auchrobert and Nutberry Windfarms £670,769 towards eligible costs associated with the construction of an indoor training facility to Strathaven Rugby Football Club Limited from West Brown Castle Windfarm [Reference: Minutes of 6 February 2024 (Paragraph 8)] 9 Renewable Energy Fund – New Windfarm Contributions A report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the:- development of the Kype Muir Extension and Cumberhead wind farm sites proposals for the associated community benefit payments from those wind farm sites to be managed through the Renewable Energy Fund (REF) As part of the developments, the Council would receive community benefit payments for distribution to projects associated with the wind farm sites. It was proposed that the arrangements in place for the distribution of funds through the existing REFs be used as the basis for the administration of the Kype Muir Extension and Cumberhead wind farm sites. The eligible areas were shown in the appendices to the report and the criteria to regulate the distribution of funds through the REF for the wind farm sites grants were detailed. The Committee decided: that the Council’s Renewable Energy Fund incorporate provision for the receipt and disbursement of community benefit payments in respect of the Kype Muir Extension and Cumberhead wind farm sites. 10 UK Shared Prosperity Fund 2025/2026 A report dated 29 April 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the proposed programme for the UK Shared Prosperity Fund (UKSPF) for 2025/2026. In 2022, the Council received an allocation of £12,221,811 from the UK Government providing a mix of capital and revenue funding for projects which met the UKSPF’s 4 investment themes of:- communities and places support for local business people and skills multiply The initial UKSPF ran for 3 financial years from 2022/2023 to 2024/2025. 10
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In October 2024, the Chancellor confirmed that UKSPF would continue for a Year 4, 2025/2026, however, with a budget reduction to £900 million. This was around 40% less than the Year 3 allocation. Allocations had been adjusted to prioritise areas with the highest levels of deprivation. Table 3, at paragraph 4.4. of the report provided details of the confirmed allocations to member authorities, with South Lanarkshire being allocated a budget of £4 million for 2025/2026, 44% less than the previous financial year. Officers had worked across the Council to prepare a proposal which delivered on the Council’s priorities and this was outlined at paragraph 4.7. The Committee decided: (1) that the changes made by the UK Government to the UKSPF be noted; and (2) that the expenditure profile, as set out in paragraph 4.7 of the report, for 2025/2026 be approved. [Reference: Minutes of 26 November 2024 (Paragraph 15) and 29 August 2023 (Paragraph 10)] 11 Community Benefit Funds – 2024/2025 Annual Report A report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources) was submitted on grants awarded in 2024/2025 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 2024/2025 were provided in appendices 1 to 5 to the report. A publicity document for 2024/2025 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 copies made available to councillors and groups. Officers responded to a member’s question in terms of the total value of Community Benefit Funds. It was noted that this figure varied on a daily basis, however, a total at the year end, 31 March 2025 could be provided. 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 2024/2025 be noted. [Reference: Minutes of 17 September 2024 (Paragraph 15)] 12 Larkhall Leisure Centre Progress Update A report dated 23 April 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the progress of the replacement of Larkhall Leisure Centre. At its meeting in February 2024, the Council approved an additional £12 million to bridge the funding gap for the replacement of Larkhall Leisure Centre. This brought the total available funding at that time to £23.9 million, which enabled the project to progress. 11
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Community engagement drop-in sessions to review the draft plans were held over several dates. All sessions had been well attended with strong support for the swimming pool, gym and fitness suite design, however, negative feedback had been received in relation to the lack of games hall within the proposed plans. In February 2025, the Council approved an additional £3.85 million towards the replacement project in order to increase the games hall provision within the new facility. The total budget for the project now stood at £27.750 million. The design team was currently re-developing the plans for the new centre which would include:- a 3 court games hall suitable for badminton, pickleball and 5-aside football a 25m 6 lane swimming pool with moveable floor, spectators’ area, steam room and sauna a gym to accommodate high specification cardiovascular and resistance equipment, and free weight training areas a flexible fitness studio/community space with adjoining tea preparation area The project was due to commence in autumn 2025, with an indicative completion date of October 2027, however, the recent change to the project scope had delayed the programme by approximately 7 months and it was anticipated that it would complete in May 2028. Councillors Clark and Carmichael, as ward members, welcomed the report. The Committee decided: that the changes to the project scope and programme, following the budget decision to invest an additional £3.85 million to increase games hall provision in the new facility be noted. [Reference: Minutes of 26 November 2024 (Paragraph 12)] and Minutes of South Lanarkshire Council of 21 February 2024 (Paragraph 2) and 26 February 2025 (Paragraph 2)] 13 Urgent Business There were no items of urgent business. 12
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 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 31 March 2025 for Community and Enterprise Resources 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the position to 31 March 2025 of a breakeven position after approved transfer to reserves 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 final revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2024/2025. 3.2. The report details the yearend 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 31 March 2025. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. As at 31 March 2025, the actual outturn position for 2024/2025 is an underspend of £0.617 million before approved transfers to reserves. This is outlined in the attached appendices. This position has been reported and approved as part of the overall Council final position for 2024/2025 reported to Executive Committee on 25 June 2025. 3 13
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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. 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 June 2025 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 31 March 2025 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 14
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Appendix A Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period 14 Ended 31 March 2025 (No. 14) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget £m Year End Actual £m Variance £m % Facilities, Waste and Grounds Services 81,141 80,566 575 0.7% Planning and Regulatory Services 4,904 4,359 545 11.1% Leisure Services 21,747 21,714 33 0.2% Enterprise and Sustainable Development 3,899 3,632 267 6.8% Roads, Transportation and Fleet Services 17,627 18,430 (803) (4.6%) Net Controllable Exp. 129,318 128,701 617 0.05% Service Explanation for significant projected outturn variances Facilities, Waste and Grounds Services The underspend is mainly due to turnover and staff vacancies. These were partially offset by overspends within Property on rates, and cleaning and janitorial equipment along with Payment to contractors for the upkeep of the crematorium. The Service underspend is offsetting overspends within the overall Resource. Planning and Regulatory Services The underspend is mainly due to staff vacancies and turnover within the Environmental Services and Planning & Building Standards teams. In addition, there is an over recovery of income from Planning applications. The Service underspend is offsetting overspends within the overall Resource. Leisure Services No significant variances to report. Enterprise and Sustainable Development The underspend is mainly due to staff vacancies and turnover within the Economic Development and Support teams. The Service underspend is offsetting overspends within the overall Resource. Roads, Transportation and Fleet Services The overspend across the service, is mainly due to the net costs of Electric vehicles, reduced income within Parking and the Roads Construction Unit and increased costs associated with the upkeep of depots. These overspends are partially offset by an underspend within employee costs due to vacancies and staff turnover. The Service overspend is managed within the overall Resource position. 15
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Appendix B Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 31 March 2025 (No.14) Community and Enterprise Resources Summary Revised Annual Budget £m Forecast for Year £m Forecast Variance £m YTD Actual (£000) YTD Variance Under/ (Over) % Note Employee Costs 99,455 95,309 4,146 95,380 4,075 Under 4.1% Property Costs 10,471 11,288 (817) 11,435 (964) Over (9.2%) Supplies & Services 20,947 20,883 64 20,143 804 Under 3.8% Transport & Plant 23,612 24,009 (397) 24,091 (479) Over (2.0%) Administration Costs 1,043 1,156 (113) 1,269 (226) Over (21.7%) Payments to Other Bodies 25,476 25,456 20 25,856 (380) Over (1.5%) Payments to Contractors 36,323 37,522 (1,199) 38,857 (2,534) Over (7.0%) Transfer Payments 617 617 0 611 6 Under 0.0% Financing Charges 209 201 8 228 (19) Over (9.1%) Total Controllable Exp. 218,153 216,441 1,712 217,870 283 Under 0.1% Total Controllable Inc. (88,835) (87,163) (1,672) (89,169) 334 Over recovered 0.4% Net Controllable Exp. 129,318 129,278 40 128,701 617 Under 0.5% Transfer to Reserves - 40 (40) 617 (617) Position after Transfer to Reserves 129,318 129,318 0 129,318 0 - 0.0% Variance Explanations Variance explanations are shown in Appendices C-G as appropriate. Budget Virements Budget virements are shown in Appendices C-G as appropriate. Approved Transfers to Reserves Detailed in Appendix C-G as appropriate. 16
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Appendix C Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Facilities, Waste and Grounds Services Revised Annual Budget £m Forecast for Year £m Forecast Variance £m YTD Actual (£000) YTD Variance Under/ (Over) % Note Employee Costs 62,458 60,539 1,919 60,582 1,876 Under 3.0% 1,c Property Costs 2,287 2,747 (460) 2,872 (585) Over (25.6%) 2 Supplies & Services 10,652 10,830 (178) 10,815 (163) Over (1.5%) 3,a Transport & Plant 9,042 9,270 (228) 8,860 182 Under 2.0% 4 Administration Costs 181 222 (41) 311 (130) Over (71.8%) 5 Payments to Other Bodies 333 330 3 324 9 Under 2.7% d Payments to Contractors 17,626 17,677 (51) 18,285 (659) Over (3.7%) 6,a,b Transfer Payments 0 0 0 0 0 - n/a Financing Charges 45 50 (5) 54 (9) Over (20.0%) Total Controllable Exp. 102,624 101,665 959 102,103 521 Under 0.5% Total Controllable Inc. (21,483) (20,937) (546) (21,537) 54 Over Recovered 0.3% 7,d Net Controllable Exp. 81,141 80,728 413 80,566 575 Under 0.7% Transfer to Reserves - - - 395 (395) i,ii Position after Transfer to Reserves 81,141 80,728 413 80,961 180 Under 0.2% Variance Explanations 1. The variance relates to vacancies and staff turnover throughout the service and is partially offset by an overspend in overtime costs. 2. The overspend is due to increased costs for cleaning and janitorial equipment within Facilities and for rates at the former Civic Amenity Site at Muttonhole Road. 3. The overspend is mainly due to spend on purchase and repairs of equipment within Facilities Management, higher than budgeted costs for domestic waste and recyclate bins within Waste services and general materials under Grounds. The overspend is partially offset by an underspend within supplies and services and food purchases within Facilities. 4. The underspend is mainly due to less than anticipated costs within Grounds on leasing, casual hire and other transport costs. 5. The overspend relates to greater costs in respect of medical referrals throughout the Service, printing of communication materials within Facilities and training costs within the Grounds service. 6. The overspend is mainly due to higher that anticipated costs on the upkeep of the Crematorium. 7. The over recovery in income is mainly due to the net effect of greater income from clearances and uplifts within Waste services, service movements within Facilities, partially offset by less demand for bereavement services and school meal income, and additional service requests within Street Cleansing, a decrease in uptake of the Care of Gardens service. Budget Virements a. Realignment of budget to reflect service delivery on yearend budget activity within Waste. Net effect £0.000m: Supplies and Services £0.235m, Payment to Contractors (£0.235m). b. Carry forward of committed budget in respect of Strategic Waste Fund within Waste. Net effect (£0.518m): Payment to contractors (£0.518m). c. Transfer of budget in relation to apprenticeship levy. Net effect £0.265m: Employees £0.265m. d. Establish budget for non-capital spend. Net effect £0.000m: Payment to Other Bodies £0.280m, Income (£0.280m). Transfer to Reserves (£0.395m): i. To cover storm damage within the Grounds Service (£0.265m) ii. To cover play equipment within Amenity Service (£0.130m) 17
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Appendix D Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Planning and Regulatory Services Revised Annual Budget £m Forecast for Year £m Forecast Variance £m YTD Actual (£000) YTD Variance Under/ (Over) % Note Employee Costs 7,389 7,095 294 7,087 302 Under 4.1% 1,b Property Costs 198 193 5 180 18 Under 9.1% a Supplies & Services 208 205 3 216 (8) Over (3.8%) Transport & Plant 127 102 25 117 10 Under 7.9% Administration Costs 143 182 (39) 206 (63) Over (44.1%) 2,a Payments to Other Bodies 7,861 7,810 51 7,790 71 Under 0.9% 3,a,c Payments to Contractors 796 779 17 752 44 Under 5.5% 4,a Transfer Payments 0 0 0 0 0 - n/a Financing Charges 46 30 16 35 11 Under 23.9% Total Controllable Exp. 16,768 16,396 372 16,383 385 Under 2.3% Total Controllable Inc. (11,864) (12,032) 168 (12,024) 160 Over recovered 1.3% 5,a,c Net Controllable Exp. 4,904 4,364 540 4,359 545 Under 11.1% Transfer to Reserves - - - - - Position after Transfer to Reserves 4,904 4,364 540 4,359 545 Under 11.1% Variance Explanations 1. The underspend is due to staff vacancies and turnover. 2. The overspend is due to legal costs on two Environmental services cases and additional specialised training within this service. 3. The underspend relates to less spend associated with the Local Plan. 4. The underspend is due to the temporary suspension of stray dog kennelling and lower demand of pest control within Environmental. 5. The over recovery is due to a greater level of income from Planning applications. Budget Virements a. Realignment of budget to reflect service delivery within Air Quality Projects, Planning and Environmental Services. Net effect £0.000m: Property £0.160m, Administration £0.009m, Payment to Other Bodies (£0.034m), Payment to Contractor (£0.015m), Income (0.120m). b. Transfer of budget in relation to apprenticeship levy. Net effect £0.029m: Employees £0.029m. c. Establish budget for non-capital spend. Net effect £0.000m: Payment to Other Bodies £7.455m, Income (£7.455m). 18
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) South Lanarkshire Leisure and Culture Revised Annual Budget £m Forecast for Year £m Forecast Variance £m YTD Actual (£000) YTD Variance Under/ (Over) % Note Employee Costs 4 4 0 6 (2) Over (50.0%) Property Costs 5,638 5,638 0 5,663 (25) Over (0.4%) 1,a Supplies & Services 0 0 0 0 0 - n/a Transport & Plant 0 0 0 0 0 - n/a Administration Costs 8 8 0 10 (2) Over (25.0%) Payments to Other Bodies 80 92 (12) 93 (13) Over (16.3%) 2 Payments to Contractors 16,031 16,031 0 15,978 53 Under 0.3% 3 Transfer Payments 0 0 0 0 0 - n/a Financing Charges 0 0 0 0 0 - n/a Total Controllable Exp. 21,761 21,773 (12) 21,750 11 Under 0.1% Total Controllable Inc. (14) (14) 0 (36) 22 Over recovered 157.1% 4,a Net Controllable Exp. 21,747 21,759 (12) 27,714 33 Under 0.2% Transfer to Reserves - - - 52 (52) iii Position after Transfer to Reserves 21,747 21,759 (12) 27,766 (19) Over (0.1%) Variance Explanations 1. The overspend relates to the costs associated with vacant properties. 2. The overspend relates to the annual fireworks display at Strathclyde Park. 3. The underspend relates to less spend on the Community Fight Back fund which is carried forward for 2025/2026 commitments. 4. The over recovery is mainly due to rental income associated with halls. Budget Virements a. Realignment of budget to reflect service delivery within Leisure. Net effect £0.000m: Property Costs £0.014m, Income (£0.014m). Transfer to Reserves (£0.052m): iii. Carry forward of committed monies for the Community Fight Fund (£0.052m) 19
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Appendix F Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Enterprise and Sustainable Development Revised Annual Budget £m Forecast for Year £m Forecast Variance £m YTD Actual (£000) YTD Variance Under/ (Over) % Note Employee Costs 8,379 8,060 319 8,132 247 Under 2.9% 1,b,c,d Property Costs 582 592 (10) 559 23 Under 4.0% 2 Supplies & Services 144 123 21 148 (4) Over (2.8%) Transport & Plant 166 167 (1) 166 0 - 0.0% c Administration Costs 313 283 30 303 10 Under 3.2% c Payments to Other Bodies 11,328 11,260 68 11,316 12 Under 0.1% a,b,c Payments to Contractors 317 376 (59) 336 (19) Over (6.0%) b,c Transfer Payments 0 0 0 0 0 - n/a Financing Charges 68 57 11 81 (13) Over (19.1%) Total Controllable Exp. 21,297 20,918 379 21,041 256 Under 1.2% Total Controllable Inc. (17,398) (17,386) (12) (17,409) 11 Over recovered 0.1% b,c Net Controllable Exp. 3,899 3,532 367 3,632 267 Under 6.8% Transfer to Reserves - - 0 Position after Transfer to Reserves 3,899 3,532 367 3,632 267 Under 6.8% Variance Explanations 1. The underspend is mainly due to staff turnover within Economic Development and Support Administration. 2. The underspend is mainly due to less costs for repairs and maintenance throughout the service. Budget Virements a. Transfer of budget for capital funded from revenue in respect of Shared Prosperity. Net effect (£2.260m): Payment to Other Bodies (£2.260m). b. Carry forward of committed budget associated with strategic investments in respect of Climate Investment and Food Development Officer, Get South Lanarkshire Working and Shared Prosperity. Net effect (£0.566m): Employees (£0.218m), Payment to Other Bodies (£0.341m), Payment to Contractors (£0.007m). c. Realignment of budget to reflect service delivery on yearend budget activity in Economic Development. Net effect £0.000m: Employees (£0.160m), Transport and Plant (£0.170m), Administration £0.160m, Payment to Other Bodies £0.454m, Payment to Contractors (£0.320m), Income £0.036m. d. Transfer of budget in relation to apprenticeship levy. Net effect £0.033m: Employees £0.033m. 20
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Appendix G Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 21 February 2025 (No.12) Roads, Transportation and Fleet Services Revised Annual Budget £m Forecast for Year £m Forecast Variance £m YTD Actual (£000) YTD Variance Under/ (Over) % Note Employee Costs 21,225 19,611 1,614 19,573 1,652 Under 7.8% 1,b Property Costs 1,766 2,118 (352) 2,161 (395) Over (22.4%) 2 Supplies & Services 9,943 9,725 218 8,964 979 Under 9.8% 3 Transport & Plant 14,277 14,470 (193) 14,948 (671) Over (4.7%) 4 Administration Costs 398 461 (63) 439 (41) Over (10.3%) 5 Payments to Other Bodies 5,874 5,964 (90) 6,333 (459) Over (7.8%) 6 Payments to Contractors 1,553 2,659 (1,106) 3,506 (1,953) Over (125.8%) 7,a Transfer Payments 617 617 0 611 6 Under 0.0% Financing Charges 50 64 (14) 58 (8) Over (16.0%) Total Controllable Exp. 55,703 55,689 14 56,593 (890) Over (1.6%) Total Controllable Inc. (38,076) (36,794) (1,282) (38,163) 87 Over recovered 0.2% a Net Controllable Exp. 17,627 18,895 (1,268) 18,430 (803) Under (4.6%) Transfer to Reserves - 40 (40) 170 (170) iv,v,vi Position after Transfer to Reserves 17,627 18,935 (1,308) 18,600 (973) Over (5.5%) Variance Explanations 1. The underspend is mainly due to vacancies and staff turnover. 2. The overspend reflects higher than budgeted costs for water and repairs & maintenance for Roads’ depots and higher cost of electrical power for the charging of electrical vehicles. 3. The underspend is due to less spend on materials within Roads Construction due to type of works. 4. The overspend is partly due to greater expenditure on fuel and casual hire within Fleet and are recovered through additional income. Additionally, there are higher than budgeted costs for outside repairs, materials and tyres within Fleet. The overspends are partially offset by an underspend on vehicle hires within the Roads Construction Unit 5. The overspend relates to cost of medical referrals and training costs within Roads. 6. The overspend relates to payments for winter weather forecasts being greater than budget. 7. The overspend is mainly due to higher than budgeted costs for bridge repairs and statutory inspections and payments to the Roads Construction Unit in respect of roads and lighting routine maintenance. In addition, winter maintenance costs were greater than budget. 8. Income is over recovered due to area income, rechargeable street lighting works and inspection fees all within Roads, and within Fleet there are over recoveries in relation to routine maintenance, taxi inspections and sale of vehicles. These are partially offset by lower than budgeted income from Parking and electrical vehicle recharging within Roads, and less income from maintenance works within Roads Construction Unit. Within Fleet there is an under recovery in the leasing Management fee and pool cars. Budget Virements a. Budget realignment to reflect revenue works completed by the Construction Unit for Roads General Services because of the change to Trading Services. Net effect £0.000m: Payment to Contractors (£2.081m), Income £2.081m. b. Transfer of budget in relation to apprenticeship levy. Net effect £0.084m: Employees £0.084m. Transfer to Reserves (£0.170m): iv. Fleet Sinking Fund contribution (£0.025m) v. Year 3 of 4 of Electric Vehicle Payback (£0.015m) vi. To cover storm damage within the roads Service (0.130m) 21
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Revenue Budget Monitoring 2025/2026 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 16 May 2025 for Community and Enterprise Resources provide a forecast for the year to 31 March 2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [re (1) that the forecast to 31 March 2026 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 first revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2025/2026. 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 16 May 2025 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 16 May 2025, the Resource’s projected outturn position for 2025/2026 is a breakeven position. This is outlined in the attached appendices. 4 23
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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 June 2025 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 16 May 2025 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 24
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Appendix A Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period 2 Ended 16 May 2026 (No. 2) 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 79,114 79,061 53 0.07% 5,063 Planning and Regulatory Services 4,786 4,839 (53) (1.11%) 463 Leisure Services 19,788 19,788 0 0.00% 28 Enterprise and Sustainable Development 5,824 5,824 0 0.00% 705 Roads, Transportation and Fleet Services 18,169 18,169 0 0.00% 3,576 Net Controllable Exp. 127,681 127,681 0 0.00% 9,835 Service Explanation for significant projected outturn variances Facilities, Waste and Grounds Services The anticipated underspend is mainly due to turnover and staff vacancies, partially offset by overspends within Property on rates, and an under recovery within Private Care of Garden income. The anticipated Service underspend will be offset by overspends within the overall Resource. Planning and Regulatory Services The anticipated overspend reflects a reduced level of income from Planning applications and Building Warrants at this early stage of the year, and is partially offset by staff vacancies and turnover within Environmental Services and Planning & Building Standards. This overspend will be managed across the Resource. Leisure Services No significant variances to report. Enterprise and Sustainable Development No significant variances to report. Roads, Transportation and Fleet Services The overall service budget is balanced. Noted overspends in Computer Licences within Roads and less than budgeted income for Parking and Electrical Vehicles is offset by an underspend in employee costs due to staff vacancies and turnover within Roads. 25
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Appendix B Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 16 May 2025 (No.2) Community and Enterprise Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 100,127 99,513 614 Under 0.61% 10,010 Property Costs 8,924 9,058 (134) Over (1.5%) 206 Supplies & Services 18,199 18,280 (81) Over (0.45%) 1,090 Transport & Plant 22,818 22,821 (3) Over (0.01%) 3,234 Administration Costs 928 931 (3) Over (0.32%) 78 Payments to Other Bodies 14,885 14,885 0 - 0.00% 1,483 Payments to Contractors 38,756 38,786 (30) Over (0.08%) 2,174 Transfer Payments 617 617 0 - 0.00% 156 Financing Charges 192 192 0 - 0.00% 0 Total Controllable Exp. 205,446 205,083 363 Under 0.18% 18,431 Total Controllable Inc. (77,765) (77,402) (363) Under (0.47%) (8,596) Net Controllable Exp. 127,681 127,681 0 - 0.00% 9,835 Variance Explanations Variance explanations are shown in Appendices C-G as appropriate. Budget Virements Budget virements are shown in Appendices C-G as appropriate. 26
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Appendix C Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 16 May 2025 (No.2) Facilities, Waste and Grounds Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 63,207 62,962 245 Under 0.39% 6,414 1,a,b Property Costs 2,309 2,448 (139) Over (6.02%) 82 2,a Supplies & Services 9,288 9,310 (22) Over (0.24%) 555 3,a,b Transport & Plant 8,147 8,148 (1) Over (0.01%) 1,761 b Administration Costs 298 301 (3) Over (1.01%) 20 a,b Payments to Other Bodies 54 54 0 - 0.00% 37 Payments to Contractors 19,614 19,614 0 - 0.00% 2,044 b Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 45 45 0 - 0.00% 0 Total Controllable Exp. 102,962 102,882 80 Under 0.08% 10,913 Total Controllable Inc. (23,848) (23,821) (27) Under 0.11% (5,850) 4,a,b Net Controllable Exp. 79,114 79,061 53 Under 0.07% 5,063 Variance Explanations 1. The forecast underspend in Facilities, Waste and Amenity 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 price increases for cleaning and janitorial equipment within Facilities and an overspend on rates within Waste due to the removal of rates relief for property at Muttonhole Road. 3. The forecast overspend is due to higher than budgeted costs for the purchase and repair of equipment within Facilities. 4. The forecast under recovery is mainly due to reduced demand for the Private Care of Gardens service within Grounds. Budget Virements a. Realignment of budget to reflect service provision within Facilities for school meals. Net effect £0.000m: Employees £0.056m, Property £0.190m, Supplies and Services (£0.546m), Administration £0.020m, Income £0.280m. b. Establishment of temporary budgets in respect of investment monies. Net Effect £0.000m: Employees £0.795m, Supplies and Services £0.425m, Administration £0.050m, Payment to Contractor £0.600m, Income (£1.900m). 27
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Appendix D Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 16 May 2025 (No.2) Planning and Regulatory Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,319 7,265 54 Under 0.74% 748 1 Property Costs 38 24 14 Under 36.84% 0 2 Supplies & Services 160 170 (10) Over (6.25%) 92 Transport & Plant 127 127 0 - 0.00% 4 Administration Costs 111 111 0 - 0.00% 18 Payments to Other Bodies 235 235 0 - 0.00% 28 Payments to Contractors 443 473 (30) Over (6.77%) 36 3 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 46 46 0 - 0.00% 0 Total Controllable Exp. 8,479 8,451 28 Under 0.33% 926 Total Controllable Inc. (3,693) (3,612) (81) Under (2.19%) (463) 4 Net Controllable Exp. 4,786 4,839 (53) Over (1.11%) 463 Variance Explanations 1. The forecast underspend is due to staff vacancies and turnover. 2. The anticipated underspend is due to less than budgeted repair costs within Planning. 3. The anticipated overspend is due to increased contract costs for provision of stray dog kennelling within Environmental Services. 4. The forecast under recovery reflects the early position on income from Planning applications and Building warrants, and will continue to be monitored through the year. Budget Virements No budget Virements 28
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 16 May 2025 (No.2) 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% 0 Property Costs 4,615 4,615 0 - 0.00% 25 Supplies & Services 0 0 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 8 8 0 - 0.00% 3 Payments to Other Bodies 80 80 0 - 0.00% 0 Payments to Contractors 15,081 15,081 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 0 0 0 - 0.00% 0 Total Controllable Exp. 19,788 19,788 0 - 0.00% 28 Total Controllable Inc. 0 0 0 - 0.00% 0 Net Controllable Exp. 19,788 19,788 0 - 0.00% 28 Variance Explanations No variances to report. Budget Virements No budget virements 29
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Appendix F Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 16 May 2025 (No.2) Enterprise and Sustainable Development Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 9,123 9,123 0 - 0.00% 834 a,b Property Costs 262 262 0 - 0.00% 3 b Supplies & Services 146 146 0 - 0.00% 0 b Transport & Plant 353 353 0 - 0.00% 1 b Administration Costs 113 113 0 - 0.00% 7 b Payments to Other Bodies 9,038 9,038 0 - 0.00% 34 b Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 51 51 0 - 0.00% 0 b Total Controllable Exp. 19,086 19,086 0 - 0.00% 879 Total Controllable Inc. (13,262) (13,262) 0 - 0.00% (174) a,b Net Controllable Exp. 5,824 5,824 0 - 0.00% 705 Variance Explanations No variances to report. Budget Virements a. Realignment of budget within Economic Development in relation to Shared Prosperity budgets. Net Effect £0.000m: Employees (£0.202m), Income £0.202m. b. Establishment of temporary budgets within Economic Development in respect of Employability, Shared Prosperity and Business Support. Net Effect £0.000m: Employees £3.716m, Property Costs £0.016m, Supplies and Services £0.001m, Transport and Plant £0.174m, Administration £0.012m, Payment to Other Bodies £8.809m, Financing Charges (£0.005m), Income (£12.723m). 30
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Appendix G Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 16 May 2025 (No.2) Roads, Transportation and Fleet Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 20,474 20,159 315 Under 1.54% 2,014 1,a Property Costs 1,700 1,709 (9) Over (0.53%) 96 2 Supplies & Services 8,605 8,654 (49) Over (0.57%) 443 3,a Transport & Plant 14,191 14,193 (2) Over (0.01%) 1,468 a Administration Costs 398 398 0 - 0.00% 30 Payments to Other Bodies 5,478 5,478 0 - 0.00% 1,384 Payments to Contractors 3,618 3,618 0 - 0.00% 94 Transfer Payments 617 617 0 - 0.00% 156 Financing Charges 50 50 0 - 0.00% 0 Total Controllable Exp. 55,131 54,876 255 Under 0.46% 5,685 Total Controllable Inc. (36,962) (36,707) (255) Under (0.69%) (2,109) 4,a Net Controllable Exp. 18,169 18,169 0 - 0.00% 3,576 Variance Explanations 1. The forecast underspend is due to vacancies and staff turnover. 2. The forecast overspend is due to higher than budgeted costs for water and repairs for Roads’ depots. 3. The forecast overspend mainly relates to increased costs for annual subscriptions for computer licences within Roads. 4. The anticipated under recovery is due to less than budgeted income for parking & electric vehicles within Roads. Budget Virements a. Realignment of budget within Fleet for outside repairs and Roads Construction to reflect service delivery. Net Effect £0.000m: Employees (£1.500m), Supplies and Services (£0.850m), Transport and Plant £0.700m, Income £1.650m. 31
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Report Agenda Item Report to: Community and Enterprise Resource Committee Date of Meeting: 12 August 2025 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 31 March 2025 [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 £47.364 million, and expenditure for the year of £35.448 million be noted. [1recs] 3. Background 3.1. This is the final capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2024/2025. 3.2. As noted in the last report to this Committee 13 May 2025, the budget for Community and Enterprise Resources for financial year 2024/2025 was £47.364 million. This was the final budget for the year 2024/2025. 3.3. The report details the year-end 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. 2024/2025 Capital Programme – Final Position 5.1. As detailed in Section 3.2, the total capital programme for Community and Enterprise Resources for 2024/2025 was £47.364 million. Total expenditure to the 31 March 2025 was £35.448 million, a difference of £11.916 million in comparison to the programme of £47.364 million. 5.2. This year-end underspend position reflects the profile of spend across a number of projects including within the multi-project and multi-year programme Leisure and Culture Transformation Fund where spend will be incurred in the new financial year. 5 33
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5.3. For the City Deal – Greenhills Road project, ongoing maintenance spend will be incurred in future financial years and in relation to Hamilton Town Centre Masterplan, spend is now aligned with the allocated investment funding. 5.4. Overall, the programme underspend reflects the timing of spend across financial years. The main projects responsible for the overall programme underspend are detailed in Appendix B. This appendix provides a list of the continuing projects into 2025/2026, along with their estimated completion dates. 5.5. Any underspend on these projects, along with the funding, will carry forward into next financial year as required. An update on the 2025/2026 programme is detailed in a separate report to this Committee. 5.6. Accounting Adjustments While sections 5.1 to 5.3 detail the position on the Capital Programme as set, Accounting Regulations mean that adjustments are required to report spend correctly as either Capital or Revenue for the purposes of publishing our Annual Accounts. This includes where spend is in relation to assets that are not owned by the Council and where the spend must be classed as Revenue. There is no operational impact for projects from this adjustment – it is an accounting entry only. 5.7. At the year-end 2024/2025, £8.423 million of capital spend is required to be recorded as revenue spend. The transfer above means that for the purpose of publishing our Annual Accounts only, there is Capital spend of £27.025 million. 6. Financial Implications 6.1. The financial implications are detailed in section 4 of this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The 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 an overspend is managed through four weekly Investment Management Meetings. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. 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) 14 July 2025 34
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Community and Enterprise Resources Committee, 13 May 2025 Executive Committee, 25 June 2025 List of Background Papers Financial ledger to 31 March 2025 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 35
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Appendix A South Lanarkshire Council Capital Expenditure 2024 - 2025 Community and Enterprise Resources Programme For Period 1 April 2024 – 31 March 2025 Community and Enterprise Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Actual Expenditure £000 Facilities, Waste and Grounds 2,846 252 - 3,098 2,246 Enterprise and Sustainable Development 28,558 8,097 (13,886) 22,769 14,182 Roads, Transport and Fleet 19,170 4,181 (1,854) 21,497 19,020 TOTAL 50,574 12,530 (15,740) 47,364 35,448 Accounting Adjustments Less Transfers to Revenue (8,423) 2024/25 Outturn Position (Accounting Basis Only) 27,025 36
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Appendix B Projects with Underspends in 2024/2025 which will Carry Forward into 2025/2026 Project Name Project Type Completion Date Community and Enterprise Resources Leisure and Culture Transformation Fund Refurbishment Throughout 2025/26 Lanark Library Refurbishment September 2025 McKirdy Park Pitches Refurbishment July 2025 Priory Changing Pavilion, Blantyre Refurbishment March 2026 Springhall Community Centre – Upgrade Refurbishment September 2025 Three Rivers / Clydesdale Way Infrastructure Throughout 2025/26 and beyond White Bridge Replacement, Chatelherault Country Park Infrastructure March 2026 Shawfield Remediation and Development Regeneration October 2026 SLC Industrial Infrastructure – Energy Efficiency (Cathcart Road) Regeneration July 2026 Carnwath Community and Business Enterprise HUB Regeneration October 2025 Place Based Investment Fund Regeneration September 2025 Civic Centre/EK Town Centre Masterplan Regeneration Throughout 2025/26 and beyond Hamilton Town Centre Masterplan Regeneration Throughout 2025/26 and beyond Vacant & Derelict Land Regeneration Throughout 2025/26 and beyond Hamilton Junctions Improvement Infrastructure Main element of project now in 2026/2027 Roads Investment Programme Infrastructure Throughout 2025/26 Roads – Infrastructure and Related Works Infrastructure Throughout 2025/26 and beyond City Deal – Stewartfield Way Infrastructure Throughout 2025/26 and beyond 37
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Capital Budget Monitoring 2025/2026 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 to 16 May 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation:- [recs] (1) that the Community and Enterprise Resources’ capital programme of £50.793 million, and expenditure to date of £0.181 million, be noted. [1recs] 3. Background 3.1. This is the first capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2025/2026. Further reports will follow throughout the year. 3.2. The budget of £50.793 million for Community and Enterprise Resources is based on the overall Capital Programme for 2025/2026 approved by the Executive Committee on 26 February 2025, updated to include the budget carried forward from 2024/2025, and adjustments to the programme approved at the Executive Committee on 25 June 2025. These adjustments totalled a net increase of £3.118 million. 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. 2025/2026 Budget As detailed in Section 3.2, the revised capital programme for Community and Enterprise Resources is £50.793 million. This budget is based on the original programme of projects approved by the Council in February 2025, updated to include budget carried forward from financial year 2024/2025 and adjustments approved at Executive Committee in June 2025 totalling a net increase of £3.118 million. The details of these amendments are shown in Appendix A. 6 39
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5.2. Based on current information, the budget of £50.793 million also reflects the estimated level of spend which can be achieved in 2025/2026. 5.3. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £50.793 million. For information, actual expenditure to 16 May 2025 is £0.181 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 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 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) 14 July 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References South Lanarkshire Council, 26 February 2025 Executive Committee, 25 June 2025 List of Background Papers Financial ledger to 16 May 2025 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 40
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Appendix A South Lanarkshire Council Capital Expenditure 2025-2026 Community and Enterprise Resources Programme For Period 1 April 2025 – 16 May 2025 Community and Enterprise 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 3,124 - - 3,124 3,124 - 42 Enterprise and Sustainable Development 24,062 401 - 24,463 24,463 - 139 Roads, Transport and Fleet 20,489 2,717 - 23,206 23,206 - - TOTAL 47,675 3,118 - 50,793 50,793 - 181 For Information Only Budget Adjustments approved by Executive Committee, 25 June 2025: Budget Adjustments Alexander Hamilton Memorial Fountain – Renewable Energy Fund (REF) Transformation Fund – Eastfield Lifestyles (budget realignment) McKirdy Park Pitches – Renewable Energy Fund (REF) Clyde Cycle Park Hairmyres – City Deal SPT – Lanark Interchange and Park and Ride Total Budget Adjustments £0.047m - £0.154m £0.200m £2.017m £0.700m £3.118m 41
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – 1 March to 31 May 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 March to 31 May 2025 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 1 March to 31 May 2025 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 8 March 2025 [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 1 March to 31 May 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of May 2025 for Community and Enterprise Resources. The Resource absence figure for May 2025 was 6.6%, this figure remains unchanged when compared to the previous month and is 1.0% higher than the Council-wide figure. When compared to May 2024, the Resource absence figure has increased by 0.7%. 7 43
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Based on the absence figures at May 2025 and annual trends, the projected annual average absence for the Resource for 2024/2025 is 6.7%, compared to a Council- wide average figure of 6.0%. 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, 329 referrals were made this period. This represents an increase of 9 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 34 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 39 disciplinary hearings were held within the Resource, this is an increase of 20 when compared to the same period last year. No appeals were heard by the Resource which remains unchanged when compared to the same period last year. Three grievances were raised within the Resource, this figure has increased by 2 when compared to the same period last year. One Dignity at Work complaint was raised within the Resource, this figure has increased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 30 leavers this period eligible for an exit interview. The number of leavers has decreased by 14, when compared with the same period last year. During the period 6 exit interviews were conducted, this figure has decreased by 2 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 36 employees in post from 14 December 2024 to 8 March 2025. 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. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 44
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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) 12 June 2025 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 – 13 May 2025 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 45
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 3.2 3.5 April 6.3 6.8 7.2 April 6.0 6.3 6.6 April 5.1 5.2 5.7 May 3.7 3.1 2.6 May 6.3 6.3 7.4 May 5.9 5.9 6.6 May 5.1 5.3 5.6 June 4.3 4.1 June 5.9 6.4 June 5.7 6.0 June 4.7 5.2 July 2.3 3.8 July 4.6 4.5 July 4.3 4.4 July 3.8 4.1 August 3.0 3.4 August 5.2 6.2 August 4.9 5.7 August 4.1 4.7 September 2.5 3.8 September 7.1 7.5 September 6.4 6.9 September 5.3 6.1 October 2.0 4.2 October 7.0 7.2 October 6.3 6.7 October 5.1 6.0 November 2.6 3.6 November 8.1 8.3 November 7.3 7.6 November 6.2 6.9 December 3.0 3.8 December 7.5 8.1 December 6.8 7.4 December 6.6 7.0 January 3.6 3.9 January 7.4 7.8 January 6.9 7.2 January 6.1 6.7 February 4.0 4.0 February 7.8 8.7 February 7.2 7.9 February 6.4 7.0 March 3.2 3.5 March 7.9 8.2 March 7.2 7.4 March 6.3 6.8 Annual Average 3.2 3.7 3.7 Annual Average 6.8 7.2 7.3 Annual Average 6.2 6.6 6.7 Annual Average 5.4 5.9 6.0 Average Apr-May 3.7 3.2 3.1 Average Apr-May 6.3 6.6 7.3 Average Apr-May 6.0 6.1 6.6 Average Apr-May 5.1 5.3 5.7 578 2846 3424 15623 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total No of Employees at 31 May 2025 No of Employees at 31 May 2025 No of Employees at 31 May 2025 No of Employees at 31 May 2025 46
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Mar - May Mar - May 2024 2025 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 88 108 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 5 TOTAL 320 329 Mar - May Mar - May 2024 2025 Over 7 day absences 7 2 Minor 28 15 Near Miss *** 1 2 Violent Incident: Physical**** 9 8 Violent Incident: Verbal***** 4 7 Total Accidents/Incidents 49 34 Mar - May Mar - May 2024 2025 Total Number of Hearings 19 39 Time Taken to Convene Hearing - Mar to May 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 12 18 9 Mar - May Mar - May 2024 2025 Number of Grievances 1 3 Number Resolved at Stage 2 0 1 Still in Progress 1 2 Mar - May Mar - May 2024 2025 Number of Incidents 0 1 Still in Process 0 1 RECORD OF DIGNITY AT WORK 136 89 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 0 2 Appendix 2 COMMUNITY AND ENTERPRISE RESOURCES 96 125 47
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Mar - May Mar - May 2024 2025 Career Advancement 3 6 Child Caring / Caring Responsibilities 1 1 Disatisfaction with terms and conditions 1 1 Further Education 0 1 Moving outwith area 0 3 Personal Reasons 1 7 Poor relationship with managers / colleagues 0 4 Other 38 7 Total Number of Leavers Eligible for Exit Interview 44 30 Number of Exit Interviews conducted 8 6 Percentage of interviews conducted 18% 20% ANALYSIS OF REASONS FOR LEAVING Appendix 2a COMMUNITY AND ENTERPRISE RESOURCES 48
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As at 8 March 2025 Total Number of Employees F/T P/T F/T P/T 1198 365 239 1549 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1650.91 410.60 269.67 47.94 18.30 0.00 2.00 0.00 2404.42 As at 14 December 2024 Total Number of Employees F/T P/T F/T P/T 1206 378 240 1563 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1669.72 416.48 269.41 47.94 18.30 0.00 2.00 0.00 2428.85 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3387 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3351 MALE FEMALE TOTAL 49
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan - Quarter 4 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 4 Progress Report for 2024/2025 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Community and Enterprise Resource Plan Quarter 4 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 changes in measure status between Quarter 2 and Quarter 4, as summarised in paragraph 5.5. and detailed at Appendix 3 of this report, be noted. 3. Background 3.1. The Community and Enterprise Resource Plan 2024/2025 was approved by the Community and Enterprise Resources 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. 8 51
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5. Quarter 4 Progress Report 2024/2025 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 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. Measures which are classified as ‘red’ are considered in detail at section 5.4. of this report. 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. The overall summary of progress to date is set out in the table below: Status Measures Statistical Project Total % Blue 0 9 9 16.1 Green 15 21 36 64.2 Amber 2 3 5 8.9 Red 3 0 3 5.4 Report later/Contextual 1 2 3 5.4 Totals 21 35 56 100% (Data correct as at 17 June 2025) 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 December 2024 was 1.32%, well within the target of below 5% target. The review of the Waste Service has been completed. Communities are well connected The percentage of properties with Full Fibre Connection has increased to 58.87%, a significant increase of 13.44% over 2024/2025, exceeding the annual target to reach 43% coverage. 52
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Connect Outcome Communities and Environment Resource Outcome Achievement All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Across our capital programme, 126 road safety schemes have been delivered (105 carriageway/21 footway). A programme of bridge and other structure projects have been implemented, including the £9.4m replacement of the Clyde Bridge. Annual Accident Investigation and Prevention analysis identified seven locations for road safety improvements. Funding from the Road Safety Improvement Fund has allowed works to be completed on these identified routes/ sites. Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel The Outline Business Case for the Stewartfield Way project was approved at the Council’s Executive Committee on 13 November 2024. 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 £13m Transition Fund is helping to modernise the leisure and culture asset base. Phase 1 of the Transition Fund (£8.5m) spend underway. Phase 2 projects were approved at Executive Committee on 13 November 2024 and are now being progressed. Larkhall Leisure Centre - contractor has been appointed and extensive community consultation took place in the autumn 2024. An additional £3.85m of Council funding has been secured to enable the inclusion of a games hall. Clydesdale Way paths project / joint ‘Three Rivers’ venture with Dumfries and Galloway and Scottish Borders Councils. A Grant funding agreement has now been concluded with Dumfries and Galloway, and consultants Turner and Townsend appointed to design, and project manage the project. Country Parks masterplan exercise is concluding, and the consultants are leading a multi-disciplinary team to develop business cases for both Chatelherault and Calderglen Country Parks. 53
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Connect Outcome Health and Wellbeing Resource Outcome Achievement Works on the six play areas identified for investment in Rutherglen and Cambuslang, as part of the multi-year Play Area Investment Programme, are now complete. Consultation on play areas has been undertaken with local members and communities in the Hamilton area. Connect Outcome Our Economy Resource Outcome Achievement South Lanarkshire is an attractive place to start, grow and locate a business Support for businesses in South Lanarkshire has exceeded the set targets against the following measures: - the number of business support interventions per annum by Economic Development was 1,014 (target 800) - the number of jobs created or sustained as a direct result Economic Development intervention was 1,071 (target 500) - increased value of sales generated by businesses as a direct result of Economic Development intervention was £8.532m (target £5m) A range of programmes, services and events to business have been delivered including: - Food and Drink: the Council financially and practically supported the Lanarkshire Larder. - Tourism: the Council has delivered a range of projects to support tourism in the area, such as a travel trade programme to help businesses that operate primarily in the tourism sector to become ready to work with the travel trade. - Construction: Build Lanarkshire Programme was successfully delivered by the Council in conjunction with North Lanarkshire and Hub South West. - Young Enterprise: the Council successfully delivered the inaugural Shark Reef initiative aimed at promoting entrepreneurship to S3 pupils. - Meet the Real Buyer event: Co-delivered, successfully enabling local businesses to speak to public and private sector buyers. Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Levelling Up Fund – delivery of grant funded projects: Clydesdale Way: see update above in relation to Connect Outcome – Health and Wellbeing Shawfield: Clyde Gateway have commenced delivery of the project, with the original programme on schedule. 54
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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 3,059 participants have been supported on Council- operated employability programmes; over double the 1,500 target. 804 participants have accessed further education formal training programmes following employability support. Thriving town and neighbourhood centres provide a focal point for local communities The East Kilbride masterplan is progressing at pace with project team appointed and a project board established to oversee the delivery of various workstreams. Funding is in place to move forward with the Hamilton Town Centre masterplan. 5.3.1. 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 Year two of the three-year (2024/2025) Frontline First Fund (totalling £3.5m) is fully implemented. Includes improvements to roads drainage through a gully cleaning and drainage repairs programme, refurbishment of Carluke marketplace, remodelling and relandscaping of Blantyre miner’s monument, ongoing repair of Lanark Loch walkways, and shrub bed removal at Westwoodhill, East Kilbride. 5.4. Areas for improvement Measures that have been classified as ‘red’ (major slippage against timescale or shortfall against target) are noted below, together with the reason why, and the management action now being taken, where applicable. Communities and Environment Resource Outcome: Communities are encouraged and supported to reduce, re- use and recycle their waste Measure Comments/Progress Action by Manager (where applicable) Percentage of total household waste that is recycled The year-to-date figure reflects performance from January to December 2024 and is calculated at 41.8% This remains below the target of 50% To help move closer to the 50% target, Waste Services are doing the following: 55
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Communities and Environment Resource Outcome: Communities are encouraged and supported to reduce, re- use and recycle their waste • Extending recycling services at flatted properties to include those that have typically low participation rates. • The Waste Education Team continue to work with residents across South Lanarkshire to improve recycling knowledge and participation. • The Council is committed to aligning with forthcoming Scottish Government requirements and embedding best practice to increase recycling rates Communities and Environment Resource Outcome: All roads, footways and bridges and associated infrastructure are safe and fit for purpose Measure Comments/Progress Action by Manager (where applicable) Percentage of our road network that should be considered for maintenance treatment (Roads Condition Index) The actual figure for 2023/25 of 32.5% indicates a regression of 0.6% of the amount of our road network in an amber or red status. Deterioration is also showing across individual road categories to a similar extent. It is hoped that following the budget announcement in February 2025 to increase capital funding, we will be able to stabilise the condition of the network in the coming years. Our Economy Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business Measure Comments/Progress Action by Manager (where applicable) 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. The transition led to a significant disruption to the Through the revised customer focused service approach appropriate target levels will be established going forward. 56
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Our Economy Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business service. 5.5. Scrutiny of change in measure status A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed status from Quarter 2 to Quarter 4. On analysis of these, four measures show a decline in performance between Quarter 2 and Quarter 4. Details of these four measures are included at Appendix 3. The remaining measures under scrutiny changed from Green/Report later to Blue (complete) and need no further action. 5.5.1. It should be noted that the measures with a ‘report later’ status, as detailed in Appendix 3, will be followed up and reported on in the 2025/2026 Quarter 2 progress report. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 6.2. Absence statistics are monitored and reported through the Council-wide workforce monitoring report which is presented to each Resource Committee and the Employees Issues Forum. 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report, however a number of actions within the Resource and Service Plans contribute positively to the Council’s Sustainable Development and Climate Change Strategy. 8.2. The 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. 57
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10. Integrated Impact Assessment and Consultation Requirements 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 integrated impact assessment. David Booth Executive Director (Community and Enterprise Resources) 23 July 2025 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 to 2027 Previous References Community and Enterprise Resources Quarter 2 Progress Report 2024/2025: 26 November 2024 Community and Enterprise Resource Plan 2024/2025 – approved by Community and Enterprise Resources Committee on 18 June 2024 List of Background Papers Council Plan Connect 2022 to 2027 – approved by the full Council on 15 June 2022 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 58
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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 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 59
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IMPROVe - SLC Performance Management System Report printed on 13 Jun 16:43 Quarter 4 : April 2024 - March 2025 South Lanarkshire Council Community and Enterprise Resource Plan (This represents the cumulative position to March 2025) Performance Report 2024-25 8 61
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IMPROVe - SLC Performance Management System Report printed on 13 Jun 16:43 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 6 1 2 0 9 Education and Learning 0 0 0 0 0 Health and Wellbeing 2 1 0 0 3 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 7 0 1 1 9 Delivering the plan and achieving best value 0 0 0 0 0 Total 15 2 3 1 21 Page 1 62
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IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 The final results from the Litter Monitoring System Survey show that 92.9% of streets have been assessed as acceptable, exceeding the 92% target. Green 92.00% 92.90% 92.10% 92.30% 92.00% Land Audit Management System grounds maintenance score The Land Audit Management System (LAMS) final overall score at quarter four was 72, equalling the annual target. Green 72.0 72.0 71.3 72.0 72.0 Page 2 63
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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 total household waste that is recycled in 2024 This measure is reported per calendar year and reflects the performance from January to December 2024. The annual household waste recycling figure is below target. The inability to now recycle Waste Upholstered Domestic Seating (WUDS) means that this type of waste must be incinerated. This is having an impact on the amount of bulky waste that is recycled. The full extent of the impact is not yet known, but information will be provided when available. To help move closer to the 50% target, Waste Services are doing the following: • Extending recycling services at flatted properties to include those that have typically had low participation rates. Supported by the £0.28 million of Scottish Government Recycling Improvement Fund investment over two years, the Council has procured new bespoke communal recycling bins. The bin roll out is now complete, however, the full impact on recycling rates and resident behaviour will not be available until the end of 2025. Progress will be monitored going forward. • The Waste Education Team continue to work with residents across South Lanarkshire to improve recycling knowledge and participation. By offering guidance and engaging directly with communities they aim to support long-term improvements in sustainable waste management. • Actively monitoring changes in national legislation and guidance, as outlined in the Waste Policy Update Report presented to the Climate Change and Sustainability Committee in March 2025. The Council is committed to aligning with forthcoming Scottish Government requirements and embedding best practice to increase recycling rates. Red 50.00% 41.80% 41.50% 41.20% 43.75% Page 3 64
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 (1.32%) relate to the period from January to December 2024. Performance for the year is well within target. Green 5.00% 1.32% 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 acting sustainably 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 2023/24 decrease in emissions is due to a reduction in gas consumption for the Council Estate and a reduction in the Council's Fleet size in 2023/24 compared with 2022/23. The figures for 2024/25 are not currently available however they will be included in the year end carbon management report to the Climate Change and Sustainability (CCS) Committee in November 2025. The target is to continue to reduce the Council's carbon emissions. Green ------ ------ ------ ------ 9.46% Page 4 65
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Community and Enterprise Communities and Environment 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 of superfast broadband has increased by 0.91% over the year to 98.8%. Increases are marginal and based on small numbers of rural properties and continued roll out of R100 programme funded by the Scottish Government. Green 99.0% 98.8% 97.0% 97.3% 97.9% Percentage of properties with Full Fibre Connection There has been an increase in the year of 13.44% in high speed full fibre provision to properties. This brings the year to date figure to 58.87% exceeding the annual target of 43%. The coverage is also comparable with North Lanarkshire Council (NLC) at 58.14% which has a lower rural area to cover than South Lanarkshire. Green 43.00% 58.87% 21.89% 32.60% 45.43% Page 5 66
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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 target of 31.9% for 2023/25 is based on the results for the period 2022/24. The actual figure for 2023/25 of 32.5% indicates a regression of 0.6% of the amount of our road network in an amber or red status. Deterioration is also showing across individual road categories to a similar extent. It is hoped that following the budget announcement in February 2025 to increase capital funding we will be able to stabilise the condition of the network in the coming years. Red 31.9% 32.5% 29.7% 30.8% 31.9% Number of road casualties in South Lanarkshire during 2024. Provisional casualty figures are available for the full duration of 2024, when there were 382 casualties. Of these, there were nine fatal casualties, 134 serious casualties and 239 slight casualties. There were no child fatal casualties, eight children seriously injured and 37 children slightly injured. These figures can be compared to the calendar year 2023, when there were 370 casualties. Of these, there were seven fatalities, 124 serious casualties and 239 slight casualties. For children in 2023, there was no child fatal casualties, 22 children seriously injured and 21 children slightly injured. Amber 370 382 254 284 370 Page 6 67
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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 During 2024/25, 95% (2,739) of food businesses that have been inspected were found to be broadly compliant with both food hygiene and food standards legislation. This compliance figure continues to exceed the annual target set for this measure. 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) Primary school meal uptake for the year was 65%. There has been a slight decrease in take up of paid meals compared to the previous year. Amber 66.0% 65.0% 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) Secondary school meal uptake for the year was 40% and therefore exceeded the target set. Green 38.0% 40.0% 36.3% 38.0% 39.9% 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. The transition led to a significant disruption to the service. Through the revised customer focused service approach, appropriate target levels will be established going forward. Red 500 240 ------ 520 499 Page 7 68
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 business support interventions per annum by Economic Development (grants, loans or advice) The majority of business support interventions were made up of registration and event attendance via the Supplier Development Programme (SDP). The number of interventions in 2024/25 was 1,014, exceeding the target of 800. Green 800 1,014 2,679 1,615 829 Number of jobs created or sustained per annum as a direct result of Economic Development intervention The number of created or sustained jobs reported here is taken primarily from business grant and expert help approvals. The target (500) has been exceeded with 1,071 jobs created or sustained per annum. Green 500 1,071 1,095 1,256 646 Page 8 69
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IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 ----------- Increased value of sales generated by businesses as a direct result of Economic Development intervention This figure is taken from business grant applications and demonstrates the significant impact our grant scheme has on supporting local businesses. Green £5.000m £8.532m £22.107m £13.113m £14.496m Percentage of procurement spend on local enterprises This is a local government benchmarking framework indicator. 2023/24 information was published in January 2025, and showed that the percentage of spend on local enterprises increased from 18.1% in 2022/23 to 19.5% in 2023/24, an increase of 1.4%. While this remains well below the Scottish average of 30.7% and places South Lanarkshire in 27th place out of the 32 local authorities in Scotland, it should be noted that this is a national figure which is skewed by rural and island local authority figures, where access to reliance on local suppliers is more common. Construction is an area of high spend in South Lanarkshire where opportunities to improve local spend has been sought. The impact of high inflation in the construction sector and the challenges across the public sector on delivering large scale construction projects has reduced some opportunity at a local level. The perceived complexity of public sector procurement and the required investment in completing tender submissions is deterring some small businesses that might lack sufficient administrative resources. There is a greater proportion of smaller enterprises in South Lanarkshire which increases the challenge in increasing and improving this measure. Supplier engagement and promotion of the free to access support, continues to encourage participation in tendering exercises. The figure for 2024/25 will be reported as part of the LGBF framework in early 2026. Report Later ------ ------ 18.2 18.1 19.5 Page 9 70
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 The UKSPF reached full spend of £7.8m in 2024/25. This brings the three year spend in at £12.1m at its conclusion in March 2025. The programme has delivered across Place, Business Employability and multiple themes on 24 interventions including, supporting employability projects, maths learning projects, and business grants. Funding of £4m has now been awarded for an additional one year period. Green £6.000m £7.800m ------ ------ £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 3,059 participants have been supported via employability programmes from April 2024 to March 2025, exceeding the 1,500 target. The 2024/25 target was set prior to the restructure of the Employability Service. The Service was going through the process of establishing new and additional programmes and these programmes were set up to receive referrals more quickly than anticipated. This, coupled with a high level of demand, has led to significant over achievement against this target. Green 1,500 3,059 1,934 1,687 2,663 Page 10 71
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Our Economy 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 gaining sustainable employment 725 participants have progressed into employment since April 2024 following support by the Employability Team, this exceeds the target of 700. Green 700 725 1,146 584 643 Number of participants accessing further education or training 804 participants have accessed further education or training via the Employability Team since April 2024 to March 2025, exceeding the target of 400. The 2024/25 target was set prior to the restructure of the Employability Service. The Service was going through the process of establishing new and additional programmes and these programmes were set up to receive referrals more quickly than anticipated. This, coupled with a high level of demand, has led to significant over achievement against this target. Green 400 804 219 536 870 Page 11 72
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 4 9 2 0 0 15 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 2 2 0 0 1 5 Children and Young People 0 0 0 0 0 0 Housing and Land 0 0 1 0 0 1 Our Economy 3 9 0 0 1 13 Delivering the plan and achieving best value 0 1 0 0 0 1 Total 9 21 3 0 2 35 Page 12 73
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IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 started in the second half of 2024/25 and the outcomes will be further analysed. It is anticipated that a draft Open Space Strategy will be reported to the Planning Committee in September 2025. 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 Litter Strategy annual progress report and presentation to Climate Change and Sustainability Committee was completed in December 2024. Complete 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 the Waste Service has been completed in line with timescales and a report detailing the work of the review was presented at Community and Enterprise Resources Committee on 25 February 2025 for noting, along with a report updating elected members on upcoming legislative and policy changes within the waste sector, which will impact Council budgets in the future. The Council's depot rationalisation project is considering current waste infrastructure requirements as part of a larger review. In terms of changes to collection services, this will be dictated by the new household waste and recycling charter, due at the end of March 2026. Complete Page 13 74
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 Strategy (SDCCS) and Action Plan has progressed on time and has delivered a number of positive outcomes and actions. The SDCCS Action Plan quarter four update for 2024/25 was presented to the Climate Change and Sustainability (CCS) Committee in June 2025, highlighting the progress and impact over the last year. The Action Plan for 2025/26 was approved by CCS Committee in March 2025. 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 recently published draft guidance on implementing the Climate Change policy position in the National Planning Framework 4 (NPF4) and it is therefore appropriate to postpone further 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 the Planning Committee 2025/26 after which it will be published on the Council’s website and used in the decision making process for planning applications. Green Page 14 75
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 Strategy 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. A 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 towards the end of 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. A consultant has been appointed to project manage the next phase and to prepare tender documentation. This will seek to appoint a commercial operator for publicly available electric vehicle charging infrastructure. Green Page 15 76
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - 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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 a programme of carriageway and footway projects in line with agreed 2024-25 funding Annual AIP (Accident Investigation and Prevention) analysis identified seven locations for road safety improvements. Funding from the RSIF (Road Safety Improvement Fund) has allowed works to be progressed on these identified routes/ sites: •A70 from A73 Hyndford Road to A743 Ravenstruther •A726 from Torrance Roundabout to Strathaven •A706 from Forth to Council Boundary •Hillhouse Road/ Technology Avenue, Hamilton •A71 Ayr Road nr Burnhead Road, Shawsburn •B743 Strathaven to Muirkirk •Burnbank Road, Hamilton Green Page 16 77
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 a programme of carriageway and footway projects in line with agreed 2024-25 funding Across the capital programme, delivery of 92 schemes were identified for 2024/25 (71 carriageway/21 footway); at year end, 126 schemes were actually delivered (105 carriageway/21 footway). 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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 the C29 Clyde Bridge – construction phase completed in quarter one. Emergency repair and strengthening of Burnhouse Bridge by Auldhouse :– construction phase completed in quarter three. East Kilbride line electrification – Maintenance and refurbishment of four SLC structures affected:- works complete in quarter four. Structural appraisal of Duke Street Multi Storey Car Park :– appraisal was to be completed over three separate phases. Phase one commission for Initial Appraisal and Condition Survey complete. Phase two deferred and interim safety measures to address defects identified in Phase one is now complete. Refurbishment and repair of Priestburn Bridge by Glassford :- construction phase completed in quarter three. Refurbishment and installation of high containment kerbing at A702 Elvanfoot Bridge :– Contract awarded in quarter three. Construction period commenced in quarter four and works completed in April of 2025/26 quarter one. 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 Two pedestrian crossing facilities have been installed on Burnbank Road, Hamilton. Four pedestrian crossings have been upgraded, funded from the Direct Resource fund. These are located at the following sites: •High Common Road, East Kilbride •Cadzow Street at Lower Auchingramont Road, Hamilton •Portland Place, Hamilton •Main Street, High Blantyre Green Page 18 79
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 to upgrade the pedestrian crossing on Stonelaw Road in the vicinity of the Tesco store were completed during March 2025. A crossing on Main Street, Rutherglen, on the National Cycle Network 756, has been upgraded to a Toucan utilising funding received from Sustrans. 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. Gritting action has been undertaken throughout the Winter season. Green 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 for the 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 late August - September 2025, with the draft LTS to be presented to Committee for approval later in 2025. Amber Page 19 Complete 80
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 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 The Outline Business Case for the Stewartfield Way project was approved at the Council's Executive Committee on 13 November 2024. Complete 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 Active Travel One 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 • Shared pedestrian / cycle crossings at Eaglesham Road/Redwood Drive/Greenhills Road Green 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 the Scottish Government of when the expansion of free school meals for all primary six and seven pupils will be rolled out. However, the Scottish Government has introduced free school meals to those pupils in primary six and seven who are in receipt of Scottish Children's Payment. Report Later Page 20 81
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 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 taking place this financial year with properties already identified. Phase 2 projects were approved at Executive Committee on 13 November 2024. Larkhall Leisure Centre - contractor has been appointed and extensive community consultation took place in the autumn 2024 with Community Engagement drop-in sessions taking place. Feedback was extremely positive for the pool, gym and fitness / community room design but there was expression of concern regarding the omission of a games hall. An additional £3.85m of Council funding has since been secured to enable the inclusion of a games hall. Clydesdale Way paths project / joint ‘Three Rivers’ venture with Dumfries and Galloway and Scottish Borders Councils, award of £22,809,416 received from the Levelling Up Fund (LUF) and tender exercise complete. UK Government have awarded funding following the budget in October 2024. A Grant funding agreement has now been concluded with Dumfries and Galloway, and consultants Turner and Townsend appointed to design, and project manage the project. Country Parks masterplan exercise is underway, and the consultants are leading a multi-disciplinary team to develop business cases and supporting intelligence that will identify investment priorities, and support future funding applications and investment in both Chatelherault and Calderglen Country Parks. Green Page 21 82
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 Consultation took place with seven elected members from the Blantyre and Hamilton wards on 25 March 2025. Complete 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 Works on the six play areas identified for investment in Rutherglen and Cambuslang, as part of the multi-year Play Area Investment Programme, are now complete. Complete 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 the 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. SLLC continue to review the deliverables whilst reviewing their strengths, weaknesses, opportunities as well as external influences that may challenge their direction of travel. Green Page 22 83
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Housing and Land Vacant, derelict and contaminated land is brought 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 2024/25 Vacant Derelict Land Fund (VDLF) Delivery Plan was approved at the November 2024 meeting of Community and Enterprise Resource Committee. Cuningar Allotments project - the main works are complete, with snagging works underway. There has been no spend implemented at Langlands West site due to data centre developer interest. Design team fees incurred in relation to Cathcart Road industrial development, but construction tender delayed until Summer 2025. Amber Page 23 84
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Deliver programmes, services, and events to businesses around sectors, location, and themes (e.g., food and drink, tourism, construction, low carbon, innovation, internationalisation, collaboration, and young enterprise) Food and Drink: The Council financially and practically supported the Lanarkshire Larder, which is the industry led food and drink network for Lanarkshire. The service also supported the Larder with fully funded marketing consultancy support. Tourism: The Council have delivered a range of projects and initiatives to support the tourism sector in the area. The Council has delivered a travel trade programme to help businesses that operate primarily in the tourism sector to become ready to work with the travel trade, this included a range of workshops, and funding support to assist businesses in attending VisitScotland Connect, the national tourism agencies flagship travel trade event. Various marketing campaigns have also been running throughout the year to support businesses by marketing them to a wider audience through the VisitLanarkshire brand, and to drive visitor numbers. Marketing was displayed via various channels such as digital, print and radio to name a few. Much of the focus for tourism support was also on sustainability and the Council commissioned Green Tourism to create a suite of resources particularly for tourism businesses in Lanarkshire to assist them on their sustainability journey. Businesses have since created their own sustainability policies and written their own green stories to assist their PR efforts. In response to VisitScotland announcing the retiral of their Quality Assurance scheme due to adopting a digital first approach, the Council has appointed digital tourism consultants, CTConsults, who have delivered a digital transformation workshop for tourism businesses and carried out a mapping exercise for the entire region to allow us to have a baseline of the overall digital presence and digital bookability of tourism businesses in the area. The Council are now working on a Green Page 24 85
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 programme of 1:1 support for businesses to support their digital first approach and introduce new, or develop current, booking systems. Construction: The Council successfully delivered the Build Lanarkshire programme in conjunction with North Lanarkshire Council (NLC) and Hub South West (HSW). Low Carbon: Business grants were available for projects which are exclusively aimed at supporting a businesses journey to net zero. This was for projects based around capital expenditure, infrastructure improvements, the need to bring in an external consultant and training support. The Council also mandated all those who received grant funding to work with an external consultant to undertake a carbon baseline assessment. The Council have also offered fully funded consultancy support of up to five days on energy efficiencies and net zero. This was to support businesses to reduce their greenhouse gas emissions. Examples of topics that were offered include: •Energy audits and action plans, including recommendations on control and efficiencies; •Low energy/sustainable production processes㟠 •Waste management㟠 •Reviews and planning㟠 and •Net Zero Carbon Targets Young Enterprise: The Council successfully delivered the inaugural Shark Reef initiative which was aimed at promoting entrepreneurship to S3 pupils. The Council also successfully co-delivered the Meet the Real Buyer event. This is where local businesses can speak to public and private sector buyers to see if there are opportunities to do business with Page 25 86
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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 (SDP) 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 Clydesdale Way: The Grant Award Agreement with Dumfries and Galloway Council, the lead authority for this joint project, has been finalised. Turner and Townsend have been appointed to project manage the design and delivery of the project. UKG have advised the Levelling Up Fund (LUF) spend deadline may be extended to 31 March 2028. The Clydesdale Way delivery programme will be reviewed and updated accordingly. Shawfield: Clyde Gateway have commenced delivery of the project, with the original programme on schedule as at 31 March 2025. The UK Government has released £5,369,204 to date covering expenditure to the end of quarter one 2026/27. Clyde Gateway will continue to monitor the remainder of the programme in line with the UK Government revised guidance on the spend deadline. Green Page 26 87
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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) The Annual Report was presented to Community and Enterprise Resource (CER) Committee in April 2024. An update report will be presented to the Community and Enterprise Committee once the future approach to a Visitor Levy is in place. 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 An update report will be presented to the Community and Enterprise Committee once the future approach to a Visitor Levy is in place. It is not possible to refresh the strategy for the next 5-years in the absence of this. Report Later 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 The actions contained in the Strategy continue to be delivered via a partnership approach with oversight and reporting via a steering group chaired by Voluntary Action South Lanarkshire. A report has been prepared for Community and Enterprise Resource Committee detailing progress against objectives and this will be reported through the first available committee meeting. Mainstreaming of social economy business support via Lanarkshire Business Gateway (BG) has been prioritised since the BG service has been brought in house and is now delivered directly by the Council. Complete Page 27 88
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 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 This is an ongoing activity and a report was presented to the Executive Committee on commercial opportunities in December 2024. A further paper was reported to the Corporate Management Team (CMT) on 29 April 2025, and thereafter presented to Executive Committee on 25 June 2025. Green 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. The Rural Action Plan was reported to the Rural Task Force (RTF) in 2023. It was agreed with the chair not to report to the RTF in November 2024. Work is progressing on the priorities within the Rural Action Plan. Renewable Energy Fund (REF) funding is now aligned to the plan and can support initiatives that progress with rural priorities such as developing the community transport pilot, and providing support for asset transfers and community ownership. Green Page 28 89
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SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Friday 13 June 2025 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 The East Kilbride masterplan is progressing at pace with legal agreements close to completion, South Lanarkshire Council approvals and City deal approvals are in place. A project team has been appointed and a project board has been established. 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 Funding is in place to move forward with the Hamilton Town Centre masterplan following the approval of funding in the Council budget of £8m. It is anticipated that a report will be taken to the Community and Enterprise Resource Committee in August 2025 setting out the proposals. 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 Local Employability Partnership continues to meet regularly to review and agree the Annual Investment Plan for the year ahead. The subgroups also meet regularly to look at provision/delivery gaps. Green Page 29 90
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Includes improvements to roads drainage through a gully cleaning and drainage repairs programme, refurbishment of Carluke marketplace, remodelling and relandscaping of Blantyre miner’s monument, ongoing repair of Lanark Loch walkways, and shrub bed removal at Westwoodhill, East Kilbride. The service retained seasonal workers over the winter period allowing grounds teams to deliver additional environmental improvement works across South Lanarkshire. Green Page 30 91
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Appendix 3 Community and Enterprise Resource Plan: Quarter 2 to Quarter 4 2024/2025 - scrutiny of change in measure status Measure Q2 Status Q4 Status Q4 Comments Performance has declined from Q2 to Q4 Percentage of total household waste that is recycled in 2024 Amber Red The annual household waste recycling figure is below target. The inability to now recycle Waste Upholstered Domestic Seating (WUDS) means that this type of waste must be incinerated. This is having an impact on the amount of bulky waste that is recycled. The full extent of the impact is not yet known, but information will be provided when available. Percentage of our road network that should be considered for maintenance treatment (Roads Condition Index) Report Later Red The actual figure for 2023/25 of 32.5% indicates a regression of 0.6% of the amount of our road network in an amber or red status compared to 2022/24. Deterioration is also showing across individual road categories to a similar extent. It is hoped that following the budget announcement in February 2025 to increase capital funding, we will be able to stabilise the condition of the network in the coming years. Number of new South Lanarkshire business starts supported by Business Gateway Amber Red 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. The transition led to a significant disruption to the service. Through the revised customer focused service approach appropriate target levels will be established going forward. Implement projects approved within the Vacant and Derelict Land Fund framework agreed for 2024/25 Green Amber There has been no spend implemented at Langlands West site due to data centre developer interest. Design team fees have been incurred in relation to Cathcart Road industrial development, but construction tender delayed until Summer 2025. Measures still awaiting results Measure Q4 Status Q4 Comments All P6s and P7s to receive free school meals in line with Scottish Government timescales Report Later Awaiting confirmation from the Scottish Government of when the expansion of free school meals for all primary six and seven pupils will be rolled out. 8 93
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Measures still awaiting results Begin the refresh of the South Lanarkshire Tourism Strategy for 2025-2028 Report Later An update report will be presented to the Community and Enterprise Committee once the future approach to a Visitor Levy is in place. It is not possible to refresh the strategy for the next 5- years in the absence of this. Percentage of procurement spend on local enterprises Report Later This is a local government benchmarking framework indicator. The figure for 2024/25 will be reported as part of the LGBF framework in early 2026. 94
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Primary School Expansion of Free School Meals - Scottish Child Payment 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide a brief update on the expansion of free school meals for eligible primary school children entitled to Scottish Child Payment (SCP) provided by the Scottish Government seek approval to increase the establishment on a permanent basis for Facilities Services employees to support and promote the expansion free school meals [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation:- (1) that the content of the report, be noted; and (2) that the permanent increase to the establishment, as detailed in section 6 of this report, be approved. 3. Background 3.1. In 2025/2026, the Scottish Government provided £37m to assist with the school meal costs of the next phase of the free school meals programme. This consists of the £16m added to the School Meals Grant Aided Expenditure (GAE) line for this expansion in 2023/2024, the additional £6m provided in 2024/2025 and an additional £15m for 2025/2026 Primary 6 and 7 in receipt of SCP from February 2025 and has previously provided funding to support the capital works, one off revenue costs and recurring revenue roll out from February to end March 2025. 3.2. South Lanarkshire Council received capital funding of £0.4m for kitchen/dining expansion for four schools across 2023/2024 and 2024/2025. All four of these projects have been completed. 3.3. The data received from Social Security Scotland advised that there would 1,728 Primary 6 and Primary 7 pupils eligible for a free school meals (FSM) aligned to the SCP for South Lanarkshire. Due to the lack of a data sharing agreement between Scottish Government and Department of Work and Pensions this figure could not be broken down to school level. 3.4. South Lanarkshire Council has received total revenue funding of £2.184 over the last 3 financial years to deliver this free school meal expansion programme from February 2025. 9 95
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4. Progress 4.1. South Lanarkshire Council implemented FSM for those children entitled through SCP from 20 February 2025 via a local arrangement for registration. This was due to data sharing arrangements not being in place until 19 May 2025, and we are awaiting the data of the newly eligible children to implement auto-enrolment. This will allow a more targeted approach with communication being sent direct to parents/carers who have not manually registered. 4.2. Revenue budget for 2025/26 has been re-aligned and funds allocated to cover the additional food costs and supplies and services and allocation to cover anticipated loss of income. 4.3. Due to the delayed start and lack of information on number of children involved, there has been a soft start to the implementation. Additional staffing is now required for the new term in August 2025 where we expect the full roll out. Details of posts and costs are covered in sections 5 and 6. 5. Proposal for additional staffing 5.1. To support the implementation and roll out of the policy, the additional staffing requirements are shown below:- 8 x 10hr Catering Assistants, these posts will be allocated initially to area cover to support the catering function delivery at site. These posts will also reduce requirement for plain time additional hours staffing cover. 2 x 30hr Assistant Cook in Charge, these posts will be allocated initially to area cover to support the Cooks in Charge at site. These posts will also reduce requirement for plain time additional hours staffing cover. 3 x Assistant Facility Officers to work with education, parents and carers to maximise the uptake of the national policy and of free school meals in general. They will also provide menus and monitor compliance of the Nutritional Requirements for Food and Drink in Schools (Scotland) Regulations 2020 and support growing number of children requiring an adapted diet for medical or cultural needs. 6. Employee Implications 6.1. The proposal to recruit the following staffing for the delivering of the expansion of the free school meal programme from August 2025 are detailed in table below: Post Number of Posts (Headcount) FTE Grade/SCP Hourly Rate Annual Salary (37 hours) Gross Cost inc on costs Catering Assistant (Term Time) 8 2.16 Grade 1 level 1, SCP20 £12.82 £24,732 £62,833 Assistant Cook in Charge (Term Time) 2 1.62 Grade 1 level 2, SCP 22-23 £13.12 - £13.26 £25,311 - £25,581 £40,190 - £40,618 Assistant Facilities Officer 3 3 Grade 2 level 2, SCP 39 - 40 £15.90 - £16.10 £30,674 £31,060 £108,126 - £109,486 Total £211,149 - £212,937 96
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7. Financial Implications 7.1. Funding for the posts will be met from the revenue budget of £2.184m, as noted in paragraph 3.5 above. The total cost of additional staffing to deliver the policy is £0.212m and will be met by the additional revenue budget already received from the Scottish Government. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no other significant risks or other implications associated with the content of 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 integrated impact assessment is required. 10.2 Data on the above supports and services is gathered regularly and presented to stakeholders and the Scottish Government. David Booth Executive Director (Community and Enterprise Resources) Jackie Taylor Executive Director (Finance and Corporate Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes Excellent employer We will work to put people first and reduce inequality Our children and young people thrive People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Carr, Head of Facilities Waste and Grounds Ext: 4708 (Phone: 01698 454708) E-mail: Kevin.Carr@southlanarkshire.gov.uk 97
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Packaging Extended Producer Responsibility (pEPR) Funding and Waste Investment 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the committee with an update on the packaging extended producer responsibility scheme (pEPR) advise the committee on the scope of the pEPR payments, the assessment process and the potential future implications for the Council advise the committee of the proposal to use a proportion of 2025/2026 pEPR payment to establish a dedicated team with remit to improve household waste management services in South Lanarkshire [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; (2) that the proposal to utilise £0.610 million of the 2025/2026 pEPR funding to establish a dedicated team funded for 2 years (section 6.2), be approved; and (3) to note that the financial implications referred to at sections 8.2 and 8.3 will be considered as part of the 2025/2026 Revenue Budget Monitoring report to the next Executive Committee (August 2025). 3. Background 3.1. Sustainable waste management practices are an integral part of the Scottish Government’s goal to move towards a more Circular Economy. To facilitate the significant change required to the meet the Circular Economy goals, the Scottish and UK Governments are in the process of implementing new policies and legislation aimed at driving improvements in waste management. 3.2. In February 2025, an update on new waste policies and legislation was presented to Community and Enterprise Resources Committee. A summary of these key policies and pieces of legislation are outlined in Sections 3.3 to 3.5 of this report. 10 99
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3.3. The Circular Economy and Waste Route Map (‘Waste Route Map’) sets out the strategic direction for waste management in Scotland until 2030 and includes the commitment to publish a statutory Code of Practice (CoP) on Household Waste as well as introducing statutory recycling and re-use targets for local authorities. It is expected that the new CoP will require the Council to make significant changes to collection services to drive improvements in recycling rates. 3.4. The Waste Route Map also supports the decarbonisation of waste disposal by renewing the Scottish Government’s commitment to include Energy from Waste (EfW) facilities (such as the facility in Dunbar where the Council’s residual waste is treated) in the Emissions Trading Scheme (ETS). The scheme is still being developed for waste, but once implemented, it will place a significant additional financial burden on local authorities in Scotland. The cost of the ETS could be mitigated if the Council adopted policies aimed at reducing the overall tonnages of residual waste and/or reducing the plastic content of the waste. 3.5. The Producer Responsibility Obligations (Packaging and Packaging Waste) Regulations 2024 ‘the regulations’ came into force on 1 January 2025. The regulations, which established an extended producer responsibility for packaging waste (pEPR), were specifically designed to drive producers of packaging waste towards reducing the amount of packaging waste produced whilst also increasing the recyclability of products they place on the market. 3.6. The pEPR scheme is being managed across the United Kingdom by the Department of Environment, Food and Rural Affairs (Defra). The aim of the scheme is to ensure that producers pay for the collection and disposal of all packaging materials they put on the market. Through the scheme, local authorities are reimbursed for reasonable costs incurred by them when collecting and disposing of packaging materials. 3.7. In late November 2024, the Council received a ‘notice of assessment’ from Defra, estimating that the Council was due a payment of £7.779m for managing packaging waste during financial 2025/2026. In future years, the payment, which is subject to change, will be paid directly to the Council, quarterly in arears, but the first payment of £3.9m (two instalments) is scheduled for November 2025. 3.8 On 10 July 2025, the Council received a further Notice of Assessment, this time from Pack UK (the Scheme Administrator), advising the Council the new payment estimate was £7.716m. Although this is just over 1% less than previous estimate, it compares favourably to other local authorities in Scotland, where the average payment has been reduced by 9% across all 32 local authorities. 3.9. The Scottish Government has confirmed that the pEPR payment to local authorities in 2025/2026, will be in addition to existing local authority budgets; however, there is an expectation that the money should be used to improve recycling rates and reduce carbon emissions. To date, the Scottish Government has yet to confirm whether the block grant that councils receive each year will be adjusted by the value of pEPR payments that councils will receive separately direct from Defra. 100
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4. Scope of Payments and Assessment Processes 4.1. The pEPR payment referred to at Section 3.7 and 3.8 is intended to cover the estimated net efficient costs associated with collection of household packaging waste from kerbside collections, bring sites and Household Waste and Recycling Centres (HWRCs). The cost of managing packaging waste in litter, or in litter bins, is not included in the payment for 2025/2026. The calculated costs are net of any income received for the sale of materials. 4.2. To allow the Scheme Administrator (SA) to calculate the payment due each year, local authorities are required to complete and submit a detailed annual return. In March of this year, the Council was asked to assist Defra in the development of a Fees and Payment Calculator to be used to calculate local authority EPR payments. The exercise involved providing detailed cost and performance information. The exercise was time consuming and resource intensive for the Waste and Finance teams; ultimately not all the information requested could be provided. It highlighted; however, that the Council does not currently collect the information at the appropriate level of granularity needed for future returns to the SA. 4.3. Once the detailed information has been submitted by the Council, it must be assessed by the SA. Chapter 4 of the regulations sets out how the SA will assess local authority costs and refers to ‘efficient’ and ‘effective’ waste management services. 4.4. The regulations state that a waste management service is deemed to be efficient if disposal costs are as low as reasonably possible, taking in to account the waste management service provided by the authority. The definition of efficient also refers to local authority specific factors which are likely to affect its disposal costs (e.g. rurality). 4.5. The regulations also oblige the SA to undertake ‘effectiveness’ assessments by no later than 2028. When assessing for effectiveness, the SA can consider certain factors, such as the total amount of packaging waste present in household waste; recycling rates for packaging materials, the type of service provided by the local authority; the services provided by comparable local authorities; and the level of compliance with statutory and non-statutory codes of practice. 4.6. If the SA determines that a local authority does not provide an effective waste management service, a notice is served on the local authority, setting out the reasons for the SA’s decision and giving the authority time to improve the service. If, on expiry of the notice, the service has not improved then the SA is entitled to reduce the pEPR payment to the local authority by up to 20% of the total amount. 5. Potential Implications for South Lanarkshire Council 5.1. Whilst detailed effectiveness assessment criteria have yet to be published, it is anticipated that local authorities will be required to comply with requirements of the Waste Route Map, particularly in relation to the forthcoming mandatory Code of Practice on Household Waste before their services are deemed to be ‘effective’. 5.2. It is expected that the Council will need to make significant changes to refuse collection services to comply with the CoP. The biggest focus is likely to be on reducing residual waste capacity for householders. This is because it is acknowledged that reducing residual waste capacity encourages householders to recycle more. 101
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5.3. The results of the Council’s most recent waste composition study (completed in July 2023) show that that two thirds of the waste in the household residual bin could have been recycled. This highlights that the majority of households in South Lanarkshire could cope with significantly less capacity than the 120L per week they are currently provided with as standard; however, introducing smaller bins or reducing collection frequencies will require extensive consultation, communication and planning. 5.4. As referred to in Section 3.4 of this report, the inclusion of EfW in the ETS is anticipated to place a considerable financial burden on the Council’s budget. However, costs could be mitigated by reducing the amount of residual waste needing to be treated at the EfW. Increasing recycling rates for plastics, means there is less plastic in the residual waste bin, which again helps to minimise financial risk. 5.5. In summary, improving recycling rates and complying with the forthcoming CoP will have environmental and financial benefits for the Council; however, the changes required are substantial and cannot be resourced from the existing waste employee establishment. 6. Proposal 6.1. Given the scale and complexity of the service changes required, it is proposed that a new team, with a strategic remit for waste, is established on a permanent basis. The team would be responsible for delivering a range of projects aimed at ensuring the council is best placed to comply with the new statutory obligations. Examples of projects that would fall under the remit of the team are set out in section below. A review of the current arrangements for the thermal treatment of residual municipal waste to mitigate the Council’s liability under the new ETS. The current contract ends on 31 March 2027, albeit there is the option to extend for five years if this is confirmed as representing Best Value for the Council. The team would consider options such as working with the current contractor to mitigate financial liability through service improvements, or by investing in new technology. The team would also consider any potential opportunities associated with re- tendering the contract. Identify, develop and implement proposals to ensure the Council complies with the new statutory Household Recycling Code of Practice, which is due to be published by the Scottish Government in March 2026. The team would also represent the Council on sector working groups, such as the group that is being set up by the Scottish Government to co-design the new CoP. Identify, develop and implement proposals to improve local waste infrastructure to increase potential for competition in waste contracts and provide contingency for events such as contractor failure. Identify opportunities to work with the community and the third sector to develop and implement re-use initiatives, aimed at reducing the amount of waste disposed of at EfW facilities as well as working towards meeting future Scottish Government statutory re-use targets. Identify opportunities for external funding to support proposals to improve recycling and re-use rates and assist with plans to develop new infrastructure for refuse collection. 102
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Improve waste education opportunities, develop waste communication plans, and promote sustainable waste management and behaviour change. Undertake a review of waste data collation to ensure accurate statutory reporting to regulatory authorities including the quarterly mandatory waste data flow submissions to Scottish Environment Protection Agency (SEPA) Collaborate with colleagues in central Finance to ensure the returns submitted to agencies such as the Improvement Service and Defra, accurately reflect the expenditure incurred by the Council when delivering refuse collection and disposal services. 6.2. It is proposed that the team would comprise of one Adviser, two Officers and 2 Assistants. In addition, support of 0.5FTE Accountant is also required. Total annual cost is estimated at £0.305m. £0.610m of the current 2025/2026 funding will be set aside to meet these costs for a 2-year period. 6.3. Due to difficulty recruiting, it is suggested that the posts would be recruited on a permanent basis. It is hoped that clarification on pEPR funding going forward will mean more permanent funding is available. If not, a review will be undertaken to consider opportunities to mainstream the costs of the team within the Council’s revenue budget. 7. Employee Implications 7.1. It is proposed to increase the establishment of Waste Services on a permanent basis as follows:- 8. Financial Implications 8.1. The annual cost of the proposal is £0.305m per annum and a total of £0.610m over 2 years. It is proposed that the costs for these 2 years are met from the pEPR funding referred to at Section 3.7 of the report. If there is a recurring need for these staff costs beyond the 2 years, this will be considered as part of the revenue budget strategy process and would increase the savings requirement in the year 2027/2028. Post Title Proposed No of Posts Grade/ Level SCP Range Hourly Rate Annual Pay Total Annual Cost (including on costs) Waste Strategy Adviser 1 Grade 4 Level 2-5 82-88 £27.88- £30.50 £50,878- £55,659 £65,989- £72,190 Waste Strategy Officer 2 Grade 3 Level 2-4 63-74 £21.50- £24.76 £39,235- £45,184 £101,776- £117,207 Waste Strategy Assistant 2 Grade 2 Level 1-3 34-48 £14.93- £17.51 £27,245- £31,954 £70,674- £82,889 Accountant 0.5 Grade 3 Level 2-8 63-80 £21.50- £27.07 £39,235- £49,400 £25,444- £32,036 Total £263,883 – £304,322 103
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8.2. The remaining pEPR funding of £7.106m will be allocated to the Community and Enterprise budget for costs associated with the collection of household packaging waste as required by the scheme. By funding these core Council costs already being incurred by the Resource, this will release core Council budget in 2025/2026 only. As noted in section 3.9, there is no certainty of funding beyond 2025/2026 and there is a risk that the Scottish Government may make downward adjustments to the Local Government Settlement in 2026/2027 to reflect the extra monies coming from Defra. 8.3. Core Council budget in 2025/2026 can be used to support the wider Council pressures detailed in the 2026/2027 to 2027/2028 Revenue Budget Strategy report to Executive Committee in June. This will be considered in the next Revenue Budget Monitoring report to the Executive Committee in August 2025. 9. Climate Change, Sustainability and Environmental Implications 9.1. The policies and legislation referred to in this report are aimed at promoting sustainable waste management practices, increasing recycling and reuse opportunities and reducing the amount of waste being treated in Energy from Waste facilities or disposed to in landfill. 10. Other Implications 10.1. There are no other significant risks or other implications associated with the content of this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. 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 or consultation is required. David Booth Executive Director (Community and Enterprise Resources) Jackie Taylor Executive Director (Finance and Corporate Resources) 24 July 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open and sustainable 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 Good quality, suitable and sustainable places to live Caring, connected, sustainable communities 104
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Previous References Community and Enterprise Resources Committee report on 25 February 2025 entitled ‘Waste Policy Update’ Executive Committee report on 25 June 2025 entitles ‘2026/2027 to 2027/2028 Revenue Budget Strategy’ List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Carr, Head of Facilities, Waste and Grounds Services Tel: 01698 454708 E-mail: kevin.carr@southlanarkshire.gov.uk 105
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Hamilton Town Centre Masterplan Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update Committee on the progress of the Hamilton Town Centre Masterplan update Committee on the potential surrender of the Regent Shopping Centre ground lease outline projects being scoped for the first stage of investment in Hamilton Town Centre [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the update on the work on the masterplan delivery be noted; (2) that the request for the potential surrender of the ground lease on Regent Shopping Centre to facilitate delivery of the masterplan be noted; and (3) that the projects being scoped for the first stage of investment in the masterplan be approved. [1recs] 3. Background Hamilton Masterplan 3.1. As noted at the Executive Committee of 21 February 2024, Hamilton Town Centre has faced a number of challenges over recent years resulting in significant voids - especially throughout the two shopping centres. The change in retail dynamics led to the development of the Hamilton Town Centre Masterplan, a town centre vision led by Threesixty Architecture on behalf of the Council, which demonstrates the physical and spatial moves required to deliver a re-energised and resilient town centre. The masterplan seeks to find solutions to underperforming parts of the core town centre area with focus on: Regent Shopping Centre New Cross Shopping Centre Former Bairds Department Store Duke Street Car Park Former Vogue Bingo Site Hamilton Town Square 11 107
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3.2. The draft masterplan was approved by Executive Committee on 21 February 2024. A public consultation was held in March 2024 with over 900 responses received. The Masterplan was updated in accordance with consultation feedback. 4. Masterplan Update Regent Shopping Centre 4.1. The Centre was placed on the market in Autumn 2024 through owner Maration’s agents, Lambert Smith Hampton (LSH). Following an assessment of the offers received, they progressed a sale with Parial Ltd. The approval of the masterplan was fundamental in supporting this sale and it is clear that without this commitment by the Council it is highly unlikely that a purchaser would have been identified. 4.2. In order for the transfer of the Centre be completed, the Council was required to give consent under the terms of the lease which Executive Committee approved on 30 April 2025. 4.3. The purchaser is committed to working with the Council to deliver the masterplan vision and officers remain in positive dialogue with the new owner. With the sale concluded, the purchaser is now seeking the surrender of the ground lease from the Council in order to deliver the next phase of the masterplan. The surrender of the lease will be essential to deliver the masterplan vision and officers are carrying out the appropriate valuations and legal work to inform a further report which will be presented to Executive Committee and Community and Enterprise Resources Committee in due course. New Cross Shopping Centre 4.4. The Council took control of the New Cross Shopping Centre in 2021 when the ground tenant went into administration. The Centre is not commercially viable and has significant outstanding maintenance which the Council inherited from the previous operator. One tenant currently remains operational in the centre. Officers in Economic Development have concluded feasibility work as the first stage of works for delivery of future redevelopment proposals. Work is currently being instructed to take this work to the next stage of design development, demolition and potential disposal. This will be reported to Committee in due course. Former Bairds Building 4.5. The sale of this building is in its final stages. The potential developer is in positive dialogue with Council officers to regenerate this key town centre site. On 30 April 2025, the Executive Committee approved to waive the Council’s pre-emption right over the building to allow the sale to conclude. Duke Street Car Park 4.6. The masterplan shows a new car park and the potential for student/hotel accommodation on this site. Feasibility work to develop the proposals to the next stage will be progressed by officers. Former Vogue Bingo Site 4.7. In May 2025, Building Standards obtained three independent surveys of the structure from different perspectives (valuation, structure, and heritage) and the conclusion of each report was that the building is in an unsafe condition and that demolition is recommended. As a result, a Dangerous Building Notice was served on the Council on 17 June 2025 in line with relevant regulations. 108
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4.8. The building has a financial link to the Common Good and Legal Services have been considering the implications of this on the ability to demolish and what requirements need to be met before demolition can take place. 4.9. Following the serving of a Dangerous Building Notice, an application must be made to Historic Environment Scotland (HES) to remove the Listed Building designation (Grade B). A Listed Building Application is being prepared and will be submitted for the demolition of the façade. This will be subject to a public consultation period in which objections can be received from the public. 4.10. The Dangerous Building Notice gives the option to reinstate or demolish the facade. Given the extent and cost of reinstatement required, coupled with the fact that securing development on the site has historically been unsuccessful over a period of 28 years, with interested parties quoting the façade as a barrier to development, demolition is considered the only feasible option. 4.11. A demolition contractor is being procured and, subject to approval, demolition could take place during September 2025. A Method Statement will be prepared by the demolition contractor, but works are likely to involve road/footway closures. 4.12. Given a gap site will be created on completion of the demolition, it is proposed that a fence and a landscaped edge be created whilst redevelopment options for the site are considered. Hamilton Town Square 4.13. This project was granted £100,000 from the Common Good fund to progress to the next level. An external Project Management Team has been appointed to take this project forward to RIBA Stage Two. Brown and Wallace have appointed a team of sub-consultants to work on the project including Page and Park Architecture and Stantec Engineers. Quarry Street Reopening 4.14. A key project generated from Hamilton BID liaison was the reopening of Quarry Street to traffic as requested by the business community. After an 18-month trial the project has been deemed successful and as such will remain in force. 5. Town Centre First Programme of Works 5.1. As part of the 2025/2026 Budget, £8m has been approved for the first stage of investment in Hamilton Town Centre based around a ‘Town Centre First’ programme of works and masterplan delivery. Projects which are being scoped are: Project Description Bairds/Regent Centre Potential contribution to demolition costs of Bairds/part of Regent Centre (subject to subsidy control) to expedite masterplan delivery. New Cross Centre Demolition subject to resolution with the remaining lease. Town Square Develop costed proposals for new Town Square Park to RIBA stage 3. 18 – 22 Quarry Street Potential acquisition of vacant/derelict site. This site is privately owned and is in a prominent position in the town centre. Hamilton HUB replacement Consideration to replacement facility. 109
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Vogue Demolition works and formation of a development site to bring the land back into economic use. Train Station Pedestrian link Enhancement to pedestrian link. Environmental Task Force Enhanced cleaning, litter picking, graffiti removal etc Feasibility Studies To support demolition of Duke Street Car Park and New Cross Centre Events Programme Events/marking programme to be developed and delivered in conjunction with Hamilton BID and South Lanarkshire Leisure and Culture. 6. Common Good Considerations 6.1. It should be noted that some of the Council owned assets identified for development as part of the masterplan have been purchased using Common Good funding. The legal and financial implications of this are being fully considered and steps may need to be taken which could add a time value to masterplan delivery. 7. Employee Implications 7.1. Workloads associated with the delivery of both the East Kilbride and Hamilton Masterplans have generated the requirement for four additional posts with the recruitment process underway. Legal, valuation and other technical work will be completed with support from external advisors under existing and new appointments. 8. Financial Implications 8.1. As part of the 2025/2026 Budget, £8m has been approved for the first stage of investment in Hamilton Town Centre based around a ‘Town Centre First’ programme of works. These projects are currently being scoped, however, several have third party issues and are, therefore, not entirely within the gift of the Council to deliver. Discussions are taking place with the new owner/s of the Regent Centre and Bairds to understand their proposals and timeline. 9. Climate Change, Sustainability and Environmental Implications 9.1. The masterplan has sustainability at the forefront and projects will be taken forward in line with the Council’s sustainability objectives. 10. Other Implications 10.1. The risks associated with not supporting the masterplan is that Hamilton Town Centre will continue to decline if no action is taken. This will result in a process of managed decline rather than investment for growth. 10.2. The Council could face reputational damage if it is not seen to actively support and encourage investment in the town centre. 10.3. There is a risk to project timescales due to the Common Good status of some assets and the implications of this. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no Impact Assessment is required. 110
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11.2. As noted above, a public consultation on the masterplan was undertaken by Enterprise and Sustainable Development Services. Consultation with a range of other Council services who have an ongoing role in delivery of the masterplan will continue. 11.3. Further community consultation will be undertaken as key milestones of the masterplan delivery are reached and statutory processes require. David Booth Executive Director ( Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Previous References Executive Committee, 21 February 2024 - Hamilton Town Centre Masterplan List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Iain Ross, Economic Development Manager Via MS Teams E-mail: Iain.ross@southlanarkshire.gov.uk 111
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Scottish Government Vacant and Derelict Land Fund Programme 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of progress made during 2024/2025 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 2025/2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress made during 2024/2025 in delivering the agreed Vacant and Derelict Land Fund Programme in South Lanarkshire be noted; and (2) that the allocation of funds in the 2025/2026 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 allocation to South Lanarkshire for the Vacant and Derelict Land Fund for the financial year 2024/2025 was £425,000. A Local Delivery Plan was produced and approved by Committee on 26 November 2024 to implement the key objectives of 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. 3.3. The Scottish Government Vacant and Derelict Land Fund 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 and Derelict Land Register for a minimum of 15 years eligible sites must be more than 0.1 hectares in size 12 113
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VDLF will not support housing related projects on eligible sites sites on the Vacant and 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, Regeneration Capital Grant Fund 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 2024/2025 4.1. The 2024/2025 Local Delivery Plan was designed to build on work undertaken over recent years on key projects located within South Lanarkshire as follows:- Cathcart Road, Rutherglen Industrial Development: The industrial development site is situated to the west of Rutherglen town centre, within the Burnhill area. It lies immediately adjacent to the Clyde Gateway URC area. The site is owned by the Council. Proposals have now been developed for the vacant site at Cathcart Road, Rutherglen to create two units offering 620sqm of industrial floorspace, suitable for subdivision, and incorporating net zero features to make them more sustainable. Project development proposals are now well advanced and, subject to confirmation by SEPA that site flood risks have been adequately addressed, planning permission will be progressed. The construction tender will be issued later this year and commence on site in early 2026 and the project will be funded by a combination of VDLF, UK Shared Prosperity Fund and the Regeneration Capital Grant Fund. Clyde Climate Forest: The Clyde Climate Forest (CCF) project identified and targeted neighbourhoods across the urban area which have low levels of existing tree canopy, are particularly vulnerable and deemed to be ‘high’ priority sites. These sites have been subject to tree planting works funded by VDLF. Cuningar Loop Food Growing Project, Rutherglen: This transformational project at Cuningar Loop (within the Clyde Gateway URC area) was developed to provide much needed food growing space in the Rutherglen area. The site development works were originally held up as a result of delays experienced in implementing the Cuningar Phase 2 proposals and the completion of the upgrading works to the car park access road by Clyde Gateway URC. The main contract works have now been completed to bring the VDLF investment in the project of over £800,000. The allotments will be operational once they have been allocated to those on the waiting list. 114
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5. 2025/2026 VDLF Proposal 5.1. The Scottish Government allocation to South Lanarkshire for the Vacant and Derelict Land Fund for the financial year 2025/2026 is £528,000. The following projects have been identified which comply with the eligibility criteria for the Fund for which approval is now sought: Clyde Cycle Park Phase 2 (VDLF allocation £400,000): Clyde Cycle Park (CCP) is an ambitious project that is creating a high-quality combination of cycle circuits on the vacant/derelict land adjacent to the River Clyde in Cambuslang to promote community, commuter and competition cycling. CCP has developed the initial phase of work, which includes a small cycling circuit and associated facilities which were partly funded by VDLF. CCP has now developed proposals for a more extensive circuit and improved facilities which would be only one of three competitive off-road circuits in Scotland. The cost of these works is £1.2m including professional fees and contingency. CCP has now secured a major financial package of support worth £1m from SportsScotland with a commitment from the Council of £200,000 from the 2025/2026 Budget. Additional works have however, been identified to complete the project including fencing around the car park, start/finish line accommodation and utility works. These works are currently being designed but it is estimated that they could cost up to an additional £200,000. It is proposed that an additional and final allocation is made to CPP up to a maximum of £200,000. As such, due to VDLF budget availability, it is proposed to substitute the £200,000 Budget allocation with VDLF funding and provide an additional award of up to £200,000 to complete the project. Works are due to commence on site in August and be completed by December 2025. Clyde Climate Forest (VDLF allocation £25,000): 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. More target neighbourhoods are being identified across our urban area and ‘high’ priority sites have been identified with the intention that these sites could be suitable for planting. We estimate that once the investigation works are complete and tree planting works are undertaken long term vacant and derelict land will be removed from the VandD land register. 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: £400,000 – Clyde Cycle Park, Cambuslang £25,000 – Clyde Climate Forest 5.3 Projects are currently being identified for the balance of the 2025/2026 VDLF of £103,000 and will be brought back to a future committee for approval. 6. Employee Implications 6.1. There are no employee implications arising from this report. Proposed workstreams can be managed using existing staff resources. 115
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7. Financial 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 and 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 associated with this report. 10. Integrated Impact Assessment and Consultation Requirements 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 and Corporate Resources. David Booth Executive Director (Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible Previous References Community and Enterprise Resources Committee 26 November 2024 List of Background Papers South Lanarkshire Council 2025/2026 Proposed VDLF Delivery Plan 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 116
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Revocation of Whirlies (East Kilbride) and Rutherglen Air Quality Management Areas – South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on improvements to air quality within the Whirlies (East Kilbride) and Rutherglen areas and the subsequent proposal to revoke the Whirlies (East Kilbride) and Rutherglen Air Quality Management Areas (AQMAs) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that it be approved that Planning and Regulatory Services proceed to revoke the Whirlies (East Kilbride) AQMA; and (2) that it be approved that Planning and Regulatory Services proceed to revoke the Rutherglen AQMA. 3. Background 3.1. South Lanarkshire Council has a statutory duty to monitor the quality of air within its area. This is defined in the Environment Act 1995 and details are provided within the Air Quality (Scotland) Regulations 2000 and 2002 as amended. The results of the monitoring must be considered against the air quality objectives/targets. Should an air quality objective/target be exceeded the local authority must take action to improve air quality. Exceedances were previously found in East Kilbride, Rutherglen and Lanark which resulted in the declaration of three AQMAs for these areas. The Lanark AQMA was revoked following approval by Community and Enterprise Resources Committee on 14 March 2023. 3.2. An AQMA around the Whirlies Roundabout, East Kilbride and extending along the roads leading into the roundabout was declared in 2008 due to likely breaches of Particulate Matter (PM10) annual mean air quality objective of 18µg/m3. A map of the of the AQMA is attached at the end of Appendix 1. 3.3. An Air Quality Management Area (AQMA) in Rutherglen was declared in 2016 due to likely breaches of Particulate Matter (PM10) annual mean air quality objective of 18µg/m3. A map of the of the AQMA is attached at the end of Appendix 2. 3.4. The formal declaration process for the AQMAs and the resultant Air Quality Action Plan development was detailed in Committee Reports dated 3 June 2008, 11 November 2008, 8 December 2015 and 19 March 2019. 13 117
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3.5. South Lanarkshire Council has supported traffic management and air quality improvement actions since 2016. Whirlies initiatives have included: Three Beat the Street projects which are community game-based projects aimed at encouraging the uptake of active and sustainable travel for short local journeys. A link to the most recent project available here: Winners of East Kilbride’s latest Beat the Street challenge - South Lanarkshire View. Partnership working with Universal Connections in East Kilbride has resulted in the installation of secure cycle storage, cycle leader training as well as the set up of a bike library resource to support the uptake of cycling. Some further information is available here: Cycling has universal appeal - South Lanarkshire View Improvements to East Kilbride based train stations which will be further enhanced by the building of the new transport interchange at Hairmyres has supported the uptake of both active and public forms of transport. More information is available here: Transport interchange opens at Hairmyres - South Lanarkshire View New segregated walking and cycling infrastructure has been built in East Kilbride to support uptake of active travel. South Lanarkshire Council (SLC) has worked in partnership with South Lanarkshire College to assist in the purchase of a new e-cargo bike to enable sustainable deliveries across campus including transporting materials for the horticultural department. Dr Bike sessions have also been supported to assist staff and students with bike maintenance. Rutherglen initiatives have included: Two Beat the Street projects have been delivered in the Rutherglen area with a third game scheduled for 2025/2026. A video showing the impact of the game is available here: Lanark & Rutherglen get moving with Beat the Street Junction upgrades to support pedestrians and cyclists have been carried out I Rutherglen Main Street. More information is available here: Crossing upgrade benefits pedestrians and cyclists - South Lanarkshire View Area wide measures have included: Installation of electric vehicle charging infrastructure at various locations across South Lanarkshire to support the uptake of low emission vehicles. More information is available here: Charging for electric vehicles gets a boost - South Lanarkshire View Anti engine idling campaigns to discourage drivers from sitting with their engines running especially outside schools and sports venues. Further information is available here: Engine idling focus for Clean Air Day - South Lanarkshire View 118
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Eco-Stars is an initiative that supports fleet operators to transition to lower emission vehicles. More information is available here: South Lanarkshire - ECO Stars Cycle training has also been provided within our schools. In academic year 2023/2024, there were 42 schools delivering to Bikeability Level 1 and 38 schools training to Level 2 onroad, with one additional school delivering Level 2 style training in the playground. SLC in partnership with Strathclyde Partnership for Transport (SPT) have been improving facilities at bus stops including providing high quality bus shelters, making bus stops more accessible, with installation of high kerbs that are at the same height as the floor of the buses and providing timetable information at all bus stops. Also installed are real time passenger information along some of the strategic bus routes, making travelling by bus more convenient and desirable. 4. Current Position 4.1. East Kilbride (Whirlies) For the previous three years the Target Air Quality Standard of 18 µg/m3 Scottish Particulate Matter (PM10)) annual mean objective has not been exceeded at the Whirlies East Kilbride continuous air quality monitoring station. No PM10 daily means greater than 50 µg/m3 were measured, which is compliant with the 24-hour short-term mean objective. All annual mean NO2 concentrations measured at automatic and non-automatic monitoring sites within the East Kilbride area were below the annual mean objective of 40 µg/m3 and have been below the objective now for more than three years. No sites have measured 1-hour mean NO2 concentrations in excess of 200 µg/m3 objective more than 18 times between 2020 and 2023. All measurement sites were therefore compliant with the 1-hour short-term mean objective. An AQMA revocation report for Whirlies was submitted to Scottish Government at the end of 2024. This report concluded ‘The Whirlies AQMA was declared due to potential exceedance of the Scottish annual mean objective for PM10. Monitoring data for the annual mean PM10 as well as the 24-hour short-term mean PM10 objective, the NO2 annual mean objective and the 1-hour short-term mean NO2 objective has been reviewed. No exceedances of any of the PM10 and NO2 air quality objectives have been measured for in excess of three years. All monitoring results were significantly below the air quality objectives giving confidence that future exceedance is unlikely. On this basis South Lanarkshire are revoking the Whirlies AQMA.’ A detailed breakdown of the air quality monitoring data is provided within the revocation report. A copy of this report is available within Appendix 1. 4.2. Rutherglen For the previous three years the Target Air Quality Standard of 18 µg/m3 Scottish PM10 annual mean objective has not been exceeded at the Rutherglen continuous air quality monitoring station. No PM10 daily means greater than 50 µg/m3 were measured which shows compliance with the 24-hour short-term mean objective. 119
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All annual mean NO2 concentrations measured at automatic and non-automatic monitoring sites within the Rutherglen area were below the annual mean objective of 40 µg/m3 and have been below the objective for in excess of three years. No sites measured 1-hour mean NO2 concentrations in excess of 200 µg/m3 objective more than 18 times between 2019 and 2023; all measurement sites were therefore compliant with the 1-hour short-term mean objective. An AQMA revocation report was submitted to Scottish Government in January 2025. This report concluded ‘The Rutherglen AQMA was declared due to potential exceedance of the Scottish annual mean objective for PM10. Monitoring data for the annual mean PM10 as well as the 24-hour short-term mean PM10 objective, the NO2 annual mean objective and the 1-hour short-term mean NO2 objective has been reviewed. No exceedances of any of the PM10 and NO2 air quality objectives have been measured for in excess of three years. All monitoring results were significantly below the air quality objectives giving confidence that future exceedance is unlikely. On this basis South Lanarkshire are revoking the Rutherglen AQMA.’ A detailed breakdown of the air quality monitoring data is provided within the revocation report. A copy of this report is available within Appendix 2. 4.3. The Council’s Annual Progress Report on air quality together with the revocation reports for both AQMA’s have been submitted to Scottish Government and Scottish Environment Protection Agency (SEPA) for appraisal as part of statutory reporting requirements. Both reports conclude that the Whirlies (East Kilbride) AQMA and the Rutherglen AQMA should be revoked under section 83(2) of the Environment Act 1995. The findings of both reports have been accepted by Scottish Government and SEPA. A link to the most recent Progress Report is available here: South Lanarkshire Council Annual Progress Report 2024 4.4. In view of the conclusions of the revocation reports and acceptance of the findings by Scottish Government and SEPA, Planning and Regulatory Services recommends South Lanarkshire revokes both AQMAs. 4.5. Following acceptance of the recommendation, the Revocation Order will be drawn up in conjunction with Legal Services and the Order advertised among statutory consultees before coming into effect October 2025. 5. General/Other Implications for the Council 5.1. Where a local authority considers it necessary to revoke an AQMA the Scottish Government expects the authority to consult SEPA. For the Whirlies (East Kilbride) and Rutherglen proposed revocations consultations have already taken place. In addition, it is also expected that the local authority consults statutory consultees, businesses, members of the public and other interested parties. 5.2. Once the consultation process has been completed Planning and Regulatory Services will submit the Revocation Orders to the Scottish Government for information. 5.3. Where a Revocation Order is accepted, local authorities are expected to consider drawing up a Local Air Quality Strategy to ensure air quality maintains a high profile locally and to respond to public expectations. Such a strategy should incorporate measures designed to tackle climate change and should also cover the linkages between air quality and wider environmental sustainability issues. Planning and Regulatory Services has developed a draft Air Quality Strategy and is seeking to fully adopt this strategy following consultation in 2026. 120
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5.4. Planning and Regulatory Services will continue air monitoring across the existing automatic air stations for a minimum of three years following revocation of the AQMAs to demonstrate the decision to revoke was justified. Environmental Services will report this monitoring through the Annual Progress Report to the Scottish Government and SEPA on compliance with the national air quality statutory objectives. 6. Employee Implications 6.1. There is no employee implications associated with this report. 7. Financial Implications 7.1. Advertising costs for the consultation and publicising of the Revocation Orders, will be met from the existing Service budget. 8. Climate Change, Sustainability and Environmental Implications 8.1. In accordance with the requirements of the Environmental Assessment (Scotland) Act 2005, a Strategic Environmental Assessment (SEA) is not required as the revocation of the Air Quality Management Area is not a policy, plan, programme or strategy as defined by the Act. 9. Other Implications 9.1. There are no risks or other implications associated with 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 equality impact assessment or consultation is required. David Booth Executive Director ( Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes 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 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 Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships 121
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Previous References Community Resources Committee 3 June 2008 Air Quality Management Area Community Resources Committee 11 November 2008 Air Quality Management Area – Whirlies Roundabout East Kilbride Community Services Committee 8 December 2015 Air Quality Management Area – Rutherglen Community Services Committee 8 December 2015 Air Quality Management Area – Lanark Community and Enterprise Resources Committee 19 March 2019 Air Quality Action Planning – South Lanarkshire Community and Enterprise Resources Committee 14 March 2023 Lanark Revocation Report – South Lanarkshire List of Background Papers Environment Act 1995 Air Quality (Scotland) Regulations 2000 Air Quality (Scotland) Amendment Regulations 2002 and subsequent amendments Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Brown, Environmental Services Manager Ext: 07795453408 E-mail: Craig.Brown2@southlanarkshire.gov.uk 122
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Appendix 1: Whirlies AQMA Revocation Report Whirlies, East Kilbride Revocation of Air Quality Management Area Report Background • Introduction An Air Quality Management Area (AQMA) around the Whirlies Roundabout, East Kilbride, between A725, A749 and B783 and extending along all the roads leading into the roundabout was declared in 2008 due to likely breaches of Particulate Matter (PM10) annual mean air quality objective of 18µg/m3 A link to the South Lanarkshire Council Air Quality Management Area Order No.1 (Whirlies Roundabout, East Kilbride) is available here: https://www.scottishairquality.scot/laqm/aqma/578 Measured PM10 concentrations have declined over recent years and, on this basis, South Lanarkshire Council are currently considering revocation of the Whirlies AQMA. This report aims to provide evidence to support revocation. • Legislation In exercise of the powers conferred upon it by Section 83(1) of the Environment Act 1995 South Lanarkshire declared the South Lanarkshire Council Air Quality Management Area No.1 (Whirlies Roundabout, East Kilbride)1 which came into effect on 28th November 2008. • Summary of proposal This report presents evidence to demonstrate that air quality objectives are not, and are unlikely to be, exceeded and as such the Whirlies AQMA will be revoked. Description of AQMA • Pollutants declared for and time intervals, date declared The Whirlies AQMA was declared due to potential exceedance of the Scottish annual mean objective for PM10. The AQMA was declared November 2008. • Description and extent of AQMA The AQMA encompasses the Whirlies Roundabout between A725, A749 and B783. The AQMA also includes all roads that lead into the roundabout. The AQMA is demonstrated in map format in Annex A. Description of local sources • Describe local sources (e.g. traffic, industry) Baseline emissions inventory work indicated that PM10 emissions arose from road transport (45%), solvents (18%), waste treatment (13%), other transport and nature (7%) with remaining emissions attributed to industrial combustion and processing as well as commercial, institutional and residential combustion. For NOx the most significant source is road transport (57%) with commercial, institutional and residential emissions contributing 24% and industrial emissions 123
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contributing 14%. The remaining 5% NOx emissions were attributed from other transport. More information is available here: Further Assessment of Air Quality in Whirlies AQMA (scottishairquality.scot) • Action planning measures which have been implemented Active travel ‘Love to Ride South Lanarkshire’ was a tailored online behaviour change programme and platform which ran for eighteen months and has been proven to motivate and encourage more people on bikes. The project engaged with 35 workplaces and encouraged 18% of new riders to become occasional or regular riders and 9% of active occasional riders to become regular riders. More information is available here: Cycle for fun and prizes this September - South Lanarkshire View ‘Beat the Street’ projects have been delivered in South Lanarkshire since 2018. This is a sustainable active travel behaviour change initiative aimed at encouraging residents and visitors to decrease journeys by car and increase journeys made using more active and sustainable means of travel. Projects have taken place in Lanark and Rutherglen, East Kilbride (EK)(x 3), Hamilton and Blantyre, Cambuslang and Rutherglen and within the Clydesdale area. Over 66,000 people have taken part and community engagement has ranged between 10 – 17% of the local population. Participants have walked, cycled, or wheeled over 820,000 miles. Some further information is available here: https://www.southlanarkshireview.scot/news/article/2411/winners_of_east_kilbride_s_lat est_beat_the_street_challenge ‘BetterPoints – Think, Move, Breathe’ is an App based active and sustainable travel behaviour project that rewards participants for choosing active and sustainable ways of travelling across South Lanarkshire. More information is available here: BetterPoints - Think, Move, Breathe. South Lanarkshire Council (SLC) has worked in partnership with South Lanarkshire College, which is based in East Kilbride, to support the expansion of cycling uptake with students and staff. SLC supported the college in their purchase of a new e-cargo bike which will enable sustainable deliveries across campus as well as transporting materials for the horticultural department. Dr Bike sessions have also been supported to assist staff and students with bike maintenance. South Lanarkshire re-launched its ‘Cycle2Work’ scheme and in 2022 agreed that this scheme would now be an all-year-round project with no closing date for applications. More information is available here: Cycle2Work Cycle training has also been provided within our schools. In academic year 2022-23 there were 67 schools delivering to Bikeability Level 1 and 52 schools training to Level 2 on-road with a further 2 schools delivering Level 2 style training in the playground. Ongoing improvements and expansion of the cycling and walking network continued and a link to the current network is available via online resource linked here: The air that we breathe story map. An example of the infrastructure improvements in the East Kilbride area is available here: Improvements underway for Active Travel routes - South Lanarkshire View The East Kilbride branch of Universal Connections participated in a Beat the Street legacy project aimed at upskilling members of the local community in cycle training. Nine members of staff and volunteers completed their ‘Train the Trainers Bikeability 124
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Leaders’ course. This will enable the centre to run essential cycling courses for young people and the wider community to build their confidence, using cycle lanes safely and basic bike maintenance to keep their bikes roadworthy. Further information on the project is available here: Cycling has universal appeal - South Lanarkshire View Installation of cycle shelter at Universal Connections East Kilbride, which is part of SLC Education. Universal Connections works closely with youth and those in the wider community, and they are working on supporting and encouraging cycling as a viable travel option. SLC are currently installing a fully segregated cycling infrastructure within East Kilbride and the installation of the cycling shelter supports Universal Connections in their endeavours regarding cycling. Installation of Public Bike Maintenance stands within Calderglen Country Park (East Kilbride) and Lanark Country Park to encourage active travel choices by means of cycling to and from and within the parks within both towns. SLC Walking and Cycling Sustainable Travel Promotion. Each year SLC undertake a publicity campaign with our “Leave the Car at Home” message, and this involves a variety of publicity formats such as billboard advertising, bus rear advertising and supermarket digital sheet advertising. East Kilbride Active Travel Infrastructure – As part of the EK Active Travel study undertaken in 2019, community engagement led to a series of routes highlighted for enhancement for both walking and cycling. Several routes have now been installed throughout the town including segregated bidirectional cycle lanes with additional footway provision for pedestrians. Improvement in Bus Services – SLC in partnership with Strathclyde Partnership for Transport (SPT) have been improving facilities at bus stops including providing high quality bus shelters, making bus stops more accessible, with installation of high kerbs that are at the same height as the floor of the buses and providing timetable information at all bus stops. Also installed are real time passenger information along some of the strategic bus routes, making travelling by bus more convenient and desirable. Education Focused air quality workshops have been delivered to both primary and secondary school students. The ‘On the Move’ project has been delivered in Lanark and Blantyre with work ongoing to introduce it to the Calderglen area in EK. Primary schools and communities around Lanark and Blantyre have worked together to inspire locals to travel responsibly for the environment. More information is available here: On the Move to cleaner air in Lanark - South Lanarkshire View Young sports leaders and S6 students from St Andrews and St Brides High School (East Kilbride) had an opportunity to be trained as Bikeability Instructors as part of the legacy work from one of the ‘Beat the Street’ projects. These students are now able to deliver on road cycle training to primary school children under the Cycling Scotland’s Training Scheme. Children who are taught this course learn safe cycling skills and road safety and Highway Code awareness, and basic cycle maintenance checks along with Eco and Active Travel to improve air quality. Conference of Schools (COS1) event – On the back of the Conference of the Parties 26 (COP26) summit event in Glasgow in 2021 young people from all high schools within South Lanarkshire created a Youth Forum on Climate Change and Sustainability. They held their first mini-COP event called Conference of Schools 1 (COS1) in 2022 which 125
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was held over three days at Palace Grounds in Hamilton with more than 500 primary aged children in attendance. The Youth Forum came up with a theme for the event “TIERS” which focused on Travelling, Influencing, Eating, Reduce-Reuse-Recycle, and Shopping. They asked the school attendees to commit to a set of pledges and to raise awareness across the rest of the schools. A further COS2 event also ran in February 2024 and more information is available: https://blogs.glowscotland.org.uk/sl/public/primaryscience/uploads/sites/13996/2024/05/ 28124907/COS2-Case-Study-final.pdf Tackling engine idling South Lanarkshire’s no engine idling promotion campaign included banners which are displayed on a locational rota basis on streetlamps and railings. The campaign emphasises the effects of poor air quality from engine idling. The refreshed campaign branding ’30 good reasons to switch off your engine’ and ’11 good reasons to turn off your engine’ are in use around schools and sports centres. The new branding has been very well received. An example of the campaign is available here: https://www.southlanarkshireview.scot/news/article/1304/pupils_switch_on_to_social_to _ask_you_to_switch_off_your_engine. Improvements to vehicle emissions South Lanarkshire increased the numbers of fuel efficient and electric vehicles within the council fleet, including pool cars, sweepers, and a minibus, and expanded the public electric vehicle charging network with 133 charging points now available. Read more here: Tariff to be introduced for electric vehicle charging – South Lanarkshire View An ECO Stars fleet scheme has been running since 2014 and aims to raise awareness among companies of the important role they can play in helping improve local air quality by enhancing the performance of their fleet. To date there are 289 members with 10,618 vehicles registered to the scheme. SLC is a member of the scheme. More information is available here: https://www.southlanarkshire.gov.uk/info/200193/pollution/263/air_quality/11 An Eco Stars Taxi scheme commenced in 2021 and has 13 taxi operators with a total of 174 vehicles registered within the scheme. Three Taxi Operators workshops have also been run as a joint initiative with North Lanarkshire Council. These workshops gave taxi operators information and advice on the Energy Savings Trust Switched on Taxi loan. Information on the Low Emission Zone (LEZ) scrappage scheme which is open to households within 20km of an LEZ was also provided (several towns within South Lanarkshire fall within this radius). The scrappage scheme provides grants to households to dispose of non-compliant vehicles. Information was also given on Glasgow’s LEZ and how it might impact drivers from both North and South Lanarkshire, as well as showcasing some ultra-low emissions taxis from the Glasgow Taxi Centre. In 2020 an Eco Stars Bus Operators workshop was held. This was also a joint initiative with North Lanarkshire Council to make bus operators aware of the funding incentives from BEAR (Transport Scotland’s Bus Emissions Abatement Retrofit programme). This programme aims to fit buses/coaches with Clean Vehicle Retrofit Accreditation Scheme (CVRAS) accredited retrofit technology measures to support the delivery of Scotland’s LEZs and neighbouring authorities benefit also by reducing nitrogen dioxide (NO2) and particulate matter (PM10 and PM2.5) emissions in air. (Please note that PM10 refers to airborne particulate matter with an aerodynamic diameter of 10µm (micrometres or microns) or less. PM2.5 refers to airborne particulate matter with an aerodynamic diameter of 2.5µm or less). Three Bus Operators were successfully signed up to this programme following this workshop. 126
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Traffic signal optimisation has been introduced at key locations where possible within areas that impact the flow of traffic to and within the AQMAs. The Split Cycle Offset Optimisation Technique (SCOOT) traffic light system enables groups of traffic signals in busy areas to work together so that traffic flow is smoother, congestion reduced, and emissions minimised. Funded Vehicle Emissions Testing events have been held during the summer months at locations that include existing, former, and potential AQMAs. Vehicles were randomly selected from the traffic and with Police assistance diverted to a safe site, and those vehicles are tested. These events were delivered in partnership with North Lanarkshire Council and Police Scotland. These events were exclusively funded by Scottish Government (SG) grant award and delivered by SLC certified Environmental Health Staff. • Funding Many of the actions as listed above have been supported through funding awarded via Scottish Government’s Air Quality Action Plan, Local Air Quality Management as well as Vehicle Emission Testing and Engine Idling grant funds. Scottish Government’s previous three air quality funding grant streams have been amalgamated for year 24/25 into Local Air Quality Management as well as Air Quality Resource grant streams. Funding support has also been provided by Smarter Choices Smarter Places although this fund had been discontinued in 24/25. SPT’s Active Travel, People and Places Funding opened in 24/25 and has supported delivery of some of the projects listed. South Lanarkshire Council’s Climate Emergency Fund has also been utilised to support project delivery. • Changes to local sources from measures which have been implemented or changes to local circumstances for emission sources No singular identifiable change to local sources attributed specifically to action plan measures has been identified. The full diverse array of measures was aimed at having a cumulative impact on overall emission levels. Local Monitoring equipment Automatic • Site IDs, designation, address, NGR, dates of operation Site ID EK0. South Lanarkshire East Kilbride Whirlies automatic monitoring station is a roadside unit located at the Whirlies Roundabout, NGR NS 64385 55669. Monitoring for NOx and PM10 commenced in 2008. PM2.5 and PM1 monitoring commenced March 2017. Distance to relevant exposure 10m. Distance to kerb of nearest road 0.5m. Inlet height 2m. • Pollutants monitored for Nitric oxide, Nitrogen oxides as nitrogen dioxide, Nitrogen dioxide, PM10, PM2.5, PM1 and volatile PM10. • Types of equipment used NOx analyser model Thermo 42i, instrument serial number CM07460075 Palas Fidas instrument serial number 8257 • Monitoring techniques used 127
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The Thermo 42i measures levels of nitrogen oxide (NO-NO2-NOx) in the emissions from a source using chemiluminescent technology, generating three continuous signals: NO, NO2 and NOx. All three measurements are independent and have available outputs on the back of the analyser. The Fidas uses a counting measuring method – optical light scattering according to Lorenz-Mie from single particles – with the patented T-aperture to allow very precise measurement even at high concentrations without coincidence error. Non-automatic • Site IDs, designation, address, NGR, dates of operation Site ID Designation Address NGR Dates of Operation 2 Kerbside Greenhills Road, East Kilbride NS 60052 53785 2018 to August 2023 (relocated tube to Site ID 42) 7 Kerbside 218 Eaglesham Road, East Kilbride NS 60711 54205 2018 - ongoing 8 Kerbside Whirlies (3), East Kilbride NS 64385 55669 2015 - ongoing 9 Kerbside Whirlies (3), East Kilbride NS 64385 55669 2015 - ongoing 10 Kerbside Whirlies (3), East Kilbride NS 64385 55669 2015 - ongoing 11 Roadside 56 Maxwell Drive, East Kilbride NS 64210 54909 2018 to August 2023 (relocated tube to Site ID 41) 41 Urban background Cathkin House Nursing Home - Kingsgate Retail Park, East Kilbride NS 64374 56862 August 2023 - ongoing 42 Roadside Greenhills Road at Lyndsayfield Nursing Home NS 62030 52031 August 2023 - ongoing 46 Urban background Argosy Drive, East Kilbride NS 63993 55867 August 2023 - ongoing • Pollutants monitored for Nitrogen dioxide • Location in AQMA 8,9 and 10 are all co-located at the continuous air monitoring station located at the Whirlies Roundabout. All other diffusion tubes are located in the East Kilbride wider area. 128
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• Distance to relevant exposure and to kerb of nearest road Site Id Distance to relevant exposure (m) Distance to kerb of nearest road (m) 2 20 1.3 7 4.7 1.2 8 6.8 1.9 9 6.8 1.9 10 6.8 1.9 11 16 30 41 7.0 1.7 42 45 2.0 46 6.3 4.5 Local Monitoring data • Air Quality Standards and Objectives PM10 annual mean = 18µgm-3 (Whirlies declared due to this objective) PM10 24 hour mean = 50 µgm-3 not to be exceeded more than seven times a year PM2.5 annual mean = 10 µgm-3 NO2 annual mean = 40 µgm-3 NO2 1-hour mean = 200 µgm-3not to be exceeded more than 18 times a year • Results and data interpretation from automatic sites Annual Mean PM10 Monitoring Results (µg/m3) uncorrected (Objective = 18µgm-3) Site ID 2020 2021 2022 2023 EK0 11.0 9.9 10.8 11.1 Annual Mean PM10 Monitoring Results (µg/m3) corrected (Objective = 18µgm-3) Site ID 2020 2021 2022 2023 EK0 9.0 9.8 10.1 9.0 Annual Mean PM2.5 Monitoring Results (µg/m3) uncorrected (Objective = 10 µgm-3) Site ID 2020 2021 2022 2023 EK0 5.0 4.7 5.1 4.0 Annual Mean PM2.5 Monitoring Results (µg/m3) corrected (Objective = 10 µgm-3) Site ID 2020 2021 2022 2023 EK0 5.3 5.0 5.4 4.2 24-Hour-Mean PM10 Monitoring Results (µg/m3), Number of PM10 24 Hour Means > 50 µg/m3 (Objective = 50 µgm-3 not to be exceeded more than seven times a year) Site ID 2020 2021 2022 2023 EK0 0 0 0 0 Annual Mean NO2 Monitoring Results: Automatic Monitoring (µg/m3) (Objective = 40 µgm-3) Site ID 2020 2021 2022 2023 EK0 22 24.8 22 21 129
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1-hour Mean NO2 Monitoring Results: Automatic Monitoring (µg/m3), Number of 1-Hour Means > 200 µg/m3 (Objective = 200 µgm-3not to be exceeded more than 18 times a year) Site ID 2020 2021 2022 2023 EK0 2 4 0 0 • Results and data interpretation from non-automatic sites Annual Mean NO2 Monitoring Results: Non-Automatic Monitoring (µg/m3) Site ID 2020 2021 2022 2023 2 9.9 12.0 11.9 15.7 7 15.0 17.0 14.4 13.6 8 22.8 25.1 20.6 20.2 9 22.8 25.1 20.6 20.2 10 22.8 25.1 20.6 20.2 11 10.2 15.1 11.4 11.1 41 N/A N/A N/A 13.7 42 N/A N/A N/A 13.1 46 N/A N/A N/A 12.1 • Results summary For the previous three years the 18 µg/m3 Scottish PM10 annual mean objective has not been exceeded at the Whirlies East Kilbride continuous air quality monitoring station. No PM10 daily means greater than 50 µg/m3 were measured; compliant with the 24-hour short-term mean objective. All annual mean NO2 concentrations measured at automatic and non-automatic monitoring sites within the East Kilbride area were below the annual mean objective of 40 µg/m3 and have been for in excess of three years. No sites measured 1-hour mean NO2 concentrations in excess of 200 µg/m3 objective more than 18 times between 2020 and 2023; all measurement sites were therefore compliant with the 1-hour short-term mean objective. All monitoring results were significantly below the air quality objectives giving confidence that future exceedance is unlikely. Future actions to be retained for the AQMA • Measures to be continued to ensure future air quality objective compliance is achieved South Lanarkshire’s updated air quality action plan is available here: Air quality action plan 2024-2029 Environment - South Lanarkshire Council. Strategic and Whirlies focused action measures are summarised below. All measures are currently ongoing and will be integral to actions and strategies going forward. • Continue to strengthen links with all future Local Transport Strategies • Continue to strengthen links with local planning development • Continue to integrate air quality where appropriate with other SLC plans, policies or strategies. • Develop and adopt an Air Quality Strategy for SLC • Continue to review and update SLC AQ guidance and information • Work in partnership with SG on air quality matters • Work in partnership with SLC traffic and transportation partners on active and sustainable co-benefits projects 130
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• Continue to invest in traffic signal optimisation to improve traffic flow and decrease traffic emissions • Continue to support the uptake of low emission vehicles • Continue to support measures to ensure adequate maintenance of current counters and to support measures to increase the traffic counter network over all transport modes. • Continue to support ongoing AQ education resources for relevant SLC departments • Continue to support rail and bus station improvements • Continue to support AQ educational resources with all our education sector partners within SL • Continue to support expansion of active travel options. • Continue to support active and sustainable travel behaviour change. • Continue to monitor and review air quality within South Lanarkshire. • Support development control measures that have a positive impact on AQ. • Continue to undertake vehicle emission testing and / or awareness raising subject to funding. • Continue to undertake anti- engine Idling activities subject to funding. • Continue to support real time passenger information via a variety of means over all forms of public transport. • Support cycle or other active travel equipment hire / cycle library schemes. • Development/updating of an air quality strategy Work has commenced on the development of a South Lanarkshire Air Quality Strategy. Conclusion The Whirlies AQMA was declared due to potential exceedance of the Scottish annual mean objective for PM10. Monitoring data for the annual mean PM10 as well as the 24-hour short- term mean PM10 objective, the NO2 annual mean objective and the 1-hour short-term mean NO2 objective has been reviewed. No exceedances of any of the PM10 and NO2 air quality objectives have been measured for in excess of three years. All monitoring results were significantly below the air quality objectives giving confidence that future exceedance is unlikely. On this basis South Lanarkshire are revoking the Whirlies AQMA. 131
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Annex A Map of Whirlies Air Quality Management Area 132
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Appendix 2: Rutherglen Revocation Report Revocation of Rutherglen Air Quality Management Area Report Background • Introduction An Air Quality Management Area (AQMA) in Rutherglen encompassing the whole town area was declared in 2016 due to likely breaches of Particulate Matter (PM10) annual mean air quality objective of 18µg/m3 Rutherglen is situated at the north-western tip of South Lanarkshire, bordering the City of Glasgow. Formerly within the Glasgow City boundary, the town is commonly considered part of greater Glasgow and is a densely populated area of large scale former industrial land use. The land use in Rutherglen predominantly comprises residential properties and local retail with some remaining industry. A link to the South Lanarkshire Council Air Quality Management Area Order No.2 Rutherglen is available here: https://www.scottishairquality.scot/laqm/aqma/1610 Measured PM10 concentrations have declined over recent years and, on this basis, South Lanarkshire Council are working towards revoking the Rutherglen AQMA. This report aims to provide evidence to support revocation. • Legislation In exercise of the powers conferred upon it by Section 83(1) of the Environment Act 1995 South Lanarkshire declared South Lanarkshire Council Air Quality Management Area No.2 Rutherglen which came into effect on 1st January 2016. • Summary of proposal This report presents evidence to demonstrate that air quality objectives are not, and are unlikely to be, exceeded and as such the Rutherglen AQMA should be revoked. Description of AQMA • Pollutants declared for and time intervals, date declared The Rutherglen AQMA was declared due to potential exceedance of the Scottish annual mean objective for PM10. The AQMA was declared January 2016. • Description and extent of AQMA The AQMA encompasses the whole town of Rutherglen. The AQMA is demonstrated in map format in Annex A. Description of local sources • Local sources (e.g. traffic, industry) The principal source of NO2 and PM10 emissions in Rutherglen was found to be road traffic on the main roads which pass through the town. Permitted industrial operators in the Rutherglen area mainly involve cement, concrete and roadside coating processes and fugitive emissions of PM10 which may be emitted from these processes were assessed during previous rounds of the LAQM review and assessment cycle. It was not 133
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considered likely that the PM10 annual mean would be exceeded at locations of relevant exposure close to any known fugitive dust sources in Rutherglen. Combustion associated with heating systems for commercial and domestic properties were also considered as contributors to NO2 and PM10 emissions however these were not considered significant and unlikely to cause any exceedance of the air quality objectives. Dispersion modelling studies of road traffic emissions in Rutherglen were undertaken to allow detailed assessment of both NO2 and PM10 concentrations. Two assessments undertaken in the Rutherglen area considered the impact of traffic on air quality pre and post M74 extension. It was noted that changes to traffic flow attributable to the opening of the motorway had displaced traffic that previously used Rutherglen as a route into Glasgow from the southeast. This meant a significant reduction of approximately 5,000 vehicles per day through Main Street, Rutherglen. This had a significant impact on the magnitude and spatial extent of the overall area modelled as exceeding the air quality objective for particulate matter. Rutherglen was designated due to a likely breach of the annual mean PM10 air quality objective. Air quality levels in Rutherglen exceed this objective where there is relevant exposure 60 metres east of the Farmeloan Road / Main Street junction. A further hotspot has also been noted approximately 70 metres north of the Farmeloan Road / Main Street junction. Street canyon conditions were observed in both these locations. Traffic volume, slow speed at junctions and street canyon effects were considered the main contributors to exceeding air quality objectives for particulate matter in the Rutherglen area. The air quality management area was not restricted to the areas of exceedances and instead encompassed the area recognised as the town of Rutherglen. This was to allow a more holistic approach to action planning. This approach also aimed to ensure that future action and development within the Rutherglen area took into consideration the potential impact on air quality across the wider Rutherglen area. • Action planning measures which have been implemented Active travel ‘Love to Ride South Lanarkshire’ was a tailored online behaviour change programme and platform which ran for eighteen months and has been proven to motivate and encourage more people on bikes. The project engaged with 35 workplaces and encouraged 18% of new riders to become occasional or regular riders and 9% of active occasional riders to become regular riders. More information is available here: Set cycling pledge ahead of Ride Anywhere Week - South Lanarkshire View ‘Beat the Street’ projects have been delivered in South Lanarkshire since 2018. This is a sustainable active travel behaviour change initiative aimed at encouraging residents and visitors to decrease journeys by car and increase journeys made using more active and sustainable means of travel. Projects have taken place in Lanark and Rutherglen, East Kilbride (EK)(x 3), Hamilton and Blantyre, Cambuslang and Rutherglen and within the Clydesdale area. Over 66,000 people have taken part and community engagement has ranged between 10 – 17% of the local population. Participants have walked, cycled, or wheeled over 820,000 miles. Some further information is available here: https://www.southlanarkshireview.scot/news/article/2411/winners_of_east_kilbride_s_lat est_beat_the_street_challenge ‘BetterPoints – Think, Move, Breathe’ is an App based active and sustainable travel behaviour project that rewards participants for choosing active and sustainable ways of 134
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travelling across South Lanarkshire. More information is available here: BetterPoints - Think, Move, Breathe. South Lanarkshire re-launched its ‘Cycle2Work’ scheme and in 2022 agreed that this scheme would now be an all-year-round project with no closing date for applications. More information is available here: Cycle2Work Cycle training has also been provided within our schools. In academic year 2022-23 there were 67 schools delivering to Bikeability Level 1 and 52 schools training to Level 2 on-road with a further 2 schools delivering Level 2 style training in the playground. Ongoing improvements and expansion of the cycling and walking network continued and a link to the current network is available via online resource linked here: The air that we breathe story map. SLC Walking and Cycling Sustainable Travel Promotion. Each year SLC undertake a publicity campaign with our “Leave the Car at Home” message, and this involves a variety of publicity formats such as billboard advertising, bus rear advertising and supermarket digital sheet advertising. Improvement in Bus Services – SLC in partnership with Strathclyde Partnership for Transport (SPT) have been improving facilities at bus stops including providing high quality bus shelters, making bus stops more accessible, with installation of high kerbs that are at the same height as the floor of the buses and providing timetable information at all bus stops. Also installed are real time passenger information along some of the strategic bus routes, making travelling by bus more convenient and desirable. Education Focused air quality workshops have been delivered to both primary and secondary school students. Conference of Schools (COS1) event – On the back of the Conference of the Parties 26 (COP26) summit event in Glasgow in 2021 young people from all high schools within South Lanarkshire created a Youth Forum on Climate Change and Sustainability. They held their first mini-COP event called Conference of Schools 1 (COS1) in 2022 which was held over three days at Palace Grounds in Hamilton with more than 500 primary aged children in attendance. The Youth Forum came up with a theme for the event “TIERS” which focused on Travelling, Influencing, Eating, Reduce-Reuse-Recycle, and Shopping. They asked the school attendees to commit to a set of pledges and to raise awareness across the rest of the schools. A further COS2 event also ran in February 2024 and more information is available: https://blogs.glowscotland.org.uk/sl/public/primaryscience/uploads/sites/13996/2024/05/ 28124907/COS2-Case-Study-final.pdf Tackling engine idling South Lanarkshire’s no engine idling promotion campaign included banners which are displayed on a locational rota basis on streetlamps and railings. The campaign emphasises the effects of poor air quality from engine idling. The refreshed campaign branding ’30 good reasons to switch off your engine’ and ’11 good reasons to turn off your engine’ are in use around schools and sports centres. The new branding has been very well received. An example of the campaign is available here: https://www.southlanarkshireview.scot/news/article/1304/pupils_switch_on_to_social_to _ask_you_to_switch_off_your_engine. 135
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Improvements to vehicle emissions South Lanarkshire increased the numbers of fuel efficient and electric vehicles within the council fleet, including pool cars, sweepers, and a minibus, and expanded the public electric vehicle charging network with 133 charging points now available. Read more here: Tariff to be introduced for electric vehicle charging – South Lanarkshire View An ECO Stars fleet scheme has been running since 2014 and aims to raise awareness among companies of the important role they can play in helping improve local air quality by enhancing the performance of their fleet. To date there are 289 members with 10,618 vehicles registered to the scheme. SLC is a member of the scheme. More information is available here: https://www.southlanarkshire.gov.uk/info/200193/pollution/263/air_quality/11 An Eco Stars Taxi scheme commenced in 2021 and has 13 taxi operators with a total of 174 vehicles registered within the scheme. Three Taxi Operators workshops have also been run as a joint initiative with North Lanarkshire Council. These workshops gave taxi operators information and advice on the Energy Savings Trust Switched on Taxi loan. Information on the Low Emission Zone (LEZ) scrappage scheme which is open to households within 20km of an LEZ was also provided (several towns within South Lanarkshire fall within this radius). The scrappage scheme provides grants to households to dispose of non-compliant vehicles. Information was also given on Glasgow’s LEZ and how it might impact drivers from both North and South Lanarkshire, as well as showcasing some ultra-low emissions taxis from the Glasgow Taxi Centre. In 2020 an Eco Stars Bus Operators workshop was held. This was also a joint initiative with North Lanarkshire Council to make bus operators aware of the funding incentives from BEAR (Transport Scotland’s Bus Emissions Abatement Retrofit programme). This programme aims to fit buses/coaches with Clean Vehicle Retrofit Accreditation Scheme (CVRAS) accredited retrofit technology measures to support the delivery of Scotland’s LEZs and neighbouring authorities benefit also by reducing nitrogen dioxide (NO2) and particulate matter (PM10 and PM2.5) emissions in air. Three Bus Operators were successfully signed up to this programme following this workshop. Traffic signal optimisation has been introduced at key locations where possible within areas that impact the flow of traffic to and within the AQMAs. The Split Cycle Offset Optimisation Technique (SCOOT) traffic light system enables groups of traffic signals in busy areas to work together so that traffic flow is smoother, congestion reduced, and emissions minimised. Funded Vehicle Emissions Testing events have been held during summer months at locations that include existing, former, and potential AQMAs. Vehicles were randomly selected from the traffic and with Police assistance diverted to a safe site, and those vehicles are tested. These events were delivered in partnership with North Lanarkshire Council and Police Scotland. These events were exclusively funded by Scottish Government (SG) grant award and delivered by SLC certified Environmental Health Staff. • Funding Many of the actions as listed above have been supported through funding awarded via Scottish Government’s Air Quality Action Plan, Local Air Quality Management as well as Vehicle Emission Testing and Engine Idling grant funds. Scottish Government’s previous three air quality funding grant streams have been amalgamated for year 24/25 into Local Air Quality Management as well as Air Quality Resource grant streams. Funding support has also been provided by Smarter Choices Smarter Places although 136
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this fund had been discontinued in 24/25. SPT’s Active Travel, People and Places Funding opened in 24/25 and has supported delivery of some of the projects listed. South Lanarkshire Council’s Climate Emergency Fund has also been utilised to support project delivery. • Changes to local sources from measures which have been implemented or changes to local circumstances for emission sources No singular identifiable change to local sources attributed specifically to action plan measures has been identified. The full diverse array of measures was aimed at having a cumulative impact on overall emission levels. Local Monitoring equipment Automatic • Site IDs, designation, address, NGR, dates of operation Site ID South Lanarkshire Rutherglen automatic monitoring station is a roadside unit located in Rutherglen at the crossroads between the A730 and B768, NGR NS 61145 61694. Monitoring for NOx and PM10 commenced in 2012. PM2.5 and PM1 monitoring commenced February 2017. Distance to relevant exposure is 60 metres and the nearest road is 1m. Inlet height 2m. • Pollutants monitored for Nitric oxide, Nitrogen oxides as Nitrogen dioxide, Nitrogen dioxide, PM10, PM2.5, PM1 and volatile PM10. • Types of equipment used NOx analyser model Thermo 42i, instrument serial number CM10220001 Palas Fidas instrument serial number 8140. • Monitoring techniques used The Thermo 42i measures levels of nitrogen oxide (NO-NO2-NOx) in the emissions from a source using chemiluminescent technology, generating three continuous signals: NO, NO2 and NOx. All three measurements are independent and have available outputs on the back of the analyser. The Fidas uses a counting measuring method – optical light scattering according to Lorenz-Mie from single particles – with the patented T-aperture to allow very precise measurement even at high concentrations without coincidence error. Non-automatic • Site IDs, designation, address, NGR, dates of operation Site ID Designation Address NGR Dates of Operation 23(2011) 27(2012) 27(2013) 27(2014) Roadside Cambuslang Road, Rutherglen NS 63505 61822 2011 - 2015 24(2011) 28(2012) 28(2013) 28(2014) 12(2015) 12(2016) Roadside Farmeloan Road, Rutherglen NS 61662 61789 2011 - ongoing 137
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12(2017) 12(2018) 12(2019) 12(2020) 12(2021) 12(2022) 12(2023) 25(2011) 29(2012) 29(2013) 29(2014) Roadside Stonelaw Road, Rutherglen NS 61693 61178 2011 - 2015 30(2012) 30(2013) 30(2014) Roadside 263 Main Street, Rutherglen NS 61682 61681 2012 - 2015 31(2012) 31(2013) 31(2014) 14(2015) 14(2016) 14(2017) 14(2018) 14(2019) 14(2020) 14(2021) 14(2022) 14(2023) Roadside Mill Street, Rutherglen NS 61312 60699 2012 - ongoing 32(2013) 32(2014) Roadside Main Street, Rutherglen (Co- location 1) NS 61114 61691 2013 - 2015 33(2013) 33(2014) Roadside Main Street, Rutherglen (Co- location 2) NS 61114 61691 2013 - 2015 34(2013) 34(2014) Roadside Main Street, Rutherglen (Co- location 3) NS 61114 61691 2013 - 2015 18(2016) 18(2017) Kerbside 281 Stonelaw Road, Rutherglen NS 62162 60431 2016 - 2017 13(2015) 13(2016) 13(2017) 13(2018) 13(2019) 13(2020) 13(2021) 13(2022) 13(2023) Roadside 254 Main Street, Rutherglen NS 61653 61663 2015 - ongoing 15(2015) 15(2016) 15(2017) Roadside 25 Burnside Road, Rutherglen NS 62484 59416 2015 -2018 16(2015) 16(2016) 16(2017) Roadside 1 Rodger Drive, Rutherglen NS 61789 60949 2015 -2018 • Pollutants monitored for Nitrogen dioxide 138
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• Location in AQMA 32,33 and 34 were co-located at the continuous air monitoring station located in Rutherglen however these tubes were discontinued following continual theft and vandalism of the tubes in this location. All other diffusion tubes are located in the Rutherglen wider area. • Distance to relevant exposure and to kerb of nearest road Site Id Distance to relevant exposure (m) Distance to kerb of nearest road (m) 23(2011) 27(2012) 27(2013) 27(2014) n/a 2 24(2011) 28(2012) 28(2013) 28(2014) 12(2015) 12(2016) 12(2017) 12(2018) 12(2019) 12(2020) 12(2021) 12(2022) 12(2023) 25 2 25(2011) 29(2012) 29(2013) 29(2014) 21 2 30(2012) 30(2013) 30(2014) 0 2 31(2012) 31(2013) 31(2014) 14(2015) 14(2016) 14(2017) 14(2018) 14(2019) 14(2020) 14(2021) 14(2022) 14(2023) 4 2.5 32(2013) 32(2014) 10 2 33(2013) 33(2014) 10 2 34(2013) 34(2014) 10 2 18(2016) 1.6 1.4 139
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18(2017) 13(2015) 13(2016) 13(2017) 13(2018) 13(2019) 13(2020) 13(2021) 13(2022) 13(2023) 3.8 0.1 15(2015) 15(2016) 15(2017) 9 0.3 16(2015) 16(2016) 16(2017) 18.5 0.7 Local Monitoring data • Air Quality Standards and Objectives PM10 annual mean = 18µgm-3 (Rutherglen declared due to this objective) PM10 24-hour mean = 50 µgm-3 not to be exceeded more than seven times a year PM2.5 annual mean = 10 µgm-3 NO2 annual mean = 40 µgm-3 NO2 1-hour mean = 200 µgm-3not to be exceeded more than 18 times a year • Results and data interpretation from automatic sites Annual Mean PM10 Monitoring Results (µg/m3) uncorrected (Objective = 18µgm-3) Site ID 2019 2020 2021 2022 2023 SL04 14 15.4 11.0 13.1 13.0 Annual Mean PM10 Monitoring Results (µg/m3) corrected (Objective = 18µgm-3) Site ID 2019 2020 2021 2022 2023 SL04 14 10.0 11.9 11.8 11.0 Annual Mean PM2.5 Monitoring Results (µg/m3) uncorrected (Objective = 10 µgm-3) Site ID 2019 2020 2021 2022 2023 SL04 8 6.0 5.9 6.2 6.0 Annual Mean PM2.5 Monitoring Results (µg/m3) corrected (Objective = 10 µgm-3) Site ID 2019 2020 2021 2022 2023 SL04 8 6.4 6.3 6.6 6.4 24-Hour-Mean PM10 Monitoring Results (µg/m3), Number of PM10 24 Hour Means > 50 µg/m3 (Objective = 50 µgm-3 not to be exceeded more than seven times a year) Site ID 2019 2020 2021 2022 2023 SL04 4 0 0 0 0 Annual Mean NO2 Monitoring Results: Automatic Monitoring (µg/m3) (Objective = 40 µgm-3) Site ID 2019 2020 2021 2022 2023 SL04 36 - 25.5 22.5 22 140
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1-hour Mean NO2 Monitoring Results: Automatic Monitoring (µg/m3), Number of 1-Hour Means > 200 µg/m3 (Objective = 200 µgm-3not to be exceeded more than 18 times a year) Site ID 2019 2020 2021 2022 2023 SL04 0 - 0 0 0 • Results and data interpretation from non-automatic sites Annual Mean NO2 Monitoring Results: Non-Automatic Monitoring (µg/m3) (Objective = 40 µgm-3) Site ID 2019 2020 2021 2022 2023 12 34.9 27.7 27.9 25.1 25.1 13 23.9 17.3 20.1 17.0 17.2 14 29.4 19.3 22.6 18.9 19.8 • Results summary For the previous three years the 18 µg/m3 Scottish PM10 annual mean objective has not been exceeded at the Rutherglen continuous air quality monitoring station. No PM10 daily means greater than 50 µg/m3 were measured; compliant with the 24-hour short-term mean objective. All annual mean NO2 concentrations measured at automatic and non-automatic monitoring sites within the Rutherglen area were below the annual mean objective of 40 µg/m3 and have been for in excess of three years. No sites measured 1-hour mean NO2 concentrations in excess of 200 µg/m3 objective more than 18 times between 2019 and 2023; all measurement sites were therefore compliant with the 1-hour short-term mean objective. All monitoring results were significantly below the air quality objectives giving confidence that future exceedance is unlikely. Future actions to be retained for the AQMA • Measures to be continued to ensure future air quality objective compliance is achieved South Lanarkshire’s updated air quality action plan is available here: Air quality action plan 2024-2029 Environment - South Lanarkshire Council. Strategic and Rutherglen focused action measures are summarised below. All measures are currently ongoing and will be integral to actions and strategies going forward. • Continue to strengthen links with all future Local Transport Strategies • Continue to strengthen links with local planning development • Continue to integrate air quality where appropriate with other SLC plans, policies or strategies. • Develop and adopt an Air Quality Strategy for SLC • Continue to review and update SLC AQ guidance and information • Work in partnership with SG on air quality matters • Work in partnership with SLC traffic and transportation partners on active and sustainable co-benefits projects • Continue to invest in traffic signal optimisation to improve traffic flow and decrease traffic emissions • Continue to support the uptake of low emission vehicles • Continue to support measures to ensure adequate maintenance of current counters and to support measures to increase the traffic counter network over all transport modes. 141
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• Continue to support ongoing AQ education resources for relevant SLC departments • Continue to support rail and bus station improvements • Continue to support AQ educational resources with all our education sector partners within SL • Continue to support expansion of active travel options. • Continue to support active and sustainable travel behaviour change. • Continue to monitor and review air quality within South Lanarkshire. • Support development control measures that have a positive impact on AQ. • Continue to undertake vehicle emission testing and / or awareness raising subject to funding. • Continue to undertake anti- engine Idling activities subject to funding. • Continue to support real time passenger information via a variety of means over all forms of public transport. • Support cycle or other active travel equipment hire / cycle library schemes. • Development/updating of an air quality strategy Work has commenced on the development of a South Lanarkshire Air Quality Strategy. Conclusion The Rutherglen AQMA was declared due to potential exceedance of the Scottish annual mean objective for PM10. Monitoring data for the annual mean PM10 as well as the 24-hour short-term mean PM10 objective, the NO2 annual mean objective and the 1-hour short-term mean NO2 objective has been reviewed. No exceedances of any of the PM10 and NO2 air quality objectives have been measured for in excess of three years. All monitoring results were significantly below the air quality objectives giving confidence that future exceedance is unlikely. On this basis South Lanarkshire are revoking the Rutherglen AQMA. 142
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Annex A Revocation of the Rutherglen and Whirlies (East Kilbride) Air Quality Management Areas 143
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Report Agenda Item Report to: Community and Enterprise Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Approval of South Lanarkshire Council’s Food Service Plan for 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for the Food Service Plan 2025/2026 developed for South Lanarkshire Council in accordance with, and as required by, The Food Law Code of Practice (Scotland) 2019, and the draft Administration and Service Planning – Food Law Code of Practice (Scotland) 2020 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Food Service Plan 2025/2026, attached as Appendix 1 of this report, be approved. [1recs] 3. Background 3.1. Local Authorities have a statutory duty to enforce legislation relating to food. This is achieved by carrying out ‘official controls’ in food establishments within their area. 3.2. Official controls comprise of, inspections, audits, monitoring, surveillance, or sampling. The legislation is supported by Codes of Practice issued under Section 40 of the Food Safety Act 1990, Regulation 24 of the Food Hygiene (Scotland) Regulations 2006 and Regulation 6 of the Official Feed and Food Controls (Scotland) Regulations 2009. Food Authorities are required to have regard to these Codes when discharging their duties. 3.3. Statutory obligations in the Food Safety Act 1990 and associated legislation apply to the delivery of official controls by Local Authorities to ensure:- the effectiveness and appropriateness of official controls controls are applied at an appropriate risk-based frequency a sufficient number of suitably qualified and experienced competent staff and adequate facilities and equipment to carry out our duties properly are provided staff are free from conflicts of interest there is access to an adequate laboratory capacity and capability for testing 14 145
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3.4. The Food Law Code of Practice (Scotland) 2019 instructs Food Authorities to ensure these statutory obligations are brought to the attention of their local authority officials and or elected member bodies responsible for agreeing budgets or other service arrangements relevant to the delivery of official controls. 3.5. The Food Law Code of Practice (Scotland) 2019 further instructs each Food Authority to complete an annual Service Plan which details the interventions programme for the coming year. They should ensure the programme is adequately resourced, and the overall plan is subject to approval at the appropriate governance level within the local authority. 4. The Food Service Plan 2025/2026 4.1. A copy of The Food Service Plan for 2025/2026 is included in Appendix 1. 4.2. The Food Law Code of Practice (Scotland) 2019, and the draft Administration and Service Planning – Food Law Code of Practice (Scotland) 2020 stipulate Food Service Plans should be drawn up, documented and implemented in accordance with the Codes of Practice, and include a template to ensure that all official controls covered by the Codes are included in the plan, whilst allowing scope for locally defined objectives. 4.3. The Food Service Plan includes a statement in relation to the Food Authority’s approach or policy on interventions, enforcement and service delivery. The Plan also include a profile of food businesses, the number of interventions programmed, and estimate of the number of revisits to be made and an estimation of the resources required. 4.4. The Food Service Plan 2025/2026 has been developed in accordance with the requirements of The Food Law Code of Practice (Scotland) 2019, and the draft Administration and Service Planning – Food Law Code of Practice (Scotland) 2020. 4.5. The Food Service Plan 2025/2026 was completed in June 2025 and reflects the staffing resources available at that time. The Food Service Plan will be reported on an annual basis to the Community and Enterprise Resources Committee. 5. Employee Implications 5.1. There is no employee implications associated with this report. 6. Financial Implications 6.1. There are no financial implications associated with this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental implications associated with this report. 8. Other Implications 8.1. Sections 3 and 6 of the Food Service Plan outline the impact of changes introduced to the food business inspection programmes by Food Standards Scotland. Highlighting that these changes create an unachievable interventions target. 8.2. Interventions are, therefore, prioritised to ensure resources are directed at the highest risk areas in order to safeguard consumers and in the interests of public health. 146
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9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment or consultation is required. David Booth Executive Director ( Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving We will work to recover, progress and improve People live the healthiest lives possible Previous References Community and Enterprise Resources Committee Report 7 November 2023 Community and Enterprise Resources Committee Report 17 September 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:- Craig Brown, Environmental Services Manager Ext: 07795453408 E-mail: Craig.Brown2@southlanarkshire.gov.uk 147
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Appendix 1 South Lanarkshire Council Food Service Plan 2025/2026 14 149
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1. Service Aims and Objectives 1.1 Interventions at Food Business Establishments The role of Environmental Services is to protect the public health of residents and visitors to South Lanarkshire. Public health can be defined as “the science and art of preventing disease”, prolonging life and improving the quality of life through organised efforts and informed choices of society, organisations, communities and individuals. In this respect the overall aim of our Food and Business Regulation Team is to ensure the safety, quality and authenticity of food produced and sold by food businesses based in South Lanarkshire. As a Statutory Food Authority under the Food Safety Act 1990 and Assimilated Regulation (EU) 2017/625 the steps we will take to achieve our aim include: • implementing a planned programme of food law inspections of food businesses; • responding to complaints; • investigating incidences of food borne illness; • sampling foods to ensure they are fit for human consumption and meet all quality, compositional, and authenticity requirements; and • providing advice and guidance to food businesses. 1.2 Links to corporate objectives and plans The aims and objectives of this Service Plan align with South Lanarkshire Council’s overall Connect Plan 2022-2027 where the Council’s ‘Vision’ is to ‘Improve the lives and prospects of everyone in South Lanarkshire’. One of the Council’s stated priorities is to ‘put people first’, with the outcome we are seeking to deliver in terms of ‘health and wellbeing’ being to ensure that ‘people live the healthiest lives possible’. Environmental Services will monitor our performance against the overall Council Plan, as well as at Resource/Service level. The measure currently reported by the Food and Business Regulation Team is the % of businesses inspected within South Lanarkshire Council who are broadly compliant with Food Law requirements. The target set for this measure is currently 85% of all businesses inspected. 2. Background 2.1 Profile of the Local Authority South Lanarkshire has a population of around 316,000 and is one of the largest and most diverse areas in Scotland. The Council covers around 180,000 hectares of land stretching from the outskirts of Glasgow to near the Scottish Borders. The Local Authority area consists of a mix of urban and rural environments, with almost 80% of the area classed as agricultural whilst 70% of the population live in the major urban settlements in the north. 150
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There are four towns in South Lanarkshire with a population of over 20,000 (East Kilbride, Hamilton, Rutherglen and Cambuslang) and a further 23 towns and settlements with a population of more than 1000. 2.2 Organisational Structure Chief Executive South Lanarkshire Council South Lanarkshire Council Director of Community & Enterprise Resources Head of Planning & Regulatory Services Service Delivery Plan approver Divisional Environmental Services Officer x 1 Lead Officer Hygiene & Standards Environmental Services Manager Most Senior EHO, manages all facets of Environmental Health and Trading Standards Food Budget Holder Enforcement Staff with responsibility for Food Law EHO’s FTE 9.85 Food Safety Officers FTE 3.6 Students x 2 Environmental Health Team Leaders x 1.8 151
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Our Laboratory Services are contracted out to Edinburgh Scientific Services, who also provide our appointed Public Analysts and Food Examiners. 2.3 Scope of the Food Service The Food Service within South Lanarkshire Council is provided by the Food and Business Regulation team, led by the Council’s appointed Lead Food Officer (Divisional Environmental Health Officer) and assisted by one full time and one part time Team Leaders. The team is one of 4 teams that operate under the direction of the Environmental Services Manager and consists of 7 full time Environmental Health Officers, 4 part time Environmental Health Officers, 3 full time Food safety Officers (designated Technical Officers) and 1 part time Food Safety Officer. The broad areas of responsibility for the team include: • Food Safety and Food Standards Enforcement; • Occupational Health and Safety Enforcement; • Infectious disease investigation; and • Caravan Site Licensing. A more detailed list of responsibilities include: • Carrying out Food Law interventions in food businesses that fall within the remit of the Food Law Rating Scheme; • Carrying out food hygiene/food standards interventions in food primary production establishments, for example dairy farms and fruit/vegetable producers; • Approving and carrying out official control interventions in Approved food establishments; • Carrying our food standards interventions in Food Standards Scotland Approved food establishments; • Investigating complaints regarding the hygiene of food establishments, for example complaints regarding cleanliness or the way in which food is being handled; • Investigating food complaints including those relating to allergen/point of sale and labelling information, chemical/compositional standards and microbiological and foreign body contamination, for example wrong allergy information provided, mouldy food, or hair in food; • Investigating incidents of potential food fraud/crime; • Responding to food incidents/withdrawals/recalls; • Providing advice to food businesses in relation to food hygiene and standards; • Issuing export health certificates and attestations; • Providing Section 50 certificates to food businesses who wish to be granted a licence to sell alcohol; • Providing certificates of compliance to street traders who require a licence to trade; • Sampling foods to ensure they are fit for human consumption and meet all quality, compositional, and authenticity requirements and investigating sample failures, such as the presence of food poisoning organisms in food, or excessive levels of additives including colours in foods; 152
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• Investigating incidences of foodborne illness, for example E. coli or Salmonella; • Issuing venison dealers licences; • Responding to complaints regarding commercial waste/odours; • Responding to building control and general licensing consultations, for example occasional licences for the sale of alcohol, or late hours catering licences; • Responding to consultations and carrying out inspections to premises who require to be licensed under the Civic Government (Scotland) Act 1982, eg, tattooists, skin piercers and sunbed establishments. In addition, South Lanarkshire Council now licence swimming pools, soft play centres and trampoline parks. We inspect and consult on the licencing of these establishments, as well as on other public entertainment events such as fireworks displays; • Issuing caravan site licences for residential and holiday/tourer sites; • Carrying out inspections of premises to ensure compliance with the Health and Safety at Work, etc Act 1974; • Investigation of workplace accidents, for example slips, trips and falls, or falls from height; • Investigating health and safety related complaints, such as lack of welfare facilities or excessive workplace temperatures; and • Providing advice to businesses on health and safety requirements. 2.4 Demands on Food Service The profile of food businesses within South Lanarkshire, as found on our food premises database at May 2025, consists of 3216 *registered and 27 *approved premises. A further 4 businesses have submitted applications for approval which are pending. *All food business operators require to register their establishment with the relevant Local Authority before food operations commence under Assimilated Regulation (EC) 852/2004, however a small number of businesses handling products of animal origin and supplying these to other businesses require instead to apply and be granted approval from the Local Authority before commencing operations under Assimilated Regulation (EC) 853/2004. A unique reference number will be allocated by the Local Authority to each establishment that is granted approval. The profile of food businesses in South Lanarkshire can be further broken down as follows: Approved Premises: Dairy Products Establishments: 7 Meat Products Establishments: 4 Fishery Products Establishments: 3 (1 premises also approved for meat products) Live Bivalve Molluscs Establishments: 1 (also approved for fishery products) Meat Preparations Establishments: 2 Stand Alone Cold Stores: 6 153
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Egg Packers: 4 Registered Premises: South Lanarkshire Council is home to 61 non-approved manufacturers including both large and small bakery/confectionery manufacturers; bottling plants and small distillers of alcohol; sandwich manufacturers; soft drinks manufacturers; a producer of bottled water, and in addition a natural mineral water producer. In addition, we have producers of salt or smoked salt-based products, a honey manufacturer, a biltong producer and a non-approved dairy products premises. The breakdown of non-manufacturing registered food businesses, excluding primary producers and Food Standards Scotland Approved Premises is set out in the following table: Premises Type Number of premises Restaurant/Café/Snack bar/Canteen 489 Takeaway 341 Pubs Providing Food 58 Pubs not serving Food 98 School kitchens 151 Domestic premises/food business 361 Childminders 113 Childcare Premises 135 Homes/Institutional Kitchens 108 Mobile vehicles – catering 108 Other Caterers 314 Butcher 38 Baker 40 Fishmonger 8 Supermarket 86 Newsagent/General Store 184 Mobile Vehicles – retail 33 Chemists/Pharmacies 74 Off Licences 22 Other Retailers 244 Distribution/warehousing 43 Primary Producers/Dairy Farms South Lanarkshire Council has 81 dairy farms, one of which produces milk for the production of unpasteurised dairy products. We also have 9 additional registered primary producers, two game dealers, three businesses slaughtering poultry on farm, one deer larder, one fruit/vegetable packer and two non-approved egg producers/packers. Food Standards Scotland (FSS) Approved Premises South Lanarkshire Council register and inspect 7 premises for food standards, with the hygiene interventions in such premises being undertaken by FSS. 154
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Export Health Certificates/Attestations South Lanarkshire Council provide Export Health certificates and premises endorsements to food businesses who require these in order to export the food products they manufacture to third countries. During 24/25 we issued export health certificates/premises endorsements to 5 businesses within South Lanarkshire. 2 were exporting bakery products/confectionary; one a low salt product; one was exporting food coatings; and the final one was for the export of seasoning mixes. 70 certificates in total were issued in 24/25, the vast majority of these being issued in respect of bakery products/confectionery. South Lanarkshire Council is the location of one of three Approved Stand-Alone Cold Stores in Scotland that operate as export hubs to allow food businesses to export fishery products to the EU. Food businesses wishing to export their products via this and other hubs require attestations from their local Environmental Health Officer in order to facilitate signing of the certificates at the hubs by veterinarians. South Lanarkshire have one fishery products manufacturer who require these attestations every 6 months to allow them to export their products to the EU via the hubs. The food and business regulation team provide these certificates to this food businesses twice a year as and when required. Environmental Services operate from a single location, based in Hamilton. Our offices are open to the public from 8.45am until 4.45pm Monday to Thursday and 8.45am until 4.15pm on a Friday. Staff within Environmental Services Food and Business Regulation Team work within flexitime bands, with the normal bandwidth for flexible working being between 8am and 7pm. Out with these hours of work additional flexitime, toil or overtime is available to officers when agreed by their line manager, and in the case of paid overtime in addition to this by the Environmental Services Manager. Environmental Services have an out of hours contact number for emergencies that arise out with our normal service delivery times. 2.5 Enforcement Policy The Food and Business Regulation Team refer to and implement South Lanarkshire Council’s ‘Environmental Services Enforcement Policy’, when conducting our statutory functions in respect of food law enforcement. The current version of this policy was published on South Lanarkshire Council’s website in 2016 and the link can be found here: https://www.southlanarkshire.gov.uk/downloads/download/251/environmental_services_enforcem ent_policy_and_guidance We seek to adopt a graduated approach to enforcement as set out in the above Enforcement Policy, whilst aligning with Food Standard’s Scotland’s Strategic aim of ensuring responsible businesses flourish, and the Scottish Government’s approach to better regulation as set out in the Scottish Regulators’ Strategic Code of Practice. Enforcement action will be reserved for incidences where the seriousness of a situation warrants such action, or in cases where adopting a graduated approach to enforcement has been unsuccessful. 155
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3. Service Delivery 3.1 Interventions at Food Business Establishments Background As a result of the Covid-19 pandemic the majority of routine food law inspections ceased between the end of March 2020 and the start of September 2021 to allow Local Authorities to undertake wider public health duties related to Covid-19, with the exception of the highest risk premises and approved premises, where remote interventions were conducted. Ahead of the restart of official control interventions in all food establishments, on 1st September 2021, South Lanarkshire Council produced a revised 4-year intervention programme incorporating all food establishments which required to be inspected from 1st September 2021 until 31st August 2025. The first 6 months of this programme focussed on conducting interventions in the highest risk food establishments, including those previously ‘unrated’, ie – businesses who had registered with South Lanarkshire Council but had yet to receive their first food law intervention, and in around half of our Approved establishments. The following 12 months focussed on completing inspections of all our approved establishments, continuing to focus on the highest risk food establishments, including higher risk ‘unrated’ food businesses, whilst bringing in some of the medium risk premises. Overall, during the first 18 months of this programme 87.5% of all planned interventions were conducted within this timeframe, in addition to visits to approved establishments; visits regenerated following initial FLRS inspections; and interventions conducted in new high-risk unrated establishments. During the final month of 22/23 and throughout 23/24 and 24/25 the level of regenerated visits due; coupled with the planned intervention programme, interventions in approved establishments, and interventions in new high-risk unrated establishments meant that the number of interventions due exceeded the available resources to conduct such interventions. Interventions were therefore prioritised in line with both the 2023/24 and 2024/25 Service Plans; and will continue to be prioritised in this manner during 2025/26, as outlined below. Interventions Due in 2025/2026 The Food & Business Regulation team will select and prioritise interventions at food business establishments primarily based on frequencies outlined in the Interventions Food Law Code of Practice (Scotland) 2019. For approved establishments interventions will now be spread out over a year in line with FSS’s Official Control Verification (OCV) implementation guide, and for primary production establishments intervention frequencies will be based on those outlined in the Food Law Code of Practice (Scotland) 2019, Annex 5. New food businesses who register with South Lanarkshire Council will be inspected and prioritised on a ‘risk based’ basis taking account of groups set out in the Interventions Food Law Code of Practice (Scotland) 2019 with Group 1 & 2 premises being prioritised, but also on the basis of risk associated with that premises type. For example, caterers handing raw and ready to eat foods will be prioritised over caterers providing low risk foods, or where the risk of cross contamination is negligible. We aim to inspect all high-risk unrated premises within 3 months of them registering with South Lanarkshire Council. In the event 156
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that we are unable to complete all interventions planned for the year due to the increase in numbers of interventions due annually as a result of the move to the ‘Food Law Rating Scheme’, sickness absence or due to dealing with a serious incident, high risk unrated food establishments will be prioritised over lower risk planned interventions. We sought, during 2023/2024 to incorporate Group 2B businesses not yet inspected due to previous high standard of compliance, but who serve vulnerable populations, such as care homes for the elderly and pre-school nurseries into our inspection programme. We inspected a number of these during 2023/24 and have continued to incorporate any outstanding establishments during 2024/2025, along with prioritising the inspection of almost all primary and secondary schools operating in South Lanarkshire. The few remaining schools not inspected in 2024/25 will be inspected early in 2025/26. Currently, planned/recovery inspections due in 25/26 (as set out when our recovery plan was drawn up in the spring/summer of 2021), including a breakdown of groups and bands are as follows: Group Band Number or Premises to be Inspected in 25/26 Group 1 A 9 B 39 C 22 D 5 E 0 Group 2 A 4 B 121 C 391 D 70 E 1 Group 3 A 0 B 152 C 14 D 3 E 0 The above planned inspections/recovery visits will make up a proportion of the interventions being conducted in 25/26, along with interventions in high-risk premises generated further to inspections carried out during 25/26, and unrated premises. For 25/26 Inspections of approved establishments are included in the figures contained in the above table. In addition, due to previous prioritisation exercises undertaken since March 2023, 367 Group 2 or 3 B & C risk establishments inspected since the restart of official controls and found to be broadly compliant with food law have been temporarily removed from the intervention programme to accommodate higher risk establishments. These too will be prioritised in line with the criteria set out above, along with the 914 premises that were due to receive an intervention prior to the end of August 2025 but have yet to receive one. This list consists of 333 Group 2 establishments, 1 of which is Band A and 259 of which are Band 157
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B indicating high levels of compliance, 70 of which are band C, and 3 unrated establishments, one of which has been closed for refurbishment for some time; and a further 582 of which are low risk Group 3 establishments. Intervention lists are generated on a monthly basis to allow for high-risk unrated premises to be incorporated as and when required, while at the same time affording an opportunity to incorporate missed recovery visits and previously inspected higher risk broadly compliant premises where resources allow. Unrated premises will be given a nominal date of 1/1/40 to allow them to be located easily and prioritised monthly, based initially on risk and thereafter on the date they first registered with the Council, with those who registered first being prioritised and inspected first. The average number of revisits expected to be conducted in 25/26 will be around 100- 150, based on the number carried out in the first three years of implementing the Food Law Rating Scheme. In addition, it is anticipated that an additional 70-80 revisits will be conducted specifically in relation to the Food Hygiene Information Scheme (FHIS). South Lanarkshire Council currently employ 11.99 full-time equivalent (FTE) Environmental Health/Food Safety Officer’s to conduct food law tasks including interventions, revisits, complaint investigations, sampling and other food law service demands. Officer’s conducting interventions undertake a minimum of 10 hours CPD per annum and in the past 4/5 years all but two officers within the Food and Business Regulation team have completed Official Control Verification (OCV) training provided by Food Standards Scotland. In addition, 7 Officers have successfully completed Level 4 HACCP training, and training is also sought and provided for officers required to inspect specialised processes. We currently have 3 officers with specialist training in cheesemaking and a further 3 who have attended specialist training on Bivalve Shellfish Hygiene and Verification. 3.2 Food Complaints South Lanarkshire Council will investigate food complaints taking action proportionate to risk whilst following our ‘Food Safety Enforcement & Inspection Guidelines’. We aim to respond to all food complaints within 2 working days. On average the Food & Business regulation team receive and respond to around 82 food complaints a year relating to; foreign body contamination of foods; microbiological and chemical contamination of foods, and complaints relating to labelling, allergens and point of sale information. Complaints received during 2024 included allegations of a piece of metal in a pastry, a fingernail in a pizza, an insect in a coffee and maggots in cheese. A further 86 complaints a year relating to the hygiene of premises are also received and responded to by officers of the Council’s Food & Business regulation team. Complaints are responded to utilising existing resources. Service Demand Type 2021 Figure 2022 Figure 2023 Figure 2024 Figure Estimate of numbers expected per annum based on average in previous years Food Hygiene complaints 77 92 94 80 86 Food complaints incorporating allergens/POS, 101 70 75 80 82 158
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labelling, chemical/composition, micro and foreign body 3.3 Home Authority, Originating Authority, and Primary Authority South Lanarkshire Council recognise and support the Home Authority principle (whereby the Local Authority where the relevant decision-making base of a business is located agrees to provide advice, guidance, and where required liaison between the business and other Local Authorities for consistency of enforcement) and will have regard to any information and advice received from Home and/or Originating Authorities. Whilst no formal Home Authority agreement exists in relation to food businesses within South Lanarkshire, we are the Originating Authority for a number of large manufacturers. As the Originating Authority we will provide advice to these businesses on legal compliance where required. In addition, we will liaise with the Home and/or Originating Authorities of multi-site businesses following interventions, on receipt of complaints or in the event of sample failures where issues noted are or may be associated with the business’s centrally defined policies and procedures. In all cases we will seek to notify that authority of the outcome of our investigations. Primary Authorities are relevant only in England and Wales, however where such partnerships have been established in respect of multi-site businesses the Home Authority principle will continue to be applied by South Lanarkshire Council. 3.4 Advice to Businesses The Food & Business Regulation team, as part of our graduated approach to enforcement, provide advice to businesses as required at all routine interventions. From time to time, for example following the introduction of new legislation proactive communications will be send out to relevant sectors. Relevant reference materials will be provided to businesses where required, in particular where new businesses seek advice prior to opening. Links will be provided to online reference materials such as ‘Cooksafe’, MyHACCP and free allergen training, and visits prior to opening may be conducted where necessary. The provision of all such advice benefits the business by assisting them to comply, and the Local Authority by potentially averting time-consuming enforcement action, which could have been avoided by the provision of advice at the outset. In addition, consumers will benefit from businesses who have a greater knowledge of food safety requirements, and who in turn produce safer food as a result. An estimate of the number of requests for advice the team can expect to receive and respond to on a reactive basis during 25/26 can be gleaned from looking at the number of requests submitted in previous years: Service Demand Type 2021 Figure 2022 Figure 2023 Figure 2024 Figure Estimate of numbers expected per annum based on average in previous years 159
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Food Hygiene Advice 140 118 90 85 108 Food Standards Advice 171 126 87 77 115 On average South Lanarkshire Council receive around 108 requests for food hygiene advice each year, with a further 115 requests for advice being received in relation to food standards. We aim to respond to all requests for advice within 2 working days. Requests are responded to utilising existing resources. 3.5 Food Sampling South Lanarkshire Council undertakes food sampling in accordance with current approved codes of practice, regulations, and guidance. Our food sampling policy is published on the Council’s website, and a sampling programme detailing an estimate of the number of samples to be taken is produced annually. The programme is discussed with the Council’s Public Analyst and is informed by guidance from Food Standards Scotland (FSS) and the Scottish Food Enforcement Liaison Committee (SFELC), who produce an annual report detailing suggested National sampling priorities. As well as the published national priorities the Council prioritises our own routine sampling based on three broad categories: Priority 1 – Samples required to meet statutory obligations: including complaint samples or samples that require to be taken to investigate food related outbreaks and incidents. Priority 2 – Samples required for effective food safety enforcement: including microbiological samples taken from high-risk premises, and chemical samples from producers, packers or importers sending food outwith South Lanarkshire Council Priority 3 – Samples which give added value, or which support local initiatives and projects: including surveys and sampling to support local initiatives. When undertaking sampling on the basis of the above priorities, where possible we will always seek to integrate national priorities into our sampling activity. This is achieved by collecting the types of products outlined in FSS’s list of National Priorities when we sample from our high-risk premises and local manufacturers. The frequency of sampling of individual food businesses based in South Lanarkshire is determined by employing a rating scheme which takes into account a business’s food law risk rating and combines this with the type of operations they carry out. The rating scheme is designed to ensure that businesses such as approved premises (not egg packers or cold stores/re-wrapping establishments) and manufacturers of high-risk foods within South Lanarkshire Council are sampled more frequently than local lower risk establishments. The sampling programme for 2025/26 sets an annual target of around 483 routine samples per annum, to be procured by the Council’s food sampling officers. Complaint/Incident related samples are taken in addition to this routine sampling and in the event of large-scale incidents these samples will take priority over routine sampling activities. The Food & Business regulation team aim to take part in Food Standards Scotland and West of Scotland Food Liaison group surveys wherever possible, and where resources allow. 160
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South Lanarkshire Council have appointed Edinburgh Scientific Services, who are a designated ‘Official Control Laboratory’, to provide Public Analyst and Food Examiner services. The contract for such services was awarded in 2021 for 4 years, with the option to extend it in June 2025 for a further year to June 2026. At the time of writing this Service Plan, it is expected that this option to extend will be taken. Routine sampling is currently being carried out by 4 food safety officers, who also carry out routine food law inspections. Complaint and incident related samples will be procured and submitted by all suitably Authorised Officers of the Service, as and when sampling is deemed necessary to investigate potential contraventions of food law. 3.6 Control and Investigation of Outbreaks and Food Related Infectious Disease South Lanarkshire Council investigate food poisoning notifications in line with a ‘Policy for the routine investigation of foodborne infections’ developed and agreed with NHS Lanarkshire and North Lanarkshire Council in May 2018. An appendix contained within this policy details the types of cases that require epidemiological investigation. These include bacteria, viruses, and parasites, such as E coli 0157 and other Shiga toxin-producing E coli (STEC), Salmonella species, Clostridium perfringens, Clostridium botulinum, Shigella species, Staphylococcus aureus, Bacillus cereus, Vibrio cholera, Hepatitis A, Giardia and Cryptosporidiosis; and in addition, toxic forms of foodborne disease including scombroid. Surveillance of Campylobacter (the bacteria which results in the highest number of cases of reported foodborne infection year on year) is conducted, however epidemiological interviews are only undertaken where a case originates from a suspected outbreak. Public Health Scotland (PHS) publish data biennially on the incidence rate per 100,000 population of many of these organisms per health board area. The most recent report from 2022-2023, published in October 2024 shows that Lanarkshire was above the Scotland wide average for cases of Campylobacter, and for Salmonella in 2022 and 2023. For all other bacteria, viruses and parasites reported on, including E coli 0157, STEC, Cryptosporidium and norovirus Lanarkshire was below the Scottish national average; with the exception of Cryptosporidium in 2023 where the incidence rate was the same as the national average. The following table details the number of notifications received by South Lanarkshire Council from 2020-2024. The number of notifications received reduced significantly during the Covid pandemic in 2020 and 2021, however in an average year the number of notifications received would be expected to be in the region of 99 notifications per annum, all of which are investigated by the Food & Business regulation team using existing resources. Service Demand Type 2020 Figure 2021 Figure 2022 Figure 2023 Figure 2024 Figure Estimate of numbers expected per annum based on previous years (excluding Covid in 2020/2021) Infection Disease Notifications 36 50 85 104 109 99 161
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South Lanarkshire Council prioritise the investigation of outbreaks as and when we become aware of them, or when they are notified to us. Outbreak investigations are conducted in accordance with the ‘Public Health Incident Plan’ developed by NHS Lanarkshire to deal with such incidents, and where an outbreak is food related in accordance with the ‘Guidance on the management of outbreaks of foodborne illness in Scotland’, published by Food Standards Scotland and the Scottish Health Protection Network in February 2024. South Lanarkshire Council have in addition worked in partnership with NHS Lanarkshire and North Lanarkshire Council to produce a Joint Health Protection Plan for the Lanarkshire area. This is an important document which acts as a reference point for assisting in the investigation and control of public health outbreaks and incidents. 3.7 Food Law Incidents South Lanarkshire Council will respond to food law incidents and food alerts in accordance with the processes outlined in Section 2 of the Food Law Code of Practice Scotland 2019. This includes categorising incidents and notifying FSS and other relevant agencies of all serious localised and non-localised hazardous incidents by the quickest available means. In practice this will take the form of an initial telephone call followed up by submission of an incident report form and subsequently updating any information or actions required on FSS’s incident database ‘CLIO’. All incidents will be investigated as a matter of priority. Out of hours contact details for South Lanarkshire Council’s Environmental Services Team have been provided to FSS. In relation to food alerts, again these will be responded to in accordance with the Food Law Code of Practice Scotland 2019, with food alerts for action being responded to and actioned without undue delay. Product recall information notices and allergy alerts are logged and circulated to all officers within the Food & Business regulation team for information and awareness purposes. Only 6 food alerts for action have been issued by FSS since 2018 therefore demand for such actions is not expected to be high. In respect of incidents/withdrawals/recalls South Lanarkshire Council estimate that we may be involved in 3-4 incidents per annum, that each will take around 2 days of officer time. This estimate does not include serious incidents, major investigations or reports to the procurator fiscal as these events can involve a number of officers, can run for months or years and are therefore not able to be accurately quantified. 3.8 Liaison with Other Organisations To facilitate efficient, effective and consistent enforcement with neighbouring Local Authorities, South Lanarkshire Council attend and participate in the West of Scotland Food Liaison Group (WSFLG). South Lanarkshire Council currently chair this group which includes representatives from a total of 13 Local Authorities based in the southwest of Scotland, a 162
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Public Analyst representing Glasgow Scientific Services, and representatives from Food Standards Scotland. The group provides a forum for the discussion of relevant topics, sharing best practice guidance, initiating surveys or projects and co-ordinating specific investigations. This local liaison group, along with other similar groups in the North, East and in Lothian & Borders support the work of the national Scottish Food Enforcement Liaison Committee (SFELC). The Scottish Food Enforcement Liaison Committee supports the work of FSS by providing information and expert advice in relation to food law enforcement. SFELC contributes to the development and implementation of FSS strategies and policies. As the chair of the WSFLG South Lanarkshire Council are represented on SFELC. We previously chaired one of the SFELC task groups on Specialist Cheese and following the easing of restrictions during the pandemic, in addition chaired a subgroup of a SFELC working group looking at Local Authority Food Law recovery. Currently we are represented on the Mobile Food Traders Task Group. We have also been involved in recent years with a working group chaired by Food Standards Scotland looking at the future of interventions at dairy farms. South Lanarkshire Council liaise with NHS Lanarkshire and North Lanarkshire Council and have produced a Joint Health Protection Plan for the Lanarkshire area (2013-2015), as well as agreeing procedures to be followed in the investigation of infectious diseases and in the investigation and control of public health outbreaks and incidents. We are represented on the Scottish Health Protection Network (SHPN) STEC subgroup, which consists of members including Health Protection Scotland, the Scottish E.coli Reference laboratory, Consultants in Public Health Medicine from health boards, Food Standards Scotland, the Health and Safety Executive, Microbiologists from diagnostic laboratories and Scottish Government health protection colleagues. This group is tasked with overseeing the completion of outstanding recommendations contained in Scotland’s VTEC/E coli 0157 action plan. In addition, we liaise with our own Public Analyst, Edinburgh Scientific Services regarding our annual sampling programme, and with Food Standards Scotland in relation to the sampling of bottled water and other routine sampling surveys. Internally the Food & Business regulation team review applications and consult with planning and building standards on the structural requirements required to meet Food Law requirements for new food businesses. We consult with our Licensing colleagues in relation to issuing certificates of compliance to street traders and Section 50 food hygiene certificates to persons submitting applications for a premises licence under the Licensing (Scotland) Act 2005. We also consult with licensing in respect of small-scale local events where food may be provided and are represented on the Council’s Safety Advisory Group (SAG) which coordinates and considers larger scale event applications to South Lanarkshire Council. Larger events in 2024 included a music festival and a fireworks event. All liaison is conducted using existing resources. 3.9 Food Law promotional work, and other non-Official Controls interventions South Lanarkshire Council have for some years now utilised the option in the Food Law Code of Practice (Scotland) 2019 to alternate between Official Control and non-Official Control interventions for primary production establishments D rated in accordance with Annex 5 of 163
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the Code, specifically in relation to food hygiene interventions conducted at dairy farms. Due to the low-risk nature of these activities versus the higher risk recovery visits planned for 2025/26 these establishments will not feature in our interventions programme this year. South Lanarkshire Council are however represented on a working group chaired by Food Standards Scotland looking at the future of interventions at dairy farms and previously piloted remote interventions in such establishments as part of this project. Officers within Food & Business regulation will continue during 2025/26 to offer advice to new and existing food business operators in response to enquiries and during routine interactions. We use, promote and provide copies of Cooksafe as well as directing businesses to other online resources, including free allergen training, as and when required. In addition, advice is provided to all low-risk food businesses who register with us but who will not receive a proactive intervention as set out in the Interventions Food Law Code of Practice (Scotland) 2019. In particular this information contains advice on the requirements for allergens to specifically target businesses producing low risk foods based on a domestic dwelling. South Lanarkshire Council will continue to support and promote Food Standards Scotland’s ‘Eatsafe’ Award Scheme. Currently 144 food business establishments hold this award within South Lanarkshire, many of which are schools. All non-official control activities will be undertaken using existing resources. 3.10 Food Crime and Fraudulent activities Food fraud and/or food crime is defined in the Food Law Code of Practice (Scotland) 2019 as ‘serious dishonesty that impacts detrimentally on either the safety or the authenticity of food’. Where food fraud and/or food crime is detected by officers of South Lanarkshire Council in the course of our duties our policy as set out in the Code is that we will contact Food Standard’s Scotland’s ‘Scottish Food Crime and Incidents Unit’ at the earliest opportunity in order that where necessary a joint investigation can be instigated. In addition, where officers of South Lanarkshire Council obtain or gather evidence that may be used to support wider investigations relating to food fraud and/or food crime we will report this information via the shared intelligence database known as ‘CLUE’. It is difficult to estimate the resources required to deal with food crime, however where a serious risk to public health exists any such situation will be awarded the highest priority utilising all available resources. 164
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4. Finance and Staffing 4.1 Financial Allocation Environmental Services does not have a separate cost centre for the 3 sections which operate within Environmental Health. The budget allocation for the Food and Business Regulation team has not been reduced in recent years. In relation to the establishment, the number posts in the Food and Business Regulation team remained constant since 2018/19 until it was slightly increased from September 2023 by 0.27FTE. The increase was due to a transfer of resource from the Public Health & Housing team. During 24/25, the overall establishment decreased by 0.12FTE, however despite this the overall FTE spent on food law activities increased from 11.2 to 11.99FTE. This was largely as a result of our previous sampling officer qualifying as a Food Safety Officer during 24/25 and subsequently being appointed to work in that capacity. In addition, one Environmental health officer returning from maternity leave reduced their hours slightly, whilst another had a slight increase. The sampling officer post vacated, which equated to 0.6FTE spent on food law activities is currently vacant, with sampling activities being split between our 4 food safety officers. 4.2 Staffing Allocation South Lanarkshire Council’s Food & Business regulation team carries out functions including food safety, occupational health and safety, infectious disease investigations and caravan site licensing. Approximately 87% of Environmental Health Officer time is currently spent on our food safety function, with this increasing to 95% for Food Safety Officers. The team is overseen by the Environmental Services Manager who is the budget holder and is a qualified Environmental Health Officer (EHO). The day-to-day management of the team is the responsibility of a Divisional Environmental Health Officer who is also the Lead Food Officer, and who is assisted by 1.8 Environmental Health Team Leaders, all of whom are fully qualified EHO’s. The team currently have an establishment of 13.45 full time equivalent (FTE) front line Environmental Health Officers/Food Safety Officers to carry out tasks including food safety tasks required by the Food Law Code of Practice (Scotland) 2019. We currently have one vacancy for a sampling officer at the start of 2025/26, which if filled would equate to an additional 0.6FTE being spent on food safety tasks, with the resultant 0.4FTE able to be spent on training a future Environmental Health Officer or Food Safety Officer. The breakdown of FTE posts in terms of the number of staff working on the delivery of food Official and Non-Official controls and including vacant posts is as follows: Job Title Qualification Authorisation Level FTE allocated to Food Law Code of Practice Tasks Environmental Services Manager Fully qualified EHO with over 2 years’ experience Fully authorised to conduct all Food Law Code of Practice Tasks 0.2 165
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Divisional Environmental Health Officer (Lead Food Officer) Fully qualified EHO with over 2 years’ experience Fully authorised to conduct all Food Law Code of Practice Tasks 0.8 Environmental Health Team Leaders x 2 (1 full time and 1 part time) Fully qualified EHO’s with over 2 years’ experience Fully authorised to conduct all Food Law Code of Practice Tasks 1.35 Environmental Health Officers (7 full time and 4 part time) All fully qualified EHO’s. One full time officer has less than 2 years’ experience. Fully authorised to conduct all Food Law Code of Practice Tasks. Officer with less than 2 years’ experience will not inspect complex processes or issue RAN’s or HEPN’s 8.57 Food Safety Officer x4 (3 full time and 1 part time) Fully qualified Holders of the Higher Certificate in Food Hygiene and Food Standards Inspection with over 2 years’ experience Authorised to conduct all Official Controls with the exception of the seizure and detention of food 3.42 Technical Assistant (Sampling Officer) x 1 Student FSO, no Food Law Code of Practice Official Control qualifications held Authorised to conduct Non-Official Controls only under the supervision of Fully Authorised EHO’s/FSO’s Vacant (0.6) 4.3 Staff Development Plan All staff within South Lanarkshire Council undergo an annual Performance Appraisal, which as well as assessing performance during the previous year also assesses future training needs. Environmental Services produce an annual learning and development priorities matrix which details training which the Service will seek to provide to staff each year. For Food & Business Regulation staff this includes standing items such as 10 hours of Food safety related CPD, Level 4 HACCP and OCV training. Other new and/or emerging issues are added as required, along with any sector specific training in complex processes. Training is identified annually and if this cannot be conducted in house external training will be sought. All officer’s conducting Official control interventions undertake a minimum of 10 hours CPD per annum and in the past 3-4 years all but two officers within the Food and Business Regulation team have completed Official Control Verification (OCV) training provided by 166
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Food Standards Scotland. In addition, 7 Officers have successfully completed Level 4 HACCP training, and training has been sought and provided for officers required to inspect specialised processes. We currently have 3 officers with specialist training in cheesemaking and a further 3 who have attended specialist training on Bivalve Shellfish Hygiene and Verification. South Lanarkshire Council will continue our programme of training during 25/26, ensuring all newly qualified officer’s undertake Level 4 HACCP and OCV training (where available) and that any additional specialist training is provided for officer’s where necessary. Student EHO’s have an appointed training officer within South Lanarkshire Council who ensures they are provided with the training they require to competently progress to sitting their professional examinations. During this time, they will be included in much of the training offered to qualified officer’s as well as any additional training specific to their needs. Newly qualified officers will be supervised and mentored until the Lead Food Officer deems them competent to inspect all types of food establishment. Upon qualification they will be supervised for at least 3 months and will not initially be tasked with inspecting approved premises or high-risk manufacturers but may be appointed as 2nd officers for such establishments. This will allow them to gain on the job experience, training and mentoring, such that once they have completed Level 4 HACCP and OCV, together with on-the-job training and mentoring they may then be deemed competent to inspect these types of establishments. 4.4 Estimate of Resources The number of officers allocated to food law enforcement is the minimum required to deliver effective food official controls. There is no capacity to accommodate prolonged absences, and this may require available resources to be reprioritised during 2025/26, as in previous years. 5. Monitoring 5.1 Quality assessment and internal monitoring Internal monitoring was not conducted in South Lanarkshire Council during the pause in food law interventions as a result of the pandemic in 20/21 and 21/22, however the desktop transfer process ahead of the restart of food law interventions in September 2021 did provide the opportunity for some internal monitoring to be conducted in terms of the accuracy of our database of food establishments, including looking at risk groups and categories, and in some cases also at officer risk scoring. This type of monitoring, along with accompanied visits continued during 22/23, 23/24 and 24/25. Documented internal monitoring procedures were updated during 23/24, and South Lanarkshire Council aim to utilise these procedures to further monitor the progress, quality and consistency of interventions undertaken by the Authority during 25/26. Monthly checks have been conducted since September 2021 to check that all high-risk establishments are inspected within the timescales indicated in the Interventions Food Law 167
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Code of Practice (Scotland); to ensure that inspections are not overdue or missed; and to check that high risk establishments are being prioritised by officers for inspection. In addition, accompanied inspections are regularly carried out by the Service’s two team leaders to provide mentoring and assistance with complex cases, and all notices issued are reviewed and approved by the Divisional Environmental Health Officer or Team Leaders prior to being served. During 25/26 this will be supplemented with completion of a quality monitoring checklist, which was updated in 23/24 and is designed to assess: • Adherence to our planned intervention programme; • Compliance with Codes of Practice and FSS guidance; • The consistent assessment of intervention ratings; • Appropriate use of relevant inspection documentation; • Compliance with internal procedures, policies and the Food Authority’s enforcement policy; • That action taken following interventions is consistent with FSS and/or SFELC guidance; and • That Authorised Officers are aware of and have access to Industry Codes of Practice and have due regard to published UK or EU guides to good practice. The Food and Business Regulation team report quarterly, through South Lanarkshire Council’s own internal monitoring systems, the % of businesses inspected within South Lanarkshire Council who are broadly compliant with Food Law requirements. The target set for this measure is currently 85% of all businesses inspected, however since the implementation of the Food Law Rating Scheme in 2019 this service has seen a notable increase in the percentage of premises reaching this target. Currently the number of premises broadly compliant with Food Law requirements is in the region of 95%. 6. Review 6.1 Review against the Service Plan for 2024/25 This Service Plan is reviewed annually by the Divisional Environmental Health Officer and includes information on performance against the service plan, a review of performance targets or of targeted outcomes set. This comprised a review of how the Service performed against the priorities and intervention timescales detailed in the Local Authority Recovery Project Report issued by Food Standards Scotland on 16 October 2020. Our performance was also assessed in respect of the timescales set out in the Interventions Food Law Code of Practice (Scotland) for businesses which have been inspected at least once since the re-start of inspections in September 2021. These same standards will be assessed for 25/26. The % of businesses inspected within South Lanarkshire Council who are broadly compliant with Food Law requirements will continue to be reported via the Council’s internal monitoring system on a quarterly basis. The review of our performance during 24/25, can be summarised as follows: 168
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During 24/25 South Lanarkshire Council, when combining interventions due in respect of intervention timescales detailed in the Local Authority Recovery Project Report issued by Food Standards Scotland on 16 October 2020 with those interventions due as a result of visits regenerated following initial FLRS inspections (including approved establishments), were due to conduct interventions in 1204 food establishments. This figure was not inclusive of additional interventions to be conducted throughout the year including visits regenerated during the year following initial FLRS inspections; interventions conducted in high-risk unrated establishments that were incorporated during this timeframe and interventions missed in previous years that were incorporated back into the inspection programme. The level of interventions due in 24/25 far exceeded the available resources to deliver the food safety service plan and as such interventions required to be prioritised, as outlined in the ’Service Delivery’ section above. During 24/25 a total of 943 interventions were conducted, with a further 122 premises due an intervention at the start of the year noted to have closed in this same period. Interventions conducted included all approved establishments and all high-risk Group 1 and Band D & E rated establishments, including those regenerated throughout the year. In addition, interventions planned at the start of the year were conducted in a total of 274 Group 2, Band C rated establishments with a further 67 of these noted to have closed; and in 33 Group 2, Band B rated establishments with a further 7 of these noted to have closed. In addition, interventions were conducted in 14 Group 2 unrated establishments incorporated at the start of the year. Finally, a total of 6 interventions were conducted in Group 3, Band B, Band C, and unrated establishments. Interventions in addition to those outlined above were of high-risk unrated establishments incorporated during this timeframe; and schools located in South Lanarkshire Council area, that due to being broadly compliant establishments were not incorporated in previous years inspection programmes as originally planned. Inspections not carried out in 24/25 consisted of Group 2 Band A, B & C rated establishments and Group 3 Band B & C rated establishments. Visits not undertaken consisted of establishments contained in our original recovery programme but deemed to be low risk and/or have historically demonstrated high standards of food law compliance; or generally compliant or very compliant establishments which had been inspected since the re-start of our food law programme in September 2021. These scheduled interventions were moved to later in the programme to accommodate; higher risk visits regenerated following previous inspections; high-risk unrated establishments; and medium risk recovery visits missed since the start of our recovery programme. A total of 1 Group 2, Band C; 3 Group 2, Band B; 1 Group 2, Band A; 1 Group 2 unrated; and 464 Group 3 Bands B & C rated recovery visits were moved to later in the programme during 24/25 to accommodate higher risk interventions. In addition, 81 Group 2, Band C; 48 Group 2, Band B; 2 Group 2, Band A; and 23 Group 3, Bands B & C rated establishments, inspected at least once since September 2021 and found to be broadly complaint with food safety requirements, were moved to 169
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later in the programme during 24/25 to accommodate higher risk interventions. This reprioritisation is in line with the process outlined in the ’Service Delivery’ section above. We will continue to prioritise our interventions schedule in this manner in 2025/26 to reflect available resources throughout the year. In summary, (excluding closed premises) 42% of interventions scheduled for 24/25 were carried out with 10% of interventions due overall, not able to be conducted as the establishments had closed. In addition, a further 490 unscheduled interventions were completed. Many of these unscheduled interventions related to high-risk establishments with approximately 172 of them being conducted as a result of regenerated Band D and E rated establishments throughout 24/25. These inspections are time consuming due to the nature of the risk and complexities involved. In some cases, these interventions resulted in the need for formal action, which requires corroboration. A new resource pressure emerged in the final quarter of 23/24, and continued during 24/25, when a change to the inspection system for approved establishments commenced. The changes introduced by Food Standards Scotland for these businesses, resulted in more resources being diverted to approved establishments than would have been the case in previous years. The performance of the Food & Business Regulation team during 24/25 has been commendable, particularly in the context of having 1 full time EHO’s on maternity leave, from April to December 2024. The team has also experienced resourcing pressures arising from long term absence during the year. This level of deficit in resources could not be foreseen when our recovery plan was developed. The overall performance of the team would have been stronger throughout 24/25 if these pressures had not occurred. Overall, the resourcing pressures facing the team are similar to the situation in the majority of councils across Scotland. FSS has estimated an addition 180 FTE officers would be required across Scotland to deliver official food controls as set out in the Code of Practice and deliver the changes they have introduced to the food safety inspection programmes. Recognising the position Councils are in, FSS has initiated a project to review food safety delivery systems in Scotland, so they are more realistically aligned with available resources. 6.2 Areas of Improvement Any areas identified as requiring action following on from the review and quality assessment/internal monitoring processes will be addressed by the Food & Business Regulation extended management team. Action taken shall range from immediate action to inclusion in the Service Plan for future years. Many of the issues in terms of resourcing during 24/25 were out with our control, however the Service have taken steps to ensure that going forward we can maximise the number of available resources we are able to devote to food law interventions. We took steps in the final quarter of 24/25 to recruit a recently qualified Food Safety Officer, who had been working as our sampling officer to a Food Safety Officer’s post. Whilst this has meant that we have had to redistribute sampling duties between this officer and 3 of our other Food Safety Officers; in turn reducing each officer’s capacity for conducting food law interventions slightly, this has resulted in an overall increase in the number of interventions 170
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we are able to carry out in a year. We are aiming during 25/26 to recruit a replacement food sampling officer, which will result in a further overall increase in our capacity to carry out food law interventions, as it will free up more Food Safety Officer time. In addition, an EHO on maternity leave since the start of 24/25 returned to us for the final quarter of the year; and we are hopeful that another EHO currently on long term sickness absence will be able to return to work in the very near future. South Lanarkshire Council were last audited by Food Standards Scotland in February 2023. Areas for improvement were detailed in an action plan, which the Food & Business Regulation team worked during 23/24 to address. All issues raised were actioned, the audit action plan signed off by Food Standards Scotland and the final audit report published. A link to the report can be found here: Audit and monitoring | Food Standards Scotland 171
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Renewable Energy Fund – Mill Rig Windfarm Contributions 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for community benefit payments generated from Mill Rig Windfarm to be administered through the Renewable Energy Fund (REF) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s REF incorporate provision for the receipt and disbursement of community benefit payments in respect of Mill Rig Windfarm. 3. Background 3.1. Through its Renewable Energy Community Benefits Policy, the Council has sought annual community benefit payments of £5,000 per megawatt (MW) index linked from windfarm developments. This is aligned with the Scottish Government’s Good Practice Principles for Onshore Energy Development recommendations published in 2015 that identifies the opportunity for communities to share in the benefits from their local energy resource. These contribution rates are guidance only as neither the Scottish Government nor the Council can oblige developers to provide community benefit contributions or that the Council administers the Community Benefit funds. 3.2. These agreements with developers place an obligation on the Council to administer community benefit funding received through the REF processes. The REF currently manages community benefits from some 44 windfarms. 3.3. A number of changes were approved at the 6 February 2024 Community and Enterprise Resources Committee to help the Fund deliver more strategic projects. These changes included setting seven priorities as listed below: - 1.) transport and connectivity 2.) recreation and community facilities 3.) rural entrepreneurial activities and business infrastructure 4.) jobs, training and employability 5.) environmental and net zero sustainability 6.) rural poverty and wellbeing 7.) tourist and visitor infrastructure to support tourism and business 15 173
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Amendments to the intervention levels and criteria were also approved and are listed below:- an ability to fund revenue projects for up to three years in addition to capital projects increase the small grants level to 100% funding up to £20k increase the large grant maximum to 75% and in specific areas and with conditions up to 100% grants would be available introduce a Rural Facilities Sustainability Fund to help communities consider asset ownership and retain facilities for a period of up to three years in consultation with communities, Community and Enterprise Resources will develop larger more complex community projects on behalf of local communities and local needs focusing around the strategic challenges 4. Eligible Areas for Distribution of REF Grants from Windfarm Sites 4.1. Mill Rig Windfarm is located near Drumclog within South Lanarkshire at the boundary with East Ayrshire Council with access and power lines to the site via East Ayrshire. The windfarm was developed by Banks Renewables with consent granted in March 2024. The windfarm is now owned by Onpath Energy and is currently under construction. The windfarm consists of 5 turbines with a maximum power generation of 33.4 MW per annum. 4.2. The developer has agreed with local communities and officers from both councils that the eligible funding area will include the community councils in East Ayrshire and South Lanarkshire within 10km of the windfarm. These being Sandford and Upper Avondale, Darvel, Murkirk, Sorn and Newmilns. The eligible area for Mill Rig funds is identified in Appendix 1. 4.3. The legal agreement provides a total of £5,000 per MW per annum of Community Benefit Funds totalling £167,000 per annum. The annual contributions will commence in Spring 2026 and is index linked from 2025. 4.4. Similar to the existing Council administered Clyde Windfarm Fund a panel of two representatives from each of the five community councils will appraise and recommend applications for approval. 5. Employee Implications 5.1. These additional REF contributions will be managed using existing Enterprise and Sustainability Development Services staff. 6. Financial Implications 6.1. Due to the cross boundary funding a higher management fee of 8% per annum will be received, estimated at £13k in the first year. There are no additional financial implications for the Council in managing the proposed new funds. Funding can only be dispersed to projects located within the eligible areas once funds have been received from the developer and the developers has made initial year one payments. 7. Climate Change, Sustainability and Environmental Implications 7.1. The environment and net zero sustainability is one of the seven priorities for the Community Benefit Fund agreed at the Community and Enterprise Committee of 6 February 2024. The fund will therefore be able to support climate action and sustainability projects with communities. 174
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8. Other Implications 8.1. The funds will assist in delivering the Community Wealth Building aims, in areas such as retaining wealth locally, community ownership. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Each of these developments have undertaken consultation following the Scottish Government’s Good Practice Principles for Onshore Energy Development recommendations involving local communities and Community Councils. David Booth Executive Director ( Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes 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 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 Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Executive Committee 3 March 2004, “Community Benefit: Establishment of a Renewable Energy Fund” Executive Committee 1 December 2010, Renewable Energy Developments and Community Benefit. Enterprise Services Committee 1 April 2014, Scottish Government Consultation on Good Practice Principles for Community Benefits from Onshore Renewable Energy Developments List of Background Papers Planning consents Mill Rig Windfarm Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kenny Lean, Programme Manager, Enterprise and Sustainability Development Services Ext: (Tel: 07469027925 ) E-mail: kenny.lean@southlanarkshire.gov.uk 175
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Mill Rig Windfarm Community Benefit (CB) South Lanarkshire East Ayrshire © Crown Copyright. Unauthorised reproduction infringes Crown Copyright and may lead to prosecution or civil proceedings. South Lanarkshire Council 100020730. Not to scale/Indicative only KEY Mill Rig Windfarm SLC boundary Sandford Community Council Darvel Community Council Newmilns Community Council Sorn Community Council Muirkirk Community Council 123 4 5 1 2 3 4 5 15 177
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 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 grant applications to the Renewable Energy Fund (REF) for:- Douglas Community Development Company Hollandbush Golf Club [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Douglas Community Development Company of up to £35,100 from the Renewable Energy Fund to appoint consultants; and (2) that a grant be awarded to Hollandbush Golf Club of up to £155,892 from the Renewable Energy Fund to purchase course maintenance equipment. [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. 3.2. Grant awards above £20,000 require approval from Committee. Awards below this level are approved by the Head of Enterprise and Sustainable Development under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 3.3. Several changes were made to the REF criteria at the Community and Enterprise Resources Committee of 6 February 2024 including supporting revenue funding, increases to intervention levels and aiming to deliver larger more strategically impactful projects. 16 179
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4. Grant Recommendation 4.1. Application Number 1302 Douglas Community Development Company – project value £70,200 Proposed Grant award £35,100 intervention rate of 50% The proposed grant of £35,100 will be funded from Gallawhistle Windfarm which contributes into the Renewable Energy Fund 4.2. Douglas Community Development Company (DCDC) is a community group with its purpose being:- The Douglas Community Development Company (DCDC) is a charity established in 2019, dedicated to enhancing the social, economic, and environmental well-being of the community in and around Douglas, South Lanarkshire. Run by a passionate group of volunteers, DCDC aims to address local challenges and improve the quality of life for residents through a range of community-driven initiatives. 4.3. DCDC has a seven-member management committee and 49 members, and it is an integral part of the Douglas community. DCDC core projects are the redevelopment of the Douglas Arms Hotel and the reinstatement of the Crabtree Park sports pavilion. These projects have been identified as part of the community action plan. 4.4. The grant will allow DCDC to appoint external consultants, who will provide expert support in developing and delivering two major regeneration projects in Douglas. The group carried out a tender and evaluation process to ensure appropriate consultants are appointed to prepare a feasibility with a financial funding package and detailed architectural plans for the restoration of two derelict building in the Douglas area. 4.5. The project requires capital funding to drive forward the two major regeneration initiatives in Douglas by appointing Specialist Development Services to help secure investment, manage risks, and drive community-led regeneration, creating lasting social and economic benefits for Douglas. 4.6. The project has been established as part of the local action plan produced by the local community. DCDC has carried out extensive community consultation, demonstrating strong local support for both projects. The Douglas and Glespin Community Action Plan 2024 identifies these developments as priorities. 4.7. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £35,100 totalling 50% of eligible costs. 4.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Coalburn, Douglas and Glespin Community Fund To be confirmed £35,100 SLC Renewable Energy Fund Grant (50%) Gallawhistle. For approval £35,100 Total project value £70,200 4.9. The consultancy work is scheduled to commence in September 2025 and be complete by December 2026. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm Coalburn, Douglas and Glespin Community Fund has been secured to complete the consultancy work. 180
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5. Grant Recommendation 5.1. Application Number 1355 Hollandbush Golf Club – project value £210,892 Proposed Grant award £155,892 intervention rate of 74% The proposed grant of £155,892 will be funded from Gallawhistle Windfarm which contributed to the REF. 5.2. Hollandbush Golf Club SCIO (HGC) is a charity with its purpose being:- The long-term vision for Hollandbush Golf Club (SCIO) is to provide an improved golfing and social experience for Hollandbush golf course members and the local community. The purpose of community ownership of this asset is to allow the community to determine the strategic direction for future development. 5.3. HGC management committee has nine members, 11 regular volunteers and 286 members. 5.4. The grant will allow HGC to safeguard the future of HGC to secure continued access to golf for the local community, preserve a valuable green space, support physical and social wellbeing across all age groups, safeguard and create future jobs opportunities. HGC will stimulate socio-economic activity and potentially increase tourism activities. 5.5. HGC submitted an application for a Community Asset Transfer to run the facility which was approved at Housing and Technical Resources Committee in February 2025. HGC have yet to formally accept the offer of a CAT which has a long stop date of 12 September 2025. On the basis that it is formally accepted, the anticipated transfer date is January 2026. This grant will allow the group to purchase golf course maintenance equipment and continue the course management. HGC (SCIO) intend to employ a similar staffing level of South Lanarkshire Leisure and Culture to ensure the course is maintained to the highest standards throughout the year. 5.6. The project requires capital funding to purchase essential course maintenance machinery which includes a tractor, greens mower, fairway mower, rough and trim mower and a utility vehicle to ensure the course is maintained to a high standard for members, local community and visitors to the area. 5.7. The project has been established with an initial public consultation process which will feed into the community action plan. 5.8. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £155,892 totalling 74% of eligible costs. This grant is subject to the formal acceptance of the CAT by HGC by 12 September 2025. 5.9. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Kype Muir Community Fund To be confirmed £30,000 The Orit Cumberhead Community Fund To be confirmed £25,000 SLC Renewable Energy Fund Grant (74%) Gallawhistle For approval £155,892 Total project value £210,892 181
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5.10. The purchase of equipment is scheduled to commence in September 2025 and be complete by January 2026. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm Kype Muir Community Fund and The Orit Cumberhead Community Fund have been secured. 6. Employee Implications 6.1. There are no employee implications arising from this report. 7. Financial Implications 7.1. The awards will come from Gallawhistle Windfarm which contributes to the Renewable Energy Fund. The Funds have sufficient resources to meet the proposed grant awards commitment detailed in this report. 7.2. REF funding awards are subject to all other funding being secured. 8. Climate Change, Sustainability and Environmental Implications 8.1. Both projects support local communities and the local environment. The grant to Douglas Community Development Company will prepare a feasibility with a financial funding package and detailed architectural plan for the restoration of two derelict building in the Douglas area. The grant to Hollandbush Golf Course will allow the club and community to take on the long-term management and maintenance of the golf course ensuring its community use and financial sustainability. 9. Other Implications 9.1. 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. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 10.2. 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) 23 July 2025 182
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Link(s) to Council Values/Priorities/Outcomes 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 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 Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee 6 February 2024 Renewable Energy Fund - Strengthening Links to Rural Priorities Housing and Technical Resources Committee 26 February 2025 - Hollandbush Golf Course and Clubhouse, Lesmahagow – Community Asset Transfer to Hollandbush Golf Club List of Background Papers Completed REF Appraisal Scoring Sheet for application number 1302 Completed REF Grant Application Form for application number 1302 Completed REF Appraisal Scoring Sheet for application number 1355 Completed REF Grant Application Form for application number 1355 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 183
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Overtoun Bandstand Restoration 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of the restoration of Overtoun Bandstand in Overtoun Park, Rutherglen detail the project programme, work to-date, expected completion and link to the Rutherglen 900 Committee celebrations provide an update on the live community consultation exercise provide details of the Historic Environment Scotland (HES) external funding bid opportunity 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Council’s commitment to restoring Overtoun Bandstand following wilful fire damage in June 2024, be noted; (2) that the project aim of delivering the bandstand in line with the Rutherglen 900 event calendar be noted; (3) that the aims of the community consultation be noted; and (4) that the timeline and application criteria for external funding from Historic Environment Scotland be noted. 3. Background 3.1. The bandstand in Overton Park Rutherglen, erected in 1914, is a cherished B-listed structure and a landmark that has graced the community for over a century. 3.2. On 1 June 2024, the structure sustained significant damage as a result of a fire. The Council acted swiftly to ensure public safety and to assess the extent of the damage. Heras fencing and enhanced security measures were put in place immediately. 3.3. In February 2025, an allocation of £300,000 from the Council Budget was approved for the repair and restoration of the bandstand in time for the Royal Burgh’s 900th anniversary celebrations in 2026. Due to the bandstand’s historic significance, it is a requirement that great care is taken to ensure its original character and features are preserved during restoration. The Council will work closely with heritage experts and conservation specialists to guide the repair process, with detailed assessments being carried out to identify and retain all historically significant elements. 17 185
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3.4. In addition, it is hoped the restoration will sympathetically incorporate modern enhancements including power, lighting, and CCTV to support community use while ensuring these additions do not compromise the bandstand’s architectural integrity. To achieve this, additional investment will be essential not only to protect and preserve the bandstand’s heritage, but also to realise the community’s aspirations for a revitalised and sustainable landmark (please refer to paragraph 7.2 below). 4. Project Progress, Timeline and Rutherglen 900 Celebrations 4.1. Following the fire in June 2024, the Council took immediate steps to safeguard the site and assess the condition of the historic structure. The Council engaged with a range of heritage and construction specialists to inform the response and ensure all actions aligned with conservation best practice. Page\Park – Architects 4.2. An award-winning architectural practice known for its commitment to the reuse of buildings and the regeneration of existing places; Page\Park was commissioned by the Council to produce a detailed Conservation Report. This report: assessed the condition of the bandstand’s historic fabric to determine what elements could be salvaged provided recommendations for restoration, and guidance on conditions required for safe storage of materials included a proposed methodology for the careful dismantling of the structure, which was shared with Historic Environment Scotland Reigart Construction Ltd – Construction 4.3. Reigart Construction was appointed to secure and protect the site. Their work included stabilisation, fencing, and site safety measures to prevent further damage and protect the public. Narro– Structural Engineering 4.4. Narro, structural engineers with experience in historic buildings, were instructed by the Council to carry out a condition assessment. Their initial inspection report, dated 4 June 2024, confirmed the structure was unsafe and recommended it be carefully dismantled for safety and preservation. 4.5. Following the initial stages of inspection, refurbishment proposals and a method statement for the remedial works, is currently being prepared which will be subject to tender in due course. 4.6. The estimated completion date for the restoration works is Spring 2026, however, this date could be impacted by external funding timescales, which could delay completion to Summer 2026. 4.7. In 2026, Rutherglen will be celebrating 900 years since becoming a Royal Burgh with a full year of community-led events. The intention is for the newly restored bandstand to feature as part of the calendar of events. 5. Community Consultation 5.1. Community consultation was launched in June 2025 and is still currently active. The survey seeks views from the local community on the restoration, and future use of the bandstand. 186
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5.2. The survey is available through a QR Code and paper version, which can be left at designated collection points. This has been promoted through:- Grow 73 ‘Buzz Fest’ – 8 June 2025 Rutherglen Landemer Day – 14 June 2025 Overtoun Park Bowling Club Rutherglen Town Hall (designated collection point) Rutherglen Library (designated collection point) Rutherglen 900 Steering Group Landemer Committee 5.3. Evidence from the responses to-date suggests there is strong local support for returning the bandstand to active use. Residents, local schools, heritage groups, and voluntary organisations have all voiced a desire to see the structure reanimated as a venue for performances, music, storytelling, public talks, and informal events. The bandstand’s open, central location makes it ideally suited for inclusive outdoor programming that brings people together in a shared public space. 5.4. The outcomes from the survey will be published and promoted through the above- mentioned venues and will be used to shape the project delivery. 6. Employee Implications 6.1. There are no employee implications as a result of the contents of this report. 7. Financial Implications 7.1. Whilst the Council has committed £300,000 toward the project, due to the scale of damage, specialist materials, conservation expertise, and the inclusion of modern safety features, the total costs are expected to exceed the budgeted amount. Additional funding will, therefore, be necessary to deliver a project that meets both conservation standards and community expectations. 7.2. It is the Council’s intention to apply for external funding from Historical Environment Scotland through their Grants Programme. An Expression of Interest (EOI) is currently being prepared, for a grant award up to £100,000. 7.3. In the event of a positive response to the EOI, a full application will be submitted in line with HES timescales. As indicated previously, this may impact on the overall project timescales. 8. Climate Change, Sustainability and Environmental Implications 8.1. The project aligns with sustainable heritage principles by prioritising the repair and reuse of an existing historic asset over demolition or new build. This conserves embodied carbon and minimises waste, while energy-efficient lighting and security upgrades will be installed as part of the works. By enhancing access to a valuable outdoor cultural space, the project also encourages active travel, reduces the need for car-based trips to distant venues, and supports climate-friendly patterns of community engagement. 9. Other Implications 9.1. The restoration of the bandstand aligns the Council’s vision to ‘improve the lives and prospects of everyone in South Lanarkshire’. 187
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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, therefore, no Integrated Assessment is required. 10.2. Community consultation is ongoing as outlined in section 5. David Booth Executive Director (Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs 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 Our children and young people thrive Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Elaine Melrose (Development Officer) E-mail: elaine.melrose@southlanarkshire.gov.uk 188
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Report Agenda Item Report to: Community and Enterprise Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Clyde Metro Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update to highlight the progress made to develop the Clyde Metro Case for Investment (CFI) programme by the Project Partners 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): - [recs] (1) that the progress of the Clyde Metro Case for Investment programme and the contents of this report be noted. 3. Background 3.1. The delivery of Clyde Metro is a collaborative project. The Case for Investment (CFI) for Clyde Metro is being led by Strathclyde Partnership for Transport (SPT) as lead partner, with support from Glasgow City Council, acting as a representative for the Glasgow City Region (GCR). Transport Scotland is acting in a Project Assurance role. Senior Officers from South Lanarkshire Council, including the Head of Service for Roads, Transportation and Fleet Services, are actively engaged in the Clyde Metro Senior Officers Group. This is to ensure that South Lanarkshire Council influences the development of the project and remains informed on progress. 3.2. The CFI will develop the programme-level business case for Clyde Metro and, as such, is an essential first step towards setting out the programme of projects which will make up the mass transit project over the years to come. 3.3. With the scope of the Glasgow Airport Access Project now incorporated within a wider regional metro opportunity, in December 2023 the GCR Chief Executives Group under its delegated authority from GCR Cabinet, approved the allocation of £12.155m business case funds from the GCR City Deal to Glasgow City Council as the lead GCR local authority to support the CFI development. The Scottish and UK Governments are each contributing 50% to the GCR City Deal funding package. 3.4. Up to £6.5m of this allocation is available to SPT to support the delivery of CFI outputs, with a grant agreement in place between Glasgow City Council and SPT. The remaining £5.655m is available to Glasgow City Council to support GCR local authority resource and spend profile developed in line with the CFI programme. A funding strategy for subsequent stages of Clyde Metro will be identified through the CFI process and this will include funding requirements and options for the detailed design, business case and construction for a first phase. 18 189
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3.5. The CFI comprises the following work packages: CFI Stage 1a - Case for Change and Initial Option Development CFI Stage 1b – Client Advisory Services Clyde Metro Framework CFI Stage 2 – Programme Business Case 3.6. The CFI process will be informed by a range of workstreams including a Scottish Transport Appraisal Guidance (STAG) based appraisal, business case development, technical assessments, audit, assurance, statutory impact - 18 - assessments as well as engagement and consultation with the public and key stakeholders. The CFI process will then enable informed decisions to be made around route selection, phasing, funding, and implementation arrangements, as well as the range of transformational benefits that would be delivered. The CFI will be developed in a manner consistent with STAG, and the five-case model for business cases defined in HM Treasury’s Green Book. This approach is a compulsory pre-requisite in seeking any Government grant funding support. 3.7. As lead local authority for GCR for Clyde Metro, Glasgow City Council is responsible for holding and disbursing funds to support the CFI programme, including entering into agreements with SPT given its lead role and as the procuring organisation. In recognition of GCR’s role as funder of CFI development, Glasgow City Council provides regular progress reports through the GCR Project Management Office (PMO) structures on the timetable for development, and monitoring progress of activity and spend in line with City Deal programme requirements. SPT have also presented progress reports to the GCR Cabinet on 5 November 2024 and 27 May 2025 and published papers/reports outlining their approvals for procurement awards. SPT have also provided regular progress updates to their relevant committees. 4. Progress update 4.1. SPT appointed Mott MacDonald Ltd in February 2024 to support delivery of CFI Stage 1a. This work package included several workstreams as outlined below: 4.2. Case for Change The Case for Change is one of the first steps within the wider CFI process - it being a key component of the Strategic Case of the Programme Business Case. In summary, the Case for Change Report provides a narrative of: Challenges that Glasgow City Region is currently experiencing. Opportunities available to deliver better economic, environmental, and social outcomes in the future. ‘Vision’ for a transformed future, with the Clyde Metro programme integrated into a wider portfolio of complementary investment to deliver on national, regional, local, and hyperlocal priorities. ‘Golden Thread’ for the programme, and how transformational changes in connectivity and land use will address the current challenges and unlock the opportunities for the future. 4.3. It should be highlighted that the Case for Change built on the extensive evidence base, and rationale previously established through the second Strategic Transport Project Review (STPR2) published in December 2022 - while updating and regionalising/localising content as appropriate. 190
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4.4. Based on the wider policy context, collaboration between key stakeholders, and with reference to evidence documented within the report, a vision for the Clyde Metro programme was created, as shown in Figure 1 below: Figure 1: Clyde Metro Vision 4.5. The Case for Change Report was completed in August 2024 and is available on SPT’s Clyde Metro microsite under the Key Documents section. The microsite provides key information on the project and is where future updates will be made available. The dedicated microsite also includes details of how to contact the project team. 4.6. Network Options Development A draft Network Options Report was presented to the Clyde Metro Programme Steering Group (PSG) in December 2024. The PSG is the key decision-making group for the Clyde Metro CFI stage, comprises of the Chief Executives of the partner organisations – SPT, Glasgow City Council and Transport Scotland. Approval was granted by the PSG to start a period of stakeholder engagement during December 2024 - February 2025. 4.7. Prior to its presentation to the PSG in December 2024, the draft Network Options Report had been informed by early input from technical stakeholders including Network Rail, ScotRail, bus operators and councils. Councils were also substantially engaged through the Clyde Metro Senior Officers Group in relation to the methodology adopted, datasets used and the emerging corridor analysis and network options. Ten stakeholder awareness workshops were held throughout Autumn 2024 to ensure there were no “showstoppers” or key missed items within the initial report. 4.8. The Network Options Report builds on the analysis from the Case for Change and outlines an approach to define key transport corridors across the City Region. The corridors were then assembled into various network configurations which seek to improve connectivity and integration across identified key priority places and local communities, whilst addressing the regional ambition as set out in the Vision, and Transport and Transformational Objectives. The definition of detailed routes and 191
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alignments, including proposals for stop locations will be developed as part of CFI stage 2. 4.9. Following the incorporation of stakeholder comments, the draft Network Options Report was presented to the PSG, who approved progressing to a formal engagement exercise on the Vision, Objectives and Network Options (VOO). This engagement feedback will be used to guide and inform subsequent stages of the CFI. VOO engagement was conducted during January and February 2025. 4.10. VOO engagement activities included sessions with council leaders, councillors, SPT members, MPs and MSPs, Community Planning Partnerships, and wider stakeholders from across the West of Scotland, including the business community. More than 180 individual stakeholders were engaged across thirteen separate sessions. This engagement included South Lanarkshire Council. 4.11. Engagement demonstrated that there was widespread support for the scale and ambition of Clyde Metro, with stakeholders recognising the need for a modern mass transit system serving Glasgow City Region. Several key themes emerged during the VOO engagement. These included questions and feedback around Clyde Metro’s evidence base and future intelligence, how the network would be developed, its connection with Glasgow Airport, methods for future funding and delivery, the requirement for the project to have widespread support and advocacy, the importance of integration with other transport modes, and the need for smart ticketing. The detailed feedback from technical stakeholders including local authorities and the formal VOO engagement has been made available to consultants as part of CFI Stage 2 works, with an initial ask of them to review the work undertaken so far and ensure stakeholder feedback is fully considered as part of developing plans for the next phase. 4.12. The Network Options Report was approved at the March 2025 meeting of the Clyde Metro PSG. This concluded the formal completion of CFI Stage 1a, allowing approval for the project to move forward onto CFI Stage 2. 4.13. To highlight the significant progress made so far, SPT have published a ‘CFI Stage 1 Close Out’ Communication Note which provides a succinct summary of all tasks and outputs from VOO engagement. The note also includes a summary of the Vision, Objectives and Network Options developed, and details of the feedback themes identified by stakeholders. 4.14. Client Advisory Services (CAS) Consultant’s Turner and Townsend were appointed by SPT in May 2024 to support delivery of CFI Stage 1b - Client Advisory Services (CAS). This workstream provides guidance and advice to the project team to help shape delivery requirements for CFI Stage 2 and early preparation for future stages. Key tasks included: Organisational Design: Supporting delivery of the initial CFI stage, including recommendations of potential programme organisational and programme governance structures for CFI stage 2 and beyond. Programme Definition and Requirements: Developing a CFI Programme Plan and road map and providing advice on the optimal integration of transport and transformation within the CFI – taking cognisance of policies and projects that Clyde Metro maybe interact with, such as public transport operations investment and improvements, and more widely health initiatives, sustainability, regeneration and housing development. 192
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Development of a long-term Communications and Advocacy Strategy: Identifying strategic, political, non-technical, commercial, innovative, and institutional stakeholders, and establishment of a communications approach, to inform the future engagement plan. 4.15. Outputs from CFI Stage 1b, along with the recommendations from the CFI Stage 2 Readiness Review detailed below, will now form a workstream to be progressed by the Clyde Metro project team. 5. CFI Stage 2 and Next Steps 5.1. CFI Stage 2 While CFI Stage 1 established the strategic need for Clyde Metro, Stage 2 will provide a rigorous, more detailed investigation, following principles and requirements set out by STAG and HM Treasury. CFI Stage 2 will run for two years and is comprised of several workstreams and inter-related tasks to support long term infrastructure planning and development, including: Detailed scheme and technical appraisal Development of a Programme Level Business Case Land Use and Housing Assessments Engineering Feasibility Impact Assessments including o Equality Impact Assessment o Health Impact Assessment o Child Rights and Wellbeing Impact Assessment o Fairer Scotland Duty Impact Assessment o Business and Regulatory Impact Assessment Approaches to Governance Financing Technology Transformation Strategy and Action Plan 5.2. CFI Stage 2 Readiness Review To ensure a strong base from which to commence and deliver CFI Stage 2, a Readiness Review was undertaken between January and March 2025. 5.3. The review assessed CFI partners and wider GCR teams’ readiness for CFI Stage 2 delivery. The readiness assessment built upon knowledge and experiences learned from CFI Stage 1 and ongoing risk management. It also considered relevant recommendations from the Hardie Review (Edinburgh Trams Inquiry), and measures that could support delivery of the CFI, particularly around governance structures and reporting arrangements. 5.4. The Readiness Review validated that significant progress on project set-up and monitoring arrangements has been made, giving confidence in the methodology adopted. The outcomes of the Readiness Review were presented to the March 2025 PSG as part of the approval process for moving to CFI Stage 2, and the actions arising from it, alongside those from CFI Stage 1b, to be taken forward as a specific workstream by the project team. 5.5. CFI Stage 2 Delivery Preparations for delivering CFI Stage 2 have progressed in parallel and at pace over the past six months. Detailed scopes have been developed and procured for five workstreams, with a further three workstreams set to undergo the same process in line with the programme requirements. A summary is provided below: 193
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5.6. Programme Management activities have commenced for the five workstreams marked with a (*). These activities are supported by wider oversight from the Project Management Team and existing governance arrangements. 5.7. The deliverables are expected to be completed by the end of 2025. This will signal the beginning of approximately seventy outputs across the CFI Stage 2 workstreams, which are set to be delivered over the next two years. The overall CFI remains on target to be complete by early 2027. Some initial key deliverables include: Deliverable Workstream Delivery date Vision, Objectives and Options Note CFI Stage 2A Complete Governance Report CFI Stage 2A Mid December 2025 Delivery Mechanisms Report CFI Stage 2A Mid November 2025 Preliminary Options Appraisal Report CFI Stage 2A Mid December 2025 Workstream Status Consultant Start Date End Date Stage 2A: STAG Appraisal* Awarded: SPT Partnership Committee March 2025 Mott MacDonald March 2025 August 2026 Stage 2B: Strategic Environment Assessment and Habitats Regulations Appraisal* Awarded Arup March 2025 February 2027 Stage 2C: Impact Assessments* Awarded Jacobs March 2025 February 2027 Stage 2D: Programme Business Case Currently in procurement process Subject to procurement processes June 2025 February 2027 Stage 2E: Programme Business Case Audit Tender Period: Summer 25 Subject to procurement processes October 2025 February 2027 Stage 2F: Preliminary Engineering Statement* Awarded: SPT Partnership Committee March 2025 Mott MacDonald March 2025 March 2026 Stage 2G: Land Use and Housing Assessment* Awarded Arup March 2025 November 2026 Stage 2H: Transformation Strategy and Framework Tender Period: Winter 26/27 Subject to procurement processes Early 2027 Early 2027 194
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Strategic Case CFI Stage 2D Late-November 2025 5.8. Stakeholder Engagement A Stakeholder Engagement and Consultation Strategy was developed by SPT to inform the delivery of activities during CFI Stage 1. This strategy is being updated to reflect the requirements of CFI Stage 2, with its contents being presented to the June 2025 Clyde Metro PSG. 5.9. Activities will continue to be predominantly focused upon Technical Experts and Statutory Services Stakeholders, with the strategy acting as a framework to guide periods of engagement throughout the delivery of CFI Stage 2. This approach will be based around specific ‘Engagement Windows’ to ensure a co-ordinated approach to the delivery of engagement across the various workstreams. This will help to prevent stakeholder fatigue and duplication of work. The STAG findings consultation window planned for Spring – Summer 2026 will incorporate a public consultation activity. These structures will also help inform and develop further, a co-ordinated approach to wider communications and advocacy for the overall Clyde Metro programme. Figure 2: CFI Stage 2 Engagement and Consultation 5.10. Senior officers from Roads, Transportation and Fleet Services will continue to be active in the Clyde Metro Senior Officers Group. The overriding aim is to ensure that a balanced approach is taken and that all transport modes are considered along the identified corridors and that businesses and our communities are not adversely impacted. However, it should be remembered that this is an ambitious project, with complex technical challenges in terms of delivery along whatever corridors are ultimately taken forward. Senior officers have already provided feedback to emphasise 195
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that local priorities and geographical differences across South Lanarkshire and the region should be recognised and addressed in the development of the project. 5.11. The Clyde Metro Senior Officers Group has proven to be an especially useful forum to discuss key issues with councils in relation to the Clyde Metro development process, therein building confidence, trust and clarity and a strong basis for future joint working on this flagship regional project. SPT will continue to progress the Clyde Metro programme from a regional perspective, including co-ordination with wider workstreams including the Strathclyde Regional Bus Strategy (SRBS). Glasgow City Council continues to work closely with SPT, on behalf of the GCR, to progress all deliverables ensuring the Clyde Metro Senior Officers Group is effectively engaged. This will ensure a strong co-ordinated regional voice and involvement to input to, validate, and review key emerging outputs. 6. Employee Implications 6.1. Existing staffing levels will continue to be used in further engagement with the Project Partners. 7. Financial Implications 7.1. £12.155m funding delegated to Glasgow City Council from GCR City Deal to hold and disburse funds to support the development of the Clyde Metro business case. Ongoing financial and activity reporting to Clyde Metro Programme Steering Group and GCR structures. 8. Climate Change, Sustainability and Environmental Implications 8.1. Through providing an alternative and more sustainable mode of transport, it is expected that the project outcomes will have a positive impact in reducing carbon emissions from transport. 9. Other Implications 9.1. At present, there are no significant risks or other implications associated with this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Relevant statutory impact assessments are being undertaken as part of the Clyde Metro project. 10.2. Consultation requirements as stated within section 5 or the report. David Booth Executive Director ( Community and Enterprise Resources) 04 August 2025 Link(s) to Council Values/ Priorities/ Outcomes Focused on people and their needs Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible 196
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Previous References None List of Background Papers SPT Clyde Metro website Clyde Metro Case for Change Report GCR Cabinet Reports: 5 November 2024 and 27 May 2025 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 Ext: 4088 E-mail: Colin.Park@southlanarkshire.gov.uk 197
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Strathclyde Regional Bus Strategy – Recommendations for Future Delivery of the Regional Bus Network Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the development of the Strathclyde Regional Bus Strategy (SRBS) provide an overview of the Council’s recent response to the Strathclyde Partnership for Transport (SPT) bus strategy consultation, which was based on approvals given by the Executive Committee 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the response to the Strathclyde Partnership for Transport (SPT) bus strategy consultation, submitted on 29 May 2025 and attached as Appendix 1, be noted. 3. Background 3.1. A report to the Executive Committee on 8 May 2024 noted that in response to the continuing decline in bus use and in recognition of the important role of bus in delivering public policy, new provisions to improve bus services were introduced in Scotland under the Transport (Scotland) Act 2019. The new provisions allowed Local Transport Authorities, in accordance with relevant guidance and regulations, to develop Bus Service Improvement Partnerships in partnership with bus operators, to develop and manage a bus franchise, and establish a new municipal bus company to directly operate bus services. 3.2. The aforementioned Committee report also noted that in 2023, SPT commenced work on the Strathclyde Regional Bus Strategy (SRBS). The SRBS is SPT’s process to investigate the use of the provisions and to determine a preferred strategy to improving the bus network in the region. 3.3. The first stage of the development of the SRBS was a Case for Change report. This report set out why change in the bus network in the Strathclyde area is required, setting out current problems with the bus network, trends in passenger journeys, desired outcomes of the SRBS, along with policies and associated objectives to improve the bus network. 19 199
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3.4. Following the Case for Change report, an Options Appraisal was undertaken to identify options through which the bus network could be delivered. These options included continuing with the current ‘business as usual’ approach, partnership models on a voluntary or statutory basis, local services franchising, and municipal bus operations. A consultation on the recommendations of the Options Appraisal was undertaken between April to May 2024, with the Council response outlined in the 8 May 2024 Executive Committee Report. 3.5. Following the response to the consultation, officers continued to liaise with SPT in the development of the SRBS, with the Council response being taken cognisance of in the draft SRBS. 3.6. In February 2025, the SPT Strategy and Programmes Committee approved a draft SRBS for public consultation. A copy of the draft SRBS is available here. 4. Strathclyde Regional Bus Strategy Consultation 4.1. The draft SRBS is structured around three key chapters: the Case for Change (CFC), the Bus Network We Need, and the SRBS Delivery Plan. 4.2. The ‘Case for Change’ chapter builds on work done during the CFC stage in the SRBS development process and concludes with the imperative to take the necessary action to move away from a ‘cycle of decline’ to develop the potential of a holistically planned bus network in Strathclyde. The ‘Bus Network We Need’ chapter sets out a picture of how bus could be delivered in the Strathclyde area to reverse the ‘cycle of decline’ and meet wider social, economic and environmental aspirations. 4.3. The Delivery Plan chapter sets out how the SRBS will be taken forward. SPT have concluded that their recommended options for bus reform in Strathclyde are local services franchising as the long-term ambition, with further consideration of small scale supplementary municipal bus operations. The chapter includes the rationale for progressing with the development of franchising, key issues to be considered in that process, the “Franchising Route Map” identifying how it will be developed and implemented, with an associated action plan. 4.4. SPT commissioned SYSTRA, an independent transport consultancy, to consult with stakeholders and the public on the draft SRBS. Views were sought upon each chapter, with consultees asked predominantly by way tick box responses as to whether consultees agreed or disagreed with policies and measures contained in the draft SRBS. There were also opportunities for open ended responses on each chapter. 4.5. In relation to the ‘Bus Network We Need’ chapter within the draft SRBS, we responded that the policies and measures are generally supported, however, our response noted that the detail and priorities must be reflective of local needs, in particular on rural areas. Furthermore, our response stated that the proposed delivery through a franchising model will require significant discussion between all parties particularly with current bus operators and that taking this forward will be a challenge even with the timescales outlined. 4.6. In relation to the delivery plan chapter, consultees were asked if they supported or opposed SPT taking forward bus franchising through the processes required by the Transport (Scotland) Act 2019. As noted in the 8 May 2024 Executive Committee Report, our response reiterated that the Council supports bus franchising being progressed across the Strathclyde area. 200
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4.7. The delivery plan notes that a future franchised network, will rely on sizeable public funding, in that the options appraisal carried out in the development of the Draft Strategy identified an indicative high-level estimate of £45m - £85m per annum additional revenue subsidy to deliver a regional franchise of a transformational nature, excluding fleet and depot scenarios. Our response noted that support is predicated on there being a clear and fully funded delivery model that does not put additional pressure on or divert funding from existing Council or SPT priorities. 4.8. Based upon our approved response outlined in the 8 May 2024 Executive Committee Report, our response to the latest consultation on the draft SRBS notes that further work is required in relation to the governance structure, franchising model and the development of the implementation strategy. In particular, we noted that there should be a focus to ensure that the model is democratically accountable, and that local democracy must remain with councils to ensure full consideration of geographical differences (e.g. rural areas), local priorities and to ensure a balanced approach to the needs of all sectors of our businesses and communities. Our response noted that this is vitally important when developing supporting bus related infrastructure and / or when cross boundary initiatives are being developed. Furthermore, we noted that such infrastructure development and initiatives can be equally successful using existing statutory powers and duties, strong professional partner relationships and political support across councils and SPT. 4.9. Our response also highlighted that other key issues to be considered include local democratic accountability, cross boundary planning and meeting the needs of rural areas where there is little or no current service. 4.10. The draft SRBS lists a number of key risks for the ‘franchising route map’ when developing and implementing franchising. These included: political and partnership support and leadership requirement for a strong governance framework funding resourcing market uncertainty untested legislation 4.11. The consultation asked for comments on these risks and whether there are any other key risks. Our response noted that there are significant financial risks that are referred to in the draft SRBS and more detail should be provided on these in the key risks section. 4.12. In our response, we highlighted that it is appreciated that more work is required to address each of these risks, but that the governance risks should be elaborated upon in the Draft Strategy to reference that the governance framework should ensure representation from local authorities and democratic accountability of the governance model that is ultimately taken forward. Our response noted that there are operational risks over skills and capacity of SPT and local authorities that need to be reflected in Franchising Route Map and ultimately in the development of the governance framework. 201
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4.13. Our response also noted that continuing engagement and partnership working with Councils as highlighted in the Draft SRBS is welcomed to ensure that the needs of South Lanarkshire’s communities are met. There remain significant unknowns in relation to the development of the franchising model reflected in the key risks noted in the Draft Strategy. Our response reiterated that it is essential that the Council remains engaged with SPT going forward to contribute to and influence this process. 5. Next Steps 5.1. We understand that SPT will present the final SRBS to a Partnership meeting in September 2025. 6. Employee Implications 6.1. Existing staffing levels will continue to be used in further discussion/assistance provided to SPT in the development of the strategy. It should be noted that a future franchising model may require additional staff resources. 7. Financial Implications 7.1. Whilst there are no immediate financial implications, paragraph 4.7 of this report notes that that the options appraisal carried out in the development of the draft SRBS identified an indicative high-level estimate of £45m - £85m per annum additional revenue subsidy to deliver a regional franchise of a transformational nature, excluding fleet and depot scenarios. 8. Climate Change, Sustainability and Environmental Implications 8.1. Increases in bus patronage has the potential to reduce reliance on private vehicles. This supports South Lanarkshire’s Sustainable Development and Climate Change Strategy. 9. Other Implications 9.1. There are no significant risks or other implications associated with 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 or consultation required. David Booth Executive Director (Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/ Priorities/ Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible 202
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Previous References Strathclyde Regional Bus Strategy – Recommendations for Future Delivery of the Regional Bus Network – Executive Committee, 08 May 2024 List of Background Papers Strathclyde Regional Bus Strategy – Draft for Consultation Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Stuart Laird, Engineering Manager Via MS Teams E-mail: Stuart.Laird@southlanarkshire.gov.uk 203
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Strathclyde Regional Bus Strategy Consultation Purpose of this research Bus services are vital to our communities, connecting towns, villages and city neighbourhoods across the west of Scotland. Despite the significant value of bus to society, economy and the environment, the bus network has been experiencing a decline. Strathclyde Partnership for Transport (SPT) wants to reverse this cycle of decline and grow the bus network. This means a bus network that attracts more people to buses and ensures access for communities who rely on buses for every day travel needs. This also means a bus network for everyone. To achieve this, SPT has been developing a Strathclyde Regional Bus Strategy that sets out what is needed from buses in the future and how this may be delivered. The draft Strathclyde Regional Bus Strategy can be accessed from SPT’s website: https://www.spt.co.uk/about-us/what-we-are-doing/regional-transport-strategy/bus-strategy/ This survey will help SPT understand views on key elements of the draft strategy and consider if any changes are required prior to the SPT Partnership approving the strategy for delivery. This survey Throughout this survey, we will refer to the draft Strathclyde Regional Bus Strategy as ‘the bus strategy’. It is important that the bus strategy meets the needs of people, businesses and organisations of the west of Scotland. SPT is holding this consultation so they can hear your views on the bus strategy and supporting documents. SPT has commissioned SYSTRA, an independent transport consultancy, to consult with stakeholders and the general public on the bus strategy. Your views are important and will be gratefully received. This survey should take approximately 10-15 minutes to complete, depending on the answers you give. All feedback received will be considered and will help to develop the final version of the bus strategy. You are able to provide a response to the survey from now until Thursday 29th May 2025. If you require any support in completing this survey, please contact SPT at RTS@spt.co.uk. Your data All survey responses are confidential and results will be analysed and reported anonymously by SYSTRA. The research complies with the Market Research Society Professional Code of Conduct and General Data Protection Regulation (GDPR). You can withdraw from the research at any time. The survey will ask you for some basic contact information for the purposes of ensuring the authenticity of responses, as well as asking for your feedback on the bus strategy. Those responding on behalf of an organisation will also be asked to provide some basic details about their organisation. Those responding as an individual will be asked about the area they live in and their current travel behaviour. 19 205
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To develop a bus strategy that truly reflects the needs and preferences of the community, it is crucial that each participant provides honest and unique responses. Your feedback is invaluable in shaping a bus network that serves everyone effectively. We kindly ask that you complete the survey only once to ensure the integrity of the results. You have rights in relation to how your personal data is handled and you can find full details by clicking https://www.systra.com/uk/wp-content/uploads/sites/11/2025/02/spt-srbs-privacy- notice.pdf. Are you happy to proceed with the survey? Please select one x Yes No ABOUT YOU These first few questions are to understand a little bit more about your organisation. 1. What is the name of the organisation that you are responding on behalf of? Please enter your organisation’s name below South Lanarkshire Council 2. Which of the following best describes your organisation? Bus operator X Local authority Other organisation 3. In which local authority area does your organisation primarily operate? Argyll and Bute East Ayrshire East Dunbartonshire East Renfrewshire Glasgow City Inverclyde North Ayrshire North Lanarkshire Renfrewshire South Ayrshire X South Lanarkshire West Dunbartonshire Other – please specify: 206
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4. Please provide your name, job title, and email address below. Note, this information is being requested for the purposes of ensuring the authenticity of responses. A list of all organisations that respond to the consultation will also be included in reporting, but will not be linked to responses. Your details will not be used for any other purpose. Name: Jonathan Plant Job title: Team Leader Traffic and Transportation Email: Jonathan.plant@southlanarkshire.gov.uk 5. Have you read the bus strategy? X Yes, I have read it in full Yes, I have read some of it No, I have not read it I was not aware of the bus strategy until now. 6. In 2024, SPT carried out a consultation regarding recommendations from the options appraisal. Did your organisation respond to this consultation? x Yes No Don’t know 207
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YOUR VIEWS ON THE BUS NETWORK 7. Firstly, do you agree or disagree that the bus network meets the needs of the general public? Strongly agree Slightly agree Neither agree nor disagree Slightly disagree X Strongly disagree Don’t know Not applicable THE BUS NETWORK WE NEED The bus strategy sets out policies and measures. The Policies are the principles that should be applied by SPT and partners in decision-making processes affecting bus in the region, while the Measures describe the activities and outputs that are needed to support the Policies. In the bus strategy, these policies and measures are grouped under seven themes. The themes are set out below alongside brief explanatory text, with further details available in chapter 4 of the draft bus strategy. 208
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8. When thinking about the bus network and how it may be improved, how important or not is each theme to your organisation? Please select one for each theme Very important Important Neutral Unimportant Very unimportant Don’t know Buses where they are needed, when they are needed X Reliable and quicker bus journeys X Affordable and attractive fares and ticketing X Accessible and safer bus journeys X A trusted and recognisable bus network X A seamless and integrated bus network X A more environmentally sustainable, resilient and adaptable bus network and fleet X 209
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9. To what extent do you agree or disagree that each theme should be included within the bus strategy? Please select one for each theme Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know Buses where they are needed, when they are needed X Reliable and quicker bus journeys X Affordable and attractive fares and ticketing X Accessible and safer bus journeys X A trusted and recognisable bus network X A seamless and integrated bus network X A more environmentally sustainable, resilient and adaptable bus network and fleet X 210
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The next few questions are optional. If you do not wish to provide feedback on the polices and measures within the themes, please skip to question 19. 10. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 1: Buses where they are needed, when they are needed? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P1: Improve periods of operation and geographic coverage of the bus network, where required X P2: Improve the frequency of bus services, where required X P3: Improve the efficiency of the regional bus network X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M1: A regional bus network based upon defined principles for frequency, capacity , periods of operation, coverage and connectivity X M2: Minimum levels of service for all towns, key destinations (e.g. hospitals) and off- peak time periods to ensure basic accessibility, working towards more convenient service levels X 211
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M3: High frequency services (every 10 minutes minimum) on core routes, working towards a turn-up-and-go service level for some services at appropriate times X M4: An integrated bus network with better coordination between services and modes, particularly for journeys where interchange is more common (e.g. rural to regional express or bus to rail) X 212
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11. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 2: Reliable and quicker bus journeys? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P4: Improve the reliability and punctuality of bus services X P5: Improve the attractiveness of bus journey times compared to car journey times X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M5: Bus priority infrastructure on high frequency routes (every 10 minutes minimum) and routes that are prone to congestion, including motorways X M6: Bus services that better meet performance (e.g. punctuality and patronage) standards and objectives, supported by more performance monitoring and the open sharing of performance data X M7: Better coordination of rural services with region/express services and rail services X 213
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M8: Better co- ordination of appropriate fleets for appropriate routes and services, maximising fleet and boarding capacity X M9: Support wider car demand management and centralised network disruption management policies, measures and operations x M10: Traffic management and enforcement measures (e.g. bus lane cameras, parking enforcement) X M11: More efficient network planning via a whole of region approach to provide faster and more reliable journeys x M12: Network-wide communication and monitoring teams to manage and respond to disruption, including the development with partners of a regional control centre x M13: Faster bus journey times on busier routes, supported by bus priority, faster boardings (through smart ticketing, bus stop rationalisation and faster vehicle access/egress) and express services X 214
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12. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 3: Affordable and attractive fares and ticketing? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P6: Improve the affordability of bus fares, especially for people living in poverty, disadvantaged communities and rural or remote communities X P7: Improve the attractiveness of bus fares compared to the cost of motoring X P8: Ensure that bus fares are easy to understand and flexible X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M14: Concessionary / discounted fares prioritised for groups most in need, progressing towards overall fare reductions for all X M15: Automatic fare capping for single and multi-journey (ensuring best fare is applied for the actual journey made) X 215
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M16: Simplified fare structures providing customers with the best value for money ticket for all journeys X M17: Accessible and easy to understand fares information X M18: Consistent and well-communicated approaches to any fare increases X 216
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13. To what extent do you agree or disagree that the following policy and measures are appropriate to deliver Theme 4: Accessible and safer bus journeys? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P9: Improve the accessibility and safety of bus travel for all passengers X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M19: Accessibility and equality training for bus drivers, bus station staff and bus planning teams X M20: Inclusive and accessible travel information, including audio- visual information on buses X M21: Passenger assistance services on buses, aiming for a single, network- wide approach X M22: Accessible vehicles, bus stops and bus stations, and routes to bus stops and stations X M23: CCTV on buses and at bus stations X M24: High quality, well-lit and maintained bus stops X 217
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14. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 5: A trusted and recognisable bus network Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P10: Develop a consistent network identity across the region X P11: Ensure passengers receive a consistent, high quality standard of customer service across the region X P12: Develop and ensure a consistent approach to bus service changes across the region that minimises disruption to passengers X P13: Develop and ensure high quality and consistent driver standards across the region X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M25: A strong network-wide identity across key assets, services and information (e.g. vehicles, stops and stations, online and app services) X M26: A network- wide Customer Charter X 218
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M27: Network-wide passenger engagement and monitoring of passenger satisfaction X M28: Restrict significant service changes to well- defined dates each year (like trains) with a clearly reported rationale for change X M29: Consistent, high quality customer service provided by drivers and other customer- facing staff (e.g. travel centres, contact centres, customer services) X 219
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15. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 6: A seamless and integrated bus network? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P14: Develop a smart and integrated ticketing system for the bus network that makes it easy to use bus across the region and supports wider multi-modal integration and MaaS X P15: Ensure bus stops and interchanges are high quality and located conveniently and efficiently across the region X P16: Ensure bus travel information is provided consistently as high quality, accurate and integrated for all bus users across the region X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M30: Smart and cashless ticketing options and simplified product offer X 220
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M31: Bus integrated more closely with ferry, rail, Subway, cross-regional routes and the emerging Clyde Metro networks/services/hub, ticketing and information X M32: High quality passenger waiting facilities (stops/hubs/stations) across the region X M33: Integrate waiting facilities with active, accessibility and micro-mobility modes, and with wider mobility hub and place-making proposals in appropriate locations X M34: Review, improve and rationalise waiting facility infrastructure and locations to provide a more seamless, welcoming and efficient network. X M35: Accurate and reliable real time travel information across the region X M36: Open and transparent performance monitoring of services to assess performance and target improvements. X 221
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16. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 7: A more environmentally sustainable, resilient and adaptable bus network and fleet? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P17: Transition the regional bus fleet to zero emission vehicles X P18: Ensure high quality and well- maintained vehicles across the region X P19: Ensure the regional bus fleet supports a resilient and operationally efficient bus network X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M37: High quality bus fleet that is transitioning fully to 100% zero emission vehicles in line with Scottish Government targets X M38: Efficient, resilient and well-maintained depot network X M39: A road and bus infrastructure network that is resilient and adaptable to the effects of climate change X M40: Resilient and skilled-up workforce X 222
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M41: EV enabled bus depot facilities and supporting infrastructure that are future proofed to facilitate the conversion of the bus fleet to zero emissions X 17. If you answered ‘slightly disagree’ or ‘strongly disagree’ to any of the choices in Questions 10 – 16, and would like to provide a reason for this, please leave this below noting the policy/measure number. 223
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18. If you have any further comments on the chapter ‘The Bus Network We Need’ within the bus strategy, please leave these below. The bus network we need must meet the needs of South Lanarkshire’s communities and its rural areas in particular, where there is little or no current service. This should be reflected more strongly in the measures that are currently included in relation to this Theme highlighted on page 62 of the Draft Strategy. Although there is reference to Clyde Metro and integration with Rail, the public transport provision of the future will require to consider strong links to these. There is no doubt bus provision will form a strong link to these however, this is not reflected or a high priority given in the current draft. The need for better rural services as well as how buses can interchange effectively with the proposed Clyde Metro project and the current Rail provision should come out stronger in the strategy. Looking at one mode of public transport without consideration of the other modes will limit the effectiveness of what needs to be achieved when considering the wider public transport provision. A fully serviced and integrated public transport network with seamless transitions needs to be a strong feature of this strategy. The proposed delivery through a franchising model will require significant discussion between all parties particularly with current bus operators. Taking this forward will be a challenge even with the timescales outlined. There is recognition that the funding environment needed to take forward many of the actions from the strategy will require to change with significant investment needed from Transport Scotland amongst other contributors. Given the current funding challenges and climate, the annual estimates provided in the strategy seem unrealistic at this time. There is therefore a risk to taking forward and achieving many of the actions identified in the strategy. Finally, we are generally supportive of the policies and measures however, the detail and priorities must be reflective of local needs. 224
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DELIVERY PLAN To deliver the bus strategy, SPT is proposing to develop bus franchising for the region’s bus network, following the requirements set out in the Transport (Scotland) Act 2019. The bus strategy provides an overview of bus franchising, sets out the rationale for pursuing franchising, ‘key issues’ to be considered in the development of franchising and the processes required to take forward the development of franchising. 19. To what extent do you support or oppose SPT taking forward bus franchising through the processes required by the Transport (Scotland) Act 2019? Please select one Strongly support X Slightly support Neither support nor oppose Slightly oppose Strongly oppose Don’t know 20. Would you like to provide a reason for your response? This may include presenting alternatives to SPT’s proposals (which for the avoidance of doubt, may include making no changes to the way bus services are currently delivered). If there is any information that you wish to provide in support of your views, please include this in the text box below. If the space provided is not sufficient, or you would like to provide further supporting material, please email this to rts@spt.co.uk The delivery plan notes that a future franchised network, will rely on sizeable public funding, in that the options appraisal carried out in the development of the Draft Strategy identified an indicative high-level estimate of £45m - £85m per annum additional revenue subsidy to deliver a regional franchise of a transformational nature, excluding fleet and depot scenarios. As noted previously, South Lanarkshire Council support is predicated on there being a clear and fully funded delivery model that does not put additional pressure on or divert funding from existing Council or SPT priorities. Further work is required in relation to the governance structure, franchising model and the development of the implementation strategy. In particular with a focus to ensure that the model is democratically accountable, and that local democracy must remain with councils to ensure full consideration of geographical differences (e.g. rural areas), local priorities and to ensure a balanced approach to the needs of all sectors of our businesses and communities. This is vitally important when developing supporting bus related infrastructure and / or when cross boundary initiatives are being developed. Such infrastructure development and initiatives can be equally successful using existing statutory powers and duties, strong professional partner relationships and political support across councils and SPT. 226
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21. The bus strategy lists a number of key issues for the development of bus franchising. To what extent do you agree or disagree that each of the following is a ‘key issue’ to be considered? Please select one for each issue Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know Scale and pace of change across the region X Fares and ticketing X Information and customer service X Funding environment X Fleets and Depots X Staffing, support services and stakeholders X Bus priority and ‘bus friendly environment’ X 22. Do you have any other comments on these ‘key issues’ or think there are any other ‘key issues’ that should be considered by SPT in the development of bus franchising? If yes, please state these below: As noted above, key issues to be considered include local democratic accountability, cross boundary planning and meeting the needs of rural areas where there is little or no current service. 227
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The bus strategy lists a number of key risks for the ‘franchising route map’ when developing and implementing franchising. This includes: ⚫ Political and partnership support and leadership ⚫ Requirement for a strong governance framework ⚫ Funding ⚫ Resourcing ⚫ Market uncertainty ⚫ Untested legislation 23. Do you have any other comments on these ‘key risks’ or think there are any other ‘key risks’ that should be considered by SPT in the development of franchising? If yes, please state these below: There are significant financial risks that are referred to in the Draft Strategy and more detail should be provided on these in the key risks section. We do appreciate that more work is required to address each of these risks, however, the governance risks should be elaborated upon in the Draft Strategy to reference that the governance framework should ensure representation from local authorities and democratic accountability of the governance model that is ultimately taken forward. There are operational risks over skills and capacity of SPT and local authorities that need to be reflected in Franchising Route Map and ultimately in the development of the governance framework. A draft Action Plan is included in the Delivery Plan, with actions arranged under 4 topics: • Franchising Route Map - initial actions to progress the development of franchising; • Pre-franchising period - actions to support the management of the transition period ahead of the implementation of any franchising scheme; • Bus infrastructure and traffic management - actions to support delivery of bus infrastructure (including bus priority) and traffic management measures. • Bus friendly environment – actions related to wider transport policies, interventions or programmes complementary to the bus strategy The next few questions are optional. The next series of questions give you the option to provide feedback on the action plan. If you do not wish to provide comments, please skip to question 25. 228
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24. If you would like to provide feedback on the Action Plan, please leave this below. Please also specify if your comments relate to the Action Plan as a whole or for particular topics. As noted under each of the 4 topics, the continuing engagement and partnership working with Councils is welcomed to ensure that the needs of South Lanarkshire’s communities are met. There remain significant unknowns in relation to the development of the franchising model reflected in the key risks noted in the Draft Strategy. It is essential that the Council remains engaged with SPT going forward to contribute to and influence this process. 229
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25. Are there any other actions that SPT should consider? x No Yes – please state: None other than those referred to in previous comments. 26. If you have any further feedback on Delivery Plan, please leave this below: 230
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ACCOMPANYING DOCUMENTS The bus strategy has been assessed through Strategic Environment Assessment, Equality Impact Assessment, Fairer Scotland Duty Impact Assessment, Island Communities Impact Assessment and Child Rights and Wellbeing Impact Assessment. The relevant documents are available at: https://www.spt.co.uk/about-us/what-we-are-doing/regional-transport- strategy/bus-strategy/ 27. If you would like to provide feedback on any of these documents, please leave this below: 231
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FINAL COMMENTS 28. Finally, if you have any further comments related to the bus strategy, please enter them here. The Scottish Government must support local authorities and transport authorities seeking to replace deregulated bus models with models of regulation or common ownership, with fair funding and regulation that respects the autonomy and democratic wishes of Scotland’s communities and regions and that a democratically accountable Strathclyde-wide bus franchise should be progressed to improve bus services across the region and realise the ambitions of the Regional Transport Strategy. Thank you so much for your time. 233
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Please return the completed questionnaire to rts@spt.co.uk or SPT 131 St. Vincent St, Glasgow. 234
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 12 August 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Notification of Contracts Awarded - 10 October 2024 to 31 March 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification to Committee, in accordance with Standing Orders on Contracts, of all contracts awarded by Community and Enterprise Resources during the period 1 October 2024 to 31 March 2025 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the details of the contracts awarded 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 contracts extended during the period 1 October 2024 to 31 March 2025 on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. Appropriate budgetary provision is available for each of the contracts awarded. 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 are no direct risks or implications for sustainability in terms of the information contained in this report. 20 235
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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 no requirement to undertake any consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 23 July 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Community and Enterprise Resources Committee 26 November 2024 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 236
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Appendix 1 Community and Enterprise Resources Contracts Awarded over £50,000 in value Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Cromwell Polyethene Ltd SLC/CE/24/070 461,727.02 GBP 01/10/2024 Supply and Delivery of Refuse Sacks 08/10/2024 - 07/10/2028 J&W Armstrong, George Hamilton, D&J Harrison, Hyndford Plant Ltd, Johnstone Agricultural Services Ltd, Kerr Agricultural Services, JR Kerr, Alan Kinloch TA Mathew Kinloch, DW Lyon Agricultural Contractors Ltd, A Mitchell & Co, WW & M Cuthbertson SLC/CE/23/113 132,522.00 GBP 03/10/2024 Provision of Winter Assistance (Snow Ploughing & Gritting) 01/10/2024 - 30/09/2029, option to extend until 29/09/2032 M Squared (Scotland) Ltd SLC/PS/COMENT/23/ 019/6/012 80,337.33 GBP 03/10/2024 Works on Camnethan Street, Stonehouse 14/10/2024 - 21/12/2024 Robert Potter and Partners Ltd SLC/CE/24/033 84,265.00 GBP 03/10/2024 Professional Services for Cathcart Road Net Zero 21/10/2024 - 31/10/2025 Stantec Uk Ltd SLC/CE/24/003 219,314.00 GBP 03/10/2024 2024-25 - Principal Inspection of Structures with Difficult Access 14/10/2024 - 14/03/2025 Turner & Townsend Project SLC/CE/24/035 614,622.74 GBP 28/10/2024 Project Management Team Centre West 10/09/2024 - 31/08/2028 DMG Floorcare Ltd, Highland Industrial Supplies Limited, Nilfisk Ltd, SLC/CE/24/029 320,000.00 GBP 28/10/2024 Supply and Delivery, Maintenance and Repairs of Cleaning Equipment 22/07/2024 - 21/07/2028 Econ Engineering Ltd SLC/CE/24/059 220,584.00 GBP 28/10/2024 Hire of 12, 18 and 26 Tonne Gritters for Winter Maintenance 01/10/2024 - 01/04/2025 Voluntary Action South Lanarkshire SLC/CE/24/071 180,000.00 GBP 31/10/2024 Volunteering for Employability 01/04/2024 - 31/03/2025, option to extend until 31/03/2026 Rentokil Initial UK Ltd, Hey Girls CIC SLC/CE/24/051 1,935,129.00 GBP 04/11/2024 Provision and Delivery of Washroom Solutions and Sanitary Products 11/11/2024 - 10/11/2028 237
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Covanburn Contracts Ltd SLC/CE/24/026 295,295.45 GBP 04/11/2024 NEC3 Engineering and Construction Short Contract for Coalburn Recreation Area Tennis Court Redevelopment 11/11/2024 - 27/01/2025 TD Tree & Land Services Ltd SLC/CE/24/078 87,870.00 GBP 13/11/2024 Tree Surgeon Works for Trees affected by Ash Dieback Disease 18/11/2024 - 31/01/2025 Vivedia Limted SLC/CE/24/084 286,000.00 GBP 18/11/2024 Subscription of Crematorium AV Equipment 18/11/2024 - 17/11/2029 W I & A Gilbert SLC/PS/COMENT/23/ 019/4/021 58,895.03 GBP 26/11/2024 Elvanfoot Bridge Refurbishment 03/03/2025 - 28/03/2025 South Lanarkshire College SLC/CE/24/098 256,179.00 GBP 27/11/2024 Delivery of Foundation Apprenticeships 27/08/2024 - 28/05/2026 New College Lanarkshire SLC/CE/24/099 80,000.00 GBP 27/11/2024 GradU8 Programme 26/08/2024 - 04/04/2025 South Lanarkshire College SLC/CE/24/100 80,000.00 GBP 27/11/2024 GradU8 Programme 26/08/2024 - 04/04/2025 Motus Commercials SLC/CE/24/108 594,860.00 GBP 28/11/2024 Direct Award for the supply and delivery of Heavy Vehicles 02/12/2024 - 31/01/2025 Motus Commercials SLC/CE/24/120 360,350.00 GBP 27/12/2024 Direct Award for the supply and delivery of Heavy Vehicles 27/12/2024 - 31/01/2025 Covanburn Contracts Ltd SLC/PS/COMENT/23/ 019/6/009 99,445.91 GBP 15/01/2025 NEC3 Engineering and Construction Short Contract for Wooddean Park Wetland and Path Infrastructure Works, Phase 2 03/03/2025 - 02/05/2025 SSI Schaffer Plastics UK Ltd SLC/CE/24/039 257,000.00 GBP 15/01/2025 Supply and Delivery of 2 Wheeled Bins 15/01/2025 - 14/07/2025 Storm Environmental Ltd SLC/CE/24/126 148,888.80 GBP 16/01/2025 Supply and Delivery of Communal Recycling Bins 20/01/2025 - 31/01/2025 Storm Environmental Ltd SLC/CE/24/128 60,000.00 GBP 29/01/2025 Supply and Delivery of 1100 L & 1280 L - 4 Wheeled Bins 29/01/2025 - 08/12/2025 Broxap Ltd SLC/CE/24/079 65,800.00 GBP 03/02/2025 Mini Competition for The Supply and Delivery of Litter Bins 06/02/2025 - 31/03/2025 Enva Organics Recycling Ltd SLC/CE/24/123 400,345.16 GBP 05/02/2025 The Receipt and Treatment of Organic Waste - Lot 2.2a & & Lot 3.2 01/04/2025 - 31/03/2027 Motus Commercials SLC/CE/24/136 714,669.00 GBP 12/02/2025 Supply and delivery of Heavy Vehicles 12/02/2025 - 30/05/2025 238
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Parks of Hamilton (Townhead Garage) Ltd SLC/CE/24/135 1,841,559.40 GBP 12/02/2025 Supply and Delivery of Light Vehicles for the 2024 – 2025 financial year 12/02/2025 - 30/05/2025 Jobling Purser Ltd SLC/CE/24/132 80,891.60 GBP 19/02/2025 Supply and Delivery of Bitumen Products 24/02/2025 - 23/02/2027, option to extend until 23/02/2029 Pulse Fitness Ltd SLC/CE/24/065/01 1,080,148.76 GBP 25/02/2025 Supply & delivery of SLLC Fitness Equipment – Lot 1 Gym Equipment Cardiovascular and Resistance 28/02/2025 - 27/02/2030 Pulse Fitness Ltd SLC/CE/24/065/02 190,165.13 GBP 25/02/2025 Supply & delivery of SLLC Fitness Equipment – Lot 2 Cycling 28/02/2025 - 27/02/2030 Pulse Fitness Ltd SLC/CE/24/065/03 76,194.07 GBP 25/02/2025 Supply & delivery of SLLC Fitness Equipment – Lot 3 Free Weights 28/02/2025 - 27/02/2030 Swarco Smart Charging Ltd SLC/CE/24/133 123,049.80 GBP 26/02/2025 Contactless Compliance Grant 28/02/2025 - 31/03/2025 A M Philip Trucktech Ltd SLC/CE/24/140 394,121.05 GBP 27/02/2025 Supply and delivery of Heavy Vehicles 27/02/2025 - 30/05/2025 Marvetech Limited SLC/CE/24/046 408,000.00 GBP 27/02/2025 Hire, Service and Maintenance of Electric Hot Boxes 01/04/2025 - 31/03/2035, , option to extend until 31/03/2040 Certas Energy UK Ltd SLC/CE/24/103A 800,000.00 GBP 03/03/2025 Supply and Delivery of Liquid Fuels 01/04/2025 - 31/03/2027 Highland Fuels Ltd SLC/CE/24/103B 5,200,000.00 GBP 03/03/2025 Supply and Delivery of Liquid Fuels 01/04/2025 - 31/03/2027 Sportex Group Ltd SLC/CE/24/112 117,813.96 GBP 05/03/2025 NEC3 Engineering and Construction Short Contract for the Design and Construction of 1 x 3rd Generation Pitch at McKirdy Park 01/05/2025 - 24/07/2025 Savills UK Ltd SLC/CE/24/131 95,000.00 GBP 06/03/2025 South Lanarkshire Data Centre Site Analysis and Land Sale 14/03/2025 - 13/03/2026 Turner & Townsend Project SLC/CE/23/185 702,762.00 GBP 06/03/2025 Design and Delivery of the Clydesdale Way Project 17/03/2025 - 23/07/2027 Routes to Work South SLC/CE/24/143 2,263,000.00 GBP 07/03/2025 2024/2025 employability services 01/04/2024 - 31/03/2025 239
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George Carruthers & Sons Ltd SLC/CE/24/085 4,773,744.75 GBP 07/03/2025 Supply and Delivery of Fresh Fruit and Vegetables 01/04/2025 - 31/03/2028, option to extend until 31/03/2029 Turner & Townsend Project SLC/CE/24/145 193,700.00 GBP 14/03/2025 Country Parks Master Plan Phase 1 (White Bridge & Pump Track) 17/03/2025 - 16/03/2026 Lowmac Alloys Ltd SLC/CE/24/147 931,095.00 GBP 24/03/2025 Receipt and Processing of Recyclate Waste - Container Mix 01/04/2025 - 31/03/2028, option to extend until 31/03/2030 IPL Plastics (UK) Ltd T/A IPL Hull SLC/CE/24/152 64,982.40 GBP 26/03/2025 Supply and Delivery of 2 Wheeled Bins 01/04/2025 - 31/07/2025 Covanburn Contracts Ltd SLC/PS/COMENT/23/ 019/6/018 60,123.51 GBP 26/03/2025 NEC3 Engineering and Construction Short Contract for Scottish Play Area Investment Programme Bothwell & Uddingston 14/04/2025 - 02/06/2025 240
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Contract extensions awarded over £50,000 in value Contractor Contract Reference Value of Contract Awarded Value of Extension Date of Extension Brief Description Contract Extension period Fraser Tool Hire Ltd SLC/PS/COMENT/21/003 1,458,768.00 GBP £748,834.94 11/12/2024 Hire and Maintenance of Small Plant including Independent Hand Arm Vibration and Noise Testing 10/01/2025 - 09/01/2028 Electrical Testing Ltd SLC/PS/COMENT/22/060 400,000.00 GBP £112,897.88 20/12/2024 Mini Competition for The Structural Testing and Visual Inspection of Lighting Columns under the YPO Street Lighting Products and Services Framework reference 1027 – Lot 5 16/01/2025 - 15/01/2026 Enva Organics Recycling Ltd SLC/PS/COMENT/21/117/A, C & E 8,256,404.10 GBP £2,234,748.32 07/02/2025 Mini Competition for the Receipt and Treatment of Organic Waste 01/04/2025 - 31/03/2027 Coffee Conscience Ltd SLC/PS/COMENT/21/225 65,000.00 GBP £46,847.84 11/03/2025 Supply of Coffee and Associated Products 24/03/2025 - 23/03/2027 SLR Consulting Ltd SLC/PS/COMENT/22/148 134,658.00 GBP £59,146.00 13/03/2025 Waste Consultancy Services - Direct Award under the ESPO Consultancy Services Framework ref 664_21 01/04/2025 - 31/03/2026 Fuchs Lubricants (UK) Plc SLC/PS/COMENT/21/216 156,000.00 GBP £60,444.47 20/03/2025 Supply and Delivery of Lubricant Oils, Greases and Anti-Freeze 09/05/2025 - 08/05/2026 Bunzl Greenham SLC/PS/FINCOR/22/103 2,700,000.00 GBP £754,223.73 22/03/2025 Supply and Delivery of Personal Protective Equipment (PPE) 11/04/2025 - 10/04/2026 241
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