Agenda Document Pack - Community and Enterprise Resources Committee - 07/10/2025
South Lanarkshire Council · 7 October 2025
Back to Community and Enterprise Resources Committee — 7 October 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Friday, 26 September 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, 07 October 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 12 August 2025 submitted for approval as a correct record. (Copy attached) 5 - 16 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2025/2026 Joint report dated 3 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 17 - 26 4 Community and Enterprise Resources - Capital Budget Monitoring 2025/2026 Joint report dated 17 September 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 27 - 30 5 Community and Enterprise Resources – Workforce Monitoring – June and July 2025 Joint report dated 28 August 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 31 - 38 Item(s) for Decision 6 Community and Enterprise Resources' Workforce Plan 2025 to 2027 Report dated 22 August 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 39 - 80 7 Employability Performance Update Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 81 - 100 8 Business Gateway Lanarkshire – 2024/2025 Performance Report Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 101 - 112 9 Community Benefit Funds – Renewable Energy Fund - Grant Applications Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 113 - 118 10 Chatelherault and Calderglen Country Park Masterplans and Associated Phase 1 Projects Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 119 - 148 2
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11 New Lanark World Heritage Site Management Plan 2025 to 2030 Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 149 - 184 12 Response to Commercial Waste Motion Report dated 22 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 185 - 190 Item(s) for Noting 13 South Lanarkshire Inward Investment and Property Enquiries Update Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 191 - 196 14 Garden Waste Permit Scheme - Progress Report Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 197 - 200 15 Roads Asset Management Plan 2025 - Update Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 201 - 214 16 Annual Update on the Community and Enterprise Resources' Risk Register Report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 215 - 232 Urgent Business 17 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 3
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COMMUNITY AND ENTERPRISE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 12 August 2025 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Ross Clark (substitute for Councillor Gladys Ferguson-Miller), Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Allan Falconer (substitute for Councillor Andy Carmichael), Councillor Ross Gowland, Councillor Graeme Horne, Councillor Cal Johnston-Dempsey, Councillor Susan Kerr, Councillor Martin Lennon, 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 Andy Carmichael, Councillor Joe Fagan (ex officio), Councillor Gladys Ferguson-Miller Attending: Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; C Brown, Environmental Services Manager; F Carlin, Head of Planning and Regulatory Services; K Carr, Head of Facilities, Waste and Grounds Services; A Goldie, Operations Manager; K Lean, Economic Development Manager (Funding and Rural); K McGuire, Waste Services Manager; C Park, Head of Roads, Transportation and Fleet Services; I Ross, Economic Development Manager; G Simpson, Partner Liaison Manager Finance and Corporate Resources G Booth, Finance Manager (Strategy); J Davitt, Public Relations Officer; L Harvey, Finance Manager (Resources); E Maxwell, HR Business Manager; T Slater, Administration Adviser; N Tollan, 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 13 May 2025 were submitted for approval as a correct record. In relation to item 2 of the minutes, the Head of Facilities, Waste and Grounds Services provided an update on the uptake of the burgundy bin/garden waste permits and undertook to provide an update report to the next meeting of the Committee. The Committee decided: that the minutes be approved as a correct record. 3 Community and Enterprise Resources - Revenue Budget Monitoring 2024/2025 A joint report dated 25 June 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 31 March 2025. 2 5
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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 31 March 2025, the actual outturn position for 2024/2025 for the Resource, before transfers to reserves, was an underspend of £0.617 million, with a breakeven position following 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 Committee decided: (1) that the position 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 13 May 2025 (Paragraph 3)] Councillor Horne joined the meeting during this item of business 4 Community and Enterprise Resources - Revenue Budget Monitoring 2025/2026 A joint report dated 25 June 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 to 16 May 2025 and providing a forecast for the year to 31 March 2026 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 16 May 2025, the projected outturn position for the Resource was a breakeven position. Virements, proposed to realign budgets across budget categories and with other Resources, were detailed in the appendices to the report. The Committee decided: (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, as detailed in the appendices to the report, be approved. 5 Community and Enterprise Resources - Capital Budget Monitoring 2024/2025 A joint report dated 14 July 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 31 March 2025. 6
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The total capital programme for 2024/2025 for the Resource amounted to £47.364 million. Expenditure to 31 March 2025 was £35.448 million which reflected an underspend of £11.916 million. The underspend was mainly due to the timing of spend across financial years, with the main projects responsible for the underspend detailed at Appendix B of the report. Any underspend on those projects, including the funding, would be carried forward into the next financial year, as required. Information was also provided on accounting adjustments. The Committee decided: that the Community and Enterprise Resources’ capital programme of £47,364 million, and expenditure for the year of £35.448 million, be noted. [Reference: Minutes of 13 May 2025 (Paragraph 4) and Minutes of the Executive Committee of 25 June 2024 (Paragraph 6)] 6 Community and Enterprise Resources - Capital Budget Monitoring 2025/2026 A joint report dated 14 July 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 2025/2026 and summarising the expenditure position at 16 May 2025. The capital programme for 2025/2026 for the Resource amounted to £50.793 million and was based on the programme of projects approved by Council on 26 February 2025, updated to include budget carried forward from financial year 2024/2025 and adjustments approved by the Executive Committee on 25 June 2025, as detailed in Appendix A to the report. Appendix A also provided a forecast for the financial year of £50.793 million and actual expenditure to 16 May 2025 of £0.181 million. The Committee decided: that the Community and Enterprise Resources’ capital programme of £50.793 million, and expenditure to date of £0.181 million, be noted. [Reference: Minutes of South Lanarkshire Council of 26 February 2025 (Paragraph 3) and minutes of the Executive Committee of 25 June 2025 (Paragraph 6)] 7 Community and Enterprise Resources - Workforce Monitoring – 1 March to 31 May 2025 A joint report dated 12 June 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 1 March to 31 May 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 8 March 2025 7
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In response to a member’s question in relation to vacancies and the actions being taken in this area, the HR Business Manager advised that the Resource Workforce Plan was due to be submitted to the next meeting of the Committee which would provide more information on this. The Committee decided: that the report be noted. [Reference: Minutes of 13 May 2025 (Paragraph 5)] Councillor Kerr joined the meeting during this item of business 8 Community and Enterprise Resource Plan – Quarter 4 Progress Report 2024/2025 A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the Community and Enterprise Resource Plan Quarter 4 Progress Report 2024/2025 for the period 1 April 2024 to 31 March 2025. The Resource Plan measures were rated using a traffic light system of red, amber or green as well as blue (BRAG) which indicated that an action had been completed. Details were provided on:- progress made in implementing the priority projects identified in the Resource Plan Quarter 4 2024/2025, as detailed in Section 5.2 and attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in Section 5.3 of the report areas for improvement and associated management actions, as detailed in Section 5.4 of the report measures which had changed from Quarter 2 to Quarter 4, as detailed in Appendix 3 to the report Officers responded to members’ questions on various aspects of the report and advised that it was intended to bring a report to:- the next meeting of the Committee on both Calderglen and Chaterherault Country Park masterplans an appropriate committee on the Visitor Levy The Committee decided: (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 to the report, be noted; (2) that the key achievements made by the Resource up to Quarter 4, as detailed at paragraph 5.3 of the report, be noted; (3) that areas for improvement and associated management actions, as detailed at paragraph 5.4 of the report, be noted; and (4) that the additional scrutiny of changes in measures between Quarter 2 and Quarter 4, as summarised at paragraph 5.5 and detailed at Appendix 3 of the report, be noted. [Reference: Minutes of 26 November 2024 (Paragraph 6)] Councillor Brogan joined the meeting during this item of business 8
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9 Primary School Expansion of Free School Meals – Scottish Child Payment A joint report dated 23 July 2025 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted:- providing an update on the expansion of free school meals for eligible primary school children entitled to the Scottish Child Payment (SCP) provided by the Scottish Government seeking approval to increase the establishment of Facilities Services’ employees on a permanent basis to support and promote this expansion In 2025/2026, the Scottish Government provided £37 million to assist with the costs of the next phase of the free school meals programme, as outlined in the report. This included an additional £15 million for 2025/2026 for primary 6 and 7 pupils in receipt of SCP. Data received from Social Security Scotland advised that 1,728 primary 6 and 7 pupils would be eligible for free school meals aligned to the SCP in South Lanarkshire. Information was provided on the progress to date and it was proposed that, to support the expansion, the following permanent posts be added to the establishment:- 8 posts of Catering Assistant (Term Time) (2.16 Full-time Equivalent (FTE)) on Grade 1, Level 1, SCP 20 (£24,732) 2 posts of Assistant Cook in Charge (Term Time) (1.62 FTE) on Grade 1, Level 2, SCP 22- 23 (£25,311 to £25,581) 3 FTE posts of Assistant Facilities Officer on Grade 2, Level 2, SCP 39-40 (£30,674 to £31,060) The costs of the proposals would be met from the £2.184 million revenue funding received over the past 3 financial years to deliver the free school meal expansion programme, with the total cost of additional staffing of £0.212 million being met by additional revenue funding received from the Scottish Government. The Committee decided: (1) that the update on the expansion of free school meals for eligible primary school children entitled to the Scottish Child payment be noted; and (2) that the permanent increase to the staffing establishment to support the expansion, as detailed in the report, be approved. 10 Packaging Extended Producer Responsibility (pEPR) Funding and Waste Investment A report dated 24 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the packaging extended producer responsibility scheme (pEPR) advising of the scope of the pEPR payments, assessment process and potential future implications for the Council outlining a proposal to use a proportion of the 2025/2026 pEPR payment to establish a dedicated team with a remit to improve household waste management services in South Lanarkshire Sustainable waste management practices were an integral part of the Scottish Government’s goal to move towards a more Circular Economy. To facilitate the change required to meet the Circular Economy goals, the Scottish and UK Governments were in the process of implementing new policies and legislation aimed at driving improvement in waste management. 9
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The pEPR scheme was being managed across the UK by the Department of Environment, Food and Rural Affairs (Defra) and the aim of the scheme was to ensure that producers paid for the collection and disposal of all packaging materials they put on the market. The pEPR payment to the Council for 2025/2026 would be £7.716 million. Given the scale and complexity of the service changes required, it was proposed that a new team, with a strategic remit for waste, be established on a permanent basis, as follows:- 1 Full-time Equivalent (FTE) post of Waste Strategy Adviser on Grade 4, Level 2-5, SCP 82-88 (£50,878 to £55,659) 2 FTE posts of Waste Strategy Officer on Grade 3, Level 2-4, SCP 63-74 (£39,235 to £45,184) 2 FTE posts of Waste Strategy Assistant on Grade 2, Level 1-3, SCP 34-48 (£27,245 to £31,954) 0.5 FTE post of Accountant on Grade 3, Level 2-8, SCP 63-80 (£39,235 to £49,400) The costs of the proposals would be met from the 2-year pEPR funding, with any future recurring funding being considered as part of the revenue budget strategy process. Officers responded to members’ questions in relation to various aspects of the report. The Committee decided: (1) that the update on the packaging extended producer responsibility scheme (pEPR) 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, to improve household waste management services, as detailed in the report, be approved; and (3) to note that the financial implications, referred to at paragraphs 8.2 and 8.3 of the report, would be considered as part of the 2025/2026 Revenue Budget Monitoring report to the Executive Committee on 27 August 2025. [Reference: Minutes of 25 February 2025 (Paragraph 8)] Councillor Nugent left the meeting during this item of business 11 Hamilton Town Centre Masterplan Update A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the:- progress of the Hamilton Town Centre Masterplan potential surrender of the Regent Shopping Centre ground lease outline projects being scoped for the first stage of investment in Hamilton Town Centre Information was provided on the:- challenges faced by Hamilton Town Centre progress of various aspects of the Masterplan first stage of investment based around a ‘Town Centre First’ programme of works 10
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With the sale of the Regent Shopping Centre now concluded, the new owner was 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 would be essential to the delivery of the Masterplan vision and officers were carrying out the appropriate valuations and legal work. A further report on this would be submitted to the Executive Committee and Community and Enterprise Resources Committee in due course. It was highlighted that, as some of the Council-owned assets identified for development as part of the Masterplan had been purchased using Common Good funding, the legal and financial implications were being fully considered and this might add a time value to the Masterplan delivery. The Economic Development Manager responded to a member’s questions in relation to various aspects of the report. The Committee decided: (1) that the update on the work on the Hamilton Town Centre 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 scoped for the first stage of investment in the Masterplan, as detailed at paragraph 5.1. of the report, be approved. [Reference: Minutes of the Executive Committee of 21 February 2024 (Paragraph 6)] 12 Scottish Government Vacant and Derelict Land Fund Programme 2025/2026 A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the progress made in delivering the Scottish Government Vacant and Derelict Land Fund (VDLF) Programme for 2024/2025 in South Lanarkshire and the proposed Programme for 2025/2026. The Scottish Government had allocated £425,000 to the Council for the VDLF in 2024/2025 and a Local Delivery Plan had been approved by the Committee on 26 November 2024 to implement the following key objectives:- 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 Details were provided on the progress achieved in 2024/2025. The Scottish Government allocation to South Lanarkshire for the VDLF in 2025/2026 was £528,000. The following projects, which complied with the eligibility criteria for the fund, were proposed:- Clyde Cycle Park Phase 2 - £400,000 Clyde Climate Forest - £25,000 Projects were being identified for the balance of the 2025/2026 VDLF of £103,000 which would be submitted to a future meeting of the Committee for consideration. 11
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The Committee decided: (1) that the progress made in delivering the agreed Vacant and Derelict Land Fund Programme 2024/2025 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 of the report, be approved. [Reference: Minutes of 26 November 2024 (Paragraph 8)] Prior to consideration of this item of business, Councillor Devlin made a transparency statement to advise that she was a member of the Clyde Cycle Park Board 13 Revocation of Whirlies (East Kilbride) and Rutherglen Air Quality Management Areas – South Lanarkshire A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the improvements of air quality within Whirlies (East Kilbride) and Rutherglen areas and the proposed revocation of the Air Quality Management Areas (AQMAs). The Council had a statutory duty to monitor the quality of air within its area. This was defined in the Environment Act 1995 as well as within the Air Quality (Scotland) Regulations 2000 and 2002 as amended. Monitoring results had to be considered against air quality objectives/targets and, should those be exceeded, the local authority had to take action to improve the air quality. Levels had previously been exceeded in East Kilbride, Rutherglen and Lanark which had resulted in the declaration of 3 AQMAs. The Lanark AQMA was revoked in 2023. Information was provided on:- the air quality improvement action taken specific to each area and across South Lanarkshire the current position at the Whirlies (East Kilbride) and Rutherglen areas, with the air quality monitoring data detailed in the AQMA Revocation Reports attached as appendices 1 and 2 to the report respectively the 2024 Air Quality Annual Progress Report for South Lanarkshire Council, which had been submitted to, and accepted by, the Scottish Government and the Scottish Environmental Protection Agency (SEPA), together with the Revocation Reports for both AQMAs In view of the conclusions of the Revocation Reports and acceptance of the findings by the Scottish Government and SEPA, it was proposed that both AQMAs be revoked. If approved, the Revocation Order would be drawn up in conjunction with Legal Services and the Order advertised with statutory consultees prior to the Order coming into effect in October 2025. Where a Revocation Order was accepted, a local authority was expected to develop a Local Air Quality Strategy to ensure air quality maintained a high profile locally and to respond to public expectations. Planning and Regulatory Services had developed a draft Air Quality Strategy and intended to fully adopt the Strategy in 2026, following consultation. Air quality monitoring across the existing automatic air stations would continue for a minimum of 3 years following revocation of the AQMAs and this would be reported through the Annual Progress Report to the Scottish Government and SEPA. 12
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The Committee decided: that the Whirlies (East Kilbride) and Rutherglen AQMAs be revoked. [Reference: Minutes of the Community Resources Committee of 11 November 2008 (Paragraph 8) and Minutes of the Community Services Committee of 8 December 2015 (Paragraph 7)] 14 Approval of South Lanarkshire Council’s Food Service Plan for 2025/2026 A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the Council’s Food Service Plan for 2025/2026. Information was provided on the statutory duties placed on local authorities in relation to food, which involved:- carrying out official controls including inspections, audits, monitoring, surveillance or sampling in food establishments ensuring that the statutory obligations were brought to the attention of local authority officials and/or elected member bodies responsible for agreeing budgets or other service arrangements relevant to the delivery of official controls completing an annual Service Plan which detailed the programme for the year, ensuring it was adequately resourced and approved at the appropriate governance level within the local authority The Council’s Food Service Plan for 2025/2026 was attached as Appendix 1 to the report. The Committee decided: that the Council’s Food Service Plan for 2025/2026, as detailed in Appendix 1 to the report, be approved. [Reference: Minutes of 17 September 2024 (Paragraph 11)] 15 Renewable Energy Fund – Mill Rig Windfarm Contributions A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the:- development of the Mill Rig Windfarm site proposals for the associated community benefit payments from the windfarm site 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 windfarm site. 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 Mill Rig Windfarm site. The eligible areas were shown in the appendix to the report and the criteria to regulate the distribution of funds through the REF for the windfarm site 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 Mill Rig Windfarm site. Councillor Convery left the meeting during this item of business 13
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16 Community Benefit Funds – Renewable Energy Fund – Grant Applications A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted on 2 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:- £35,100 towards eligible costs associated with the appointment of consultants to Douglas Community Development Company from Gallawhistle Windfarm £155,892 towards eligible costs associated with the purchase of course maintenance equipment to Hollandbush Golf Club from Gallawhistle Windfarm [Reference: Minutes of 13 May 2025 (Paragraph 8)] 17 Overtoun Bandstand Restoration A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted advising of the restoration of the Overtoun Bandstand in Overtoun Park, Rutherglen. The Overtoun Bandstand was a B-listed structure erected in 1914. On 1 June 2024, the structure sustained significant damage caused by a fire. 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. The Council also intended to apply for external funding from Historical Environment Scotland, as outlined in the report. Due to the Bandstand’s historic significance, great care was required to ensure the restoration preserved the original character and features and the Council would work closely with heritage experts and conservation specialists to guide the repair process. Information was provided on the progress of the project and timeline for completion, with the intention that the newly restored Bandstand would feature in the Rutherglen 900 calendar of events. A community consultation was underway to seek views on the restoration and future use of the Bandstand. Officers responded to a member’s questions in relation to the external funding application. The Committee decided: (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; 14
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(3) that the aim of the community consultation be noted; and (4) that the timeline and application criteria for external funding from Historic Environment Scotland be noted. Prior to consideration of this item of business, Councillors Brown, Cowan and Cowie made transparency statements to advise that they had been involved with Rutherglen 900 Councillor Watson left the meeting during this item of business 18 Clyde Metro Update A report dated 4 August 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the progress of the Clyde Metro Case for Investment (CFI) programme by the project partners. The delivery of Clyde Metro was a collaborative project. The Case for Investment (CFI) for Clyde Metro was being led by Strathclyde Partnership for Transport (SPT), with support from Glasgow City Council, acting as a representative for the Glasgow City Region (GCR). Transport Scotland was acting in a project assurance role and senior officers from the Council were actively engaged in the Clyde Metro Senior Officers’ Group. This was to ensure that the Council influenced the development of the project and remained informed on progress. Information was provided on:- the CFI work packages, which incorporated the following stages:- Stage 1a – Case for Change and Initial Options Development Stage 1b – Client Advisory Services Clyde Metro Framework Stage 2 – Programme Business Case progress to date in relation to Stage 1 the preparation for the commencement of Stage 2 stakeholder engagement The Head of Roads, Transportation and Fleet Services responded to members’ questions in relation to the representation of South Lanarkshire’s interests in the project. The Committee decided: that the progress of the Clyde Metro Case for Investment programme be noted. Councillor McLachlan left the meeting during this item of business 19 Strathclyde Regional Bus Strategy – Recommendations for Future Delivery of the Regional Bus Network Update A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the development of the Strathclyde Regional Bus Strategy (SRBS) detailing the Council’s response to the Strathclyde Partnership for Transport’s (SPT’s) SRBS consultation 15
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New provisions to improve bus services were introduced by 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 to establish a new municipal bus company to directly operate bus services. At its meeting on 8 May 2024, the Executive Committee approved a report which would form the content of the Council’s response to the SRBS consultation. The SRBS would be SPT’s process to investigate the use of provisions and determine a preferred strategy to improve the bus network in the region. The consultation response, which had been submitted on 29 May 2025, was attached as Appendix 1 to the report. The Committee decided: that the response to the Strathclyde Partnership for Transport (SPT) Strathclyde Regional Bus Strategy consultation, submitted on 29 May 2025 and attached as Appendix 1, be noted. [Reference: Minutes of the Executive Committee of 8 May 2024 (Paragraph 10)] Councillor Falconer left the meeting during this item of business 20 Community and Enterprise Resources – Notification of Contracts Awarded – 10 October 2024 to 31 March 2025 A report dated 23 July 2025 by the Executive Director (Community and Enterprise Resources) was submitted on contracts awarded by Community and Enterprise Resources in the period 10 October 2024 to 31 March 2025. In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded above the sum of £50,000. Details of the contracts awarded or extended were provided in Appendix 1 to the report. The Committee decided: that the details of the contracts awarded or extended, as detailed in Appendix 1 to the report, be noted. [Reference: Minutes of 26 November 2024 (Paragraph 18)] 21 Urgent Business There were no items of urgent business. 16
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 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 8 August 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 second revenue budget monitoring report presented to the Community and Enterprise 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 8 August 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 8 August 2025, the Resource’s projected outturn position for 2025/2026 is a breakeven position. This is outlined in the attached appendices. 3 17
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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) 3 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 8 August 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 18
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Appendix A Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period 5 Ended 8 August 2026 (No.5) 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 85,378 85,112 266 0.31% 21,764 Planning and Regulatory Services 5,223 5,100 123 2.35% 1,412 Leisure Services 20,090 20,090 0 0.00% 8,464 Enterprise and Sustainable Development 6,556 6,394 162 2.47% 2,656 Roads, Transportation and Fleet Services 19,303 19,854 (551) -2.85% 5,639 Net Controllable Exp. 136,550 136,550 0 0.00% 39,935 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 rates, increased costs for cleaning & janitorial equipment and repairs and an under recovery within Bereavement and Private Care of Garden income. The anticipated Service underspend will support other areas of the Resource budget. Planning and Regulatory Services The anticipated underspend is mainly due to turnover and staff vacancies, partially offset by small overspends within IT costs and Transport. The anticipated Service underspend will support other areas of the Resource budget. Leisure Services No significant variances to report. Enterprise and Sustainable Development The anticipated underspend is mainly due to turnover and staff vacancies, partially offset by a small overspends within Financing IT costs. The anticipated Service underspend will support other areas of the Resource budget Roads, Transportation and Fleet Services The anticipated overspend is mainly due to an under recovery of income in respect of Parking and Electrical Vehicles, overspends on the upkeep of the Roads depots and IT computer licences within Roads. These overspends are partially offset by turnover and staff vacancies. This service overspend is offset by underspend within the other services bringing the overall Resource outturn to a balanced position. 19
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Appendix B Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 8 August 2025 (No.5) Community and Enterprise Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 108,322 106,431 1,891 Under 1.75% 33,955 Property Costs 8,901 9,193 (292) Over (3.28%) 1,815 Supplies & Services 18,383 18,780 (397) Over (2.16%) 4,987 Transport & Plant 22,506 22,668 (162) Over (0.72%) 8,086 Administration Costs 878 1,008 (130) Over (14.81%) 191 Payments to Other Bodies 15,582 15,583 (1) Over (0.01%) 3,925 Payments to Contractors 39,280 39,330 (50) Over (0.13%) 13,641 Transfer Payments 617 617 0 - 0.00% 312 Financing Charges 192 212 (20) Over (10.42%) 0 Total Controllable Exp. 214,661 213,822 839 Under 0.39% 66,912 Total Controllable Inc. (78,111) (77,272) (839) Under (0.98%) (26,977) Net Controllable Exp. 136,550 136,550 0 - 0.00% 39,935 Variance Explanations Variance explanations are shown in Appendices C-G as appropriate. Budget Virements Budget virements are shown in Appendices C-G as appropriate. 20
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Appendix C Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 8 August 2025 (No.5) Facilities, Waste and Grounds Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 69,028 67,954 1,074 Under 1.56% 21,861 1,a,b Property Costs 2,277 2,528 (251) Over (11.02%) 474 2,a Supplies & Services 9,602 9,888 (286) Over (2.98%) 2,601 3,a,b Transport & Plant 8,117 8,217 (100) Over (1.23%) 3,330 4,b Administration Costs 248 330 (82) Over (33.06%) 75 5,a,b Payments to Other Bodies 254 255 (1) Over (0.39%) 40 b Payments to Contractors 19,824 19,824 0 - 0.00% 4,915 b Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 45 45 0 - 0.00% 0 Total Controllable Exp. 109,395 109,041 354 Under 0.32% 33,296 Total Controllable Inc. (24,017) (23,929) (88) Under 0.28% (11,532) 6,b Net Controllable Exp. 85,378 85,112 266 Under 0.34% 21,764 Variance Explanations 1. The forecast underspend is across all service areas and is due to staff turnover, partially offset by an overspend in overtime. 2. The forecast overspend is due to price increases for cleaning and janitorial equipment within Facilities and an overspend on rates within Waste associated with Muttonhole Road. 3. The forecast overspend is due to higher than budgeted costs for the purchase and repair of equipment within Facilities, general materials, bins and protective clothing throughout the services. 4. The forecast overspend is mainly due to increased costs for vehicle maintenance and external hires within Waste. 5. The forecast overspend is due to printing costs for menu development, medicals and fees in relation to parent pay. 6. The forecast under recovery is mainly due to a reduced demand for private Care of Gardens service within Grounds and reduced income within the Bereavement Services, partially offset by a higher than forecast demand for the Garden Waste Uplift Service. Budget Virements a. Transfer between corporate items in relation to pay award, AVC NI Saving, Increase in National Insurance Rates, Waste RPI and Utilities 2025/2026. Net effect £4.579m: Employees £4.430m, Property (£0.032m), Transport and Plant £0.001m, Payment to Contractor £0.180m. b. Establishment of temporary budgets in respect of investment monies, Fly tipping, Local Action Fund, Nature Restoration Fund, Ash Dye Back and Front Line First. Net Effect £1.684m: Employees £1.390m, Supplies and Services £0.314m, Transport and Plant (£0.030m), Administration (£0.050m), Payment to Other Bodies £0.200m, Payment to Contractors £0.030m, Income (£0.170m). 21
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Appendix D Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 8 August 2025 (No.5) Planning and Regulatory Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,758 7,594 164 Under 2.11% 2,517 1,a Property Costs 38 25 13 Under 34.21% 2 Supplies & Services 161 182 (21) Over (13.04%) 114 Transport & Plant 126 144 (18) Over (14.29%) 29 Administration Costs 111 111 0 - 0.00% 37 Payments to Other Bodies 233 233 0 - 0.00% 58 b Payments to Contractors 443 458 (15) Over (3.39%) 204 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 46 46 0 - 0.00% 0 Total Controllable Exp. 8,916 8,793 123 Under 1.38% 2,961 Total Controllable Inc. (3,693) (3,693 0 - 0.00% (1,549) Net Controllable Exp. 5,223 5,100 123 Under 2.35% 1,412 Variance Explanations 1. The forecast underspend is due to staff vacancies and turnover. Budget Virements a. Transfer between corporate items in relation to pay award, AVC NI Saving and Increase in National Insurance Rates. Net effect £0.440m: Employees £0.440m. b. Removal of budget in respect of Credit Safe to Finance & Corporate Resources. (£0.002m): Payment to Other Bodies (£0.002m). 22
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 8 August 2025 (No.5) 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% 2 Property Costs 4,615 4,615 0 - 0.00% 909 b 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 15,383 15,383 0 - 0.00% 7,550 a,b Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 0 0 0 - 0.00% 0 Total Controllable Exp. 20,090 20,090 0 - 0.00% 8,464 Total Controllable Inc. 0 0 0 - 0.00% 0 Net Controllable Exp. 20,090 20,090 0 - 0.00% 8,464 Variance Explanations No variances to report. Budget Virements a. Transfer between corporate items and reserves in relation to Leisure Management Fee and Community Fight Back Fund. Net effect £0.302m: Payment to Contractor £0.302m. b. Realignment of budget to reflect anticipated expenditure in respect of utilities and Management Fees. £0.000m: Property £4.517m, Payment to Contractors (£4.517m). 23
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Appendix F Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 8 August 2025 (No.5) Enterprise and Sustainable Development Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 9,855 9,674 181 Under 1.84% 2,904 1,a,c Property Costs 288 287 1 Under 0.35% 25 c Supplies & Services 146 146 0 - 0.00% 6 Transport & Plant 353 353 0 - 0.00% 80 Administration Costs 113 113 0 - 0.00% 13 Payments to Other Bodies 9,491 9,491 0 - 0.00% 1,026 a,b,c Payments to Contractors 0 0 0 - 0.00% 0 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 51 71 (20) Over (39.22%) 0 2 Total Controllable Exp. 20,297 20,135 162 Under 0.80% 4,054 Total Controllable Inc. (13,741) (13,741) 0 - 0.00% (1,398) b,c Net Controllable Exp. 6,556 6,394 162 Under 2.47% 2,656 Variance Explanations 1. The forecast underspend is due to staff vacancies and turnover. 2. The forecast overspend is due higher than budgeted costs for IT leasing within the Support service. Budget Virements a. Transfer between corporate items in relation to pay award, AVC NI Saving, Increase in National Insurance Rates, Utilities and Rutherglen 900th Year. Net effect £0.416m: Employees £0.352m, Payment to Other Bodies £0.064m. b. Transfer from Reserves in respect of Climate and Food Fund and Business Support. Net Effect £0.316m: Payment to Other Bodies £0.128m, Income £0.188m. c. Establishment of temporary budgets in respect of Business Initiatives, Town Centre Regeneration, Country Parks, Expert Help, Investment Initiatives and Palace Grounds. Net effect £0.000m: Employees £0.380m, Property £0.026m, Payment to Other Bodies £0.261m, Income (£0.667m). 24
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Appendix G Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 8 August 2025 (No.5) Roads, Transportation and Fleet Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 21,677 21,205 472 Under 2.18% 6,671 1,a Property Costs 1,683 1,738 (55) Over (3.27%) 405 2,a Supplies & Services 8,474 8,564 (90) Over (1.06%) 2,266 3,a Transport & Plant 13,910 13,954 (44) Over (0.32%) 4,647 4,a,b Administration Costs 398 446 (48) Over (12.06%) 63 5 Payments to Other Bodies 5,524 5,524 0 - 0.00% 2,801 a Payments to Contractors 3,630 3,665 (35) Over (0.96%) 972 6,b Transfer Payments 617 617 0 - 0.00% 312 Financing Charges 50 50 0 - 0.00% 0 Total Controllable Exp. 55,963 55,763 200 Under 0.36% 18,137 Total Controllable Inc. (36,660) (35,909) (751) Under 2.05% (12,498) 7,a,b Net Controllable Exp. 19,303 19,854 (551) Over (2.85%) 5,639 Variance Explanations 1. The forecast underspend is due to vacancies and staff turnover. 2. The forecast overspend is due to higher than budgeted running costs and repairs for depots. 3. The forecast overspend mainly relates to increased costs for annual subscriptions for computer licences within Roads. 4. The forecast overspend is due to increased costs in relation to the Passenger Services Agreement. 5. The forecast overspend is due to higher than budgeted costs for medicals, member subscriptions and training across the service. 6. The forecast overspend is mainly due to higher than budgeted costs for bridge statutory inspections and increased contractor costs for maintenance of traffic lights. 7. The anticipated under recovery is due to less than budgeted income for parking & electric vehicles within Roads. Budget Virements a. Transfer between corporate items in relation to pay award including Passenger Service Assistance, AVC NI Saving, Increase in National Insurance Rates, Utilities and Scottish Passenger Transport. Net effect £1.134m: Employees £1.204m, Property (£0.017m), Supplies and Services (£0.130m), Transport and Plant (£0.146m), Payment to Other Bodies £0.046m, Income £0.177m. b. Realignment of budget to reflect anticipated expenditure in respect of Roads Lighting and Fleet Fuel. £0.000m: Transport and Plant (£0.137m), Payment to Contractor £0.012m, Income £0.125m. 25
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 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 8 August 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 £57.467 million, and forecast expenditure of £57.419 million, be noted. [1recs] 3. Background 3.1. This is the second capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2025/2026. Further reports will follow throughout the year. 3.2. The revised budget of £57.467 million for Community and Enterprise Resources is based on the overall Capital Programme for 2025/2026 (Executive Committee, 25 June 2025), and includes updates approved by the Executive Committee 27 August 2025 and 24 September 2025. 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 for 2025/2026 is £57.467 million and includes budget adjustments, totalling a net increase of £6.673 million, which have been approved by the Executive Committee. The details of these amendments are shown in Appendix A. 4 27
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5.2. 2025/2026 Forecast Appendix A also shows a forecast for the financial year of £57.419 million based on profiled spend, a minor variance in outturn (£0.048 million) reflecting the most up to date profile of spend. 5.3. For information, actual expenditure incurred to 8 August 2025 is £6.050 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) 17 September 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Community and Enterprise Resources Committee, 12 August 2025 Executive Committee, 25 June 2025 Executive Committee, 27 August 2025 Executive Committee, 24 September 2025 List of Background Papers ▪ Financial ledger to 8 August 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 28
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Appendix A South Lanarkshire Council Capital Expenditure 2025-2026 Community and Enterprise Resources Programme For Period 1 April 2025 – 8 August 2025 Community & Enterprise 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 3,124 460 0 3,584 3,584 0 314 Enterprise and Sustainable Development 24,062 8,630 (2,020) 30,672 30,624 48 2,247 Roads, Transport and Fleet 20,489 2,722 0 23,211 23,211 0 3,489 TOTAL 47,675 11,812 (2,020) 57,467 57,419 48 6,050 For Information Only Budget Adjustments approved by Executive Committee, 27 August 2025: Budget Adjustments approved by Executive Committee, 24 September 2025: Budget Adjustments Braidwood Play Area Redevelopment Wooddean Phase 2 City Deal Monitoring Fees SLC Industrial Infrastructure – Energy Efficiency (Cathcart Road) Leisure and Culture Transformation Fund 2025/2026 Place Based Investment Fund Civic Centre/EK Town Centre Masterplan People and Place Local Authority Grant SPT Regional Congestion Reduction Measure City Deal – Greenhills Road Clyde Climate Forrest (VDLF) Total Budget Adjustments £0.123m £0.146m (£0.159m) (£0.590m) £2.983m £1.213m (£1.213m) £2.117m £0.210m £0.250m £0.270m £0.025m £5.375m Budget Adjustments Bus Infrastructure Fund Road Safety Improvement Fund Cycling Scotland Grant Award Total Budget Adjustments £0.648m £0.550m £0.100m £1.298m 29
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – June and July 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for June and July 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 June and July 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 14 June 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 June and July 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of July 2025 for Community and Enterprise Resources. The Resource absence figure for July 2025 was 5.5%, this figure has decreased by 1.3% when compared to the previous month and is 1.2% higher than the Council- wide figure. When compared to July 2024, the Resource absence figure has increased by 1.1%. Based on the absence figures at July 2025 and annual trends, the projected annual average absence for the Resource for 2025/2026 is 6.9%, compared to a Council- wide average figure of 6.0%. 5 31
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, 192 referrals were made this period. This represents a decrease of 1 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 28 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 11 disciplinary hearings were held within the Resource, this is a decrease of 9 when compared to the same period last year. No appeals were heard by the Resource, this figure has decreased by 1 when compared to the same period last year. One grievance was raised within the Resource; this figure is unchanged when compared to the same period last year. Two Dignity at Work complaints were raised within the Resource, this figure also remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 13 leavers this period eligible for an exit interview. The number of leavers has decreased by 7, when compared with the same period last year. During the period 3 exit interviews were conducted, this figure has increased by 2 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 36 employees in post from 8 March 2025 to 14 June 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. 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. 32
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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) 28 August 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 – 12 August 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 33
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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 3.6 June 5.9 6.4 7.4 June 5.7 6.0 6.8 June 4.7 5.2 5.4 July 2.3 3.8 3.6 July 4.6 4.5 5.9 July 4.3 4.4 5.5 July 3.8 4.1 4.3 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 3.6 Annual Average 6.8 7.2 7.5 Annual Average 6.2 6.6 6.9 Annual Average 5.4 5.9 6.0 Average Apr-Jul 3.5 3.6 3.3 Average Apr-Jul 5.8 6.0 7.0 Average Apr-Jul 5.5 5.7 6.4 Average Apr-Jul 4.7 5.0 5.3 582 2830 3412 15573 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 July 2025 No of Employees at 31 July 2025 No of Employees at 31 July 2025 No of Employees at 31 July 2025 34
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Jun - Jul Jun - Jul 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 56 47 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 1 0 TOTAL 193 192 Jun - Jul Jun - Jul 2024 2025 Specified Injuries* 2 0 Over 7 day absences 3 0 Over 3 day absences** 2 0 Minor 26 12 Near Miss *** 1 5 Violent Incident: Physical**** 2 10 Violent Incident: Verbal***** 4 1 Total Accidents/Incidents 40 28 Jun - Jul Jun - Jul 2024 2025 Total Number of Hearings 20 11 Total Number of Appeals 1 0 Time Taken to Convene Hearing - Jun to Jul 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 3 5 3 Jun - Jul Jun - Jul 2024 2025 Number of Grievances 1 1 Number Resolved at Stage 2 1 0 Still in Progress 0 1 Jun - Jul Jun - Jul 2024 2 Number of Incidents 2 2 Still in Process 2 2 RECORD OF DIGNITY AT WORK 71 73 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 4 Appendix 2 COMMUNITY AND ENTERPRISE RESOURCES 65 68 35
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Jun - Jul Jun - Jul 2024 2025 Career Advancement 1 1 Child Caring / Caring Responsibilities 0 3 Further Education 0 1 Personal Reasons 0 5 Other 19 3 Total Number of Leavers Eligible for Exit Interview 20 13 Number of Exit Interviews conducted 1 3 Percentage of interviews conducted 5% 23% ANALYSIS OF REASONS FOR LEAVING Appendix 2a COMMUNITY AND ENTERPRISE RESOURCES 36
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As at 14 June 2025 Total Number of Employees F/T P/T F/T P/T 1246 351 238 1552 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1697.99 413.49 264.45 45.94 17.60 0.00 2.00 0.00 2446.47 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 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3351 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3387 MALE FEMALE TOTAL 37
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources' Workforce Plan 2025 to 2027 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Community and Enterprise Resources’ Workforce Plan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Community and Enterprise Resources’ Workforce Plan 2025 to 2027, attached at Appendix 1, is approved. 3. Background 3.1. South Lanarkshire Council is committed to delivering high-quality services that improve the lives of residents across the region. The Council Plan 2022 to 2027 outlines strategic priorities under the themes of People, Planet, and Progress. To support these priorities, the Council has developed a Workforce Strategy that ensures the right people are in the right roles at the right time. 3.2. The Council Workforce Strategy and Planning process provides the framework for workforce planning in the Council. The Strategy and Plans are aligned to current and future Council service needs and details the approach by the Council to ensure that the workforce required is in place to meet those needs. The Council Workforce Strategy and Plan was approved at Executive Committee, 28 May 2025. 3.3. Resource workforce plans detail the key areas of focus for Resources for 2025 to 2027, the current resource workforce profiles, the key workforce challenges and actions identified to address challenges. 3.4. Engagement and consultation to produce workforce plans has been primarily through HR Business Managers and Resource Management Teams. Resources have undertaken a horizon scanning exercise as part of the Resource planning process to identify key areas of focus which, along with workforce data, has been used to complete workforce planning toolkit templates. In addition, there has been a review of previous actions for the period 2022 to 2025 to identify any ongoing activity to be reflected in 2025 to 2027 plans. This structured approach has enabled the identification of strategic workforce priorities and the development of targeted actions to address them. 6 39
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4. Community and Enterprise Resources’ Workforce Plan 2025 to 2027 4.1. The new Community and Enterprise Resources’ Workforce Plan is attached as Appendix 1. The workforce planning process identified five key and inter-related priority areas, each with associated challenges and actions, as follows: Recruitment, Attraction, and Retention 4.1.1. The challenges identified were the recruitment and retention of professional and specialist roles and the staff demographic. To address this, the Resource will continue to use a ‘grow your own approach’, This approach will include succession planning to develop future leaders, expansion of graduate recruitment and career pathways, including the relaunch of the apprentice programme within the roads service, as well as promotion of the Council as an employer of choice. Transformation 4.1.2. Across the Resource there is ongoing financial pressures and the requirement to deliver statutory services. There are also requirements to ensure that we provide employees with the training and support on legislative and policy changes within key sector areas such as Waste and Bereavement along with support for key transformation projects and programmes and innovation such as the Town Centre regeneration programme. Skills Gap 4.1.3. The workforce planning process has identified skills gaps across all Council resources in relation to digital upskilling and specialist knowledge as referenced in transformation. The Council’s Learning and Development Strategy will address this through development to support change management and also skills development across IT to support digital. Delivery of Key Activities 4.1.4 To deliver the key areas of activity for the Resource, there are challenges relating to increased service demand with ongoing financial pressures, sustainable service delivery and climate change responsibilities, and the progression of digital innovation in service delivery. The Resource will review staffing arrangements to deliver key activities and service demand pressures. Employee Wellbeing 4.1.5. There are challenges across services in terms of absence management, staff resilience and it should continue to enhance employee engagement. Personnel Services are recruiting additional resources to support managers in maximising attendance. The service will also continue to review and improve supports to enhance employee wellbeing and engage with Trade Unions in line with Partnership Working arrangements. 4.2. The Workforce Plan will be monitored through the Community and Enterprise Resources’ Senior Management Team, with an update provided to the Committee on an annual basis as will be case for all other Resources and their respective Committees. 5. Employee Implications 5.1. Having a Workforce Strategy and proactive workforce planning process in place ensures an effective workforce is in place to deliver Council services. 40
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6. Financial Implications 6.1. There are no additional financial implications directly associated with undertaking the workforce planning process. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or for the environment on this report. 8. Other Implications 8.1. Workforce planning is incorporated into Resource risk registers to acknowledge that having the right workforce with the right skills at the right time is reliant on the key workforce actions progressing. 8.2. Workforce Planning actions will be assessed as part of the Resource risk management arrangement and relevant issues added to the Community and Enterprise Risk Register. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy or strategy, and no impact assessments are required. An integrated impact assessment was undertaken for the Workforce Strategy. 9.2. Trade Unions have been involved in the workforce planning process and updated through updates to Joint Trade Union Council Executive. Resource workforce planning activity is reported through Joint Consultative Committees. David Booth Executive Director (Community and Enterprise Resources) 22 August 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open, and sustainable Excellent employer Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve Outcomes Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Inspiring learners, transforming learning, strengthening partnerships 41
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Previous References Council Workforce Strategy and Plan 2025 to 2027, Executive Committee 28 May 2025 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 Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454668) E-mail: elaine.maxwell@southlanarkshire.gov.uk 42
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Community and Enterprise Workforce Plan 2025 – 27 6 43
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Community and Enterprise Workforce Plan 2025 – 27 Community and Enterprise Workforce Plan 2025 – 27 1. Introduction 2. Resource Overview 3. Key Resource Activity 4. Resource Workforce Profile 5. Resource Workforce Plan 6. Risk Implications 7. Monitoring the Plan Appendix 1 – Review of 2022-25 Actions Appendix 2 – Community and Enterprise Resources Workforce Profile Appendix 3 – 2025 – 27 Community and Enterprise Resources Workforce Planning Actions 44
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Community and Enterprise Workforce Plan 2025 – 27 1. Introduction South Lanarkshire Council delivers a wide range of services across the community that improve the lives of everyone living in South Lanarkshire. At the heart of the Council vision are values based on fairness, empathy, and a commitment to make a difference for the people of South Lanarkshire. The Council strives to be high achieving and high performing and to achieve this requires an available, capable, and resilient workforce. The Council Plan 2022 – 2027 sets out the Council priorities and how these will be delivered. The foundations of the Council plan are based on People, Planet and Progress. To deliver the Council priorities the Council has a Workforce Strategy which sets out the workforce planning framework used to identify the key strategic drivers, service demands and the actions to ensure that the Council has the right people in the right place at the right time to deliver our vision. This framework has been used to produce Resource and Council workforce plans, which outline the workforce challenges and actions for South Lanarkshire Council. The previous workforce plans covered 2022 – 2025 and this Council Workforce Plan covers the period 2025 – 27, to align with the lifecycle of the current Council Plan. 2. Resource overview Community and Enterprise Resources comprises the following four service areas – Facilities, Waste and Grounds services; Roads, Transportation and Fleet services; Planning and Regulatory services; and Enterprise and Sustainable Development services. The resource provides a wide range of services for local communities, including: • delivering key services within schools and council premises, including cleaning, catering, receptionist, janitorial, concierge, and crossing patrol services • keeping our streets clean and maintaining and developing public parks, open spaces, tree stock, fixed play areas, sports fields, golf courses, allotments, and food growing opportunities • collecting and disposing of waste and encouraging recycling • managing and maintaining the council’s cemeteries and crematorium, providing bereavement services, and ensuring the provision of burial ground • maintaining our roads and transportation network to support safe and effective transport, and promoting active travel • procuring and managing the council’s vehicle fleet, including refuse collection, roads maintenance, street sweeping and passenger transport • providing planning and building standard services which guide and control physical development and land use in the area, ensure the health and safety of persons in or about buildings, ensure the conservation of energy and the achievement of sustainable development • protecting public health through the delivery of environmental health services 45
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Community and Enterprise Workforce Plan 2025 – 27 • providing trading standards to protect consumers and communities • promoting economic development and delivering support for local businesses • delivering effective employability services to support individuals and business • supporting town centres and physical regeneration, and • leading the council in developing and promoting sustainability, supporting the transition to a net zero carbon economy, and addressing climate change. The resource also has a significant role to play in managing the relationship between the council and South Lanarkshire Leisure and Culture (SLLC). SLLC deliver leisure and cultural services on behalf of the council and promote the health and wellbeing of South Lanarkshire residents through libraries, cultural venues, museum, arts centres, indoor and outdoor sports and leisure centres, community halls and country parks. The Resource Plan is an important element of the council’s performance management arrangements and is complemented by individual service plans and other key business plans and strategies. Service teams will continue to be involved in a series of reviews which will inform how our services are shaped and delivered in the future. 3. Key Resource Activity Overview The resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. Local Development Plan (LDP) The council has a statutory duty to prepare a Local Development Plan for all parts of its area. Preparation of the council’s third LDP (LDP3) has recently started. It will address the spatial implications of national planning policy, National Planning Framework 4 (NPF4), for different places at a council-wide level. The focus of the plan will be to address challenges, including the climate and nature emergencies, the embedding of sustainable development principles in decision making, tackling poverty and disadvantage and health inequalities and embedding the principles of Local Living through the identification and maintenance of 20-minute neighbourhoods. The plan will be place-based with the Place Principle providing the policy context to ensure a participative approach to the future planning of places, services and infrastructure through partnership working with council services, transport providers, local communities, and health and education providers. The plan will be people-centred so that it meets the needs and aspirations of people and communities. Extensive engagement will continue to be carried out with stakeholders, partners and local communities so that the plan is prepared collaboratively taking into account a diverse range of views. The LDP will support decisions to invest in places by identifying priorities and focussing on the delivery of outcomes by drawing together all the council’s strategies, plans and the objectives of the Council Plan, Connect, as well of those of its partners and other stakeholders. The LDP must take account of the council’s Community Plan. The plan will take an infrastructure first approach so that an understanding of existing capacity and the requirement for new or improved infrastructure (including schools and health and social care provision) is an integral part of the plan process and this will inform the site selection process. New development will be directed to the right locations and will be expected to meet the principles of placemaking. LDP3 will include a Delivery Programme which will set out how the council will implement the plan and provide 46
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Community and Enterprise Workforce Plan 2025 – 27 certainty for local communities and partners. The plan will be a key driver for delivering on the main areas of focus, for example by ensuring there is sufficient employment land to achieve inclusive economic growth goals and creating a land use framework for the regeneration of our town centres. At a council wide level, the plan will continue to identify opportunities to deliver the council’s affordable housing programme and reflect the outcomes of the review of the Strategic Commissioning Plan. Access to good quality greenspace and safe and accessible active travel routes are also a key priority for the resource, encouraging physical exercise and improving the wellbeing of our communities. The continuing preparation of the council’s Open Space Strategy will contribute to achieving these aims. 5 The focus for 2025- 26 is the completion of the Evidence Report which will inform the spatial strategy for LDP3. Extensive collaboration has taken place with other services and partners in terms of data gathering and assessment and the carrying out of engagement. The implementation of changes to the Building Regulations in 2024 in relation to the energy performance of buildings will also be a focus for 2025-26. Cost of Living Crisis The UK continues to experience the worst cost-of-living crisis in 40 years. While all sectors of society are seeing prices rise, the impacts are greatest for those on the lowest incomes. The council recognises the immense pressures being faced by households across South Lanarkshire and acknowledges the potential for additional demands on council services as a result. The council has in place a range of support which can help households manage scarce resources, and services will continue to explore all avenues to support the most vulnerable in the year ahead. While doing all we can to support our communities in these difficult times, the council recognises that this also presents significant challenges for council services as budgets are increasingly squeezed by rising costs. This will undoubtedly be the case within Community and Enterprise Resources. However, working collaboratively across our communities with all key stakeholders will allow opportunities to be maximised through sustainable economic growth. Economic Development and Renewal The UK, Scottish, Glasgow City Region and South Lanarkshire economies are all facing real challenges following the global pandemic, our country’s new international trading position, the war in Ukraine and the climate emergency; all of which impact our lives now and in the foreseeable future. Economic recovery in South Lanarkshire is incorporating the principles of community wealth building and be framed around three key themes of sustainable development: People, Place and Business (or social, physical, and economic regeneration). These themes align council and pan-Lanarkshire activity with local, national and regional strategies, delivering the collaborative approach required to achieve sustainable and inclusive economic growth. The Economic Strategy (2022-27) sets out the key priorities and actions for the council and aims “to make South Lanarkshire a flourishing, green, dynamic and equitable place for all”. Working in partnership with North Lanarkshire Council, the delivery of the Business Gateway Service is now being delivered ‘in-house’ which will deliver a more customer focussed service, rather than a target driven delivery model, leading to better outcomes for businesses and the economy. Since this change, all referrals for business advice are referred directly to the Business Gateway and they are the public facing organisation for business support within South Lanarkshire. Town Centre Regeneration 47
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Community and Enterprise Workforce Plan 2025 – 27 Town centres retain a key role at the heart of our communities as a focal point for retail, business, culture, leisure and social interaction. Our town centres remain a council priority, and we are working across all our towns to manage change to allow our towns centres to serve the evolving needs of communities in the future. The way in which we support each town varies depending on the specific challenges, ranging from large transformational masterplans in East Kilbride and Hamilton, which have been formally adopted by the council, to smaller local interventions linking to local priorities and Community Wealth Building priorities. UK Government Shared Prosperity Funding (UKSPF) Following the UK withdrawal from the European Union, the UK Government outlined proposals to replace EU funding with national funds to address structural and economic imbalances and to aid the public and private sector in delivering transformational change in communities. The delivery of the 3-year £12m UK Shared Prosperity Funding (UKSPF) programme commenced in 2022. UK Government has confirmed additional funding for a fourth year, 2025-26, and for the council this amounts to £4m compared to £7.1m in 2024/25. Economic Development officers have worked with council services and external partners on delivery of the UKSPF to maximise economic and community outcomes. Delivery of over 23 projects, over the term of the programme, across council resources ranging from employability support to business grants and grants to communities, is progressing and is reported quarterly to the UK Government through Glasgow City Region. Levelling Up Fund Two projects have been awarded funding by the UK Government Levelling Up Fund. These are the Clydesdale Way (awarded £6.8 million of grant as part of the cross-council border Three Rivers Active Tourism project) and Shawfield Remediation (awarded £14.6m) for Clyde Gateway URC to progress decontamination and redevelopment of the Shawfield area. These projects will be progressed in 2025-26, with completion in line with the requirements set by the UK Government. Glasgow City Region City Deal As part of the City Deal, the resource is leading the delivery of three major transportation projects being undertaken to boost South Lanarkshire’s access to the rest of Scotland. The Cathkin Relief Road in Rutherglen / Cambuslang and the Greenhills Road project in East Kilbride is complete. Proposals in relation to Stewartfield Way and East Kilbride Town Centre are progressing well and being developed through the preparation of the Outline Business Cases. Other school and transportation projects are being progressed by the resource in support of the various Community Growth Areas across South Lanarkshire. Deliver effective Employability Services to support Individuals and Business South Lanarkshire Works will continue to deliver a range of employability programmes to meet the needs of key priority groups and employers and support South Lanarkshire residents into sustainable employment. A key focus of the 2025-26 Annual Investment Plan, which is developed and agreed with the South Lanarkshire Employability Partnership (SLEP), is to increase the availability of specialist employability support to participants with learning disabilities and other long-term health conditions. Specialist employability support involves long-term and intensive keyworker-based support, with significant in-work aftercare to support sustainable employment outcomes. The Annual Investment Plan will continue to include support for parents to progress to employment as a key priority. The Supporting Families approach, which 48
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Community and Enterprise Workforce Plan 2025 – 27 involves working in partnership with primary schools and early years centres to identify and support socially excluded parents, will be rolled out across South Lanarkshire to support progressions to employment. Sustainable Development and Climate Change (SDCC) The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. The Sustainable Development and Climate Change Strategy 2022 – 2027 and action plan sets out how the council aims to develop sustainably and tackle climate change. The council supports the delivery of Climate Ready Clyde’s Adaptation Strategy and action plan which seeks to transform Glasgow City region to adapt to the climate challenge and ensure everyone benefits from doing so. The council is also responsible for submitting annual Public Bodies Climate Change Duties reporting, which details progress made by the council in delivering against its duties, as set out in the Climate Change (Scotland) Act 2009. The inability to take the necessary action - due to funding constraints - to combat climate change and work toward achieving net zero carbon emissions by 2045 (thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents) is a top risk for the council. Sustainable development and climate change work carried out by the council seeks to mitigate this risk. Circular Economy The Circular Economy (Scotland) Act 2024 sets out requirements for the following: a Circular Economy Strategy; Circular Economy targets; legislation aimed at reducing waste; increases in penalties for littering from vehicles; legislation to enhance duty of care responsibilities for households and businesses; and legislation to improve waste monitoring. These measures will underpin and complement Scotland’s Circular Economy and Waste Route Map. The route map will set out the strategic direction for waste management in Scotland until 2030, based on responsible production, responsible consumption, and maximising value from waste and energy. Local Transport Strategy (LTS) Consultation on the draft LTS is currently being scheduled for Spring 2025, with the finalised draft document being presented to Committee for approval after the summer recess. Policies and actions are drafted taking cognisance of the Regional and National Transport Strategies. The new Local Transport Strategy will be an ambitious and forward-thinking strategy that sets out a strategic vision and objectives, alongside proposals for a ten-year Action Plan. It will be used to guide the transport actions and priorities of the council and will also be used to influence the actions of a range of partner organisations who deliver aspects of transport within South Lanarkshire. Main themes of the strategy will include reference to maintenance and asset management, road safety, the economy, sustainable and public transport, the environment, inclusive mobility, spatial planning as well as the use of technology. Plans for implementation of actions and monitoring will also be included. Strathclyde Partnership for Transport (SPT) have recently published their Regional Transport Strategy. Several themes are highlighted relating to public transport, managing travel needs, active travel, integration of travel, road safety, sustainable travel, climate resilience, environment and connecting places. This also links with the National Transport Strategy which sets outs various priorities and themes. These priorities look to reduce inequalities, take climate action, help deliver inclusive 49
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Community and Enterprise Workforce Plan 2025 – 27 economic growth and improve our health and wellbeing, as well as those relating to public transport, managing travel needs, active travel, integration of travel, road safety, sustainable travel, climate resilience, environment and connecting places. Health and Wellbeing This is a cross-cutting theme within Community and Enterprise Resources and covers a wide range of activities, from promoting healthy eating (via the provision of school meals), to the positive contribution that our partner, SLLC, makes in ensuring inclusive access to sport, leisure and culture across our communities. Community and Enterprise Resources will assist SLLC in the provision of these services by continuing to oversee capital investment in the council’s leisure and culture facilities: the new build of Larkhall Leisure Centre over the next three years will be a major project for the Resource, as will be the implementation of the council’s £13m Leisure and Culture Transformation Fund which will help modernise the leisure and culture estate, optimise use of the leisure and culture assets and assist in the transition towards net zero. The environmental health service promotes health protection practices and regulates public health across South Lanarkshire. Free School Meals Roll Out The Scottish Government is committed to extending free school meal provision to pupils in P6 and P7, with stage 1 extending free school meals to those pupils in P6 and P7 in receipt of the Scottish Children payment. There will be a phased roll out of free school meals to children and young people in primary 6 and 7 who are in receipt of the Scottish Child Payment beginning in February 2025 to be completed by August 2026. It is unlikely the roll out to remaining P6 and P7 pupils will be completed in this parliamentary term due to financial uncertainty. Legislative and Policy Changes New and revised legislation will also impact on the work of the resource during 2025-26, including: Climate Change Act (2019) – Whilst not new legislation, the Climate Change Act (2019) continues to impact on the council’s activities and commits Scotland to net-zero greenhouse gas emissions by 2045. The Climate Change (Scotland) Act states that a public body must: − contribute to the delivery of Scotland’s national emissions reduction targets − help deliver Scotland’s statutory climate change adaptation programme, and − act in a way that it considers is most sustainable On 5 September 2024, the Scottish Government introduced the Climate Change (Emissions Reduction Targets) (Scotland) Bill which replaced the interim and annual targets previously set out in the Climate Change (Scotland) Act 2009. The Bill replaces those targets with a system of targets based on carbon budgets. Scottish Ministers will need to set carbon budgets so that every year between 2026 and the net-zero emissions target year (2045) is covered by a budget. Each carbon budget will cover a period of five years and will set out the amount of greenhouse gas emissions allowed during that period. The Bill also changes the deadline for the first Climate Change Plan. This Plan must be laid before the Parliament as soon as possible after the first carbon budgets have been set. Transport (Scotland) Act 2019 - This act is designed to help make Scotland’s transport network cleaner, smarter and more accessible. The Act deals with a number of issues including, Prohibition of Pavement Parking, Bus Services, Roadworks, Workplace Parking and Low Emission Zones. 50
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Community and Enterprise Workforce Plan 2025 – 27 Pavement Parking - A key provision of the Act is to prohibit the parking of vehicles on pavements, prohibit double parking and prohibit parking adjacent to dropped footways. The council commenced enforcement of pavement parking in January 2025 which saw a balanced, proportionate and pragmatic “soft” behavioural change approach with a complementary communications campaign. Bus Services - The Act provides local transport authorities with powers to make bus travel more attractive, allowing local transport authorities to run their own bus services; franchise bus services in their areas; or enter into Bus Services Improvement Partnerships (BSIPs) with bus operators within their areas. The Act also introduces new regulations covering the way in which bus operators must provide information to local authorities when they plan to reduce or withdraw the services they provide. Strathclyde Partnership for Transport (SPT) are currently drafting their Regional Bus Strategy and considering next steps in terms of franchising. On completion, this will allow consideration of what opportunities there are for these types of measures as well as the Act’s other section which relates to smart ticketing options. These provisions will have significant employee and financial resourcing issues. Road Works - The Act seeks to continually encourage a raise in standards to improve the quality of road works. The key provisions include: additional powers given to the Scottish Road Works Commissioner to strengthen enforcement on non-compliance of legislation in relation to road works with the use of fines and monitoring; a requirement for all undertakers to have a Reinstatement Quality Plan (RQP) in place; and a revised timescale for notifying within 2 hours of the commencement and completion of works. A revised Specification for the Reinstatement of Opening in Roads (SROR) is also now in force, increasing the guarantee period for the majority of asphalt reinstatements to 6 years. It should also be noted that the Commissioner has increased on site monitoring through the introduction of several compliance officers who will be undertaking drive by observations, with a particular focus on roads authorities in the first instance. • 20mph speed limits Scotland’s Road Safety Framework to 2030 is committed to creating a safer, healthier and greener Scotland. It is the council’s aspiration to introduce mandatory 20mph speed limits within residential areas in line with the new Scottish Government policy. A review of an assessment study of approximately 6,000 streets is ongoing and the outcome will shape the delivery of 20mph speed limits across South Lanarkshire. Significant resources will be required for the promotion of associated traffic regulation orders and signage. Other impacts - The Transport (Scotland) Act 2019 also enables local authorities to manage vehicle emissions via the establishment of Low Emission Zones (LEZ) and introduce Workplace Parking Charges to influence travel behaviour. However, there are no plans at this time to introduce these in South Lanarkshire. 51
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Community and Enterprise Workforce Plan 2025 – 27 4. Community and Enterprise Workforce Profile The full workforce profile is attached in Appendix 3. The data reviewed covers the period April 2023 – March 2024. Resources used this data to complete their workforce plans for 2025 – 27. The key highlights from the workforce profile are detailed below. Employee Numbers For April 2023 – March 2024, Community and Enterprise Resources employed an average of 3452 employees, equating to 2627 Full Time Equivalent (FTE). The workforce is split across four services; the split of each Service is shown below in Table 1 by headcount (number of employees) and total FTE. Table 1 Employee numbers Service Headcount FTE Community and Enterprise 3452 2627 Facilities, Waste and Grounds 2702 1942 Planning and Regulatory 136 131 Enterprise and Sustainable Development 111 101 Roads, Transportation and Fleet 503 454 Employment Status As of 31 March 2024, CER employed 3317 employees. There are 86 employees who are in a temporary position, 3229 employees in a permanent position and 2 casual employees. This is detailed in table 2. The majority of the Service’s workforce is employed on a part-time basis, with the highest proportion of part time employees within Facilities, Waste and Grounds. Table 2 Employment Status Service Permanent Employees Temporary Employees Casual Employees Total Employees Community and Enterprise 3229 86 2 3317 Facilities, Waste and Grounds 2507 73 2 2582 Planning and Regulatory 135 1 - 136 Enterprise and Sustainable Development 107 2 - 109 Roads, Transportation and Fleet 480 10 - 490 Gender Split The gender split across Services* is detailed in Table 3. The Resource workforce consists of 45.9% male and 54.1% female. 52
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Community and Enterprise Workforce Plan 2025 – 27 Table 3 Gender Split Service Female Male Total Employees Community and Enterprise 1794 1521 3315 Facilities, Waste and Grounds 1577 1003 2580 Planning and Regulatory 65 71 136 Enterprise and Sustainable Development 83 26 109 Roads, Transportation and Fleet 69 421 490 *As at 31 March 2024 and excluding casual employees Age Range The age range across Services* is detailed in Table 4. Seventy-eight percent of the workforce are age 40 or over. Facilities, Waste and Grounds (FWG) has the highest employee numbers aged 65 and above, as well as the highest number of employees aged 50 and above. Roads, Transportation and Fleet has the highest number of employees aged 16-19 years alongside FWG. Table 4 Age Range Service 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years No. Employees Community and Enterprise 15 187 532 678 1075 562 266 3315 Facilities, Waste and Grounds 7 123 423 519 825 457 226 2580 Planning and Regulatory 1 8 21 41 47 15 3 136 Enterprise and Sustainable Development - 7 16 32 42 11 1 109 Roads, Transportation and Fleet 7 49 72 86 161 79 36 490 * As at 31 March 2024, excluding casual employees. Absence The absence rate for the Resource for 2023/24 was 6.23%. The details are in table 5. Table 5 – Absence rates Service Absence 23/24 Community and Enterprise 6.23% Facilities, Waste and Grounds 6.59% Planning and Regulatory 3.14% Enterprise and Sustainable Development 3.03% Roads, Transportation and Fleet 5.78% 53
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Community and Enterprise Workforce Plan 2025 – 27 Leavers and Turnover From 1st April 2023 to 31st March 2024, 526 employees left the Resource, equating to 329.99 FTE. The turnover rate for the Resource for 2023/24 was 15.24%, this turnover rate is calculated using all leavers. Recruitment During 2023/24 274 posts were advertised attracting 2636 applications. Candidates were appointed to 298 posts. Full details of the workforce profile are attached in Appendix 2. 5. Resource Workforce Plan Resource Workforce plans were produced covering the period 2022 – 25. These plans have been reviewed to provide an update on actions to date and to identify any ongoing activity to be reflected in the 2025 – 27 plans. A summary of the review is included in Appendix 1. During 2024, Resources undertook a horizon scanning exercise as part of the Resource planning process to identify key areas of focus moving forward. Following this, working with HR Business Managers, Heads of Service completed the workforce planning toolkits to consider the workforce requirements to deliver resource plan outcomes, local and national drivers, as well as known and anticipated changes that will impact on the workforce. The workforce profile information was also taken into account as part of this exercise. Common theme emerged across all Resource and the priority workforce planning areas for actions are as follows: • Recruitment / Attraction and / retention • Transformation • Skills gap • Delivery of key activities • Employee well being All of this activity identified the key workforce challenges and the actions for Community and Enterprise Resources, a summary is provided in the table below. 54
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Community and Enterprise Workforce Plan 2025 – 27 Summary of challenges and actions Priority Identified Need Key Challenges Action Recruitment / Attraction / Retention Age profile of workforce Loss of knowledge, skills, and experience Professional and specialist posts are hard to recruit and retain. Continue to expand use of ‘grow your own’ approach. Implement robust succession planning. Transformation Budget gap and maintaining service delivery Cost of living crisis Impact of providing cross council support for transformation and ability to contribute to financial savings Continuing service improvement from Oracle Fusion Manage efficiencies achieved as oracle fusion is embedded Identify skills required to support digital transformation across the Council Skills gap Skills to support organisational transformation Digital upskilling and specialist knowledge Leadership development Develop skills for existing employees to enable progression and increase retention. Skills development to support strategic IT. Delivery of Key Resource Activities Strategic digital development and how this is supported Community involvement Support the Council achieve net zero and deliver sustainable development and climate change Maintain staffing structure to enable delivery of Resource objectives Increased demand for services Support for implementation of new technologies Support digital transformation by ensuring employees have skills to deliver the strategy Ensure structures in place to support increased demand for services Review staffing to respond to new developments eg development in Employee Well being Maintaining employee wellbeing and resilience Reducing absence Improved employee engagement Provision of employee supports Additional resources to support absence management 55
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Community and Enterprise Workforce Plan 2025 – 27 The Community and Enterprise Resources Workforce Action Plan is attached in Appendix 3. This provides the detail on the actions to deliver the plan, how they will be achieved, who is responsible for the delivery, the expected outcomes, and the timescales to be achieved by. Engagement and consultation to produce workforce plans has been primarily through HR Business Managers and Resource Management Teams, Trade Unions have been updated on activity through JTUC Executive updates and Trade Unions were also asked to provide details of workforce challenges from TU perspective via a survey. 6. Risk Implications The actions identified to assist the Council to achieve the right people with the right skills to deliver services. However, there are risks if these actions cannot be delivered. These are: • Reduced workforce supply is a risk to meeting the Councils requirements • Ability to train and develop staff to create our own talent into specialist roles within required timescales and maintain service delivery • Competing recruitment drives across services and sectors The risks identified with workforce planning will be included in the Resource risk registers. 7. Monitoring the Plan The action plan will be monitored through Resource Management Teams. As the arrangements on national initiatives emerge any significant changes will be reflected in updated action plans. Resource workforce plans will be formally reported through annual updates on actions to Resource Committees. The Council workforce plan will be reported to Executive Committee on an annual basis. 56
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Community and Enterprise Workforce Plan 2025 – 27 Appendix 1 Review Workforce Plan Actions 2022 – 25 An update on the key actions from the Community and Enterprise Resources 2022 – 25 workforce plan is provided below: Priority / identified need Actions Achievements Next steps 1a Increased demand and reduced workforce pool Revised recruitment practices, utilise employability routes. Revised recruitment practices are now embedded The introduction of essential and desirable criteria in job profiles, assist in shortlisting Oracle fusion, recruitment processes have been reviewed. Successful open days and recruitment programme across roads and fleet. Facilities Services have engaged with Employability programmes, with successful outcomes and candidates securing permanent posts. This will be addressed through further review and revisions to the Recruitment Strategy and the Learning and Development Strategy 1b Succession Planning Succession planning is discussed as part of appraisal process and potential leaders are nominated to join the Leadership Development program. Apprenticeship programme for civil engineering students has seen 4 Engineering Officers progress into permanent This will be addressed through further revisions to the Recruitment Strategy and the Learning and Development Strategy 57
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Community and Enterprise Workforce Plan 2025 – 27 roles in the Roads Service. 2a Service Design and Efficiency savings Managing employee impact of savings Facilities Services have successfully redeployed a number of employees throughout the period. The revision of SWITCH2 arrangements in relation to managing employee impact of savings activity will ensure that employee skills are maximised. 2b Service Redesign The Council has a program of transformational reviews to enable services to be delivered in a different way to achieve efficiencies. The transformational review programme is ongoing and current reviews are within services areas, as well as reviews of overtime reduction and organisational structures. 3a IT / Digital Implementation of Fusion (HR, finance, and procurement) The new system was implemented in August 2024 and processes have been improved to reflect the capability of the new system. The workforce planning process has matured to provide a specific focus to consider the workforce supports for the delivery of a Digital Council 3b Implementation of Resource IT systems Facilities Services rolled out IT solutions for Cooks in Charge and Janitorial employees. A new modern office roads As the Council moves towards more digital solutions the workforce plans will reflect actions to ensure that our workforce is 58
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Community and Enterprise Workforce Plan 2025 – 27 management system came into operation in April 2025. digitally aware and included. 4 Employee support and wellbeing Enhance employee support Revised occupational health provision has enhanced the support available to employees Employee supports will continue to be reviewed to ensure the supports are accessible to all employees. There is a review of Maximising Attendance Policy and supporting procedures to ensure that the Council continues to develop good practice to support and engage the workforce 59
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Workforce Profile: Community and Enterprise Resources Appendix 2 Section 1: Headcount and Full Time Equivalent For the year 2023/24, South Lanarkshire Council (SLC) employed an average of 17,086 employees, equating to 14,046 Full Time Equivalent (FTE). Community and Enterprise Resources employs 3452 employees at 2627 FTE, accounting for 20% of the Council’s headcount. The headcount and FTE for each Service is shown in Table 1. Table 1 – CER Headcount and FTE Headcount - 3452 FTE - 2627 Within SLC, Community and Enterprise has the largest variance between FTE and Headcount (though the proportional size of Services remains broadly the same), with employees averaging 0.76 FTE (Council average is 0.82). This almost exclusively due to the make up of Facilities, Waste and Grounds Service, specifically, the Facilities Service where 86% of employees are employed on Part Time contracts (as seen in Section 2, Table 3). On average, employees within Facilities are contracted to 0.61 FTE. The Resource headcount and FTE fluctuate throughout the year due to the work carried out by the Grounds Service which employs high numbers of seasonal employees. Facilities, Waste and Grounds 2702.17 78%Planning and Regulatory 135.83 4% Enterprise and Sustainable Development 110.92 3% Roads, Transportation and Fleet 502.58 15% Facilities, Waste and Grounds 1942.11 74% Planning and Regulatory 130.53 5% Enterprise and Sustainable Development 101.19 4% Roads, Transportation and Fleet 453.70 17% 60
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Section 2: Employment Categories and Hours Worked As at 31st March 2024, Community and Enterprise employed 3317 employees, with a combined total of 4009 assignments. 2 employees were categorised as Casual and there were 17 Seasonal employees employed by the Grounds Service. Table 2: Employment Category Split Resource Permanent Employees Temporary Employees Casual Employees Total Employees SLC 15377 594 769 16740 Community and Enterprise 3229 86 2 3317 Facilities, Waste and Grounds 2507 73 2 2582 Planning and Regulatory 135 1 - 136 Enterprise and Sustainable Development 107 2 - 109 Roads, Transportation and Fleet 480 10 - 490 *Please note that for all further data sets, Casual Employee figures have been removed. The total number of employees employed by SLC as at 31st March 2024 is therefore 15,971 and Community and Enterprise Resources, 3315. The majority of the Council’s workforce is employed on Full Time contracts, which for the purposes of this report, has been taken to mean employees working 35 hours or greater per week at a Full Time Equivalent greater than or equal to 0.90. Term – Time employees who meet this criteria over 39 weeks have also been included in the Full – Time count. As shown below, 56% of SLC’s workforce were employed Full Time, with the remaining 44% categorised as Part Time employees as of 31st March 2024. The full time split of Community and Enterprise Resources and its Services is shown alongside this: Permanent 97% Temporary 3% Casual 0% 61
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Table 3: Part Time / Full Time Split Full Time Split as Percentage Full Time Split of Service Resource Total FT Total PT No. Employees South Lanarkshire Council 9267 6704 15971 Community and Enterprise 1464 1851 3315 Facilities, Waste and Grounds 938 1642 2580 Planning and Regulatory 118 18 136 Enterprise and Sustainable Development 70 39 109 Roads, Transportation and Fleet 338 152 490 As noted in Section 1, 86% of Facilities is comprised of part – time employees, hence the low full time split of Facilities, Waste and Grounds. Five roles comprise the majority of these part – time positions and are shown below as a percentage of total part – time employees, alongside the total number of employees in each position. Table 4: Facilities – Top 5 Part – Time Positions Service PT Employees Total FTE FACILITIES 1547 602 Cleaner 717 267 Catering Assistant 506 185 Facilities Asst (SXP) 90 26 Primary Cook in Charge 67 44 Janitor / Cleaner 39 22 FT 44% PT 56% Facilities, Waste and Grounds 36% Planning and Regulatory 87% Enterprise and Sustainable Development 64% Roads, Transportation and Fleet 69% Cleaner 46% Catering Assistant 33% Facilities Asst (SXP) 6% Primary Cook in Charge 4% Janitor/Cleaner 3% 62
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Due to this unique makeup, Facilities has a higher proportion of employees with more than one assignment relative to the rest of the Council, with employees holding 1.4 assignments on average and 555 employees having at least 2 assignments. Of those who work more than one assignment, the highest number worked was 5 (2 employees, all positions as Cleaner) and the average was 2.24. Section 3: Leavers and Turnover Leavers From 1st April 2023 to 31st March 2024, 1709 employees left the council, equating to 1239.55 FTE. 526 Leavers (329.99 FTE) held positions within Community and Enterprise Resources. Table 4 shows the total leavers by Service and displays the headcount as a percentage of total leavers from each Service. Table 5: Leavers by Resource Service Contribution to Resource Leavers Resource No. of Leavers Total FTE South Lanarkshire Council 1709 1239.55 Community and Enterprise 526 329.99 Facilities, Waste and Grounds 443 259.58 Planning and Regulatory 17 15.55 Enterprise and Sustainable Development 9 7.27 Roads, Transportation and Fleet 57 47.59 When looking at the distribution of leavers by headcount (as above), Facilities, Waste and Grounds appears to have a higher proportion of leavers than expected relative to its size. The additional turnover is mainly due to the Grounds Service, which employs high numbers of Seasonal workers. In total, 119 leavers were seasonal workers at 118 FTE. Excluding these workers from the number of leavers brings the Resource total to 407 and the total for Facilities, Waste and Grounds to 324, resulting in the Service’s share of leavers dropping to 80%. Table 6 details all leavers across Community and Enterprise Resources (including Seasonal Workers) and the reason for leaving, while Table 7 shows a breakdown of the Top 5 leave reasons by Service. Facilities, Waste and Grounds 84%Planning and Regulatory 3% Enterprise and Sustainable Development 2% Roads, Transportation and Fleet 11% 63
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Table 6: Reasons for Leaving Community and Enterprise Resources As shown above, the five most common reason for leaving Community and Enterprise were Personal Reasons (24%), followed by Termination of Temporary / Fixed Contracts (22%), Retirement (18%), Career Development (13%) and Dismissal Due to Ill health (6%). In total, these five reasons account for over 80% of all leavers in the year 2023/24. Of those who left due to the termination of temporary contracts, 94 of these posts were seasonal workers within Grounds. There is a large variance between the number of leavers due to Personal Reasons (125) and their equivalent FTE (56.80). This puts the average FTE of employees leaving due to personal reasons at 0.45 FTE, far lower than the average 0.76 of the Resource. 92 of these leavers sit within the Facilities Service (34% of Facilities leavers) and account for 28.07 FTE, an average of 0.30 FTE per leaver. Again this is far lower than the average FTE within Facilities of 0.61 FTE. 0 20 40 60 80 100 120 140 Count of Assignment Sum of FTE 64
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Only 4 employees left the Resource due to Dissatisfaction with Terms and Conditions of Job, therefore the data above may indicate that this reason for leaving is being under-represented. The top five reasons for leaving by Headcount are shown by Table 7 on the next page for each Service, as a percentage of that Service’s total leavers: 65
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Table 7 Community and Enterprise Facilities, Waste and Grounds Planning and Regulatory Enterprise and Sustainable Development Roads, Transportation and Fleet 19 Personal Reasons 24% 09 Termination Of Temporary/Fixed Term/Contract Staff 22% 01 Retirement 18% 12 Career Development 13% 10 Dismissal Due To Ill Health 6% 09 Termination Of Temporary/Fixed Term/Contract Staff 26% 19 Personal Reasons 25% 01 Retirement 16% 12 Career Development 9% 10 Dismissal Due To Ill Health 6% 12 Career Development 53% 01 Retirement 29% 19 Personal Reasons 12% Deceased 6% 01 Retirement 33% 19 Personal Reasons 33% 12 Career Development 22% 13 Dissatisfaction With Terms & Conditions Of Job 11% 12 Career Development 26% 01 Retirement 25% 19 Personal Reasons 19% 30 Resignation -No Notice Given 7% 02 Retirement Due To Ill Health 7% 66
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Turnover Turnover for the year 2023/24 was calculated as the total number of employees who left the Council from within Community and Enterprise Resources between 1st April 2023 and 31st March 2024 (443), divided by the average number of employees in post during the year (3452). The Turnover Rate for Community and Enterprise Resources for 2023/24 was 15.24% and is broken down by Service below. This is higher than the Council rate of 10.46% and is the highest turnover of any Resource. Table 8: Resource Turnover As we would expect from the high number of Seasonal employees employed by the Grounds Service, Facilities, Waste and Grounds has the highest turnover rate of 16.40% (with the Grounds Service reaching 24.09%). If we exclude Seasonal Workers from the headcount and leaver numbers, the adjusted Turnover Rate for the Resource is estimated to be nearer 12.28%, with Facilities, Waste and Grounds at 12.63%. This would still be the highest level within the Council, ahead of Social Work (10.99%) with Facilities contributing at 15.09%, driven by employees leaving due to personal reasons as noted on Page 5. Roads, Transportation and Fleet 11.34% Enterprise and Sustainable Development 8.11% Planning and Regulatory 12.52% Facilities, Waste and Grounds 16.40% Community and Enterprise 15.24% 0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% 14.00% 16.00% 18.00% 67
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Section 4: Age Profile Table 9: Community and Enterprise Resources Age Profile Resource 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years No. Employees South Lanarkshire Council 61 1862 3536 3749 4475 1670 618 15971 Community and Enterprise 15 187 532 678 1075 562 266 3315 Facilities, Waste and Grounds 7 123 423 519 825 457 226 2580 Planning and Regulatory 1 8 21 41 47 15 3 136 Enterprise and Sustainable Development - 7 16 32 42 11 1 109 Roads, Transportation and Fleet 7 49 72 86 161 79 36 490 As shown, South Lanarkshire Council has a predominantly older workforce, with 66% of employees being aged 40 or over and the largest age demographic being 50- 59, with 28% of the Council’s total employees. Community and Enterprise follows the Council trend with 32% of employees aged between 50 – 59 years and has the oldest workforce with 78% of the employees aged over 40 years, and 57% of employees aged over 50 years. Table 9 (below) shows the makeup of each Service by age demographic. Interestingly, despite Roads, Transportation and Fleet having the second oldest workforce of the Resource, it also has the highest proportion of employees aged under 30 years as well as the highest proportion of employees aged between 16-19 years (these are predominantly Road Operatives within the Roads and Transportation Service). 16-19 Years 1% 20-29 Years 6% 30-39 Years 16% 40-49 Years 20% 50-59 Years 32% 60-64 Years 17% 65+ Years 8% 68
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Table 10: Proportion of Age Band by Service 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Roads, Transportation and Fleet Enterprise and Sustainable Development Planning and Regulatory Facilities, Waste and Grounds 16-19 Years 20-29 Years 30-39 Years 40-49 Years 50-59 Years 60-64 Years 65+ Years 69
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Section 5.1: Absence Level Absence rates for the Council are calculated each calendar month by dividing the total number of workdays lost due to absence by the total number of work days available for that period. The absence rate for South Lanarkshire Council for the year 2023/24 was 5.38%. The absence rate for Community and Enterprise Resources was 6.23% which is down vs. the previous year, 6.88% and is the second highest absence rate within SLC. Total Absence % (2023/24) Short Term and Long Term Absence % (2023/24) Following falling rates of absence across the first Quarter of 2023/24, both short and long term absences have risen across the year, broadly at the same rate (long term absences have increased moderately faster). Table 10 shows total absence levels for each Service: Table 11: Service Absence Levels 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% 0.0 1.0 2.0 3.0 4.0 5.0 6.0 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) Facilities, Waste and Grounds 6.59% Planning and Regulatory 3.14% Enterprise and Sustainable Development 3.03% Roads, Transportation and Fleet 5.78% 70
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As the largest Services within Community and Enterprise, and with the highest absence levels, Facilities, Waste and Grounds, and Roads, Transportation and Fleet are the main drivers of higher absence rates, however as shown by Table 11, absence levels for Roads, Transportation and Fleet have reduced throughout the year. Within these, only Fleet has a lower than average absence rate (5.26%) and Waste sits at the highest with 10.83% (and rising across the year). Short Term and Long Term absence rates for each Service are shown in Table 12: Table 12: Short Term / Long Term Absence Rates by Service Facilities, Waste and Grounds Planning and Regulatory Enterprise and Sustainable Development Roads, Transportation and Fleet 0.0 1.0 2.0 3.0 4.0 5.0 6.0 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) - 0.50 1.00 1.50 2.00 2.50 3.00 3.50 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) - 1.00 2.00 3.00 4.00 5.00 6.00 7.00 Short Term sick % Long Term Sick % Linear (Short Term sick %) Linear (Long Term Sick %) 71
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Section 5.2: Absence Categories The total number of working days lost in the year 2023/24 for Community and Enterprise Resources was 53, 854, which accounts for 26% of all working days lost by the Council. Table 13 shows the number of working days lost due to specific categories of absence for the year 2023/24. The top four Reasons for absence are shown and the remaining categories aggregated into Other. Table 13: Days Lost Due to Absence Reason Musculoskeletal absences were the leading reason for absence, accounting for 30% of absences throughout the year, followed by Psychological (28%), Respiratory (17%) and Stomach (9%). Due to the year to year fluctuation of total numbers of absence, absence proportions are compared below. Each absence reason has been calculated as a percentage of ‘working days lost due to absence reason’ divided by ‘total working days lost in year’ to illustrate changes in absence across the years 2022/23 – 2023/24. 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 Musculoskeletal Psychological Stomach Respiratory Other 72
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Table 14: Absence Reasons – Year to Year Comparison The Resource absence rate decreased in 2023/24 vs. 2022/23, however the leading reasons for absence - Musculoskeletal and Psychological – both saw proportional increases of 2 points, accounting for 58% of all absences. This trend is in line with the rest of the Council, where the proportion of Psychological absences has increased across all Resources year on year. Across the 2 year period, the proportion of Psychological absences in Education (on Average) rise from October throughout the Autumn / Winter Period before peaking in May, accounting for 39% of all absences. 0% 5% 10% 15% 20% 25% 30% Musculoskeletal Psychological Stomach Respiratory Other 2023/24 2022/23 73
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Community and Enterprise Resources Strategic Workforce Action Plan 2025 - 27 Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Recruitment, attraction and retention Promote the Council as an employer of choice through job adverts Attract more candidates for hard to fill posts Eg Facilities, Grounds, Mechanics, HGV Drivers, Roads Operative Successful recruitment exercises with a wider candidate pool Head of Service and Personnel Adviser (recruitment) Revised recruitment adverts will be provided by the recruitment team and hirings managers will provide context relevant to specific roles Career progression routes to be promoted December 2025 and ongoing throughout duration of the plan Within existing resources Develop career pathways and progression in professional roles, though links with universities and colleges Progression and development of existing employees into professional roles. Head of Service and Personnel Adviser (recruitment) Learning and Development Adviser / Service Managers and HR Business Managers December 2025 and ongoing throughout duration of the plan Within existing resources 74
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Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Continue to develop ‘grow you own’ approach. Specific roles identified: HGV Drivers, Mechanics, Planners. Relaunch of apprentice programme in roads. Talent pool of developed staff to fill professional roles as they become available Heads of Service and Personnel Adviser (recruitment) Learning and Development Adviser to identify qualification routes and build on existing links with colleges and universities December 2025 and ongoing throughout duration of the plan Within existing resources Succession planning across all services Developed future leaders identified to replace departing senior managers Learning and Organisational Development and Manager HR Business Managers and Resource management teams December 2025 and ongoing throughout duration of the plan Within existing resources Proactive recruitment campaigns for hard to recruit posts eg. Facilities, Grounds, Mechanics, HGV Drivers, Roads Operative Maintain staffing levels Service Managers and Recruitment team Service Managers, links with employability and job centres June 2025 and ongoing throughout duration of the plan Within existing resources Transformation Provide Training to employees to support legislative and policy changes in sector specific fields, e.g Waste, Bereavement, Employees with better understanding and knowledge of requirements and implications for role Head of Service Managers and employees April 2026 Within existing resources 75
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Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications EV Fleet and Infrastructure Having the skills to support programmes and/or projects and innovation, eg Town Centre regeneration Successful progress and delivery of programmes/projects Head of Service April 2026 Within existing resources Review of services to make efficiencies and improvements Prioritised resources to protect service delivery Head of Service and HR Business manager Personnel Adviser and Service manager will progress the implementation of outcomes of the review December 2025 and ongoing throughout duration of the plan Within existing resources Progress the actions identified as part of the review of overtime Delivery of services within core staffing and reduce requirement for overtime Heads of Service HR Business manager. The action plan will be monitored through overtime updates to SMT December 2025 Achievement of savings target identified Progress the actions identified from the review of Efficient management structure in place Heads of Service HR Business Manager March 2026 Achievement of savings target identified 76
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Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications management structures Skills Gap Provide Leadership development for senior managers Skilled staff to deliver key resource activity Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources Provide training to digitally upskill the workforce Skilled staff to deliver key resource activity Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources Provide training to raise awareness of sustainability and climate change Awareness of action required to reduce climate impact Heads of Service L&D Adviser / L&D Board March 2026 Within existing resources Provide training to enable employees recognise the impact of trauma and adversity to enable the adoption the trauma informed principles Embedding trauma informed practice in all aspect of social work services Heads of Service HR Business manager / L&D Adviser / L&D Board March 2026 Within existing resources 77
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Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Identify steps required to reduce Digital exclusion Employees able to engage with digital services across the Council Head of Personnel Head of IT services, L&D Manager December 2026 Within existing resources Maintain ongoing CPD in specific service areas Maintenance of professional development standards Heads of Services Managers as part of appraisal process March 2026 Within existing resources Delivery of key Resource activity Monitor staffing levels in line with statutory requirements Developed and available staff to deliver key activity Flexibility in response to demand Heads of Service HR Business manager March 2026 Within existing resources Assess employee implications of achievement of net zero Developed and available staff to deliver key activity Heads of Service HR Business manager All managers across services March 2026 Within existing resources 78
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Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Maintaining employee health and well being Improved employee engagement across service areas Engaged employees will contribute to overall effectiveness of services Head of Personnel All managers across services March 2026 Within existing resources Partnership working with TUs Continue to maintain existing relations with TUs improving employee relations and overall employee experience Head of Personnel All managers across services March 2026 Within existing resources Annual review of employee wellbeing initiatives and campaigns to provide to improved supports and increase resilience of employees Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Promote employee recognition through appraisal Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources 79
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Priority/Identified Needs What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Employee recognition Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Mentoring and coaching Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources Refresher training absence management Supported, engaged, and motivated workforce Head of Personnel All managers across services March 2026 Within existing resources 80
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Employability Performance Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update Committee on the performance of the Council’s Employability Service, South Lanarkshire Works seek approval to enter into a ‘Teckal’ contract with Routes to Work South (RTWS) for the delivery of employability programmes during 2025/2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the performance of the Employability Service be noted; and (2) that the proposal to enter into a ‘teckal’ contract with RTWS is approved. [1recs] 3. Background 3.1. South Lanarkshire Works, the Council’s Employability Service, delivers and funds a range of programmes designed to develop the work readiness skills of people and support them to progress to sustainable employment. 3.2. The services can be broadly split into three categories: senior-phase work-based learning programmes which are delivered to school pupils in S4-S6 as part of their curriculum keyworker based employability support delivered to key priority groups learning / training and skills development provision which is delivered to meet the needs of people engaging with keyworker services 3.3. Case studies demonstrating the impact of the programme on individuals are included at Appendix 1. 4. Senior Phase Work Based Learning 4.1. South Lanarkshire Works delivers a range of work-based learning programmes on behalf of Education Resources. The programmes are delivered in partnership with local colleges and are timetabled to form part of a pupil’s senior phase curriculum. 7 81
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4.2. Foundation Apprenticeships (FAs) are a national senior phase option, funded by Skills Development Scotland (SDS) and the Scottish Funding Council (SFC) and designed to allow pupils in S5-S6 to gain valuable, real-world work experience and access to work-based learning while they are at school. Pupils attend college and work placements up to two days a week while at school and the qualification achieved is delivered at level 6 (equivalent to a Higher) of the Scottish Credit and Qualifications Framework (SCQF). 4.3. South Lanarkshire’s FA programme is delivered as a partnership between the Council, South Lanarkshire College and New College Lanarkshire with the colleges delivering the learning element and the Council managing the overall programme including pupil support, compliance and work placements. 4.4. During the 2024/2025 academic year, 174 young people took part in Foundation Apprenticeships with 106 completing and 95 achieving the full qualification. 9 achieved a partial award and a further 35 are returning in 2025/2026 as planned to complete year 2. All young people completing an FA have moved into a positive post-school destination of employment or further learning. Table 1: South Lanarkshire FA Starts 2024/2025 4.5. For the 2025/2026 academic year, a similar number of places were available, however, there has been a slight reduction in uptake from schools with 93 pupils starting the programme in August 2025 (not including year 2 returners). Table 2: South Lanarkshire FA starts 2025/2026 Framework 1 year starts 2 year starts 2nd year returners Total Accountancy 0 0 6 6 Business Skills 5 0 4 9 Creative and Digital Media 12 13 18 43 Children and Young People 8 31 20 59 Engineering 0 0 9 9 Healthcare 10 16 13 39 IT Software 0 0 9 9 Total 35 60 79 174 Framework 1 year starts 2 year starts 2nd year returners Total Business Skills 6 0 0 6 Creative and Digital Media 7 12 3 22 Children and Young People 9 18 19 46 Engineering 0 12 0 12 Healthcare 8 11 14 33 IT Software 0 10 0 10 Total 30 63 36 129 82
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4.6. The GradU8 programme is a South Lanarkshire specific work-based learning option available to pupils in S4 to S6. Delivery takes place in local colleges where pupils attend one-day-per week to complete a vocational qualification at SCQF level 4 or 5. In 2024/2025, pupils have been able to pick one of 12 subject areas, all designed to offer progression in areas with employment progression opportunities. The programme is delivered in partnership with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College. This partnership arrangement allows colleges to make a financial contribution in the form of Scottish Funding Council credits which pay for the learning and teaching element of the programme. Pupils are supported in college by South Lanarkshire Works Vocational Development Workers to engage effectively on the programme and to support transition planning for any leavers following completion of the course. 4.7. In addition to the college-based options, each school can also identify up to five young people to take part in a long-term work placement as part of the GradU8 programme. Young people attend their placement one day a week on the school’s GradU8 day and placements are sourced by the Employability Service across Council and partner workplaces and with local employers. 4.8. In 2024/2025, 766 places were available to young people across 12 subjects at partner colleges South Lanarkshire College, New College Lanarkshire, and Glasgow Kelvin College. 582 young people completed the programme and achieved accredited qualifications. For the new 2025/2026 academic year 806 places have been allocated to pupils with the programme commencing in August 2025. As in previous years it is likely there will be some change in figures prior to the October break when the cohort number is set. Table 3: GradU8 completers and starts by subject GradU8 subject 2024/25 Completers 2025/26 Starts Beauty 50 68 Childcare 67 76 Construction 117 92 Creative & Digital 34 50 Engineering 45 62 Hair & Barbering 63 68 Healthcare 32 72 Horticulture 7 14 Hospitality 44 52 Make-up Artistry 45 68 Sport & Recreation 19 40 Uniformed Services 42 76 Work Experience 17 68 Total 582 806 5. Keyworker-based Employability Services 5.1. The keyworker-based employability services delivered and funded by South Lanarkshire Works are designed to meet the needs of key priority groups experiencing barriers to employment. All participants are supported by a named keyworker who supports them to develop and complete an individualised action plan, which includes access to a range of training and employability provision. 83
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5.2. The keyworker-based services are predominantly funded externally from the Scottish Government’s No-one Left Behind programme and UK Government Shared Prosperity Fund. These services, along with the learning and training provision set out at section 6, are agreed with the South Lanarkshire Local Employability Partnership (SLLEP) and set out in an Annual Investment Plan (AIP) which is returned to Scottish Government. 5.3. All programmes are delivered in line with the Scottish Government’s Scottish Approach to Employability which includes:- dignity and respect, fairness equality and continuous improvement provides flexible and person-centred support is straightforward for people to navigate integrated and aligned with other services provides pathways into sustainable and fair work driven by evidence including data and the experience of users support more people to move into the right job at the right time Table 4: Key Priority Groups and Services Key priority group Keyworker Service Delivery Partner Young people in the last 6 months of school Aspire South Lanarkshire Council (SLC) Young people aged 16-19 AspireWorks SLC Adults with barriers to employment Gateway to Employment Routes to Work South People with long term health barriers Gateway (Intensive) Routes to Work South People with learning disabilities Supported Employment SLC Parents from the following groups: Lone parents Parents or children with a disability Parents with 3 or more children Parents from a minority ethnic background Parents with a youngest child under 1 Families with a parent under 25 years Supporting Families Making it Work SLC Routes to Work South 84
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6. Employability Learning and Training Provision 6.1. All participants engaging on a keyworker-based programme have access to a range of provision. This provision may include activity funded by the South Lanarkshire Works including activity delivered by keyworker services and training or learning activity delivered on a procured basis by local partners. Provision can also include health and wellbeing supports, training allowances and access to waged training programmes. 6.2. The South Lanarkshire Local Employability Partnership’s operational sub-group meets regularly to identify emerging needs and agree provision to be funded as part of the Annual Investment Plan. Provision available in 2025/2026 includes: Table 5: Employability Learning and Training Provision 2025/2026 Programme Description Provider Supported Volunteering This VASLan programme provides tailored volunteering opportunities to employability participants within local third sector organisations VASLan Employability Academy Training and learning opportunities delivered by South Lanarkshire College in response to caseload requirements South Lanarkshire College Rise, Reach and Impact Employability groupwork programmes targeted at young people engaging with Aspire and AspireWorks Routes to Work South Winter / summer leaver programmes College based learning to support young people in their last 6 months of school South Lanarkshire College New College Lanarkshire QTS Rail Academy Rail sector-based training programme linked to the East Kilbride Enhancements Project QTS / Routes to Work South Vocational tasters / sector training Procured programmes to support participants to complete introductory training in sectors on a demand-led basis. Provision has included construction, hair and barbering and social care, HGV Various procured providers Routes to Work South Work tasters and placements Employability participants can access work placements as part of their action plan and training allowances of £25 per day are available to support engagement SLC / Local employers 85
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Project Search This programme supports young people with learning disabilities to take part in a programme of work placements, employability support and training delivered at University Hospital Hairmyres in partnership with NHS Lanarkshire and New College Lanarkshire and ISS SLC / Project Search NHS and SLC Demonstrator The programme provides 6 month waged part-time work placements to parental employability participants. Placements are based within NHS Lanarkshire, SLC Facilities Services, SLC Grounds Services, ISS (Hairmyres Hospital) and the State Hospital Carstairs SLC / NHS Lanarkshire and ISS Employer Recruitment Incentives Funding is available to support SMEs creating additional Fair Work vacancies to support employability participants into employment SLC 6.3. Connect2 Renewables Employability Initiative provides enhanced support to complement the range of programmes offered. OnPath Energy provides the Community Benefit funding for Connect 2 Renewables and is available to participants that reside 10km from either Kype Muir Windfarm in Strathaven or Middle Muir Windfarm in Crawfordjohn. Support provided includes Employer Recruitment Incentives, Into Work Grants, Further Education Grants and Training. 7. Programme performance 7.1. In 2024/2025, the Council’s employability programmes supported 2,622 people from the key priority groups identified above. This is an increase from 2,257 in 2023/2024. 787 people progressed to further education or training including participants undertaking certified learning as part of their engagement with the Gateway to Employment Programme. A total of 694 people progressed to employment during the year. 7.2. In 2025/2026, 800 people have registered with employability services up to the end of August 2025 with 323 accessing or progressing to education or training and 285 moving into employment. 86
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Table 6: Employability performance by Key Priority Group 2024/2025 Registrations Progressions to training / education Progressions to employment Young people in last 6 months of school 741 407 54 Young people age 16-19 337 120 70 Adults with barriers to employment 704 132 348 People with long term health barriers 327 22 78 People with learning disabilities 65 18 19 Parents 448 88 125 Total 2622 787 694 Table 7: Employability performance by Key Priority Group 1 April – 31 August 2025 Registrations Progressions to training / education Progressions to employment Young people in last 6 months of school 90 87 10 Young people age 16-19 208 100 39 Adults with barriers to employment 261 64 158 People with long term health barriers 65 15 28 People with learning disabilities 32 14 11 Parents 144 43 39 Total 800 323 285 8. School Leaver Destinations and Post-School Tracking 8.1. A key focus and performance measure of the Employability Service is to improve the proportion of school leavers that progress to a positive destination of education training or employment. The Service works closely with all secondary schools and Skills Development Scotland to identify those young people most at risk of becoming unemployed when they leave school and tracking their post-school destinations. 8.2. The most recent School Leaver Destination Report (SLDR) showed that 96.4% of those pupils who left school in academic year 2023/2024 entered a positive destination. This was a slight decrease from the previous year (96.9%) but maintained South Lanarkshire’s target to be above the national rate for the 9th year in a row and placed South Lanarkshire 10th highest of the Scottish local authorities. The AspireWorks keyworker employment service set out above in paragraph 5.3 is counted as a positive destination for SLDR purposes and recorded under ‘training’. 87
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Table 8: Positive School Leaver Destinations 2018/2019 – 2023/2024 Year Positive destination rate - South Lanarkshire Positive destination rate - Scotland 2023/24 96.4% 95.7% 2022/23 96.9% 95.9% 2021/22 96.2% 95.7% 2020/21 96.2% 95.5% 2019/20 94.8% 93.3% 2018/19 95.7% 95.0% Table 9 : Destination breakdown 2023/2024 Destination South Lanarkshire Scotland Employment 19.7 23.1 Higher Education 45.8 40.8 Further Education 25.5 26.4 Training 5.1 3.9 Personal Skills Development - 0.9 Voluntary Work - 0.6 Unemployed seeking 1.8 2.2 Unemployed not seeking 1.4 1.9 Unknown 0.3 0.3 9. Participation Measure and Post-school Tracking 9.1. Since 2016, Skills Development Scotland have published the Annual Participation Measure (APM) which reports on the economic and employment activity of 16–19- year-olds in Scotland and is the source of the Scottish Government’s National Performance indicator “Percentage of young adults (16-19 year olds) participating in education, training or employment. This measure has a wider focus than the school leaver destination and includes young people who are at school, in college, at university, at work or participating in employability support. The most recent report was published in August 2024 and showed 94% of young people aged 16-19 in South Lanarkshire were participating, this was higher than the Scottish rate of 93.3% and an increase from the previous year. 88
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Table 10: Participation Measure 2019 to 2025 Year South Lanarkshire Scotland 2025 94.0% 93.3% 2024 93.8% 92.7% 2023 93.3% 92.6% 2022 92.3% 92.4% 2021 92.8% 92.2% 2020 92.7% 92.1% 2019 92.6% 91.6% 9.2. Since 2022, the Employability Service has led a process of joint tracking between the Council and Skills Development Scotland to improve the participation measure by identifying young people, including through home visits, with an unconfirmed or unemployed status and offering appropriate support or confirming destinations. During 2024/2025 the Service has carried out almost 643 home visits, a breakdown of which is provided in Table 11. Table 11: Participation Measure Home Visits 2024/2025 Total home visits 643 - Destination confirmed 172 26.7% Referred for employability support 106 16.5% Declined employability support 95 14.8% Confirmed to be engaging with DWP 9 1.4% Unable to make contact, moved address 39 6.1% Unable to make contact, no response 221 34.4% 10. Routes to Work South Teckal Contract 10.1. An element of the Annual Investment Plan is delivered on the Council’s behalf by Routes to Work South (RTWS), a South Lanarkshire based charity that operates as an Arms-Length External Organisation (ALEO). These programmes are managed through a contract supported by Teckal arrangements. A transformational review of Routes to Work South is currently underway and will be the subject of a separate committee report. 10.2. Standing Order 3.7 of the Council’s Standing Orders on Contracts, requires Committee authority to be obtained for the award of a contact using the ‘Teckal’ exemption. A ‘Teckal’ contract is a legal exemption to the public procurement rules where a public authority does not have to tender a public contract and the contract can be awarded directly by the Council to a separate legal entity, in this case RTWS, subject to certain requirements being met. 89
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10.3. The three requirements to justify the use of the ‘Teckal’ exemption for the award of this contract are:- the Council exercises control over RTWS similar to that it exercises over its own departments RTWS carry out over 80% of their activities for the Council; and there is no private sector ownership in RTWS 10.4. All the relevant requirements to justify the award of this contract using the ‘Teckal’ exemptions are met. 10.5. RTWS’ delivery is agreed on an annual basis and set out through a contract with associated output and outcome targets. The programmes to be delivered through the 2025/2026 contract form a key element of the Annual Investment Plan agreed with SLLEP and are detailed below. All programmes are funded externally by the Scottish Government’s No-one Left Behind fund or the UK Government’s Shared Prosperity Fund and have been agreed with the South Lanarkshire Local Employability Partnership. Table 12: RTWS Proposed Activity Programme Description Gateway to Employment Keyworker-based employability programmes targeted at adults with barriers to employment £1,013,000 Gateway to Employment (Health/intensive) Intensive support programme for adults with long-term health barriers to employment £250,000 Making it Work Keyworker based training and support targeted at parents £500,000 Reach and Impact Groupwork and employability training programme targeted at young people aged 16-19 £300,000 RISE Confidence building and personal development groupwork targeted at school pupils at risk of becoming unemployed. £200,000 EK Hub Contribution to running costs of the employability hub in East Kilbride centre. 100,000 Aspire Provision of Keyworker support to the Aspire programme 100,000 What I Need Pilot programme to engage economically inactive people in early- stage employability activity in targeted neighbourhoods 200,000 Total 2,663,000 90
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10.6. Approval is sought to enter into a contract with RTWS for the delivery of the 2025/2026 employability services. 11. Employee Implications 11.1. There are no employee implications arising from this report. 12. Financial Implications 12.1. There are no financial implications arising from this report. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no implications for climate change, sustainability or the environment in terms of the information contained within this report. 14. Other Implications 14.1. The are no risks or other implications arising from this report. 15. Integrated Impact Assessment and Consultation Requirements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 15.2. The planning and delivery of the employability service’s programmes is subject to ongoing consultation and engagement with a range of Council services and local and national partners. This includes the development and delivery of the Annual Investment Plan through the South Lanarkshire Local Employability Partnership which includes representation from Skills Development Scotland, NHS Lanarkshire, Department of Work and Pensions, VASLan, South Lanarkshire College and Routes to Work South. David Booth Executive Director (Community and Enterprise Resources) 17 September 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 to recover, progress and improve Our children and young people thrive Thriving business, fair jobs and vibrant town centres Inspiring learners, transforming learning, strengthening partnerships 91
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Douglas Hashagen – Employability Manager Tel; 0141 584 2915 Email; Douglas.Hashagen@southlanarkshire.gov.uk 92
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Appendix 1 Employability Case Studies Ahmed (AspireWorks) Ahmed was referred to Aspire Works by his work coach from DWP. Ahmed is a refugee and fled civil war in his home country, he has been affected by homelessness and housing exclusion in the past and when he came to the UK he was placed in a Children’s House, he is now in his own tenancy. When he arrived in Scotland, he was unable to speak any English but has since been attending ESOL classes and improving fluency and comprehension of English language. Support given by AspireWorks including setting long and short-term goals to improve employability skills, job applications, CV writing and interview techniques. Ahmed also received support on financial and housing advice and a referral to counselling was made. Ahmed has recently been offered employment at Angard Staffing, who work in partnership with Royal Mail recruitment, as a Mail Sorter. Ava (AspireWorks) Ava was referred to Aspire Works for support when she left school. She aspired to gain employment but lacked confidence and was anxious about the prospect of attending an interview. Ava engaged well with her Vocational Development Worker and was supported with job searching, creating a CV and interview techniques, these were all part of her action plan. During her support she was also helped to set up a bank account so that if she did gain employment, she had this in place. Ava became more confident and was successful at interview for Planet Play where she took up full time employment with them. Ava is enjoying the fast-paced nature of her job working in the kitchens and is thriving working in her new team. She is looking forward to being able to learn new skills and build on what she’s already learned in her short time with the company In addition to this Ava has a college place for August this year at South Lanarkshire College to sit Higher English and National 5 Maths. Quote from Ava “I have thoroughly appreciated my time with the Aspire Works team. Eddie and Josh have helped me in getting a job and gaining experience after leaving school. Since working with them, I've gotten a job that I'm really enjoying and I'm starting college this August with the help of them both.” Kaia (GradU8) Kaia was referred to the GradU8 programme by Uddingston Grammar as she wanted to pursue a career in childcare. Kaia has Autism and Dyslexia. She is a very determined individual, and she would not let this get in the way of achieving her goal. She dealt with all of the coursework and successfully completed the GradU8 Childcare course at South Lanarkshire College. Kaia enjoyed the GradU8 programme so much that she decided to apply for a place on the Foundation Apprenticeship in Social Service Children & Young People. The experience and knowledge gained on the GradU8 programme helped her to gain an FA place. She will complete the 1-year programme at South Lanarkshire College, attending college every Thursday to complete her NPA as well as attending a work placement in a South Lanarkshire Nursery on Tuesdays to complete her SQA qualification. 93
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Cameron (Gradu8 Work Experience) Cameron was referred to Gradu8 by his pupil support teacher, he had a keen interest in working with tractors and was extremely motivated and driven to move into employment in this area when he left school. Before a work placement was identified for Cameron, he attended a 4-week pre-employment course to prepare. During this he gained his SQA Employability Award Level 4 along with increasing his confidence, skills and knowledge of being in a real work environment. Cameron was then placed with an employer; however, Cameron lives in Forth and his work placement was on the outskirts of Lanark, therefore he had a bus journey and a considerable walk to get to his placement. Cameron was happy to undertake this travel plan as he specifically requested this employer. During his work placement Cameron was supported by his Vocational Development Worker who provided him with PPE and regular reviews were carried out. Cameron impressed the company so much with his attitude, motivation and willingness to learn that they offered him a Modern Apprenticeship in mechanics, focused on tractor maintenance and repair. The workshop manager said of Cameron. “Cameron has always been on time; he has always been keen to learn and asks questions. He has lovely manners when speaking to customers. We are very keen to take Cameron as an apprentice.” Aidan (GradU8) Aiden was a school pupil, living with his gran due to difficult home circumstances. Aidan was caught up in some risk-taking behaviour both in school and in the community. Aidan became increasingly disengaged with school but welcomed the opportunity to join the GradU8 Construction programme at New College Lanarkshire where he would attend one day a week. In addition to this Aiden also started a summer leaver programme, 3 days per week (January to June 2025), while continuing with his GradU8 studies. Aiden also had the support of a Vocational Development Worker. Aidan thrived in the college environment. He demonstrated excellent commitment, never missing a single session, and quickly became a delight to teach. With the support of his VDW, he grew in confidence and ability, impressing college staff to the extent that they encouraged him to apply for a pre-apprenticeship course, which he has now successfully started. David (Aspire) David was referred to Aspire by his school; he had disengaged from school for a long period of time and suffered from anxiety. When his Vocational Development Worker first met him, he would not leave his home except to go to the gym. Over time his worker met with him twice a week and he gradually felt more able to meet in the community. His confidence continued to grow and as part of his Aspire support he attended the RISE programme, this was an enormous achievement for David and he made friends with some of the other young people on the programme. This led to him becoming more social and meeting with them outside his home. David was interested in sports and he was supported to apply for a college course in Sport and Fitness which he received an offer for. He is thoroughly enjoying this and has not looked back. In addition to this he started working at McDonalds. 94
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D (Supporting Families) D is Romanian but had been in Scotland for a few years, initially with her husband and two children. She was referred to Supporting Families when her daughter attended at an early years centre in Rutherglen. D was a lone parent and looking for support to gain employment. She had been at college but recently left due to financial restraints. D was living in temporary accommodation as she had fled domestic abuse. D was also looking for support with her health and wellbeing and current financial situation. Following completion of a holistic needs assessment we provided employability support, referral to One Parent Scotland Family for financial support, linked in with housing mediation and a referred to Smart Works for interview clothing and support. During her time with Supporting Families D also engaged with holistic therapies to improve her health and wellbeing. D was supported to access paid work experience through the Demonstrator programme where she took part in a placement with the Council’s Facilities Service and on completion she successfully and gained part time employment as a cleaner. Jack (Aspire) Jack was referred to Aspire as he had disengaged from school. When he first met his Vocational Development Worker, he aspired to gaining employment but lacked confidence. His VDW offered Jack a place on the RISE programme, this takes place over 12 weeks, 3 days per week with a focus on personal development, health and wellbeing and employability skills. Jack enjoyed his experience on RISE and continued to work with his VDW to looking at work placements. Jack lived in a remote area of Clydesdale and this was a challenge. Jack and his VDW identified a local garage for a work placement. At first the garage was a bit hesitant but agreed to take Jack on a work placement with the possibility of offering a Modern Apprenticeship at the end. Jack started the work placement and really enjoyed this, the employer were keen to take Jack on and we explored the possibility of funding an Employer Recruitment Initiative through Connect 2 Renewables which was agreed. Jack is now currently undertaking a Modern Apprenticeship in Mechanics; he attends New College Lanarkshire as part of this and is delighted at his outcome. K (Supporting Families) K, was referred to the Supporting Families Programme from Cairns Primary. She was looking for support to increase her skills by going to college and ultimately gaining employment in a better paid job. K recently had another child and her family of 5 were living in a 2-bedroom council flat. She had been subject to ongoing noise from the upstairs flat. K was looking for help to move into better paid employment or further education. After returning to her former job when her maternity leave had ended, she had to resign as she could not afford childcare. She then decided to rethink her career path and aspired to become a primary teacher. K was also hoping for support to get rehoused in a larger council house within SLC housing and to address the anti-social behaviour in her current housing. K engaged well on the programme and was given a wraparound support package which included financial/money advice, housing support, foodbank and wellbeing packages, support to look into pathways to Primary Teaching, health and wellbeing interventions. K successfully applied to Glasgow Clyde College for Entry to Primary Education. On successful completion of the course, she is guaranteed an interview for PGDE at University of Strathclyde. The family had been on the SLC housing waiting list for over a year and an offer has now been made for a 3-bedroom house in East Kilbride. 95
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“Hazel has been very helpful towards all our situations we have been going through. She’s been a great listening ear as well as going out of her way to help. I really feel that South Lanarkshire should have more people like Hazel helping families because it takes a lot of the burden away. Sometimes, when I didn’t have anyone to talk to about the issues we were facing, I knew I could speak to her which gave me ease straight away. She’s gone above and beyond to be available to me when I needed her” Ewan Arnott – Supporting Families Ewan was referred to by Routes to Work South. Ewan is a lone parent diagnosed with stress and psoriasis and has an 8-year-old child who also has health issues. Ewan was working as an HGV 2 driver through an agency on a zero-hour contract but was struggling to get shifts and some weeks would only be offered 1 to 2 shifts per week which was not enough for him to sustain an acceptable standard of living. Ewan frequently used food banks and was often faced with the choice of either eating or heating his home. Ewan was looking for support towards gaining an HGV1 licence which he felt would benefit him greatly to secure permanent full-time work which would allow him to lead a viable and consistent life and address his current issues. Ewan undertook HGV 1 training over a 2-week period and passed this. He immediately sourced temporary employment and commenced as an HGV 1 Driver with Craib Transport and has now secured permanent employment with Blue Arrow. Ewan was supported by weekly calls and meetings. Ewan was enthusiastic, keen, and determined and showed exceptional determination in his goals to achieve his HGV 1 Licence and subsequent employment. Andrea (Demonstrator) Andrea is a parent in a couple with 3 children, one of whom had health issues. Andrea was looking for permanent, term-time employment, to suit with childcare needs and a guarantee of regular income. Andrea was successful in gaining a 5-month placement as Facilities Assistant (school catering) on the Demonstrator Programme. Training was provided in Mental Health Awareness, Confidence Building and general SLC procedures. Support sessions were also provided to Andrea to facilitate her required e-learning for the post. Adreas long term goal was to move into employment as a school support assistant within SLC. We agreed that Andrea would build her knowledge of SLC and the school environment while working with Facilities, meanwhile, we would seek to apply for school support vacancies. During her time on the programme Andrea was referred to Smart Works for interview clothing and interview skills training, she was also referred to Money Matters for financial advice. During her placement a recruitment campaign for School Support Assistants was launched. We worked on Andrea’s application, researched possible interview questions and practiced interview techniques on. Andrea was successful in an interview and now has secure, permanent employment that works around her childcare needs. She can drop off/collect her children from school while also being able to contribute to the household financially. Andrea’s confidence has improved and she’s feeling really positive about her next steps as a School Support Assistant. 96
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“The Demonstrator Programme has been a godsend to me. It has given me the self- confidence that I lacked when it came to getting the job that I wanted. With help from the team, I secured an interview for School Support Assistant and successfully get the job. Whenever I felt unsure of myself, Nicola was always there offering support.” Lara (Project Search) Lara was referred to Project Search by her Aspire Vocational Development Worker. Lara joined the programme not really knowing what she wanted to do for work or what the expectations of working were. She had many personal challenges to overcome, struggling with having appropriate conversations and oversharing personal information being the greatest. Lara participated in all classroom-based activities in the programme, asking questions and really taking on board the advice and guidance on offer from both the lecturer and job coach. This coupled with her enthusiasm and dedication to the work placements she completed saw Lara grow massively in confidence, communication, personal development and job readiness. Lara secured part time employment on completion of the course with the host employer ISS Facilities Management at Hairmyres Hospital as a kitchen assistant. Ben (Project Search) Ben applied for DFN Project Search via New College Lanarkshire’s website. Ben was extremely keen to move into employment however struggled with making friends and new environments. With help and support from his job coach, Ben completed three placements. He received great feedback from each placement, helping him grow in confidence. The daily classroom activities offered Ben peer support and social interaction, allowing him to form strong friendships and bonds with fellow participants, again adding to his confidence and self-esteem. Ben secured part time employment on completion of the course with host employer ISS Facilities Management as a hospital porter at Hairmyres. Ben (Supported Employment) Ben’s anxiety and additional support needs made it tough for him to return to school for his senior years, so he decided to leave and look for work instead. That’s when he was referred to the Supported Employment Team, who helped him create a personal action plan and set goals for his future. He met with his Vocational Development Worker weekly in the community to build his employability skills and joined our Rural Peer Group, where he connected with others and built confidence in a supportive environment. These experiences helped Ben grow in confidence, communication, and independence. With his worker’s support Ben applied for a Modern Apprenticeship in Welding with BHC, a local employer. He got help preparing for his interview—including vouchers for interview clothing—and his hard work paid off! Ben was offered a four-year apprenticeship and started in January. He says, “I’m only 16 and already have my dream job!!” Ben and his employer will continue to receive aftercare support to ensure he thrives in the workplace. Gateway to Employment - Jason Jason came to Routes to Work South after being unemployed for a year, struggling to secure work despite having completed admin qualifications at college. With no practical experience and repeated unsuccessful applications, he needed support with job search skills and interview techniques. By attending the weekly job club, Jason built confidence, got to know the RTWS team, and received tailored help with applications, cover letters, and interview preparation. 97
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Through one-to-one guidance, mock interviews, and participation in CV and interview skills workshops, Jason steadily improved his confidence and presentation. He also benefited from practical support, such as clothing and travel assistance for interviews. His determination paid off, and Jason secured an Admin and Customer Service role within the public sector — achieving the goal he had set for himself when first joining RTWS. Kiki – (Demonstrator Programme) Qi Shi (Kiki) was visiting a friend in Scotland when Covid struck, and she was forced to stay in the country. During her time here she met her partner and became pregnant, and by the time her son arrived she and her partner had parted ways. Kiki applied for refugee status as if she returned to China as a single parent, Kiki feared that her son would be taken away from her or that they would become homeless. Now almost four years on, Kiki was focused on providing a better future for her and her son, when she saw the Demonstrator programme advertised. The programme offers parents the opportunity to complete a 6- month paid work placement. She applied for the programme and was successful in gaining an HR administrator role at The State Hospital, Carstairs. Kiki began the programme in January 2025, where she worked 25 hours a week over 5 days which was the perfect balance for her family life. She received support from colleagues and management in The State Hospital as well as her key worker who helped her develop her written and spoken English skills as well as expanding her social skills and friendship circle. Kiki also successfully completed South Lanarkshire College Employability Academy’s Pre-NHS course which ran for two days a week over 6 weeks and covered several topics including IT skills, sign language and first aid. Kiki has since successfully gained a position with Morrisons Supermarkets as a customer support colleague, Kiki states ‘’This job has given me a chance – and hope for the future. It has changed our lives and helped me build up a level of skill that I hope will transfer well in another role.’’ Djalia (Making it Work) Djalia, originally from Algeria and now living in Cambuslang with her family, presented to RTWS facing multiple barriers—including limited household income, childcare responsibilities, cultural and language differences, and low confidence. Through building a strong relationship we supported her to identify her aspirations and take clear steps towards both personal development and employability. She has completed the SAFARI programme, gained an ILM qualification, and developed practical skills through the Cook & Learn programme, including Health & Safety, First Aid and Food Hygiene certifications. Djalia now attends job hub sessions regularly and continues to grow in confidence, strengthen her networks, and build the skills and experience that will help her achieve sustainable employment and a better future for her family. John (Gateway Intensive) John came to RTWS after being unemployed for two years. Having previously worked as a borer and machine operator for many years; he lost his job due to sickness and struggled to re-enter the labour market. With no CV, no interview experience, and little knowledge of how to apply for jobs, John needed tailored one-to-one support to rebuild his confidence and take the first steps back into employment. 98
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Through personalised job search sessions, mock interviews, and practical support such as interview clothing, RTWS helped John prepare effectively for opportunities. His CV was shared with employers in his specialist area, leading to an interview with a RTWS employer vacancy and subsequent job offer. With additional help to purchase tools and equipment, John was able to start work again after a long break, regaining both employment and a renewed sense of purpose. William (Foundation Apprenticeship) William was a Carluke High School pupil and attended the ASN base at St Andrews and St Brides High School. William applied to undertake a Foundation Apprenticeship in Social Services and Healthcare, which involved attending college and a work placement as part of his school curriculum. At first, he was very quiet but over the duration of the course he grew in confidence and mixed well with all the other students. William was supported by the Practice Education Facilitators during his placements at Lanark Lifestyles daycare and Wishaw General Hospital. He was also supported and encouraged by his healthcare lecturer the employability team to successfully complete his FA in Healthcare. Feedback from college and placement was that William was a good student who integrated himself into college life and work placement very well. William was a willing and very enthusiastic student while on placement and always participated in activities with the service users. On leaving school and completing his Foundation Apprenticeship William has secured a college place studying HNC Healthcare practice. “I enjoyed the insight into college life and getting a feel for what it’s like after school while also getting a feel for the job itself through the opportunity of 2 different placements which for me let me experience a load of new things and see what I like and dislike in the job. Additionally, it was really nice to meet and make new friends that have the same interest in career as you and being able to share experiences.” Adele (Reach) Adele joined the Reach programme after a period of being out of education, employment and training, facing challenges around her mental wellbeing, finances and limited support network. Despite these barriers, she was motivated to improve her circumstances and identified personal goals around mental and physical wellbeing and financial stability. Through the Reach programme, Adele engaged fully with STEPS training, developing confidence, teamwork and leadership skills. She went on to complete a 6-week work placement where she gained excellent feedback for her professionalism and reliability, although funding restrictions meant no permanent role was available. With support from her keyworker, A began actively applying for alternative opportunities. By the end of the programme, Adele reported significant improvements in confidence, wellbeing and optimism about her future. She credited the programme with helping her “find direction and believe in herself again.” Her perseverance led to securing a permanent full- time role as a Recreation Assistant (Lifeguard) with South Lanarkshire Leisure and Culture, aligning with her interests in health, wellbeing and community engagement. 99
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Stuart (Supported Employment) Stuart was referred to Supported Employment via our employer Engagement team. He had been volunteering previously and felt that he now wanted to make moves to finding paid employment. Stuart had a wealth of academic and training skills. He had some employment in admin-based roles in the past and through volunteering in a café environment, discovered that he was a natural at face-to-face customer service and really enjoyed working front of house. He was happy to engage with the Supported Employment keyworker service to support him to further develop his skills and gain more work experience in this area. Stuart met with his keyworker and they agreed an action plan to help him to gain further practical skills and experience within the sector. With the help of his key worker, Stuart secured a 6-week paid work placement at a community café which helped to build on his confidence and experience. His Vocational Development Worker, kept in regular contact with both Stuart and the employer. Stuart received excellent feedback and was offered a permanent, part time contract as a café assistant at the end of his experience. ‘Anne, my job coach, has helped arrange cafe work placements for me locally and I've found her to be really great. She keeps in touch, checking in with me regularly to see how things are going, as well as speaking to the managers to try sort out next steps for me. I'm now going to be starting work in the David Livingstone Cafe! Thank you, Anne !!’ 100
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Business Gateway Lanarkshire – 2024/2025 Performance Report 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of the activities and performance achieved during the first year of an in-house delivery model of the Business Gateway Lanarkshire service [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the performance of the Business Gateway Lanarkshire service from 1 April 2024 to 31 March 2025 be noted; and (2) that the revised targets for service delivery in 2025/2026 be approved. [1recs] 3. Background 3.1. Business Gateway is a nationally branded service which is delivered by individual local authorities to provide free, impartial advice and support to pre-start, new start and existing businesses. 3.2. Business Gateway has the following core service objectives:- support more people with their ambitions to start a business support more businesses to survive and achieve their growth ambitions support more people with their aspirations for high business growth support more people from underrepresented groups to access mainstream business support 3.3. Underpinning the service objectives, there is a commitment to providing support across a number of themes such as Carbon Reduction, Fair Work, Innovation, Internationalisation, Digital Upskilling, Community Wealth Building, and Job Creation. In addition, local authorities have the flexibility to tailor services to address specific local needs and priorities. 3.4. The service was insourced with effect from 1 March 2024 with North Lanarkshire Council delivering the service on behalf of both Councils. North Lanarkshire Council has managed the delivery of Business Gateway Services on behalf of both North and South Lanarkshire Councils since 1 April 2008. Between April 2008 and February 2024, the service was delivered through a series of outsourced contracts. 8 101
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3.5. Although the advisers and administrative staff for the in-house model are employees of North Lanarkshire Council, Business Gateway Lanarkshire is managed via quarterly Steering Group meetings where South Lanarkshire Council is represented by our Head of Enterprise and Sustainable Development, Economic Development Manager and Business Support Team Leader. The Council is also represented on interview panels for the recruitment of new/replacement Business Gateway Staff. Business Gateway Lanarkshire is the Council’s main provider of face-to-face business support to the SME (Small and Medium-sized Enterprises) business base. 3.6. Coinciding with the move to in-house delivery, Business Gateway National implemented a new Service Specification which introduced new client classifications to support customer engagement (commencing June 2024). This was to allow an adviser to provide an intense level of support to a customer when required (determined by client needs, ambitions and the potential for economic impact). The expectation being that businesses offering higher growth potential would typically receive more support. 3.7. These two major changes meant that 2024/2025 was expected to be a year of transition as staff faced the various challenges of integrating with a new provider, in a new environment to provide a service which had a new delivery focus and service specification. 3.8. In addition to the national objectives, the following local priorities and objectives were also agreed for 2024/2025 to align to the plans for both South and North Lanarkshire Councils:- increase the reach of Lanarkshire Business Gateway across all communities including a renewed focus and take-up of services from residents from rural communities and priority SIMD (Scottish Index of Multiple Deprivation) areas increase take-up of Lanarkshire Business Gateway services from under- represented groups including long-term unemployed, economically inactive residents, carers, young people, BAME, disabled people, restorative justice/offenders increase focus and take-up of Lanarkshire Business Gateway services from Social Enterprises, employee-owned businesses and co-operatives inspire and increase engagement and take-up of services by young people focussing on enterprise pathways in schools, college (New College Lanarkshire/South Lanarkshire College), University of West of Scotland, youth groups working alongside sectoral plans provide Business Gateway services to key sectors including construction, food and drink, creative industries, energy sector, manufacturing/engineering services, tourism, transport and logistics delivery of support to town centre businesses to support South Lanarkshire/North Lanarkshire town centre action plans increase engagement with non-engaged businesses businesses who require additional support to survive 102
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4. Performance 4.1. Enquiries 4.1.1. Clients typically access the Business Gateway via the following routes with a follow up call from an adviser within 3 working days:- Business Gateway National Web Site Planning to Start Review Strengthen Your Business Review Digital Health Check Enquiry Fulfilment and Research Service Telephone E-mail Via Webchat Local Contact Telephone E-mail Social Media Client Referral Partner Referral - ecosystem 4.1.2. Business Gateway Lanarkshire continues to receive approximately 3,000 enquiries per year, of which 2,000 relate to Pre-Start/New Start business enquiries with the balance of 1,000 enquiries being from established businesses. 4.1.3. Performance in 2024/2025: Service Q1 Q2 Q3 Q4 Total Target % to Target SLC NLC Total Enquiries 732 734 654 799 2919 3000 97.3% 45.6% 51.6% Pre-Start 509 457 472 562 2000 2000 100% 45.3% 54.7% Existing Business 225 275 182 237 919 1000 91.9% 46.2% 45.7% 4.1.4. Enquiry levels overall for the year 2024/2025 increased by 115 on the previous year; driven by the prestart/new business sector. The proportion of pre-start/new business enquiries to existing business is in line with the expected norm of a 2/3 to 1/3 split. 4.2. Business Start Up Service 4.2.1. A pre-start customer will be accompanied through an online tool called the “Planning to Start” review which provides an insight into customer knowledge, requirements and understanding of their business idea. In 2024/2025, 1,157 reviews were carried out (529 South and 628 North). Of this figure over 50% were new to the service or had a new business idea. This tool enables the Business Gateway Adviser to have a meaningful ‘first’ engagement with the customer and to personalise an action plan to support their journey. It also allows the adviser to identify those who are highly engaging, have the potential to create employment, take on commercial premises and/or achieve VAT threshold within one year of trading. These customers can be classified as Pre-start Plus, enabling more intensive support to be delivered on a one- to-one basis. 103
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4.2.2. Once a pre-start client commences trading, the business is classified as either a New Business or, if it has growth potential, as New Business Plus, with ongoing support being provided during the first 12 months of trading. 4.2.3. Business Start Up Performance in 2024/2025: Service Q1 Q2 Q3 Q4 Total Target % to Target SLC NLC New Business Starts 84 172 133 164 553 750 73.7% 33.2% 40.5% New Business Plus Starts 9 31 19 58 117 200 58.5% 22% 36.5% 4.2.4. The New Business Start performance was lower than the target of 750 businesses as a result of a number of contributing factors:- transfer of staff – there was a short period of disruption due to the transfer of staff from an external provider to the in-house service the new service specification by Business Gateway National and new client classifications of Pre-Start/Pre-Start Plus and New Business/New Business Plus required to be introduced with systems having to be adapted resulting which were not finalised until late June IT challenges which delayed communicating and marketing to the client database recruitment of vacant posts external factors: Lower levels of new business bank accounts set up across Lanarkshire from October 2024 to March 2025 (up to 70 less) and with unemployment at low levels, job security is proving a better option for some customers who are accepting job offers rather than becoming self-employed 4.2.5. Of all the pre-start enquiries, only 28% were able to convert to starting a business (1:4) which is in line with the Scottish Business Gateway National conversion rate. This is a decline from previous years where Lanarkshire delivered 1:2. The decline is attributed to almost 50% of the customers who then do not take any steps to start a business. A number of reasons have been cited including customers had no intention of starting a business, others have full time employment and do not wish to take the risk or feel that the costs are too high. Whilst others who may indeed start, cannot be categorised as a valid start claim due to lack of customer engagement and evidence (as per the Business Gateway National rules). 4.2.6. New Business Starts Plus targets were increased by 50% from 2024/2025 as it was expected that the advisers would have more time to spend supporting these customers. Whilst performance did not meet target, 36 more businesses were identified than the year before. However, a key change is that the customer has to be actively engaged and willing to work with the adviser to achieve their growth aspirations. This remains a challenge with customers accessing initial support and advice but then disengaging due to time constraints as they start their business. 104
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4.2.7. Whilst the drop in start-up numbers is largely as a result of external market factors (as outlined in paragraph 4.2.4), there has been a number of internal steps taken to review performance and consider actions moving forward. These include:- one to one meeting with all advisers to review performance, assess current pipeline and set future requirements advisers reviewing their caseload to identify clients that have started but not engaging advisers reviewing their start-up clients to identify any that meet New Business Plus criteria a renewed focus on making contact with clients on the Bank Search database to introduce the service and engage new clients a step up in e-mail marketing activities to stimulate client engagement the scheduling of monthly Business Start-Up Bootcamp Events intensive follow up of workshop/webinar attendees introduction of weekly monitoring and communication of progress against targets 4.3. Existing Business Services 4.3.1. Businesses which have been trading for more than 12 months are regarded as an existing business and are classified in one of the following three ways: Business Gateway Growth – A business with plans to increase turnover by a minimum of £200,000 within 3 years. Local Priority – A business that needs assistance to survive or achieve modest growth and which satisfies local priority criteria – set by North and South Lanarkshire Councils. Business Base – Any business that does not satisfy the above criteria but can still access one to one adviser support 4.3.2. Existing Business Service Performance in 2024/2025: Service Q1 Q2 Q3 Q4 Total Target % to Target SLC NLC Business Gateway Growth 2 15 40 60 117 150 78% 36.8% 41.2% Local Priority 3 18 19 37 77 150 21.3% 24% 27.3% Business Base 169 173 121 206 669 700 95.6% 49% 46.6% 4.3.3. Business Base was a new measurement put in place, to recognise the volume of customers entering the service and requiring support (who may not be able to fit the high growth category or a local priority). Of the 919 enquiries that contacted the service (one-year plus trading), approximately 73% were not in an existing category and required support. This service includes at least one phone call or meeting and follow up support which equates to a minimum of 60 minutes of adviser time. 4.3.4. Both Business Gateway Growth and Local Priority categories performed lower than expected with a drop of 10% year on year. Some of the reasons for this are detailed in section 4.2.4 above. As the service embeds and there is an improved understanding of what constitutes a Local Priority customer, this category will continue to improve. However, it is a demand led service and reliance remains on the right type of customer enquiry accessing the service. Moving forward, this will involve a change in focus on marketing activities to utilise the key sector plans and Expert help programme to engage with those business owners that will deliver an economic return. 105
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4.3.5. Whilst the service is demand driven and impacted by external market factors; there has been a number of internal steps taken to review performance and consider actions moving forward. These have included:- one to one meetings have been held with all the advisers to review personal performance, assess current caseload and set future requirements advisers reviewing their portfolio to identify clients that may be suitable for Local Priority or Business Gateway Growth services advisers have actively encouraged their existing clients to refer contacts into the service internal processes have changed to refer potential growth clients from the Bank Search database to the growth team for follow up – those setting up limited companies from a sole trader there has been a step up in e-mail marketing activities to stimulate Existing Business client engagement there has been the introduction of weekly monitoring and communication of progress against targets active promotion of the new Expert Help Framework 4.3.6. One example of the excellent service Business Gateway Lanarkshire has delivered to support an existing business is Confidence Plus, an East Kilbride-based business, who secured a major NHS Scotland contract for its innovative stoma care product thanks to targeted support from Business Gateway Lanarkshire. Facing a tight deadline, the founders received expert guidance on procurement and sustainability, enabling them to submit a successful bid. 4.4. Quality Assurance 4.4.1. The quality of the Business Gateway service delivery in each local authority area is monitored by Business Gateway nationally via an independent research organisation which surveys clients that have interacted with the service. Seeking feedback in respect of the level of satisfaction related to six criteria, as follows:- general satisfaction with the Business Gateway service were expectations met/exceeded was the service provided of benefit to the business would they recommend the Business Gateway service to others would they continue using the Business Gateway service satisfaction with staff 4.4.2. Based on the client feedback, a score is generated based on the number of very satisfied/satisfied responses received and compared against the national target of an 80% positive response in each measured area. 106
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4.4.3. Year to Date Performance – Target 80% for all criteria Service Criteria 2024-25 SLC NLC Satisfaction with Business Gateway 81% 83% Expectations Met/Exceeded 77% 81% Beneficial to Business 75% 81% Likelihood to Recommend 82% 84% Likelihood to Keep Using 85% 86% Satisfaction with Staff 89% 93% 4.4.4. Both South and North Lanarkshire based customers have received strong and consistent performance across all service areas, with high satisfaction levels, growing client loyalty, and excellent staff interactions. South Lanarkshire maintained high satisfaction and recommendation rates throughout. These results reflect a clear commitment to the delivery of valuable, reliable, and people-focused business support service. 4.5. Workshops/Events 4.5.1. The provision of on-line webinars is a major feature of the support that is delivered by Business Gateway at a national level. These webinars address a wide range of business topics with quality content which is professionally delivered. As such, the decision was taken that Business Gateway Lanarkshire should not duplicate what was on offer nationally but seek to complement it by providing different topics and running a number of in person events to give clients the opportunity to network. 4.5.2. Workshops and attendance during 2024/2025: Service Total SLC NLC Local Workshops 21 Attended 218 111 107 National Workshops 435 Attended 1,686 787 899 4.5.3. The priority was to fully utilise the nationally available webinar programme which has seen 1,686 Lanarkshire clients attend a range of 435 workshops with almost a 50/50 split of those based in South and North Lanarkshire areas respectively attending. 4.5.4. In respect of the local workshops, Business Gateway Lanarkshire created a new format - half day bootcamp which has generated significant interest and resulted in waiting lists for many of the dates advertised. The rate of attendance continues to be high, with very positive feedback received from participants. 4.5.5. The bootcamps run monthly and change location to different communities to reach a wider customer base. Locations covered in:- South Lanarkshire; Cambuslang, Rutherglen, East Kilbride, Hamilton and Douglas North Lanarkshire; Motherwell, Wishaw, Newmains, Coatbridge and Cumbernauld 107
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4.5.6. The focus going forward will be to target areas where Business Gateway Lanarkshire are not seeing enquiries and businesses starting up. 4.6. Community Engagement 4.6.1. The Business Gateway Lanarkshire team supported over 120 events across Lanarkshire during 2024/2025. This allowed the profile of the service to be raised and networking with potential customers. Events include, monthly Federation of Small Business and Lanarkshire Business Hub networking, Redundancy meetings with PACE, Educational events in schools and colleges – Shark Reef (South Lanarkshire) and Dragons Lair (North Lanarkshire), mini workshops (including at South Lanarkshire College) for those studying subjects that lean towards self-employment – Hair and beauty and photography, Police College retirement sessions, Meet the buyer through Supplier Development Programme and Local authority events linked to the Real living wage, Employee Charter and Minority Ethnic engagement. 4.6.2. Similar engagement activities are ongoing on a weekly basis to make introductions and set up referral pathways with the wider eco-system partners and to date engagement has included Scotland Food and Drink, Healthy Working Lives, Royal Bank of Scotland, Kings Trust, SALUS, UK Steel Enterprise, DSL and many more. 4.7. Marketing 4.7.1. 2024/2025 was a period of transition for Business Gateway Lanarkshire, with their marketing activity evolving to keep pace with operational changes and shifting service priorities. Despite challenges, they continued to raise awareness of their support, connect with communities, and lay the foundations for a more strategic approach going forward in 2025/2026. 4.7.2. The reinstatement of email marketing in December 2024 enabled the launch of targeted campaigns, with the January Business Start-Up Bootcamp promotion generating the highest monthly enquiry volume of the year. This demonstrated the effectiveness of direct digital engagement. 4.7.3. In addition, new digital marketing campaigns were delivered in partnership with The Media Shop and Business Gateway National, including Pay Per Click (PPC) and Meta lead generation ads in November 2024 and April 2025. These campaigns have successfully attracted new clients to the service and contributed to business starts. Business Gateway Lanarkshire continue to analyse the leads generated from these campaigns to understand their outcomes and inform future activity. Going forward, Business Gateway Lanarkshire will identify geographic and demographic gaps in engagement and deploy strategic marketing interventions to address these. 4.7.4. The Start-Up Bootcamps are promoted through a multi-channel marketing approach aimed at both pre-start individuals and new, early-stage business owners. Activity includes targeted social media activity (both organic and paid), email marketing, and engaging video content featuring Business Advisers. The service also collaborates with local partners such as libraries, colleges, and business networks to extend their reach. Promotion is supported by traditional marketing such as community outreach. Participant video feedback is used to build credibility and encourage future engagement. 108
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4.7.5. Looking ahead, the marketing and PR strategy will be refined to align more closely with key sectors and service objectives. Focus will be placed on increasing engagement among young people and ethnic minority communities, supported by partnership working with local colleges, youth forums, and employability services. Collaborative efforts with organisations such as Routes to Work South and supported employability programmes will continue to reduce barriers to self-employment for underrepresented groups. Business Gateway Lanarkshire will also liaise with the Business Support Teams of South and North Lanarkshire Councils to ensure that marketing activity is coordinated and maximises its potential reach. 4.7.6. A key element of the refined strategy will be the use of case studies to showcase the impact of Business Gateway support across priority sectors. Recent examples include:- T.R Aitchison Ltd: Family-owned electrician business in South Lanarkshire has been modernised and won eight contracts after the new owners accessed specialist advice. Televisual Services: A South Lanarkshire televisual services company has secured tenders with three local housing associations. 4.7.7. These case studies have been featured in national and local media, including The Scotsman, Scottish Financial News, Business Money, and the Daily Record. 4.7.8. The marketing activity undertaken in 2024/2025 laid a strong foundation for a more strategic and data-informed approach. By aligning outreach with sector priorities, leveraging partnerships, and enhancing both internal and external visibility, Business Gateway Lanarkshire is well-positioned to support a broader range of businesses and individuals in the year ahead. 5. 2025/2026 Activity 5.1. Since March 2024, Business Gateway Lanarkshire staff have been through a considerable period of change with the move into local authority employment and the introduction of the new delivery strategy. Understandably, this, along with the other factors outlined previously has contributed to the underperformance in some areas of the Service. It is worth noting, however, that some new project outputs were not measured including increased adviser time spent on community engagement and additional bespoke support provided to town centre customers in Hamilton, Cumbernauld and Coatbridge. 5.2. A key reason for bringing the Business Gateway service in-house was to develop closer links with other Council services that provide business facing services. Work will commence on liaising with other Council services including Environmental Health, Trading Standards, Non-Domestic Rates, Planning, Routes to Work (South), Licensing, Procurement and Employability Services. Introductory presentations will be the first step in building this relationship. 109
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5.3. As the Performance Measurement Framework is substantially different from what has gone before, a revised set of performance targets is proposed for 2025/2026. These have been developed to reflect the key learnings from the first year of service delivery and deliver on the requirements of both local authorities. These new targets are: BG Category Previous Annual Target Recommended Revised Target SLC Target 25/26 Pre-Start Clients Supported 2,000 2,000 1,000 New Business Starts Supported 750 650 325 New Business + Starts Supported (High Growth Start Ups) 150 65 to 100 (range) 32 to 50 Existing Business Supported 1,000 1,000 500 Local Priority 150 100 50 Business Growth Clients Supported 150 150 75 Business Base Clients Supported 700 750 375 5.4. The main reductions are in business starts and high growth business starts. These reflect the current business/economic uncertainty and the fact that people are more reluctant to either start a business or to grow their business by employing staff, this is especially impactful on ability of start-ups to achieve high growth status. 5.5. Local priority support for existing businesses has been reduced but the overall number of interventions for existing businesses has remained the same, this is to allow more support of the main business base at this difficult time. 5.6. The quality-of-service delivery will continue to be measured by an independent third party. The target will continue at 80% across the four key quality areas: Overall Satisfaction, Expectations Met, Business Benefits, and Recommend Service. 6. Employee Implications 6.1. There are no direct employee implications as result of the contents of this report. Business Gateway Lanarkshire is hosted by North Lanarkshire Council with the Council’s Business Support Team providing management support. 7. Financial Implications 7.1. This update sets out the work being delivered within existing business support budgets and does not have any financial implications for South Lanarkshire Council. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no direct climate change implications as a result of this report. The work of Business Gateway Lanarkshire however can assist businesses on their journey to net zero. 9. Other Implications 9.1. As Business Gateway Lanarkshire will be the main conduit to the SME business base in Lanarkshire, they will play a pivotal role in engaging with this business cohort in relation to our Marmot Place programme during its developmental and delivery phases. 110
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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 existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 17 September 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 Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres People live the healthiest lives possible Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Alison Brown, Head of Enterprise and Sustainable Development Tel: 454700 E-mail: alison.brown@southlanarkshire.gov.uk 111
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 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 advise of grant applications to the Renewable Energy Fund (REF) for:- [purpose] Hope Hub SCIO (Scottish Charitable Incorporated Organisation) Wiston Lodge [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Hope Hub SCIO of up to £58,651.94 from the Renewable Energy Fund to install solar panels and battery storage; and (2) that a grant be awarded to Wiston Lodge of up to £150,000 from the Renewable Energy Fund to support revenue costs. recs] 3. Background 3.1. Since 2004, the Council has collected and administered Community Benefit funding through the Enterprise and Sustainable Development Service. The Service is responsible for securing the contributions from windfarm developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. Processes are 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. 9 113
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4. Grant Recommendation 4.1. Application Number 1379 Hope Hub SCIO – project value £97,753.24. Proposed Grant award £58,651.94 intervention rate of 60%. The proposed grant of £58,651.94 will be funded from Kype Muir Windfarm which contributes into the Renewable Energy Fund. 4.2. Hope Hub SCIO (HHS) is a community group with its purpose being:- To manage the community facilities and actively encourage statutory and third sector organisations and members of the community to use these facilities. 4.3. HHS has a seven-member management committee, 30 regular volunteers and 100 members. The Hope Hub is an integral part of the Blackwood and Kirkmuirhill community. The buildings provide space for community services not currently available within the area and looks to augment existing facilities and services. The Hope Hub provides a meeting point for the local community, providing multipurpose meeting rooms allowing organisations, community groups, local services and individuals a space to meet. These facilities are supported by a café with a fully fitted commercial style kitchen, as well as toilets and storage. The experience is further enhanced by the community garden providing a space of quiet and relaxation. The facility addresses not just the needs of the local area but the wider Clydesdale area. 4.4. The grant will allow HHS to instal solar panels and batteries to the building to enable the group to generate and use its own electricity which will cut carbon emissions and reduce the costs making it more sustainable in the future. The project has been designed to provide HHS with their full amount of electricity, and the batteries have been sized to maximise the use to enable the group to draw almost all their electricity at off-peak times even in the dullest winter day. 4.5. The project requires capital funding to instal solar panels and batteries as well as associated costs for a SPEN connection fee, building warrant, and professional fees. The project has been tendered, and best value has been obtained by the group. 4.6. The project links with the community action plan and delivers on the need to move to green energy, reducing carbon emission, while making the hall more sustainable by reducing running costs 4.7. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £58,651.94 totalling 60% 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 Community Led local Development Fund To be confirmed £39,101.30 SLC Renewable Energy Fund Grant (60%) Kype Muir. For approval £58,651.94 Total project value £97,573.24 114
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4.9. The project is scheduled to commence in October 2025 and be complete by February 2026. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm Community Led local Development Fund has been secured. 5. Grant Recommendation 5.1. Application Number 1394 Wiston Lodge – project value £190,000 Proposed Grant award £150,000 intervention rate of 79% The proposed grant of £150,000 will be funded from Middle Muir Windfarm which contributes to the REF. 5.2. Wiston Lodge (WL) is a charity with its purpose being:- Wiston Lodge has long served as a sanctuary for people and nature. The estate’s woodlands and buildings have played host to thousands of children, young people, community groups, and organisations over the decades. In recent years, there has been a growing recognition of the importance of connecting with nature, preserving heritage, and creating resilient communities. 5.3. WL management committee has six members, 60 regular volunteers, nine full-time staff and 15 part-time staff. 5.4. The grant will allow WL to safeguard the future of Wiston Lodge 50-acre site, historic main lodge building including meeting rooms, residential accommodation, outbuildings, and modern classroom facilities, mature mixed woodland with a variety of semi-natural habitats, supporting a diverse range of plant, animal and fungal communities. 5.5. WL provides a rural outdoor education centre supporting vulnerable children, young people, and adults serving over 2,000 users annually. The centre promotes inclusion, wellbeing, and environmental education. Its survival is vital for local jobs, community resilience, and meeting future statutory obligations under the outdoor education. 5.6. The project requires revenue funding to ensure operational continuity, support core operations, retain skilled staff, maintain essential infrastructure and build organisational resilience. Within the funding package an Organisational Land and Buildings Feasibility will create a plan linked to attracting additional income streams and a marketing strategy. This element of the project will be funded through Community Led Local Development Fund. 5.7. The project has been established with support from Council officers to ensure the long- term sustainability of Wiston Lodge. 5.8. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £150,000 totalling 79% of eligible costs. 115
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5.9. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Community Led Local Development Fund To be confirmed £40,000 SLC Renewable Energy Fund Grant (79%) Middle Muir For approval £150,000 Total project value £190,000 5.10. The award will support revenue costs from October 2025 to May 2026. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm Community Led Local Development Funds 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 the Kype Muir and Middle Muir Windfarms which contribute to the REF. 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. HHS solar panels and battery storage will reduce demand for non-renewable energy sources and make the building more sustainable. The award to WL will support ongoing activity in woodland management and biodiversity. 9. Other Implications 9.1. The risks associated with the project are focused on the potential for cost overruns, delays to the projects or match funding not being secured. Work will continue with the applicants to 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) 17 September 2025 116
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References Community and Enterprise Resources Committee 6 Feb 2024 Renewable Energy Fund - Strengthening Links to Rural Priorities. List of Background Papers Completed REF Appraisal Scoring Sheet for application number 1379 Completed REF Grant Application Form for application number 1379 Completed REF Appraisal Scoring Sheet for application number 1394 Completed REF Grant Application Form for application number 1394 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 117
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Report Agenda Item To: Community and Enterprise Resources Committee Date: 7 October 2025 Prepared by: Executive Director (Community and Enterprise Resources) Subject: Chatelherault and Calderglen Country Park Masterplans and Associated Phase 1 Projects 1. Purpose of Report 1.1. The purpose of the report is to:- update Committee on the work undertaken to develop masterplans for both Chatelherault and Calderglen Country Parks and seek approval on the strategic approach for development and investment over the next ten years 2. Summary of Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) to note that a series of investment proposals have been identified to deliver beneficial and impactful improvements to each park for which external funding opportunities will be sought; (2) that the strategic approach for development and investment in Chatelherault and Calderglen Country Parks over the next ten years be approved; and (3) to note that plans are underway to develop and deliver the identified Phase 1 projects. 3. Background 3.1. In March 2024, following a competitive procurement exercise, Enterprise and Sustainable Development Services appointed Turner and Townsend Project Management (TTPM) to assemble and lead a multidisciplinary design team to undertake a masterplanning exercise for Chatelherault and Calderglen Country Parks. The multidisciplinary design team comprises Landscape Architect, Architects, Civil and Structural Engineers, Transport Consultant, Planning Consultant, Forestry Consultant, Property Agent and Cost Consultant. 3.2. In consultation with the Council and South Lanarkshire Leisure and Culture (SLLC), the design team were asked to develop a suite of bespoke strategic documents and supporting intelligence, including Masterplans and Green Book Business Cases, for both Chatelherault and Calderglen setting out the context for development and investment over the next 10 years. Each Masterplan reflects the shared aspiration to maintain Chatelherault and Calderglen as regional destinations offering vibrant and welcoming facilities which are linked to, and contribute towards, the regeneration of surrounding communities. 3.3. The consultancy work was fully funded by the UK Shared Prosperity Fund. 10 119
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3.4. Complementary to the masterplanning exercise, Forestry Management Plans are also being updated for each park to ensure effective planning, management, and enhancements to maintain ecological, historical, and user-experience value. The management plans will help protect historic features, sensitive habitats and special landscapes for the enjoyment of visitors. 4. Consultation and Engagement 4.1. TTPM facilitated a wide range of workshops attended by colleagues from across the Council and SLLC on topics including but not limited to heritage, woodland management, branding, commercial opportunities, risk, location and access. The Council facilitated broad stakeholder engagement including targeted briefings and discussions with elected members, SLLC Board, Historic Environment Scotland, local residents and sports clubs. 4.2. Public consultation events were carried out within both parks during August and September 2024. This included an online survey which received over 1,000 responses from members of the public. The intelligence gathered from this wide-ranging consultation and stakeholder engagement, together with specialist input from the multidisciplinary design team, has informed the development of investment proposals for each country park (as detailed within Section 5). 4.3. Follow-up public engagement sessions to share these draft proposals were held late August/early September 2025 within each park. A consultation website was also available with links to an online survey. 5. Short List of Investment Proposals 5.1. The Masterplans, Outline Business Cases and supporting documents have been informed by the short list of investment proposals, as detailed below. 5.2. Chatelherault Country Park Chatelherault Investment Proposals Architectural Interventions Visitor Experience Enhanced visitor centre including re-configuration of arrival space and transformation of the café, exhibition and conference area with new roof-top orangery Heritage Repairs and upgrades to Grade A Listed Hunting Lodge Landscape Interventions Access Enhance paths/landscape surrounding visitor centre and central facilities Play Expansion and upgrade of the existing adventure playground Parking Existing overflow car park formalised including integrated drainage and electric car charging infrastructure 120
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Infrastructure and Servicing Events Infrastructure Power/ water/Wi-Fi infrastructure distributed around the park for events. Infrastructure works include the addition of a new gatehouse building to service the play park and events, including sanitary facilities, community room and shop Paths Infrastructure Reinstating the White Bridge 5.3. Calderglen Country Park Calderglen Investment Proposals Architectural Interventions Visitor Experience New Gateway Centre and walled garden transformation with arrival plaza Heritage Historic Courtyard buildings transformation Conservation New conservation and Animal Rehabilitation Centre Landscape Interventions Active Travel New active travel route into park including a pedestrian bridge from Colonsay Field Access Enhanced roads/wayfinding/lighting including partial surfacing of Colonsay Field Play Enhanced play opportunities with a new pump track near existing adventure play area Infrastructure and Servicing Infrastructure Power/water/ Wi-Fi infrastructure distributed around the park for events and new EV Charging points 5.4. The delivery of these investment proposals is contingent upon the availability of funding. The Council will use the proposals to actively explore and pursue external funding options as they become available. 5.5. As the proposals are implemented, it is anticipated that the overall sustainability of each park will improve supporting ongoing investment in other aspects over time. For example, improvements may include:- Signage Strategy - site-wide replacement of signs and addition of new signs particularly at key points. This may include integrated lighting, braille, mapping information and QR codes to link to a website Arts Strategy - public sculpture could be located at key gateways Repairs to Trails - around 40% of the trail network in Calderglen and 30% in Chatelherault, including stepped areas, could benefit from improvement Enhancing Biodiversity - there is scope for a management plan for wildflower meadow reinstatement 121
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6. Phase 1 Projects 6.1. The Council’s approved budget for 2025/2026 includes an allocation of £1.350m towards the delivery of the Country Parks Masterplan Phase 1 projects detailed below:- Country Parks Masterplan feasibility (£0.250m) Chatelherault Country Park: The White Bridge (£0.800m). In addition, Facilities, Waste and Grounds have a budget of £0.200m giving a total project cost of £1m. Calderglen Country Park: Bike Pump Track (£0.300m) 6.2. To secure continuation of service in relation to the Masterplan exercise, the Council has appointed TTPM to lead and manage the delivery of these Phase 1 projects through RIBA stages 3-7. Work includes: - all aspects of design and delivery including all preliminary works all site surveys and investigations statutory consents all aspects of design preparation of pre-tender documents and drawings as required for the project the procurement of the construction contract via the Councils Procurement Team management of the contract thereafter through to completion and handover 6.3. Subject to procurement and statutory approval it is anticipated that works to construct the Pump Track will commence on site early in 2026. 6.4. The White Bridge project is still in the early stages of development with project scope, cost and viability still to be determined. The current indicative programme has works estimated to start on site late Spring 2026. 7. Employee Implications 7.1. The project has been supported by officers in Enterprise and Sustainable Development (ESD), with input from colleagues across the Resource and within SLLC. 7.2. Delivery of the Phase 1 projects is also being supported by ESD employees. 8. Financial Implications 8.1. The Council’s approved budget for 2025/2026 includes an allocation of £1.350m for the delivery of the initial projects at Chatelherault and Calderglen Country Parks. 8.2. The completed masterplans and supporting intelligence will be used to pursue significant external investment in Council assets and support external funding bids to a range of sources including UK Government, Scottish Government, Heritage Lottery Fund etc. 9. Climate Change, Sustainability and Environmental Implications 9.1. The proposed projects will contribute towards the Council’s Sustainable Development and Climate Change Strategy with project builds / refurbishment having a strong net zero focus. 122
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10. Other Implications 10.1 The masterplans set the vision for investment in the country parks over the next 10 years. The investment required is significant and will be reliant on the Council securing external funding. 11. Integrated Impact Assessment and Consultation Requirements 11.1. Integrated Impact Assessments have been undertaken for each masterplan and are available to view on the Council website. 11.2. Consultation has been ongoing throughout the development of the Masterplans including two rounds of public engagement within each park, in Summer 2024 and Summer 2025. As investment proposals are further developed, additional consultation including the establishment of a stakeholder group will be undertaken. It is also proposed that the masterplans be presented to the Hamilton and East Kilbride Area Committee is the coming months. David Booth Executive Director (Community and Enterprise Resources) 17 September 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 towards a sustainable future in sustainable places People live the healthiest lives possible Caring, connected, sustainable communities Previous References None List of Background Papers None Contact for Further Information If you would like further information, please contact Pauline Crisp, Team Leader Enterprise and Sustainable Development Services pauline.crisp@southlanarkshire.gov.uk 123
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Executive Summary Chatelherault Country Park Masterplan 10 125
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Background In March 2024, following a competitive procurement exercise, Enterprise and Sustainable Development Services (ESDS) appointed Turner and Townsend Project Management (TTPM) to assemble and lead a multi- disciplinary design team to undertake a master planning exercise for Chatelherault and Calderglen Country Parks. In consultation with the Council and South Lanarkshire Leisure and Culture (SLLC) the design team were asked to develop a suite of bespoke strategic documents and supporting intelligence, including Masterplans and Green Book Business Cases, for both Chatelherault and Calderglen setting out the context for development and investment over the next 10 years. The consultancy work was fully funded by the UK Shared Prosperity Fund. Chatelherault Country Park Overview Chatelherault Country Park is one of South Lanarkshire’s most iconic and historically significant landscapes. Situated on the edge of Hamilton, it is a place where centuries of heritage, natural beauty and community life converge. From its origins as a grand hunting estate to its present role as a cherished public park, Chatelherault has long been a space for connection — between people, nature and history. Chatelherault attracts around 800,000 visitors annually with a large existing population and growing populations in nearby areas of Hamilton, Ferniegair, Larkhall and the central belt. To preserve the park for current and future generations, significant investment is required to enhance the park’s infrastructure and facilities and protect its outstanding landscape and heritage. Doing so will secure Chatelherault’s future as an effective and sustainable country park. Chatelherault can be a national exemplar of how historic landscapes can be sensitively adapted to meet contemporary needs. It will serve as a cornerstone of South Lanarkshire’s green infrastructure network, supporting the Council’s wider ambitions for climate action, community wealth building, and cultural regeneration. Transformation is sought that is not only physical, but social, environmental, and economic. The Masterplan’s proposals are designed to deliver long-term public benefit. This transformation will: Restore and enhance Chatelherault Country Park’s outstanding historic buildings, gardens and grounds as a sustainable place for local people and visitors to connect with each other, to learn and discover. Provide enhanced opportunities to connect with nature and to be active and relax, all while celebrating South Lanarkshire’s cultural heritage. Protect Chatelherault’s role as a landscape museum, offering shelter and protection for culturally significant sculptures, monuments, bridges and buildings. Chatelherault Country Park Executive Summary126
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Support inclusive access to nature and culture, ensuring that people of all ages, backgrounds, and abilities can enjoy the park’s amenities. Promote environmental stewardship. Strengthen community identity and cohesion, by creating spaces for gathering, learning, and celebration. Stimulate local economic activity, through tourism, events, education, and ethical commercial partnerships. Unlock new revenue streams and reduce long-term maintenance costs. Consultation and Engagement The development of the Masterplan has focussed on capturing, maintaining, and protecting all that makes Chatelherault valuable and has been informed by extensive engagement and consultation with key stakeholders during Summer 2024 and Summer 2025, including: South Lanarkshire’s residents and visitors Park users Elected members Statutory bodies (Planning/Roads) Historic Environment Scotland Key observations from this engagement include: There is widespread support for improving Chatelherault Country Park as it is considered a valued community and nationally important asset. Free entry to the grounds and free parking are widely supported. The introduction of more optional paid activities is supported to help long term sustainability. Preserving and enhancing the Grade A listed Hunting Lodge and enhancing the 1980s extensions to improve the visitor centre and events offer should be a priority. The Hunting Lodge is a popular wedding venue but is very restricted in its offer due to limited reception facilities and the conference, exhibition and museum offer is dated. The current café facilities are popular but could be significantly enhanced. Access to the café, retail and toilets does not feel fully inclusive and is remote from the play areas. Dogs are not allowed in the café in a location where dog walking is very popular. Provision of a drinks and snacks kiosk with toilets near the play area would be welcome. The gradens, and courtyard spaces could be much more accessible and enhance the visitor and café experience. The adventure play area is tired and the location, surrounding by roads, is not ideal. The park lacks infrastructure to support events. There is support for prioritising improvements that can be delivered in the short term. The closed White Bridge at Chatelherault disrupts key walking loops. There are very few places to shelter in the rain. Vandalism remains a concern and does require active prevention measures. Chatelherault Country Park Executive Summary127
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Constraints and Opportunities The extensive consultation and engagement undertaken has identified both constraints and opportunities relating to access, safety and visitor experience offered at Chatelherault. Specifically: The main car park accesses the back entrance of the historic building which is confusing. The White Bridge is not open which prevents access to trails in the south. Play park surrounded by car parking. Entrance to visitor centre at the back of the building. Wayfinding and signage could be updated as some of it is in poor condition and is a mix of different types and styles. Steps down to the Grand Avenue from the Lodge are steep and narrow. No pedestrian path along road in front of Lodge. Vision and Strategic Objectives A new vision for Chatelherault Country Park has been informed by community and stakeholder engagement, environmental goals, the park's unique character and heritage, legal and policy requirements, and a holistic understanding of sustainability, encompassing social, environmental, and economic factors. Consideration of factors including accessibility, safety, and funding will ensure the vision can be successfully implemented and sustained over time. Vision To restore and enhance Chatelherault Country Park’s outstanding historic buildings, gardens and grounds as a sustainable place for local people and visitors to connect with each other, to learn and discover, to connect with nature and to be active and relax, all while celebrating South Lanarkshire’s cultural heritage. Chatelherault Country Park Executive Summary128
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Priority Theme 1: Financial Resilience Strengthen the financial sustainability of Chatelherault by maximising income generation and commercial, and external funding opportunities. Objectives 1. Explore, develop and secure external funding that can be invested in Chatelherault to sustain it for future generations. 2. Maximise opportunities to generate income at Chatelherault through catering, events and innovative paid for facilities and services. 3. Increase commercial and sponsorship activities which enhance the park and visitor experience. 4. Secure funding through Section 75 planning obligations/developer contributions. Priority Theme 2: Health and Wellbeing Chatelherault supports health and wellbeing, contributes to social inclusion and enhances quality of life for people of all ages and abilities. Objectives 1. Ensure good connectivity and physical access and improved paths and bridges network within the park for residents to enjoy. 2. Enhance visitor facilities and events infrastructure to provide a welcoming, attractive and enjoyable place which encourages increased or repeat visits for formal and informal leisure and recreation activities that improve health and wellbeing and facilitate community connections. 3. Maximise opportunities for activities which support physical and mental health and wellbeing. Priority Theme 3: Heritage Assets Manage, preserve and enhance Chatelherault’s outstanding historic buildings and cultural heritage while contributing to South Lanarkshire’s economic and net zero targets. Objectives 1. Restore the Hunting Lodge, and associated buildings, for sustainable and resilient uses which secures the long term viable future of the site and aspire to be carbon neutral. 2. Preserve and enhance Chatelherault’s courtyard, historic gardens, trees and views to provide diverse creative spaces for events and activities. 3. Identify and manage pressure points of high usage to ensure Chatelherault heritage sites continue to be protected for future generations. 4. Manage historic buildings so there are opportunities to connect communities to the value of heritage and conservation. Priority Theme 4: Woodlands, Landscape and Vistas Manage, preserve and enhance Chatelherault’s unique woodlands, landscape, viewpoints and path network while contributing to South Lanarkshire’s commitments to net zero. Objectives 1. Protect and enhance green/blue assets and infrastructure, in particular historic features, sensitive habitats and special landscapes. 2. Identify and manage pressure points of high usage to ensure Chatelherault’s unique landscape continues to be accessible to visitors for generation to come. 3. Manage our woodlands, landscape and vistas to enhance opportunities to connect communities to the value of heritage and conservation. Chatelherault Country Park Executive Summary129
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Priority Investments Approach Following the development of the Vision as well as detailed analysis and consultation on the park, it was clear that whilst the main assets are the open space and landscape, the areas requiring the most significant investment are the buildings and spaces immediately around them which deliver the arrival, core visitor experience and enable the wider park to remain sustainable for all to enjoy. The Priority Investments detailed below can be delivered independently, however, consideration of them collectively delivers a cohesive approach. Architectural Interventions CH1 Visitor Experience: Enhanced visitor centre including the re-configuration of arrival space and new rooftop Orangerie. CH2 Heritage: Historic Lodge Building repair and upgrade. Landscape Interventions CH3 Access: Enhanced paths/ landscape surrounding visitor centre and central facilities. CH4 Play: Expansion and upgrade of the existing adventure playground. CH5 Parking: Existing overflow car park formalised including integrated drainage and electric car charging infrastructure. Infrastructure and Servicing CH6 Events Infrastructure: Power/water/WiFi Infrastructure distributed around the park for events. Infrastructure works include the additional of a new gatehouse building to service the play park and events, including sanitary facilities, community room and shop. CH7 Paths Infrastructure: Reinstating the White Bridge. CH1 Visitor Experience: Enhanced visitor centre including the re-configuration of arrival space and new rooftop Orangerie Scope The existing visitor centre comprises a mix of single storey spaces created in the 1980s by converting the stables and walled garden. The café, retail, exhibition, museum and conference spaces are dated and dark. Alongside this there is a roof terrace which can be seen but not accessed. This project reconfigures the café, retail, exhibition and conference space to make it a contemporary flexible events space. The spaces are flooded with light by incorporating rooflights in the café area and introducing a rooftop Orangerie allowing light to the space below and access to the roof terrace. The access points are changed to create a free flow between inside and outside. The proposals transform the core functions and the support functions including toilets. This will allow larger weddings and events like conferences to run alongside day-to-day visitor experiences. Sustainability Proposals will include reuse of existing structures whilst enhancing the performance of fabric and building services. They will transform the visitor experience and revenue generating opportunities along with enhancing accessibility. Benefits Enhanced visitor and events experiences. Increased income generation. Enhanced energy efficiency. Chatelherault Country Park Executive Summary130
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CH2 Heritage: Historic Lodge Building repair and upgrade Scope The Hunting Lodges are stunning examples of unique Scottish Architecture. They lay derelict for many years until they were renovated in the 1980s. At that time all that remained were the stone walls. All other aspects were new to be sympathetic to the original including windows, doors, render, slate, gates, plasterwork and floors. There were new services including a concealed heating system in the 1980s. The project is to sensitively upgrade the fabric and services to enhance energy performance. The primary space is the banqueting hall. Other areas are less prominent in the events and conference offer but can add to the visitor experience and all have stunning views over the landscape. Sustainability Proposals will enhance a nationally important historic building. They will improve energy efficiency and accessibility and protect the building for future generations. Benefits Protection of a nationally important heritage asset. Enhanced visitor and events experiences. Enhanced energy efficiency. Improved accessibility. Chatelherault Country Park Executive Summary131
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CH3 Access: Enhanced paths/landscape surrounding visitor centre and central facilities Scope The paths and landscape immediately around the Hunting Lodge and visitor centre are in fairly poor repair and not suitable for those with mobility issues or prams or young children. These areas are important as they should be the main approaches to the Hunting Lodge and visitor experience including the café and events spaces. They take visitors up from the end of the main arrival avenue used by most pedestrians from the station, from the lower car park areas and the other main pedestrian approach from the Town Centre to the north through the grand landscape in front of the Hunting Lodge. As a result the primary access for many to the Hunting Lodge and visitor centre is from the rear of the building via a low-quality tarmac ‘shared surface’ from the upper level of the car park also in poor condition. Improvements will include surface, lighting, stairs, wayfinding and soft landscaping upgrades around the main building to create a more intuitive and legible arrival sequence with functional break out rich in biodiversity. Sustainability The proposal focuses on upgrading existing routes and paved areas using sustainable materials to improve accessibility and the setting of the nationally important listed building. Benefits Improve accessibility. Enhance sense of arrival and setting of nationally important listed building. Enhance café/exhibition/events access and spill out. Chatelherault Country Park Executive Summary132
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CH4 Play: Expansion and upgrade of the existing adventure playground Scope The existing footprint of the playground will be expanded in its current location. The play equipment will be replaced with a series of high-quality, themed equipment pieces which work with the woodland and heritage setting of the park. Surfacing, fencing and lighting will all be improved making the play and viewing experience far more attractive and easier to maintain. Trees surrounding the playground will be retained and managed to reduce canopy spread where appropriate, allowing more light into the space and reducing leaves. The loop road and parking bays to the west of the play area will be removed to allow its expansion. This will create safe links between the play area and the visitor centre and café. The parking will be replaced in the overflow car park as part of CH5. Access to the Hunting Lodge will be provided with new footpath connections, improving legibility of the setting. Sustainability The project will work sensitively with existing topography and landscape features. It will reduce pollution next to the house and play area. New surfaces and landscape amendments will enhance the environmental quality and biodiversity whilst incorporating sustainable drainage. Benefits Wider range of play opportunities. Health and wellbeing. Better links with the café. Safer and more inclusive. More appropriate to the heritage setting. Enhanced biodiversity and drainage. CH5 Parking: Existing overflow car park formalised including integrated drainage and electric car charging infrastructure Scope The existing car parking numbers are generally sufficient for the facilities. There is good public transport access for events. Current parking within the trees is well used, however, it leads visitors to the rear of the Hunting Lodge rather than the main frontage. The parking to the west side of the play area is intrusive. There is an informal overflow car park to the north. This is more level and provides a more convenient approach to the front of the Hunting Lodge. The proposal is to formalise this to accommodate more spaces to offset removal of spaces next to the play area. This will also improve the space for events such as the very popular Farmers Market. Sustainability This proposal will improve accessibility and reduce congestion. New surfacing will allow sustainable drainage, and associated planting will enhance biodiversity. Incorporation of EV Charging Spaces will provide further benefit. Benefits Improve accessibility. Enhance events space. Reduce congestion and pollution near the play area. Improve approach to a nationally important heritage asset. Enhance biodiversity and drainage. Chatelherault Country Park Executive Summary133
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CH6 Events Infrastructure: Power/water/WiFi Infrastructure distributed around the park for events including the addition of a new gatehouse building to service the play park etc Scope The large field in front of the Hunting Lodge is used for events including concerts. The overflow car park is used for a popular Farmers Market. The proposal includes the provision of a new Gatehouse strategically positioned adjacent the play park, facing north towards the national cycle route. This location has been selected for its optimal convenience, as it sits between the play park, car park and events space. It will provide shelter with a roof overhang for park users during periods of rainfall and hot days, while the kiosk will offer light refreshments to park visitors, including parents, children, cyclists, and dog walkers. Additionally, the Gatehouse will host a plant room, as a control centre for new events infrastructure including power, Wi-Fi, water, sound and lighting It also includes some hardstanding near the main event field. Sustainability Reduce the impact on the surfaces near the field which are often damaged during events and make events easier to host enabling the programme to be broadened for the benefit of the community with associated economic opportunities. A power and water connection will enable more sustainable provision rather than generators. Benefits Enhanced sense of arrival to heritage assets. Community space and passive supervision. Improve offer for events. Enhance the blend with the other Priority Investments. Reduce damage to landscape during events. Provide events infrastructure in a more sustainable way. Enhanced economic activity and income generation. CH7 Paths Infrastructure: Reinstating the White Bridge Scope The White Bridge was an important connection approximately halfway along the main riverside woodland walks in the park. Over the years it became unsafe and has been closed for a significant time. This project involves a replacement for the bridge and upgrading of the paths and landscape around it. Sustainability The proposal will reopen important walking routes providing access to nature and heritage and beneficial to health and wellbeing. It will reuse existing structures and paths. It will be a more accessible design, and materials used for the bridge and the surrounding landscape will be sustainable, carefully considering the biodiversity and wildlife. Benefits Improve access to stunning nature and heritage. Improve accessibility. Reuse of existing structure. Promote health and wellbeing. Enhance biodiversity. Inspired by the historic architecture and bridges of Chatelherault. Chatelherault Country Park Executive Summary134
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Next Steps Consultation and Engagement Further public engagement sessions were held in each park during late August/early September 2025 to share the proposed strategic approach and present the draft proposals. Further stakeholder engagement including with Elected Members and Area Committees will be held in the Autumn / Winter of 2025. Sustainability Impact Assessment A Sustainability Impact Assessment (SIA) has been commissioned and will provide South Lanarkshire Council with an assessment of the likely impacts of the design proposals contained within the Chatelherault Country Park Masterplan. Forestry Management Plan A comprehensive Forestry Management Plan will be developed, clearly defining the boundaries of Chatelherault Country Park and supporting effective planning, management, and enhancements to maintain ecological, historical, and user-experience value. Phasing The Masterplan phasing plan balances immediate wins, revenue generation, accessibility improvements, and long- term infrastructure development, ensuring a strategic and financially viable transformation. The early focus on recreational and conservation assets builds momentum, while later phases focus on commercial sustainability, accessibility, and futureproofing. By sequencing projects in this way, the park maximises its impact while ensuring efficient resource allocation and minimal disruption. Phase 1: The first phase will focus solely on the reinstatement of the essential link the White Bridge creates, with dedicated funding now in place, the reinstatement of the White Bridge takes precedence as the first phase of the Masterplan. Completing this work in isolation allows for minimal disruption to future construction phases while securing a key heritage feature of the park and offering an immediate enhancement of the visitor experience. Future Phases: The Masterplan and supporting documents will allow for external funding bids to be prepared for specific projects. The Priority Investments are structured to enable each project to be mobilised to suit funding requirements. Chatelherault Country Park Executive Summary135
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Produced by Communications and Strategy. 068426/Aug25 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk 136
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Executive Summary Calderglen Country Park Masterplan 10 137
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Background In March 2024, following a competitive procurement exercise, Enterprise and Sustainable Development Services (ESDS) appointed Turner and Townsend Project Management (TTPM) to assemble and lead a multi- disciplinary design team to undertake a master planning exercise for Chatelherault and Calderglen Country Parks. In consultation with the Council and South Lanarkshire Leisure and Culture (SLLC) the design team were asked to develop a suite of bespoke strategic documents and supporting intelligence, including Masterplans and Green Book Business Cases, for both Chatelherault and Calderglen setting out the context for development and investment over the next 10 years. The consultancy work was fully funded by the UK Shared Prosperity Fund. Calderglen Country Park Overview Calderglen Country Park is a regional asset with the potential to be a national exemplar of sustainable park development. With nearly one million visitors annually, the park already plays a vital role in the health, wellbeing, and cultural life of South Lanarkshire. However, its infrastructure, facilities, and landscape require significant investment to meet the demands of a growing and diverse population. The Masterplan presents an opportunity to reimagine Calderglen as a dynamic, inclusive, and resilient destination. It will serve as a cornerstone of South Lanarkshire’s green infrastructure network, supporting the Council’s wider ambitions for climate action, community wealth building, and cultural regeneration. Transformation is sought that is not only physical, but social, environmental, and economic. The Masterplan’s proposals are designed to deliver long-term public benefit. This transformation will: Reinforce Calderglen as a flagship destination within South Lanarkshire’s leisure and culture portfolio, complementing other key sites such as Chatelherault Country Park and the National Museum of Rural Life. Support inclusive access to nature and culture, ensuring that people of all ages, backgrounds, and abilities can enjoy the park’s amenities. Promote environmental stewardship, through biodiversity enhancement, sustainable drainage, and low-carbon building design. Strengthen community identity and cohesion, by creating spaces for gathering, learning, and celebration. Stimulate local economic activity, through tourism, events, education, and ethical commercial partnerships. Calderglen Country Park Executive Summary138
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Consultation and Engagement The development of the Masterplan has focussed on capturing, maintaining, and protecting all that makes Calderglen valuable and has been informed by extensive engagement and consultation with key stakeholders during Summer 2024 and Summer 2025 including: South Lanarkshire’s residents and visitors Park users Elected members Calderglen sports clubs Statutory bodies (Planning/Roads) Historic Environment Scotland Calderglen’s onsite residents Key observations from this engagement include: Calderglen Country Park is recognised and valued as an important community asset. Free entry and parking at Calderglen is widely supported. The introduction of more optional paid activities for visitors who want to participate is supported. Rather than significantly increasing visitor numbers, the focus should be on optimising the quality and sustainability of offerings. The park is very popular for families with the play areas very well used. The arrival experience to the park could be significantly improved. The Historic Buildings are a key part of the visitor experience. The zoo experience is popular, however, a greater emphasis on conservation, education, and environmental sustainability, including improvements in energy efficiency would be supported. Calderglen’s sports facilities are an important component in the park and access to these requires to be considered. Calderglen’s onsite residents to be considered when identifying development opportunities and investment priorities. Calderglen Country Park Executive Summary139
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Constraints and Opportunities The extensive consultation and engagement undertaken has identified both constraints and opportunities relating to the arrival, access and quality of amenities offered at Calderglen. Specifically: The main car park is often full, and the overflow car park (Colonsay Field) is unusable in bad weather. On sunny days there are traffic issues, the bridge and main route into the park is narrow, shared by vehicles and pedestrians, and is in poor condition. Due to tight bends, buses find it difficult to drive into the park and there are no dedicated bus stops or drop-off areas. While the zoo remains hugely popular, the building and animal facilities are very dated and in poor condition. The café and exhibition space in the historic buildings that form the courtyard area could be significantly improved and enhance the visitor experience. Children’s play facilities are a key attraction and could be further extended and enhanced. A sustainable model is important to support maintenance and access to the attractive woodland trails and natural environment. Existing sports pitches are well used and operate under lease agreements. Access for the golf course and on-site residents requires to be maintained. Infrastructure is limited however visitor demand for, and interest in, events remain strong. Key considerations and opportunities identified during consultation include: There are very few places to shelter in the rain. The café offer is fairly limited. The toilets and other support facilities are poor quality. Congestion, car parking and coach parking are problematic in the park. Improved exhibition space would be considered beneficial. Sustainable Drainage Systems (SUDs) could improve surface water management. Vandalism remains a concern and does require active prevention measures. Evolving the animal care aspect may be appropriate. Calderglen Country Park Executive Summary140
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Vision and Strategic Objectives A new vision for Calderglen Country Park has been informed by community engagement, environmental goals, the park’s unique character and heritage, legal and policy requirements, and a holistic understanding of sustainability, encompassing social, environmental, and economic factors. Consideration of factors including accessibility, safety, and funding will ensure the vision can be successfully implemented and sustained over time. Vision The vision is to maintain and enhance Calderglen Country Park as a welcoming, diverse, vibrant and cost-effective destination which is recognised and valued by the people of South Lanarkshire as a significant community asset. It will remain a sociable place for play, sport and leisure in an inspiring natural setting which contributes to healthier, happier, more connected lives. Priority Theme 1: Financial Resilience Strengthen the financial sustainability of Calderglen Country Park by providing income generation, commercial and external funding opportunities alongside improved facilities which are free to access. Objectives 1. Provide opportunities to generate income at Calderglen through catering, events and innovative chargeable facilities and services. 2. Increase commercial and sponsorship activities which enhance the park and the visitor experience. 3. Explore, develop and secure external funding that can be invested in Calderglen to sustain it for future generations. 4. Secure funding through Section 75 planning obligations/developer contributions. Priority Theme 2: Health and Wellbeing Calderglen Country Park supports health and wellbeing, contributes to social inclusion and enhances quality of life for people of all ages and abilities. Objectives 1. Ensure good connectivity and physical access to Calderglen and improved paths network within the park for residents to enjoy. 2. Enhance visitor facilities to provide a welcoming, attractive and enjoyable place which encourages increased or repeat visits. 3. Maximise opportunities for activities which support physical and mental health and wellbeing. 4. Provide diverse opportunities for physical exercise, sport and recreation. Priority Theme 3: Woodlands, Landscape and Heritage Manage, preserve and enhance Calderglen’s unique woodlands, landscape and heritage assets and contribute to South Lanarkshire’s commitments to net zero. Objectives 1. Protect and enhance green/blue assets and infrastructure, in particular historic features, sensitive habitats and special landscapes. 2. Preserve and enhance historic built assets and aspire to be carbon neutral. 3. Identify and manage pressure points of high usage to ensure Calderglen heritage sites continue to be preserved. 4. Manage our woodlands, landscape and historic built assets so there are opportunities to connect communities to the value of heritage and conservation. Calderglen Country Park Executive Summary141
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Priority Investments Approach Following the development of the Vision as well as detailed analysis and consultation on the park, it was clear that whilst the main assets are the open space and landscape, the areas requiring the most significant investment are the buildings and spaces immediately around them which deliver the arrival, core visitor experience and enable the wider park to remain sustainable for all to enjoy. The Priority Investments detailed below can be delivered independently, however, consideration of them collectively delivers a cohesive approach. Architectural Interventions CG1 Visitor Experience: New Gateway Centre and Walled Garden transformation with Arrival Plaza CG2 Heritage: Historic Courtyard buildings transformation CG3 Conservation: New conservation and Animal Rehabilitation Centre Landscape Interventions CG4 Active Travel: New active travel route into park including a pedestrian bridge from Colonsay Field CG5 Access: Enhanced roads/ wayfinding/lighting including partial surfacing of Colonsay Field CG6 Play: New Pump Track near existing Adventure Play Area Infrastructure and Servicing CG7 Infrastructure: Power/water/WiFi infrastructure distributed around the park for events and new EV Charging Points CG1 Visitor Experience: New Gateway Centre and Walled Garden transformation with Arrival Plaza New Gateway Centre A key element in the Masterplan is to replace the Existing Zoo Building constructed in the 1990s with a New Gateway Centre. The New Gateway Centre will be located in the heart of the park. This location marks the arrival point between the active travel route, the car park and a variety of spaces. A 2-storey building will replace the 1 storey zoo building. This allows a first floor café/restaurant with a generous terrace to have excellent views over the park including the Adventure Playground, Walled Garden, New Conservation and Animal Rehabilitation Centre, Golf Course and those arriving via the new active travel route or the upgraded car park. Walled Garden The project includes transformation of the Walled Garden. It will become a flexible space allowing events and play or simple recreation and relaxation. The transformation will make it more permeable whilst enabling it to be managed for events while protecting important plants and trees. Arrival Plaza The project also includes the arrival plaza linking through to Torrance House and the adventure playground with nature trails, woodland, river and waterfalls beyond. Car Park Alongside these elements, the existing main car park will be upgraded with improved surfacing, lighting and landscape features. Calderglen Country Park Executive Summary142
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Benefits Transforming the arrival experience. A café/restaurant/social space with stunning views over the park. Significant enhancement to landscape for recreation, play and biodiversity. Expanding the opportunities for community, education, exhibition and events. Providing important infrastructure to support the wider park including toilets and changing places facilities accessible to all. Proving much needed space suitable for all weather conditions. Enhancing the setting of a key heritage asset. CG2: Historic courtyard buildings transformation Torrance House Torrance House is an important and unique Listed Building and the main house remains in private residential use. This project involves the enhancement of the listed courtyard buildings and listed Rangers Cottage. Courtyard and Buildings The proposal is to reuse the existing structures but repair and upgrade the fabric and alter the internal layouts to establish a more effective blend and hierarchy of spaces that better delivers, exhibition and retail functions across all weather and all seasons. This seeks to create better internal seating and circulation areas, with revised catering facilities to allow visitors access and use, particularly beneficial during rainy days. Calderglen Country Park Executive Summary143
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Rangers Cottage The Rangers Cottage, situated in a key gateway location, is an ideal opportunity to serve as an educational hub. It’s rear garden and greenhouse spaces provide easy integration with hands-on learning experiences. Greenhouse and Garden Space Integration The greenhouse and garden areas present further opportunities for education. Rangers and gardeners can demonstrate gardening methods and emphasise the significance of flora and fauna within the park. Additionally, the greenhouse could serve as a primary growing source for the Conservation and Animal Rehabilitation Centre, allowing pupils to trace the “seed-to-feed” journey, thus creating a comprehensive educational experience. Benefits Enhance the visitor experience including café, exhibition, events, community, education and small-scale retail (gift shop) Reduce running costs and energy consumption. Protect important heritage assets. Provide fully accessible toilets and comfort facilities CG3: Conservation and Animal Rehabilitation Centre Animal Conservation and Rehabilitation The proposed Conservation and Animal Rehabilitation Centre at Calderglen Country Park will be a flagship facility supporting wildlife rehabilitation, conservation education, and community engagement. Building upon the park’s established zoo, the new centre aims to provide specialist care for animals while fostering public awareness of biodiversity, sustainability, and animal welfare. The building is smaller than the current zoo building. This will allow better environmental control for the animals, reptiles, fish, insects and birds and for the visitors. It will make the facilities more efficient to operate and maintain to deliver a high-quality experience. The main building will be single storey and will lead to an attractive nature garden with further enclosures and education space. Calderglen Country Park Executive Summary144
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Sustainability The project will be designed to meet current sustainability standards, replacing the inefficient existing zoo. This will include a fabric first approach with efficient systems and renewables. Benefits Improved facilities for visitors and for animals. Enhanced education experience. Improved energy efficiency and environmental control. CG4 Active Travel: New active travel route into park including a pedestrian bridge from Colonsay Field Active Travel A new active travel route from the Colonsay Field car park to the central park areas for pedestrians and cyclists. It includes a bridge over the river, through woodland, along the avenue of trees between the sports pitches leading up to the centre of the park and the other facilities including the New Gateway Centre, Walled Garden and Adventure Play Area. It will reinforce the sense of arrival to the park, make the existing entrance far less congested and safer, and encourage more pedestrian and cycle access. This is around 400m or 5 minutes’ walk. Along the active travel route, lighting and wayfinding will be included for safety and legibility. Sustainability The route has been carefully selected to be direct whilst being a sensitive location to form a route through the trees and across the river working with existing levels for the bridge and the paths. The specification will be low maintenance and make the environment feel more safe and secure. Benefits New sense of arrival. Safer and more sustainable access. Reduced car use. Beneficial for events. Protecting the existing Listed Gatehouse and Bridge. CG5 Access: Enhanced roads/wayfinding/ lighting including partial surfacing of Colonsay Field Parking and Access Formalising the parking in Colonsay Field will include surfaces which are suitable for wheelchair users and buggies, porous parking bays and swales to provide a natural and sustainable aesthetic appropriate to the park. Facilities will include EV charging points. Lighting and wayfinding are to be sensitively integrated and will extend from the car park to the new active travel route. Sustainability Colonsay Field is currently used for parking. This will formalise it in a sensitive and sustainable way to significantly reduce the requirement for cars to go into the park and enable the existing car park in the middle of the park to be prioritised for families and those with mobility issues. Benefits Enhancing sense of arrival. Improves accessibility. Reducing congestion in park and car use. Beneficial for events. Protecting the existing listed Gatehouse and Bridge. Calderglen Country Park Executive Summary145
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CG6 Play: New pump track near existing adventure play area Enhanced Play Opportunities A new pump track is to be located near the existing play area. This location allows proximity to the New Gateway Centre, Entrance Plaza and Car Park, as well as connections to the active travel route. The pump track will provide an activity in a format not currently available to visitors in the park or elsewhere in East Kilbride, particularly for children between 4 and 10 years old. The pump track will be designed and installed by specialists to ensure they provide suitable recreational value, are robust, and easy to maintain. Sustainability Located in an existing open space it simply requires remodelling of landforms. The structure will be low maintenance and robust and offer significant health and wellbeing benefit in a stunning setting which will encourage users to spend time accessing other complimentary facilities in the park ensuring they are more sustainable. The position selected is an existing open space used for picnics seeking to avoid any impact on wildlife and nature. Benefits Expanding the offer for families. Beneficial for health and wellbeing. Immediate access for park users. Complimentary to other facilities making overall offer more sustainable. CG7 Infrastructure: Power water/WiFi Infrastructure distributed around the park for events and new EV Charging Points Events Infrastructure Currently, the park’s ability to host various events is constrained by the operational limits of existing services. Developing a dependable power supply and services to effectively support outdoor events would be a more efficient solution than relying on multiple generators across the site. This infrastructure would enable the utilization of green grid power, thereby diminishing dependence on HVO or diesel generators and promoting sustainability. This will broaden the appeal of the events lawn. Alongside this additional EV Charging Bays will be provided next to the existing EV Charging Bays and new ones will be provided in Colonsay Field. Sustainability The proposals will be sensitively integrated in the landscape and enable existing facilities to accommodate a wider range of events and tourism contributing to the sustainability of the park in a manner which protects the wider landscape by managing the location of particular uses. Benefits Attracting more events and festivals whilst enabling them to be managed more sensitively. Supporting tourism and broadening the appeal of the park. Supporting economic priorities in the area. Calderglen Country Park Executive Summary146
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Next Steps Consultation and Engagement Further public engagement sessions were held in each park during late August/early September 2025 to share the proposed strategic approach and present the draft proposals. Further stakeholder engagement including with Elected Members and Area Committees will be held in the Autumn/Winter of 2025. Sustainability Impact Assessment A Sustainability Impact Assessment (SIA) has been commissioned and will provide South Lanarkshire Council with an assessment of the likely impacts of the design proposals contained within the South Lanarkshire Council Calderglen Country Park Masterplan. Forestry Management Plan A comprehensive Forestry Management Plan will be developed, clearly defining the boundaries of Calderglen Country Park’s Forestry Management Plan and its interface with the proposed Stoneymedows Woodland Management Plan (WMP) and East Kilbride WMP. Phasing The Masterplan phasing plan balances immediate wins, revenue generation, accessibility improvements, and long- term infrastructure development, ensuring a strategic and financially viable transformation. The early focus on recreational and conservation assets builds momentum, while later phases focus on commercial sustainability, accessibility, and futureproofing. By sequencing projects in this way, the park maximises its impact while ensuring efficient resource allocation and minimal disruption. Phase 1: Funding has already been secured for the the new pump track. Future Phases: The Masterplan and supporting documents will allow for external funding bids to be prepared for specific projects. The Priority Investments are structured to enable each project to be mobilised to suit funding requirements. Calderglen Country Park Executive Summary147
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Produced by Communications and Strategy. 068423/Aug25 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk 148
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: New Lanark World Heritage Site Management Plan 2025 to 2030 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee on the production of the New Lanark World Heritage Site Management Plan, to which South Lanarkshire Council is a signatory [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the New Lanark World Heritage Site Management Plan 2025 to 2030 be approved by the Community and Enterprise Resources Committee prior to its finalisation by New Lanark Trust. [1recs] 3. Background 3.1. New Lanark is one of six World Heritage Sites (WHS) in Scotland and comprises a historic mill village set in a gorge on the banks of the River Clyde, southwest of Lanark. The historic village contains many uses including a visitor centre, exhibition space, café, retail, hotel accommodation, tenanted and owner-occupied dwellings. New Lanark is a major tourist destination within South Lanarkshire. 3.2. To become a World Heritage Site, a site requires to meet criteria set out in Operational Guidelines governed by UNESCO, concluding the site has outstanding universal value. New Lanark gained World Heritage Site status in 2001. The aforementioned Operational Guidelines require an appropriate Management Plan specifying how the outstanding universal value will be preserved. South Lanarkshire Council is a member of the of the WHS Partnership Group, alongside New Lanark Trust and Historic Environment Scotland. 3.3. South Lanarkshire Council is also responsible for a wide range of services which are relevant to the management of New Lanark including planning, economic development, housing, roads and education. South Lanarkshire Council is also a landowner of King George’s field at Braxfield Terrace and New Lanark Primary School sited within the World Heritage Site, and those adopted roads running into the site. 11 149
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4. New Lanark World Heritage Site Management Plan 2025 to 2030 4.1. The Management Plan is based on a strategic view over 20-30 years providing a basis for identifying and developing a framework for long term aims. The Management Plan is then reviewed each five years to set out a shared vision, aims and short to medium term objectives. This in turn guides those that are involved in making decisions which affect the management of the World Heritage Site and surrounding buffer zone. 4.2. There are four strategic objectives set out in the Management Plan including:- to safeguard and enhance the World Heritage Site and its environs to promote awareness and understanding of New Lanark’s Outstanding Universal Value, authenticity and integrity to grow New Lanark as a visitor destination and strengthen the Site’s regional, national and international profile to build a commercially and environmentally sustainable business 4.3. These strategic objectives have been developed by using the outstanding universal value as a basis. Then refined through community consultation carried out by the Trust and collaboration between New Lanark Trust, South Lanarkshire Council and Historic Environment Scotland. 4.4. Within the Management Plan under each strategic objective there are more specific objectives set out covering topics such as asset management, climate change, accessibility of the site, interpretation of its assets, partnerships, care of collections, visitor attractions, learning outreach, volunteering, marketing, organisational culture and commercial strategy. The Management Plan assists in ensuring the running of New Lanark remains in line with the outstanding universal value it received its World Heritage Site status for. 4.5. In conclusion, the strategic objectives of the New Lanark World Heritage Site Management Plan are in accordance with many aims of the Council, including strengthening partnerships, good quality places to live and thriving businesses. Additionally, it is in accordance with the strategic vision and strategy of South Lanarkshire Local Development Plan 2 to safeguard and improve natural and historic environment. 4.6 On this basis, it is recommended that Committee approve the contents of the World Heritage Site Management Plan. On approval from South Lanarkshire Council and Historic Environment Scotland, New Lanark Trust will then finalise the Management Plan and following submission to UNESCO will be available on the New Lanark, UNESCO and Historic Environment Scotland’s websites thereafter. 5. Employee Implications 5.1. There is no employee implications associated with this report. 6. Financial Implications 6.1. There is no financial implications associated with this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. The impact on the historic environment has been a key consideration of the Management Plan, as the overall aim is to preserve and protect New Lanark. Furthermore, climate change and sustainable development are key considerations within the Management Plan. 150
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8. Other Implications 8.1. There are risks associated with not supporting the New Lanark Management Plan in that without a key partner agreeing to the plan it would put New Lanark in breach of the Operating Guidelines of its World Heritage Site Status. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. New Lanark Trust ran consultation across November 2024 to February 2025 to gather ideas, and then 17 July to 28 August 2025 on the Management Plan. South Lanarkshire Council ran consultations associated with the Strategic Environmental Assessment. David Booth Executive Director ( Community and Enterprise Resources) 17 September 2025 Link(s) to Council Values/Priorities/Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Inspiring learners, transforming learning, strengthening partnerships Previous References Planning Committee 29 January 2019 – New Lanark World Heritage Site Management Plan 2019-2023 List of Background Papers New Lanark World Heritage Site Management Plan 2025-2030 - https://newlanark.org/about-new-lanark/world-heritage-site/ Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Fraser Carlin, Head of Planning and Regulatory Services Email: fraser.carlin@southlanarkshire.gov.uk 151
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NEW LANARK WORLD HERITAGE SITE Management Plan 2025-2030 DRAFT COPY 11 153
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1 Contents Foreword ................................................................................................................................................ 2 Chapter 1: The World Heritage Status and its significance for New Lanark ............................... 2 I. The World Heritage Convention and Outstanding Universal Value ...................................... 2 II. New Lanark's inscription as a World Heritage Site ................................................................. 3 New Lanark's World Heritage Status ........................................................................................ 3 Statement of Outstanding Universal Value .............................................................................. 4 Statement of Authenticity ............................................................................................................ 4 Statement of Integrity ................................................................................................................... 5 Chapter 2: The Management Plan for New Lanark World Heritage Site ..................................... 6 I. Necessity for a Management Plan ............................................................................................. 6 II. Purpose of the Management Plan ............................................................................................. 6 III. Consultation on the Management Plan ................................................................................... 6 IV. 2019-2023 Management Plan achievements ........................................................................ 7 Chapter 3: Vision, values & strategic aims 2025-30 ....................................................................... 9 I. Our purpose ................................................................................................................................... 9 II. Our heritage .................................................................................................................................. 9 III. Our values .................................................................................................................................. 10 IV. Our strategic objectives ........................................................................................................... 11 To safeguard and enhance the World Heritage Site and its environs ....................................... 11 To promote awareness and understanding of New Lanark’s Outstanding Universal Value, authenticity and integrity ................................................................................................................... 13 To grow New Lanark as a visitor destination and strengthen the Site’s regional, national and international profile ............................................................................................................................. 16 To build a commercially and environmentally sustainable business .......................................... 17 Chapter 4: Managing the World Heritage Site ............................................................................... 20 I. The State Party ........................................................................................................................... 20 II. The World Heritage Site Partnership Group .......................................................................... 20 III. The stakeholders ...................................................................................................................... 20 IV. Planning and public policy considerations ............................................................................ 21 Chapter 5: Implementation strategy for the Management Plan .................................................. 23 I. The Action Plan ........................................................................................................................... 23 II. Implementation considerations ................................................................................................ 23 III. Monitoring and reporting .......................................................................................................... 24 Appendices .......................................................................................................................................... 26 154
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2 Foreword We are delighted to present the New Lanark World Heritage Site Management Plan for 2025–2030. As custodians of this internationally significant site, the New Lanark Trust, Historic Environment Scotland, and South Lanarkshire Council remain committed to its preservation, enhancement, and sustainable future. As we enter this new chapter following a period of post-COVID recovery, collaboration remains at the heart of our approach. Through strong partnerships, shared expertise, and coordinated resources, we will continue to deliver innovative and impactful projects that celebrate and sustain New Lanark’s heritage. We extend our sincere thanks to everyone who has contributed to the development of this Plan, including staff, partners, stakeholders, and volunteers. Their dedication ensures that New Lanark will not only be safeguarded but will continue to inspire, educate, and be enjoyed for generations to come. Chapter 1: The World Heritage Status and its significance for New Lanark World Heritage encompasses the most exceptional cultural and natural treasures of humanity, recognised for their global significance by the United Nations Educational, Scientific and Cultural Organisation (UNESCO). These sites, selected for their unique qualities or exemplary status, represent shared heritage and belong to everyone. With over 1,000 sites worldwide, UNESCO oversees the World Heritage List, adding or removing locations based on strict criteria. Member states, such as the UK, nominate sites for inscription following UNESCO’s comprehensive guidelines. The overarching goal of the list is to identify, protect, conserve, and showcase the world’s irreplaceable heritage. Each listed site must continuously demonstrate compliance with the obligations outlined in the World Heritage Convention, ensuring its value is preserved for future generations. I. The World Heritage Convention and Outstanding Universal Value The global responsibility to protect the world’s most valuable heritage is upheld through the World Heritage Convention (WHC) and its Operational Guidelines for the Implementation of the World Heritage Convention. Adopted by UNESCO in 1972, the WHC defines the types of sites eligible for inclusion on the World Heritage List and outlines standards for their identification, protection, and preservation. By nominating a site, States Parties affirm their commitment to the WHC’s goals of safeguarding and conserving heritage for future generations. The UK ratified the WHC in 1984, pledging to identify, protect, and preserve its World Heritage Sites as part of a shared universal heritage. The UK and its Overseas Territories boast 35 UNESCO World Heritage Sites, including seven in Scotland. The WHC’s Operational Guidelines provide a framework to ensure the long-term protection and presentation of these irreplaceable treasures. The concept of Outstanding Universal Value (OUV) is fundamental to the World Heritage designation. It signifies the exceptional cultural and/or natural significance of a site which is so extraordinary as to transcend national boundaries and be of importance for present and future generations worldwide. To be deemed of Outstanding Universal Value, a site must meet at least one of ten criteria specified in the Convention's Operational Guidelines. The 155
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3 key distinction between World Heritage Sites (WHSs) and nationally recognised or designated sites is the requirement for WHSs to demonstrate Outstanding Universal Value (OUV). Defined in UNESCO's Operational Guidelines, OUV refers to “cultural and/or natural significance so exceptional that it transcends national boundaries and is of common importance for present and future generations of all humanity.” This means that a site’s values must have global relevance, extending beyond its national context. To qualify as having OUV, a site must satisfy at least one of ten assessment criteria outlined in the Operational Guidelines. Additionally, sites must meet conditions of Authenticity and Integrity. Decisions on inscription are made by UNESCO’s World Heritage Committee, following evaluations by expert advisory bodies: ICOMOS (International Council on Monuments and Sites) for cultural properties and IUCN (International Union for Conservation of Nature) for natural properties. II. New Lanark's inscription as a World Heritage Site On 14 December 2001, New Lanark was formally inscribed on the UNESCO World Heritage List, recognised for its demonstration of Outstanding Universal Value under three specific criteria: A. Criterion (II) - New Lanark represents a significant exchange of human values over time, profoundly influencing developments in architecture, technology, monumental arts, town planning, or landscape design. The village's foundation, under the vision of David Dale and Robert Owen, heralded a new era in industrial community living, which was to become a model replicated globally in the ensuing centuries. B. Criterion (IV) - As an exemplary instance of a type of building, architectural or technological ensemble, New Lanark encapsulates significant stages in human history. The village is distinguished by its well-conceived worker housing and public buildings, designed with a deep understanding of the needs for educational and recreational spaces, as well as the physical well-being of its inhabitants. C. Criterion (VI) - New Lanark is intrinsically linked with events, living traditions, ideas, beliefs, and artistic and literary works of outstanding universal significance, particularly through its association with Robert Owen. His vision and social reforms at New Lanark laid the groundwork for future developments in education, factory reform, and social welfare that have left a lasting impact on society. The Statement of Outstanding Universal Value for each World Heritage Site defines the elements that confer its significance, and what must be protected to maintain this status. It is developed using the original nomination document, evaluations by the advisory bodies to UNESCO, and the decision of the World Heritage Committee at the time of inscription. This statement guides the assessment of potential threats to the site and outlines the framework for its continued protection. New Lanark's World Heritage Status New Lanark stands as a remarkable testament to the social and technological advancements of the Industrial Revolution. Founded by David Dale and later developed by Robert Owen, the village represents a pioneering integration of industrial innovation with progressive worker welfare, educational provision, and community living. This unique 156
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4 approach not only transformed the local area but also set a global precedent for the design of industrial communities. New Lanark’s inscription as a UNESCO World Heritage Site highlights its exceptional significance in technological achievement, architectural design, and social reform. The village's preserved layout, buildings, and natural surroundings offer a vivid connection to its history while reflecting the ideals that shaped its development. Conservation efforts are guided by principles of authenticity and integrity, ensuring all interventions respect the site’s cultural and historical context. As a World Heritage Site, New Lanark carries the responsibility of educating and engaging current and future generations. Through research, interpretation, and community engagement, it remains a place of learning and innovation, showcasing the enduring relevance of its heritage in addressing contemporary challenges. The site’s management is firmly committed to the principles of the World Heritage Convention, aiming to preserve and enhance its Outstanding Universal Value. This Management Plan outlines strategic objectives to protect New Lanark’s heritage, promote its global significance, and ensure sustainable development for the benefit of generations to come. Statement of Outstanding Universal Value New Lanark is an outstanding example of an 18th-century purpose-built mill village, nestled in the scenic Scottish landscape near the Falls of Clyde. In the early 19th century, it became a pioneering model of industrial and social reform under Robert Owen, regarded as a Utopian visionary who built on the altruistic foundation laid by his father-in-law, David Dale. Owen's innovative management approach combined industrial success with a commitment to improving workers' lives. Founded in 1785, New Lanark's cotton mills, powered by water wheels, began operation in 1786 and continued until 1968. By the early 19th century, the village housed one of the world's largest industrial complexes. Uniquely, it integrated planning and architecture with a humane ethos, marking a milestone in social and industrial history. The principles established at New Lanark- emphasising moral, social, and environmental values- had profound and lasting impacts, shaping developments in welfare, education, and industrial practices over the past two centuries. The village demonstrated that industrial prosperity need not come at the expense of workers' well-being. Its design and ethos inspired other benevolent industrialists and influenced movements such as Ebenezer Howard’s Garden City concept. Today, New Lanark’s impressive mill buildings, thoughtfully designed workers' housing, and educational institute and school stand as enduring symbols of Owen’s progressive humanism and a testament to the potential for industry to uplift, rather than exploit, its workforce. Statement of Authenticity The processes of restoration and regeneration, conservation and rehabilitation at New Lanark have now been in progress for almost half a century. Major projects continue to the present day. The façade of the village has remained little changed from its heyday of cotton production in the early nineteenth century. Where elements are missing or have been 157
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5 replaced, the site is clearly interpreted to reflect this. Where rebuilding or reconstruction have been necessary, this has been carried out to the highest possible conservation standards, based on full historic records. Repair and restoration have been undertaken using appropriate traditional materials and workmanship, following original designs wherever possible, and always respecting existing historic fabric. The original weir, lade and waterways which provided waterpower to the mills from the 1780s are still in use today. Statement of Integrity The appearance of the village’s buildings is now close to that of the early 19th century, as it would have been during Owen’s management, based on the physical evidence, archaeological, graphic and written archive material available. In restoring the village to its historic state, some later 20th century structures have been removed, and in doing so focusing on those elements that contributed to the site’s Outstanding Universal Value. 158
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6 Chapter 2: The Management Plan for New Lanark World Heritage Site I. Necessity for a Management Plan The United Kingdom, as a signatory to the World Heritage Convention, has obligations regarding the effective stewardship of World Heritage Sites. These obligations necessitate that each Site is supported by an appropriate management structure. These Plans are recognised as material considerations within the planning system. Adhering to the advice outlined in the ‘Operational Guidelines for the Implementation of the World Heritage Convention’, Management Plans should undergo regular reviews, monitoring, evaluation, and updates. The development of a Management Plan involves the amalgamation of all key partners to agree on a shared vision for the future of the site. The subsequent implementation of the Management Plan depends on the effective collaboration and commitment of these and other stakeholders to advance actions. The management of the New Lanark World Heritage Site falls under the remit of the New Lanark World Heritage Site Partnership Group, which includes New Lanark Trust, Historic Environment Scotland, and South Lanarkshire Council. II. Purpose of the Management Plan The primary aim of a Management Plan is to guide the effective management of a World Heritage Site in a way that safeguards its unique character and ensures the preservation of its Outstanding Universal Value (OUV). Strategic objectives and actions within the plan are developed based on an analysis of the site’s significance, heritage condition, and specific developmental needs. This ensures targeted, site-specific management while demonstrating to UNESCO that robust mechanisms are in place for the site’s long-term conservation. The New Lanark World Heritage Site Management Plan provides a framework for protecting, enhancing, and promoting the site and it’s OUV. It outlines a shared purpose, values, and strategic objectives to guide decision-making by all stakeholders. Successful implementation depends on collaboration and commitment from all involved parties, with the plan serving as a cornerstone for detailed, long-term decision-making. To maximise its impact, the Management Plan’s values and objectives should align with and influence other local plans, strategies, and guidance. Covering a five-year period (2025– 2030), the plan will be reviewed and updated in line with UNESCO’s guidance to reflect ongoing needs and long-term aspirations for New Lanark. Some objectives extend beyond the plan’s timeframe, underpinning the site’s vision for the future. This Management Plan is not intended to provide a full historical or physical analysis of New Lanark but should be read alongside complementary documents such as the Nomination of New Lanark for Inscription in the World Heritage List (Historic Environment Scotland, 2000) and the relevant South Lanarkshire Council appraisals. III. Consultation on the Management Plan Between November 2024 and February 2025, New Lanark Trust conducted public and partner consultations to review the site's purpose, heritage, values, strategic objectives, and areas for development, alongside an outline strategy for implementation. Feedback gathered 159
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7 during this process has directly informed the Management Plan and its accompanying Action Plan. The approach to community consultation was refined to separately engage with New Lanark village residents and the broader community of site users. This distinction provides a clearer understanding of the unique experiences of the people living in 72 mixed tenure homes within the site, enabling a stronger focus on resident wellbeing and community relationships. Resident Consultation: Key survey findings highlight the unique lived experience of New Lanark residents. 43% have lived onsite for over 10 years, with greenspaces and walking routes being their most used areas. Almost all engage with parts of the site daily, with dining facilities also a key feature. While connections to onsite events vary, 81% want more opportunities to participate. Residents see tourism as beneficial, boosting the local economy and community pride, with 71% hoping to see visitor levels grow. Improved communication with the Trust and greater involvement in events were identified as priorities. Following the survey, residents joined a consultation evening to discuss the management plan, Trust values, and strategic objectives, agreeing on enhanced communication moving forward. Community Consultation: Key survey findings highlight visitors' strong appreciation for New Lanark’s scenery and outdoor spaces, with green spaces and walking routes being the most engaged-with aspects of the site. Most regular visitors live within 30 miles, and while over a quarter visit monthly or more, the majority come a few times a year. Overall, 80% rate their experience as Good or Excellent, and many express pride in living near a World Heritage Site, recommending it to others. Lower engagement in some areas of the site aligns with post-COVID shifts toward outdoor community spaces. Visitors prioritise guided heritage education, outdoor activities, and family-friendly events for future programming and development. IV. 2019-2023 Management Plan achievements Commercial Activities: The Trust’s trading subsidiaries continue to manage New Lanark’s commercial operations, supporting local employment, skill development, and generating vital funds for reinvestment in the site. Seasonal events, including the popular Christmas Experience, play a key role in driving footfall, revenue, and community engagement. Hydro Power Turbine Restoration: In late 2019, New Lanark’s hydro power turbine experienced a ‘catastrophic failure.’ As a vital and historic component of the site’s sustainability efforts, the turbine generates significant green energy to power many of the buildings within the village. Thanks to full funding from the Scottish Government, refurbishment was successfully completed in February 2023, ensuring the continued production of renewable energy for the site. Grant Funded Projects: Since July 2020, New Lanark has received significant support from Historic Environment Scotland and Scottish Government funding. This support has been instrumental in helping the site navigate challenges posed by Covid-19 and other financial pressures, reinforcing its resilience and long-term sustainability. In July 2023 The National Heritage Memorial Fund awarded a grant for building and maintenance of £2.4m through its COVID 19 Response Fund. This will enable specific work to be carried out across various buildings onsite. Redevelopment and Revitalisation: In 2024, New Lanark secured planning permission from South Lanarkshire Council for the redevelopment of two key buildings, further strengthening the village’s vibrancy. The former youth hostel, which has been out of use since the pandemic, will be transformed into four individual townhouses. This initiative will bring an unused building back into residential use and contribute to the growing community of owner- occupiers within the village, following the successful model of Double Row. David Dale’s 160
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8 House, historically used for small commercial lets and storage, will also be repurposed to add to the visitor experience. Shuttle Bus: The introduction of the electric shuttle bus in 2020 has significantly improved access between the car park and Visitor Centre, enhancing visitor safety, visitor support, and reducing congestion. This service runs daily during opening hours. Award-Winning New Lanark Mill Shop: The New Lanark Mill Shop was awarded Best Gift Shop at the 2023 Scottish Business Awards, recognising its exceptional retail offering, commitment to high-quality products, and outstanding customer service. The shop offers a diverse range of hand-crafted textiles, traditional Scottish gifts, books, locally produced food items, and bespoke souvenirs, all selected with an emphasis on sustainability and support for local artisans. This recognition highlights the shop’s success in creating a unique and engaging retail experience while contributing to the wider preservation and promotion of New Lanark’s cultural and historical significance. Townscape Heritage & Conservation Area Regeneration Scheme (2015–2020): We successfully completed a major four-year regeneration project, supported by the Heritage Lottery Fund’s Townscape Heritage Programme, Historic Environment Scotland’s CARS scheme, South Lanarkshire Council, and The Wolfson Foundation. Beginning in early 2016, the project focused on restoring the last empty block of millworkers' housing on Double Row. A key feature, the Museum Stair, with original sinks, box beds, linoleum, and layers of wallpaper, was carefully conserved and stabilised. As the interior is not publicly accessible, it was digitally recorded and transformed into an immersive exhibition in Robert Owen’s School for Children, allowing visitors to virtually explore how the space evolved over 200 years. The project also delivered a rich programme of heritage-based activities, including traditional building skills training, talks, tours, and the popular ‘House History’ initiative, which brought the story of Double Row to life across multiple time periods. 161
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9 Chapter 3: Vision, values & strategic aims 2025-30 I. Our purpose ICOMOS advises that management plans for World Heritage Sites should be based on a strategic view over 20-30 years. This strategic vision provides the basis for identifying and developing a framework of longer term aims, which in turn inform the priorities for the medium to short term specific objectives which are set out in the following section. The Management Plan has a five-year lifespan, from 2025-2030, but many of its aims and objectives will be relevant for longer and guide the future management of the site. New Lanark Trust is the Registered Scottish Charity responsible for the management of New Lanark World Heritage Site, and the Trust is committed to: • Conserve its heritage, site and environs • Contribute socially and economically to the area • Evolve to stay relevant to our people and the world To conserve: The Trust is entrusted with the preservation of New Lanark's unique heritage, a responsibility that encompasses the maintenance and care of its built and natural environments. This commitment to conservation ensures that the site's architecture, along with its picturesque landscapes, continue to captivate and educate future generations. Our conservation efforts are guided by principles of authenticity and integrity, ensuring that any interventions are respectful of the site's historical fabric and its Outstanding Universal Value. To contribute: New Lanark is more than a monument to the past; it is a living community with a vibrant present and a dynamic future. As custodians of this heritage, we aim to contribute to the social and economic well-being of the local area and beyond. Through educational initiatives, community engagement, and the promotion of sustainable tourism, we strive to make New Lanark a source of inspiration a catalyst for positive change. Our programmes and activities are designed to build a deeper understanding and appreciation of the site's historical significance, while also addressing contemporary social and environmental issues. To evolve: Recognising the ever-changing context in which we operate, the Trust is committed to ensuring that New Lanark remains relevant and responsive to the needs of today's society. This involves a proactive approach to innovation, embracing new technologies and methodologies to enhance the visitor experience and to broaden our reach. We are dedicated to exploring new ways of interpreting and presenting New Lanark's rich heritage, making it accessible and engaging for a diverse global audience. Our commitment to evolution also means actively seeking opportunities for collaboration and partnership, using the site's World Heritage status to advocate for heritage conservation and sustainable development on a wider scale. In embracing these principles, the New Lanark Trust aspires to uphold the visionary ideals of its founders. Our purpose is not only to preserve the physical legacy of New Lanark but also to continue its ethos of innovation, community, and social progress. II. Our heritage New Lanark, set within the dramatic landscape of the Clyde Gorge in Scotland, exemplifies the social and technological advancements of the Industrial Revolution. Its architecturally ambitious mills, built along the fast-flowing River Clyde, showcase innovative industrial design against a backdrop of natural beauty. The site reflects the combination of economic 162
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10 ambition with a commitment to social progress; a vision realised by its founder David Dale and later expanded by Robert Owen. Origins and enlightenment ideals: Founded on a combination of David Dale's entrepreneurship and Richard Arkwright's industrial innovations, New Lanark exploited the abundant waterpower of the Clyde and addressed the rural displacement of rural workers during the Agricultural Revolution. New Lanark embodied Enlightenment principles of economic theory, education, and workforce welfare. Backed by local landowners, Glasgow merchants, and the aristocracy, Dale’s enterprise brought new wealth and employment to the area. The picturesque setting, already celebrated by 18th-century writers and artists, provided a stage for this pioneering industrial and social experiment. This context enhances the site's Outstanding Universal Value (OUV), integrating both its physical and cultural heritage. Industrial and architectural innovation: New Lanark’s built environment is a model of early industrial community planning. Its spatial organisation groups industrial, residential, and social buildings in a layout shaped by the steep terrain. The mills are monumental in scale, reflecting classical architectural influences, and illustrate advancements in construction methods, culminating in the fireproof, iron-framed Mill 3 in the 1820s. The steep tenement housing represents the most extensive surviving example of multi-storey 18th-century housing in Britain, designed to accommodate the challenges of the site’s topography. A legacy of social reform: David Dale’s philanthropy and religious values shaped the village’s initial development. He provided improved-quality housing, education, and enhanced living conditions for workers, including the 800 orphaned children employed in the mills. Although their work was demanding, Dale ensured they were housed, fed, and clothed- an uncommon practice at the time. He also encouraged Scots to settle in New Lanark as an alternative to immigrating to America following the highland clearances. Robert Owen, New Lanark’s most famous figure, expanded Dale’s vision, implementing progressive reforms that transformed the village into a global model of industrial and social welfare. Owen improved housing, healthcare, and working conditions, and established a revolutionary education system through institutions like the New Institution for the Formation of Character. He described his work as "the most important experiment for the happiness of the human race." Owen’s publications, including A New View of Society, inspired movements for education reform, factory legislation, and international cooperation, influencing concepts such as garden cities. Technological and industrial heritage: New Lanark’s origins lie in the principles of Richard Arkwright, whose water-powered spinning technology revolutionised cotton production. By 1813, New Lanark had become Scotland’s largest mill complex. Innovations by works manager William Kelly in heating, ventilation, and machinery design, including the ‘self- acting mule,’ positioned the village at the forefront of industrial progress. Later diversification under the Gourock Ropework Company introduced new skills and machinery. The village attracted workers from Ireland and the Isle of Man, while auxiliary steam power and modern water turbines replaced the original waterwheels by 1930. A unique legacy: New Lanark’s physical and social legacy is a powerful reminder that industrial success need not come at the expense of human welfare. It demonstrates the possibility of integrating technological innovation with a humane approach to community and workforce management. Today, New Lanark continues to inspire, offering a living example of the transformative potential of Enlightenment ideals and industrial ingenuity. III. Our values 163
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11 Our values guide everything we do at New Lanark, shaping our approach to conservation, community, and sustainability: • Authentic - We celebrate New Lanark’s outstanding natural and built heritage, preserving its unique character as a living, working and inclusive community with real stories to tell. • Responsible - As a registered charity, we are committed to conserving our heritage, creating opportunities for employment and skills development, and ensuring long- term environmental and financial sustainability. • Industrious - We strive to provide an engaging and inclusive visitor experience, build strong partnerships, and continue New Lanark’s legacy of innovation and social enterprise. • Ambitious - We aim to enhance New Lanark’s role on the global stage, increasing its impact in culture, tourism, business, and education while developing it as a hub for learning and innovation. IV. Our strategic objectives Our approach to managing and sustaining the New Lanark World Heritage Site is guided by four key strategic objectives. These objectives ensure that we protect and enhance the site while promoting its global significance, strengthening its role as a visitor destination, and securing its long-term sustainability. Each objective will be expanded upon in this section to outline our commitments and actions. To safeguard and enhance the World Heritage Site and its environs 1. Conservation, maintenance, and development 1.1 Maintenance and renovation Ongoing maintenance and renovation of New Lanark's historic buildings are crucial to preserving its Outstanding Universal Value (OUV). This includes: • Regular inspections and proactive conservation of key structures. • Restoration of vacant or derelict properties and structures to bring them into use. • Implement targeted monitoring and maintenance of high-risk structural elements, including retaining walls, while actively exploring funding opportunities to support these preservation efforts. • Ensuring all conservation efforts align with UNESCO World Heritage Site policies. 1.2 Traffic and parking A focus on reducing congestion and enhancing pedestrian safety will help protect the site's character while improving accessibility. Key actions include: • Improved signage and visitor flow management. • Measures to control traffic and parking to minimise impact on the historic setting. 1.3 Accessibility Ensuring inclusive access for visitors and staff through: • Maintaining clear, obstacle-free paths, entryways, and facilities through regular checks and upkeep. • Using portable ramps or temporary solutions where permanent installations aren't feasible. • Improving signage and wayfinding to support easier navigation for all users. • Adjusting existing layouts (e.g. furniture or display placement) to create wider, more accessible routes. 164
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12 1.4 Public spaces Plans will be developed to promote our green spaces, play areas, and walking routes, ensuring a balance between conservation and community use. Key actions include: • Improve existing landscaping to enhance accessibility, navigation, and the overall visitor experience. • Strengthen connections between built and natural features like the River Clyde and woodlands through clearer paths and visual links. • Use interpretation, signage, and digital tools to promote awareness and engagement with the site’s natural assets. 1.5 Buildings and built structures To ensure sustainable conservation and development, New Lanark will: • Explore temporary or flexible uses for underutilised spaces that align with the site's heritage and visitor needs. • Balance restoration efforts with commercial and visitor needs to support sustainable tourism. 2. Asset management 2.1 Management and planning New Lanark will continue to prioritise effective stewardship of its heritage assets through: • Ongoing care and thoughtful use of historic buildings and infrastructure, guided by long-term sustainability. • Periodic reviews and updates to maintenance approaches, drawing on best practices and evolving sustainability standards. • Proactive collaboration with local authorities, stakeholders, and private owners to support shared goals and coordinated action. 2.2 Woodland management To highlight and enhance the natural environment while embedding sustainability in current and future projects, key actions include: • Promoting biodiversity through ongoing conservation efforts that are integrated into site activities. • Strengthening partnerships with organisations such as the Scottish Wildlife Trust to support shared environmental goals. • Encouraging community participation by incorporating sustainability themes into existing educational programmes and practical conservation projects. • Embedding sustainable practices and natural environment considerations into all relevant developments and site management activities. 2.3 Ongoing and future projects To support long-term sustainability, New Lanark will engage with major capital projects in the coming years, including: • Structural repairs and maintenance, and conservation work on key buildings and infrastructure. • The regeneration and enhancement of key visitor areas, strengthening the site's appeal as a leading destination and ensuring long-term engagement and relevance. • Advance sustainable energy initiatives, including potential hydroelectric developments, aiming to improve energy efficiency and position the Site as a model of environmental best practice. 3. Policy and protection 165
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13 3.1 World Heritage Site and buffer zone protection To safeguard New Lanark and its buffer zone, actions include: • Ensuring all developments align with World Heritage guidelines. • Preventing inappropriate development that could impact key views or the Site's character. • Ensuring all developments comply with relevant environmental planning legislation and regulatory frameworks, supporting responsible and sustainable site management. 3.2 Preservation and enhancement of built and natural features A collaborative approach to conservation will: • Strengthening collaboration with residents, landowners, and conservation bodies to support shared stewardship • Integrating improvements into existing work, such as planting, repairs, or signage, that contribute to overall landscape quality. • Encouraging community involvement in practical conservation activities. 3.3 Climate change and environmental risks To mitigate climate risks, New Lanark will remain mindful of guidance from relevant advisory bodies and: • Identify and assess potential climate change risks to the Site and its assets and proactively develop feasible adaptation measures to mitigate their impact. • Support the continued use and maintenance of sustainable energy sources, including hydroelectric power. • Strive to implement greener, low-impact practices in daily operations wherever feasible, while remaining cognisant of and aligned with relevant environmental legislation and policy frameworks. 3.4 Access and interpretation of the landscape To improve public engagement with the site's built and natural heritage, actions include: • Enhancing visitor signage, information materials, and interpretative resources. • Addressing traffic flow concerns through collaboration with local authorities. • Working towards more sustainable tourism strategies to balance visitor experience with conservation. To promote awareness and understanding of New Lanark’s Outstanding Universal Value, authenticity and integrity 1. Interpretation of the World Heritage Site 1.1 Strategic Interpretation To ensure interpretation of New Lanark’s tangible and intangible cultural heritage is conveyed thoroughly • Identify and understand key audience groups to tailor interpretation that is relevant, engaging, and accessible to our visitors. • Maximise use of existing interpretive assets through cost-effective updates and enhancements, ensuring accessibility remains central to all materials and experiences. • Align interpretation development with key findings and products from partners and stakeholders to maintain consistency and strengthen collaborative impact. • Provide a holistic narrative that integrates New Lanark’s historical, environmental, and cultural significance. • Develop thematic programmes that connect site stories with contemporary global issues such as sustainable living, labour rights, and community wellbeing. 166
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14 • Emphasise New Lanark’s natural heritage alongside its history, incorporating environmental education into the interpretive framework. • Ensure cohesive messaging across staff and volunteers to unify visitor experience and accurately convey New Lanark’s Outstanding Universal Value (OUV). 1.2 Visitor Attraction development • Enhance accessibility of interpretation by improving and adapting current visitor routes to support diverse learning styles through clear signage, engaging guides, and interactive elements. • Use existing historical materials and stories more effectively to provide a fuller, more inclusive timeline of New Lanark’s evolution • Refresh the presentation of key historical sites by reworking existing displays and content, working with academic and cultural partners to ensure accuracy and innovative educational approaches. • Explore opportunities to update and upgrade the visitor experience. 1.3 Digital and remote provisions • Maintain an up-to-date digital presence, ensuring online and educational resources are accessible globally. • Engage staff and volunteers in creating digital content that provides insights into New Lanark’s stories and upcoming events. • Establish partnerships with educational organisations to promote New Lanark as a centre for virtual learning, offering remote engagement opportunities. 2. Partnerships 2.1 Lanark and local collaborations • Continue and enhance relationships with local community groups to develop affordable, mutually beneficial projects that enhance wellbeing and engagement. • Use New Lanark’s environment and resources to create meaningful, accessible opportunities that help unlock the site’s full potential. 2.2 Heritage and cultural organisations • Collaborate with cultural sites on thematic programmes, exhibitions, and events to enrich New Lanark’s heritage offerings. • Strengthen strategic partnerships with heritage and cultural organisations to share expertise, strengthen collective impact, and support collaborative approaches to preservation, interpretation, and sustainable site management. 2.3 Academic partnerships • Establish academic partnerships for research and learning in heritage, tourism, STEM, and environmental studies. • Promote New Lanark as a point of reference within academic programmes and curriculums. 3. Care and development of the collection 3.1 Collections management • Improve collections management through digitisation and development of dedicated research spaces. • Conduct research to uncover untold stories within the collection, adding depth to visitor engagement and understanding of the site. • Enhance accessibility through digital tools, tactile archives, and interactive displays. • Develop policies on acquisitions, conservation, and deaccessions to ensure sustainable stewardship. 167
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15 3.2 Users and customers • Ensure flexible access to archival materials, supporting remote research where feasible. • Recruit and train volunteers and students to assist with research and cataloguing, encouraging community engagement. 3.3 Outreach and accessibility • Increase visibility of collections online and highlight key artefacts through exhibitions and digital storytelling. • Develop object-based learning opportunities for educational visits. • Engage schools, universities, and local community groups in reinterpretation projects to ensure New Lanark’s history reflects the diverse perspectives and experiences of the people who live nearby and visit the site. 3.4 Research strategies and frameworks • Participate in data-sharing projects to support collaborative research. • Regularly analyse demographic and tourism trends to align heritage programming with contemporary issues. • Work with academic institutions to develop research on subjects relevant to our site goals, such as tourism, education, and industrial heritage. 4. Learning, outreach, and access 4.1 Core learning offer • Maintain and improve existing educational programmes, ensuring alignment with national and international curricula. • Identify and address gaps in current provision, with a focus on better engaging underrepresented groups, including learners with additional support needs and neurodiversity. • Develop inclusive resources and adapt existing materials to improve accessibility across a wider range of learning needs. • Conduct annual reviews to keep programmes relevant, impactful, and responsive to feedback. • Promote equity by prioritising accessible opportunities for South Lanarkshire education groups, particularly in areas of multiple deprivation. 4.2 Promotion and visibility • Enhance promotion of educational offerings through social media, website and mailing lists. • Explore partnerships with educators and learners to co-create hands-on learning experiences. 5. Placements and volunteering 5.1 Volunteer programme Develop robust recruitment, training and review strategy for volunteers, ensuring meaningful roles in site operations as well as enhancing the overall visitor experience. Strengthen volunteer relationships with Trust staff through regular meetups, inclusion in core training, and ongoing communication to keep them informed and engaged. Recognise and celebrate volunteers and their contributions. 5.2 Student placements 168
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16 • Establish links with university departments to embed site-based learning into curricula and create ongoing placement opportunities aligned with relevant degree subjects. • Provide structured mentorship and meaningful research opportunities for students. • Expand placement opportunities to include fields beyond heritage, such as STEM and environmental sciences to attract students across multiple disciplines and at varied levels of study. • Explore opportunities for work experience placements and career development initiatives for school-aged students. To grow New Lanark as a visitor destination and strengthen the Site’s regional, national and international profile 1. Transport and routes 1.1 Route planning • Identify and address gaps in transport information or accessibility to improve overall visitor journey planning and parking. • Produce clear, user-friendly transport guides (digital and print) tailored for public transport users, drivers, cyclists, and travel trade visitors. 1.2 Promotion and marketing • Develop user-friendly transport maps, highlighting routes from major locations such as Glasgow and Edinburgh, incorporating multiple travel options (car, train, bus, and shuttle service). • Collaborate with tourism boards and travel operators to position New Lanark as a key cultural destination in Scotland. • Utilise social media and tourism platforms to promote accessibility and the visitor experience, inclusive of scenic travel routes, trails and sustainable transport options. 1.3 Onsite and offsite signage • Develop a user-friendly visitor map highlighting key routes, interpretation points, and amenities. • Ensure maps clearly inclusive of parking areas, toilets, picnic spots, and accessible routes to enhance inclusivity. • Ensure Wi-Fi availability is well-publicised at the Visitor Centre and key areas, supporting self-guided tours, interactive exhibits, and digital resources. • Promote the use of digital guides, paperless ticketing, and mobile-accessible visitor tools, enhancing engagement while aligning with wider sustainability goals. 2. Marketing, sales, and promotion 2.1 Marketing strategy • Establish a robust marketing strategy that enhances New Lanark’s appeal regionally, nationally, and internationally while preserving its cultural and historical significance. • Conduct research to define and understand target demographics (families, tourists, history enthusiasts, educational groups, and international visitors). • Develop campaigns rooted in storytelling, showcasing New Lanark’s heritage, cultural relevance, and community impact. • Build an annual events calendar, including seasonal festivals, tours, and educational workshops, promoted via regional tourism boards, travel websites, and social media. 169
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17 • Collaborate with local tourism bodies, hospitality partners, educational institutions, and international travel operators, leveraging cross-promotional opportunities to expand reach. 2.2 Fundraising and sponsorship • Lead public-facing campaigns to support key projects through engaging, interactive initiatives. • Establish a membership program with exclusive benefits to encourage sustained support. • Create and implement fundraising and sponsorship strategies aligned with site development priorities. • Pursue grant funding opportunities to advance organisational projects. 3. Digital strategy 3.1 Website • Strengthen New Lanark’s digital presence to reach broader audiences and foster community engagement. • Improve website navigation, booking systems, and accessibility features, ensuring seamless access to event schedules, ticketing, and visitor information. • Incorporate high-quality images, virtual tours, and visitor testimonials to bring New Lanark’s story to life. • Develop an intuitive, secure donation portal to facilitate direct contributions to conservation efforts. 3.2 Social media and digital outreach • Strengthen New Lanark’s digital presence to engage broader audiences, drive visitor interest, and strengthen community connections. • Collaborate with travel bloggers and heritage advocates to promote New Lanark’s landscapes, history and experiences. • Run targeted digital and media ad campaigns to highlight events, exhibitions and offers. 3.3 Newsletters and e-marketing • Use newsletters and e-marketing to inform, engage, and encourage repeat visits. • Produce a seasonal newsletter featuring upcoming events, stories and opportunities for support and involvement. • Integrate surveys and feedback tools to gather visitor insights, refining programming and services accordingly. • Use data analytics to monitor engagement, adapting content for continuous improvement. To build a commercially and environmentally sustainable business 1. Business sustainability 1.1 Commercial strategy • Regularly review trading subsidiaries to ensure operational efficiency and alignment with the site’s values and objectives. • Continuously evaluate sales and marketing strategies to maximise income, engagement, and sustainability. • Support staff development through ongoing training and cross-department collaboration to strengthen skills, and support succession planning. • Develop integrated commercial strategies for cross-site experiences that optimise use of site assets, such as hotel, restaurant, and visitor centre. 170
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18 • Consider opportunities to enhance the site's long-term financial resilience in alignment with its core values and World Heritage designation. • Identify and implement sustainable business practices to support long-term environmental and financial resilience. 1.2 Fundraising strategy • Create a targeted fundraising strategy, identifying new opportunities across public, private, and grant funding streams. • Cultivate partnerships with aligned corporate and commercial organisations to support long-term financial sustainability. 1.3 Membership programme • Establish a structured membership programme for financial supporters. • Introduce tiered membership options catering to individuals and businesses, particularly those with corporate social responsibility (CSR) initiatives. • Define clear membership benefits, ensuring value for supporters while reinforcing New Lanark’s sustainability and growth objectives. 2. Environmental sustainability 2.1 Environmental Initiatives • Identify and adopt more energy-efficient practices across the site. • Enhance interpretation and promotion of New Lanark’s hydroelectric heritage and renewable energy use to engage and educate visitors. • Work with environmental partners to support biodiversity, conservation, and the integration of natural and cultural heritage values. 3. Site-wide events 3.1 Core offer • Develop a quarterly calendar of events featuring a consistent core offer each season, complemented by additional activities and one-off events throughout the year. • Establish key themes for each season to guide programming, allowing the core offer to be adapted and refreshed regularly. • Promote the seasonal offer across all channels and ensure staff, volunteers, visitors, and partners are informed and aligned. • Design all events and activities to reflect the site’s core values, ensuring they contribute meaningfully to the visitor experience and support long-term goals. 3.2 Heritage & events programming • Grow income-generating events that enhance the visitor experience, such as exhibitions and interactive installations. • Establish a structured programme of seasonal and special events, adaptable to various formats and audiences. • Use data and research to inform creative and practical use of onsite facilities, such as hosting public and private screenings in the film theatre to diversify income streams. • Build strategic partnerships with tourism organisations to boost event visibility and attendance. 4. Trading businesses 4.1 Management and finance • Maintain ethical decision-making and robust corporate governance, ensuring that all activities contribute to the charitable aims of the Trust. 171
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19 • Regularly review policy and structures to ensure trustees and relevant boards remain fit for purpose and support prospective funding projects. 4.2 Hotel and business collaboration • Strengthening cross-site collaboration to ensure the hotel and other businesses- including accommodation, leisure, and hospitality- are fully utilised, contributing to the overall sustainability of New Lanark. • Develop collaborative marketing strategies that integrate hotel occupancy with events, conferences, and seasonal programming to encourage longer visitor stays. • Focus on corporate and group partnerships to maximise room hire and event space usage, particularly during off-peak periods. 4.3 Café and visitor services • Implement cross-site marketing strategies to maximise café footfall, integrating visitor services with onsite events to enhance the visitor experience and profitability. • Develop themed dining experiences or historical tie-ins that encourage longer visits, positioning the café and onsite shops as essential parts of the overall visitor journey. 5. Organisational culture 5.1 Collaborative working • Ensure that practices across the Trust, at every level, consistently reflect and are guided by our core values: authenticity, responsibility, industriousness, and ambition. • Encourage open dialogue and shared learning, ensuring staff and volunteers are aligned with New Lanark’s vision and strategic goals. • Engage with recognition and incentive schemes to motivate staff and volunteers, contributing to a positive work environment. 5.2 Strengthening workforce development • Continue to actively embed fair working practices across the Trust as part of routine policy review. • Enhance staff development through structured training, upskilling, and retention strategies, ensuring a supportive and sustainable working environment. • Maintain robust recruitment and selection procedures that create pathways for personal and professional growth. 172
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20 Chapter 4: Managing the World Heritage Site I. The State Party State Parties are countries which have ratified the UNESCO World Heritage Convention. Since International Treaties are reserved under the Scotland Act 1998 the UK government is State Party to the Convention. The Department of Culture, Media and Sport (DCMS) is responsible for the UK’s overall policy on WHSs but since management of the historic environment is devolved, Scottish Ministers are responsible for selecting Scottish sites for nomination, for ensuring that World Heritage Sites in Scotland are well managed, and that the Outstanding Universal Value of each World Heritage Site is protected. II. The World Heritage Site Partnership Group The World Heritage Site Partnership Group for New Lanark is responsible for co-ordinating other partners and stakeholders to deliver the Action Plan. At present, the partnership group comprises the New Lanark Trust, Historic Environment Scotland and South Lanarkshire Council. The current composition of the Partnership Group includes: New Lanark Trust: As the custodian of the New Lanark site, the Trust oversees the day-to-day management, conservation, and public engagement efforts. It is instrumental in implementing the strategic vision for New Lanark, ensuring that the site's heritage is both preserved and accessible. Historic Environment Scotland (HES): As the lead public body responsible for Scotland's historic environment, HES provides invaluable expertise, support, and funding for conservation activities and learning and engagement. HES's involvement is crucial in maintaining the site's physical integrity and promoting best practices in heritage conservation. South Lanarkshire Council: The local authority plays a significant role in supporting the site's management, particularly in areas related to planning, local infrastructure, and community engagement. The Council's involvement ensures that the World Heritage Site's needs are integrated into broader local planning and development strategies. The Partnership Group's collaborative approach facilitates a comprehensive management strategy that addresses both the preservation of the site's cultural and natural heritage and its sustainable integration into the wider community. Through regular meetings and coordinated efforts, the Group ensures that New Lanark World Heritage Site continues to thrive and the OUV is protected. III. The stakeholders Effective stewardship of the New Lanark World Heritage Site is enriched by the active involvement of diverse stakeholders, each contributing unique perspectives and resources. Their collaboration ensures the site remains vibrant, accessible, and well-preserved. a. Local Community and residents The local community is central to New Lanark’s living heritage, with residents’ daily lives closely tied to the site's cultural and historical identity. Ongoing engagement through 173
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21 consultation, partnership, and education helps ensure the site’s development reflects shared values and remains relevant to contemporary life. New Lanark currently includes 27 owner-occupied homes and 45 rental properties, with residents from diverse demographic and socio-economic backgrounds. The Trust is accredited by Landlord Accreditation Scotland (LAS) and adheres to its standards, ensuring high-quality tenancy management and strong resident support. b. Landowners The stewardship of New Lanark’s natural and architectural heritage relies heavily on its landowners. By working closely with the management team, landowners help conserve the site’s unique landscape and historic buildings, aligning private responsibilities with the collective goal of preserving its Outstanding Universal Value (OUV). c. Business and economic partners As a globally recognised heritage site, New Lanark contributes significantly to the economy through tourism, hospitality, and cultural activities. Business partners play a crucial role in its sustainable development, enhancing visitor experiences while supporting infrastructure and services that ensure economic vitality. d. Educational institutions New Lanark serves as an invaluable educational resource, engaging schools, universities, and other institutions. These collaborations support learning about industrial history, social reform, and renewable energy. By linking the site’s heritage to contemporary themes, these partnerships enrich educational opportunities and broaden its relevance. e. Conservation and heritage organisations The preservation of New Lanark benefits greatly from the expertise and support of conservation and heritage bodies. These organisations provide technical advice, funding, and research, aiding efforts to safeguard the site’s buildings, machinery, and landscapes. Their advocacy elevates New Lanark’s profile, ensuring its heritage resonates globally. f. Visitors Visitors are vital to New Lanark’s ongoing success, bringing fresh perspectives and insights. By tailoring services to meet their diverse needs, the site allows for greater appreciation of its history and values while promoting cultural and natural conservation on a global scale. IV. Planning and public policy considerations In ensuring the safeguarding and enhancement of the New Lanark World Heritage Site, the interplay of planning and public policy plays a pivotal role. These frameworks not only guide the preservation efforts but also shape the developmental trajectory of the site, ensuring that its Outstanding Universal Value (OUV) is upheld. This section outlines the critical aspects of planning and public policy that bear upon the management of New Lanark. a. Planning frameworks and legislation The United Kingdom's adherence to the World Heritage Convention is manifested through a robust planning framework that recognises the unique status of World Heritage Sites. In Scotland, this framework is integrated into national planning policies, which afford a protective overlay to sites of such distinguished heritage value. New Lanark, positioned within this framework, benefits from specific planning considerations that aim to preserve its historical integrity and natural beauty. Local planning policies, formulated by South 174
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22 Lanarkshire Council, serve as the operational guidelines for managing the New Lanark site. These policies, reflective of both national heritage priorities and local aspirations, seek to balance conservation needs with sustainable development objectives. The planning frameworks and legislative documents are instrumental in evaluating and guiding proposed changes or interventions within the site and its buffer zone, ensuring that these are in harmony with the site's OUV. b. Protection and enhancement The statutory protection afforded to New Lanark through its listing as a World Heritage Site is complemented by national and local heritage policies. These policies, while providing a framework for physical conservation, also emphasise the site's living heritage, where the social, economic, and cultural dimensions of sustainability are interwoven with conservation strategies. Historic Environment Scotland, as the principal advisory body on heritage matters in Scotland, plays a critical role in this context. Its guidance on conservation principles and practices informs the management strategies for New Lanark, ensuring that any conservation work or development within the site maintains the highest standards of heritage integrity. c. Community and stakeholder engagement Integral to the planning and policy considerations is the active engagement of the community and stakeholders. This engagement ensures that the management of New Lanark reflects a broad consensus, respecting the site's heritage while accommodating contemporary needs and aspirations. Public consultations, stakeholder meetings, and collaborative planning exercises form the bedrock of a participatory approach to heritage management, building a shared sense of ownership and responsibility towards the site. d. Sustainable development and heritage conservation The intersection of sustainable development principles with heritage conservation objectives is a key policy consideration for New Lanark. This approach recognises the need for the site to evolve as a dynamic cultural landscape that contributes to local and national well-being. Sustainable tourism, economic revitalisation through heritage-led regeneration, and the promotion of cultural and educational activities are pursued within a framework that ensures the long-term preservation of the site's OUV. In navigating the complex interplay of planning and public policy, the management of the New Lanark World Heritage Site remains committed to a holistic vision. This vision not only seeks to safeguard the site's physical and cultural heritage but also to harness its potential as a catalyst for sustainable development and community enrichment. Through diligent adherence to planning frameworks and active engagement with policy processes, New Lanark continues to evolve as a model of integrated heritage management, reflecting the enduring values and aspirations that have shaped its legacy. 175
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23 Chapter 5: Implementation strategy for the Management Plan I. The Action Plan For the realisation of the New Lanark World Heritage Site's strategic objectives for the period 2025-2030, an Action Plan has been developed. This plan serves as the blueprint for all activities and projects aimed at preserving the site's Outstanding Universal Value (OUV), enhancing visitor experiences, and ensuring sustainable development within the site's bounds. The Action Plan is structured around the strategic objectives outlined in Chapter 3, with each objective breaking down into specific, actionable steps. These steps are designed to address the various aspects of the site's management, conservation, and development. This encompasses a broad range of focus areas, including but not limited to, conservation and restoration projects, educational programming, community engagement initiatives, and sustainable tourism development. Each area is tailored to contribute towards the overarching aim of enhancing the site's value for present and future generations. The Action Plan has been developed in consultation with local communities, heritage organisations, academic institutions, and government bodies. A robust monitoring and evaluation framework will facilitate regular reviews of progress against stated objectives, allowing for adjustments and refinements to be made as necessary. Performance indicators and milestones will be established for each action, providing clear criteria for assessing achievements and areas requiring further attention. Efforts will be directed towards identifying and accessing diverse funding streams, including government grants, private donations, and partnership opportunities. The Trust will seek to support the site's ongoing financial sustainability, without compromising its Outstanding Universal Value. Raising awareness about New Lanark's heritage, its significance, and the ongoing efforts to preserve it is essential for building public support and encouraging active participation in the site's programmes and initiatives. II. Implementation considerations To effectively implement the 2025-2030 Management Plan for New Lanark World Heritage Site, several key factors must be addressed to ensure its sustainability and impact. The Plan will navigate the complexities of heritage conservation and ensure that New Lanark’s Outstanding Universal Value is safeguarded. Through collaboration, adaptability, capacity building, financial sustainability, and effective communication, we aim to preserve New Lanark as a vibrant example of our shared heritage. The success of the Management Plan depends on balancing conservation efforts with community engagement, education, and sustainable development. By integrating heritage preservation with socio-economic growth, we ensure a balanced stewardship that respects the site’s past while planning for its future. It is essential to involve a diverse range of stakeholders, from local residents and businesses to heritage professionals and government 176
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24 agencies. Given the evolving nature of heritage sites, the Management Plan adopts an adaptive approach, allowing flexibility to respond to new challenges, opportunities, and insights. Regular monitoring and revisions will ensure the plan remains relevant and effective over time. The successful implementation of the plan relies on developing the skills and knowledge of those managing the site, alongside building broader community understanding and appreciation of its heritage. Training, educational programmes, and volunteer involvement will help build capacity across all levels. A diversified funding strategy- encompassing government support, grants, philanthropy, and revenue-generating activities- will ensure long-term financial sustainability while aligning with the site’s heritage and educational goals. Effective communication is crucial for raising awareness about New Lanark’s heritage and conservation efforts. A comprehensive strategy will engage audiences through media, public events, and educational programmes, building a shared responsibility for the site’s future. III. Monitoring and reporting For the New Lanark World Heritage Site Management Plan 2025-2030 to achieve its set objectives, a monitoring and reporting system is essential. This system ensures continuous evaluation of progress, enabling adjustments as needed to meet the plan’s objectives. Monitoring and reporting provide the means to assess the effectiveness of management strategies and communicate results to all stakeholders. The foundation of our approach is the establishment of a continuous monitoring system that examines the execution of the action plan and its outcomes against the established benchmarks. Regular data collection will focus on indicators such as the site’s conservation status, visitor experience, community engagement, and the impact of educational initiatives. This systematic approach enables informed decision-making to ensure strategies are delivering the desired outcomes, with course corrections implemented where necessary. Monitoring will actively involve a broad range of stakeholders, including local residents, heritage professionals, educational institutions, and volunteers. Engaging these groups in the process builds shared responsibility and strengthens commitment to the site’s preservation. To ensure transparency and accountability, regular reports will be produced detailing the progress towards strategic objectives, successes, and areas needing improvement. These reports will document actions taken, resources used, and outcomes achieved, providing stakeholders- such as funding bodies, government agencies, and the local community- with clear and accessible information on the plan’s implementation. Making the content of these reports publicly accessible will ensure that all interested parties, from local residents to heritage enthusiasts, can review the site’s management efforts and outcomes. Public access will also invite feedback and suggestions for improvement, building an open, collaborative environment that encourages contributions from the wider community. Feedback from stakeholders, annual reports, and public consultations will be analysed to refine and enhance the Management Plan. This adaptive approach ensures the plan remains flexible and responsive to new challenges and opportunities. 177
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26 Appendices Appendix 1: Key documents for the Management Plan Policy area Main requirements of the plan How it affects or is affected by the New Lanark WHS Management Plan UNESCO World Heritage Convention 1972 Provides for the identification, protection, conservation and presentation of cultural and natural sites of outstanding universal value. The requirements of the Convention will be fully met within the Management Plan. European Convention on the Protection of Archaeological Heritage (Revised 1992) Aims to protect archaeological heritage. It describes archaeological heritage as including structures, constructions, groups of buildings, developed sites, moveable objects, monuments of other kinds as well as their context, whether situated on land or under water. The Management Plan will have cognisance of the Convention in its objectives and actions. United Nation’s Sustainable Development Goals (2015) The Goals are a collection of 17 interlinked global goals designed to be a ‘blueprint to achieve a better and more sustainable future for all’ The aim of the goals is to end poverty, protect the planet and ensure prosperity for everyone by 2030. The Management Plan will take cognisance of the Sustainable Development Goals. The SDGs have been incorporated within the Action Plan The Paris Agreement UNFCCC, 2015 International agreement to reduce emissions to contribute to the reduction of greenhouse gas. It is also a commitment to limit global warming to less than 2oC and to take action to minimise climate change. The Management Plan will contribute to the achievement of national commitments at a local level. 179
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27 United Nations COP26 Glasgow The 2021 United Nations Climate Change Conference (COP26), held in Glasgow. The Management Plan will contribute to the achievement of global commitments at a local level. European Landscape Convention (2000) International treaty dedicated to the protection, management and planning of all landscapes in Europe. The Management Plan will help to safeguard landscapes by influencing changes in land use which can impact on the local landscape and setting. Historic Environment Policy for Scotland (HES) 2019 A policy statement directing decision-making that affects the historic environment. The Management Plan will take cognisance of the importance of the historic and built heritage of the area. Our Past, Our Future: The Historic Environment Strategy for Scotland (2023) Sets out a national mission to sustain and enhance the benefits of Scotland’s historic environment, for people and communities now and into the future. It replaces Our Place in Time (2014). The Management Plan will significantly contribute to the sustainment of the rich historic and cultural heritage within the New Lanark World Heritage Site. Pointing the Way to the Future (HES) (2023) HES’s climate and nature crises statement. It recognises that the historic environment is part of a just transition to net zero and that the reuse of historic assets is central to sustainable development. The Management Plan will contribute to the delivery of this plan at a local level and within the New Lanark World Heritage Site. The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 Sets targets to reduce Scotland’s emissions of all greenhouse gases to net- zero by 2045 at the latest, with interim targets for reductions of at least 56% by 2020, 75% by 2030, 90% by 2040. The Management Plan will ensure climate change mitigation and adaptation is considered within the actions and activities it promotes. A Culture Strategy for Scotland (2022) Prioritises and identifies culture through place and promotion of the historic built environment. The Management Plan will contribute to the delivery of this Strategy at a local level. 180
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28 Climate Change Plan 2018 - 2032 This is the third report on proposals and policies. It sets out the path to a low carbon economy while helping to deliver sustainable economic growth and secure the wider benefits to a greener, fairer and healthier Scotland in 2032. The Management Plan will contribute to delivering on the policies and proposals set out in the Plan at a local level. Planning (Scotland) Act 2019 Determines the future structure of the planning system. The Management Plan will take cognisance of the Act’s requirements. National Planning Framework 4 NPF4 sets out a new plan for Scotland in 2050. It has a focus on environmental protection and placemaking. The Management Plan will take cognisance of NPF4 and will contribute to its delivery at a local level. Heat in Buildings Strategy Sets out the actions in the building sector to deliver national climate change commitments, maximise economic opportunities, and ensure a just transition. This includes helping to address fuel poverty and reducing greenhouse gas emissions from homes and buildings. The Management Plan will take cognisance of the Strategy and will contribute to its delivery at a local level, taking account of challenges from retrofitting renewable energies in historic buildings. Scotland Outlook to 2030: Responsible tourism for a sustainable future (2020) A collaborative vision that ‘Tourism can and will benefit every person who lives in Scotland, visits Scotland and works in Scotland’. The Management Plan will promote and support responsible and sustainable tourism in New Lanark and its environs. Glasgow City Region’s Climate Adaptation Strategy and Action Plan 2020 - 2030 Aims to ensure the Region’s economy, society and environment is not only prepared for but continues to flourish in the face of the impacts arising from the climate crisis. The Management Plan will have cognisance of the strategy. Flood Risk Management Strategy – Clyde and Published by SEPA, the strategies set out actions to manage flood risk and the impact of flooding in high-risk The Management Plan will have cognisance of these strategies to reduce flood risk and the impact of flooding within New Lanark. 181
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29 Loch Lomond: Tweed 2022 - 2028 areas, within specific flood risk management districts. Local Flood Risk Management Plans – Clyde and Loch Lomond: Tweed 2022 - 2028 Provides additional local detail on the funding and delivery timetable for the objectives and actions set out in the relevant Flood Risk Management Strategies. The Management Plan will take cognisance of these to reduce flood risk and the impact of flooding within New Lanark. Clydeplan - Forestry and Woodland Strategy Replaces the Glasgow and the Clyde Valley Forestry and Woodland Strategy. It informs the location, design and management of woodlands within the Clydeplan area. The Management Plan will support the delivery of the Strategy by promoting the importance of trees to people, the local community and the history of the World Heritage Site. Clyde Climate Forest This is a project of the Green Network Blueprint and is part of the Strategic Habitat Network. 18 million trees will be planted in both urban and rural Glasgow City Region over the next decade. The Management Plan will consider how it can take local action to contribute to the delivery of this project. Clyde Mission Purpose is to use the River Clyde to drive sustainable and inclusive growth for the city, the region and Scotland. It aims to harness the opportunities and competitive advantage of the River Clyde and the surrounding assets to deliver economic, social and environmental benefits. The Management Plan will take local actions to contribute to the delivery of the Clyde Mission Goals. Clyde Mission: Energy Masterplan Supports the strategic development of low carbon heat and energy infrastructure projects that align to the goals of the Clyde Mission. It aims to support the identification and development of a portfolio of heat and energy related investment opportunities within the area. The Management Plan will contribute to the delivery of the Clyde Mission Goals at a local level. Local Development Plan 2 and Promotes the continued growth and regeneration of The Management Plan will take cognisance of the Plan within its 182
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30 associated Supporting Planning Guidance, 2021 – 2026 South Lanarkshire, whilst at the same time protecting and enhancing the environment. It aims to guide future developments and to improve the quality of life for everyone in South Lanarkshire. actions. Actions within the Management Plan that require planning consent must comply with the Local Development Plan. New Lanark Conservation Area Appraisal Informs our understanding of critical elements requiring our attention to ensure appropriate conservation and development at New Lanark and its environs. It demonstrates the sensitivity, attention to detail, and understanding required from all participating stakeholders. Actions within the Management Plan will take cognisance of the Appraisal to ensure the integrity of the Conservation Area status. It is a material consideration in planning decisions within New Lanark. Tourism Strategy 2022 - 2025 The vision of the plan is to cultivate a vibrant, successful visitor economy in South Lanarkshire which promotes responsible growth and creates jobs and opportunities for communities throughout the region. The Management Plan will take cognisance of the Plan within its actions. South Lanarkshire Leisure and Culture Strategy 2022 - 2027 Designed to target the things that matter to the people of South Lanarkshire, supported by evidence and informed by good practice. It complements the work of the SLC Council Plan and Community Plan. The Management Plan contributes to the delivery of the Strategy at a local level. Vision for Lanark 2020 – 2030 (Lanark Community Development Trust) The Vision is an ambitious 10-year strategy which aims to make the most of Lanark’s extensive assets for residents, visitors and local businesses alike. Drawing upon the potential of our unique cultural and natural heritage, Lanark and its environs will be a greener, The Management Plan will contribute to the delivery of the Strategy within New Lanark and will accord with its aims. 183
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31 more prosperous place to live, work and visit. Local Heat and Energy Efficiency Strategy 2024 - 2028 Long-term strategic framework for decarbonising heat in buildings and improving energy efficiency across South Lanarkshire. The Management Plan will take cognisance of requirements to decarbonise heat in buildings within New Lanark and improve their energy efficiency. Appendix 2: Strategic Environmental Assessment (SEA) In Scotland, public bodies are required to assess, consult on, and monitor the likely impacts their plans, programmes and strategies will have on the environment. This process is known as Strategic Environmental Assessment (SEA). South Lanarkshire Council conducted the SEA on behalf of the New Lanark World Heritage Partnership Group (New Lanark Trust, South Lanarkshire Council and Historic Environment Scotland), which will cover the period 2025 – 2030. The SEA found that an overall assessment of the Management Plan has identified the potential for positive cumulative effects across its objectives for the historic and cultural heritage of New Lanark WHS. The Management Plan will offer and support opportunities to promote the importance of local heritage assets and protect them for future generations. The following key measures were identified: • Ensure that the promotion of local historic and cultural assets to communities and tourists is carried out sensitively to avoid adverse impacts which may be detrimental to the integrity of the Site and its amenity. • Consider how the Management Plan can align with partner organisations’ plans and strategies to ensure a shared and consistent approach to environmental stewardship. • Strengthen the use of volunteering to increase awareness and understanding and provide additional safeguarding by the Third Sector and communities. • Opportunity to promote the interconnections between the climate and nature emergencies and how these impact on New Lanark and its setting. 184
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Report Agenda Item Report to: Community and Enterprise Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Response to Commercial Waste Motion 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of the current arrangements for commercial waste collection in South Lanarkshire, including a summary of the relevant legal framework outline the legal, practical and resource implications associated with implementing and enforcing a new policy that limits the times when commercial premises can present their waste for collection outline the requirements for consultation and the associated resourcing implications [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 legal framework and challenges underpinning a Commercial Waste Policy be noted; (3) that the operational implications and enforcement options of such a policy be noted; (4) to note that the costs of developing, implementing and enforcing a Commercial Waste Policy would be an estimated £0.320 million per annum; and (5) that a policy not be pursued and instead, an enhanced programme of activity to promote best practice in waste management and collection for commercial businesses be developed and implemented within the context of the Council’s statutory functions for environmental regulation, compliance and enforcement. 3. Background 3.1. At its meeting on 20 November 2024, the Council unanimously approved a motion instructing officers to investigate the existing commercial waste management arrangements in South Lanarkshire and explore options for a new system. 3.2. The motion highlighted the negative impact of litter and overflowing commercial waste bins, particularly in town centres and areas with high footfall, where the storage and presentation of commercial waste is viewed as contributing to a run-down and uninviting streetscape. In particular, concerns have been raised about the permanent storage of waste receptacles on footpaths and the timing of commercial refuse collections, which are considered to have a cumulative negative impact on the amenity and environmental quality of local areas. 12 185
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3.3. The motion requested that officers explore a range of specific options, including: options and implications of a system of allocated time slots for commercial waste to minimise the time waste is placed on streets proposals for consulting with businesses and waste service providers on any new arrangements options and implications of supporting businesses to adjust to any changes options and implications of compliance, including the use of Fixed Penalty Notices 3.4. This report provides a high-level response to the request and seeks approval for the proposed approach and for the associated resources required to support the next phase of the project. 4. Current Arrangements for Commercial Waste Collection 4.1. The legal framework relating to the collection, disposal and treatment of commercial waste can be found within Part II of the Environmental Protection Act (the ‘EPA’) 1990. The EPA outlines the obligations on businesses to protect the environment, as well as setting out enforcement process and penalties for non-compliance. 4.2. Section 34 of the EPA assigns a ‘duty of care’ on businesses to manage waste responsibly, including ensuring appropriate collection, storage, and disposal arrangements. It also requires businesses to maintain proper paperwork (in the form of Duty of Care Certificates or Waste Transfer Notes) for a period of 2 years. 4.3. The Waste (Scotland) Act 2012 amended the EPA to make it mandatory for business to present recyclable waste (and in some cases, food waste) separately. In practice, this means that businesses, such as food premises, will need a minimum of 3 bins to comply with legal requirements. The regulations also have implications for collection companies, who either have to purchase specialist ‘split-bodied’ vehicles or put multiple refuse collection vehicles on a route. 4.4. Areas that are considered to be most impacted by the visible presence of commercial bins, tend to be high density areas featuring tenement buildings. These properties were built in the late 19th and early 20th century when the refuse storage requirements were minimal. Commercial premises commonly occupy the ground floor of tenement buildings and do not always have access to back court areas, which are generally reserved for domestic occupants residing in the upper floors. Food premises, which often operate outwith normal working hours, make up a significant proportion of businesses based in these areas. 4.5. Food premises are subject to stringent food hygiene requirements which prohibit the internal storage of waste. Any policy that prohibited the storage of bins on footpaths is likely to have a disproportionate impact on food premises operating from traditional buildings such as tenements. 4.6. South Lanarkshire Council does not provide a commercial waste collection service, however, there are several licenced waste collection companies operating in the area. Businesses are free to choose who they contract their refuse collection services to, with the cost likely being the most important factor in their decision. 186
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5. Enforcement Options 5.1. The key enforcement provisions relevant to this report are set out in Sections 5.1.1 to 5.1.3 below. 5.1.1. Section 34 of the EPA 1990 places a duty of care on businesses to manage waste responsibly, including ensuring appropriate collection, storage, and disposal arrangements. 5.1.2. Section 47 of the EPA 1990 provides waste collection authorities with the power to specify the type, number, and location of receptacles, and to stipulate when bins may be presented and when they must be removed. 5.1.3. Section 59 of the Roads (Scotland) Act 1984 prohibits the placing or depositing of items that cause an obstruction on public roads (including footways and verges), unless written consent is granted by the Roads Authority. While this legislation is occasionally referenced in local policies elsewhere in Scotland, its practical application to commercial waste is limited, particularly in town centres where wide footways often mean that bins do not cause a physical obstruction. 5.2. In terms of enforcing the provisions referenced above, there is no current legislative provision enabling the Council to issue fixed penalty notices to commercial premises that store waste receptacles on public footpaths although it is noted that legal provisions may be enacted later in the year which will provide council’s with additional powers to issue penalties and this is an activity which will be pursued when the legislation is in place. 5.3. Formal notices can be issued under Section 47 of the EPA 1990, however, currently the only legal recourse for non-compliance with a formal notice, would be to refer the matter to the Procurator Fiscal. It would then be for the Procurator Fiscal to decide, based on public interest, whether the offence warranted prosecution in the Sherrif Court. This has proved extremely challenging in other council areas who have enacted a commercial waste policy. 6. South Lanarkshire Council’s Approach to Enforcement 6.1. The Council’s Enforcement Policy requires that enforcement action must be fair and proportionate. The commitment to fairness and proportionality would need to be taken into consideration when designing a new policy. The policy would need to be clearly communicated to businesses and appropriate support would need to be provided. 6.2. The introduction of a regulated commercial waste policy would represent a significant operational change for local businesses and their waste contractors. Early and sustained engagement will be critical to the success of any revised approach, particularly where businesses are being asked to change long-standing practices or incur additional operational costs. 6.3. Should the Council wish to progress with the introduction of a formal policy on commercial waste presentation, it is proposed that a ‘4E’s approach is adopted i.e. Engage, Educate, Encourage and Enforce. This would include clear messaging, individual engagement with affected businesses, tailored advice, and proportionate compliance monitoring. This approach would align with the Council’s existing Enforcement Policy. 187
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6.4. In this respect Environmental Services and a range of other Services within Community and Enterprise Resources engage with businesses on a daily basis and as such this provides an opportunity to promote good practice or to highlight issues of poor waste management at an early stage. 6.5 Officers from across the Service will be encouraged and informed to work with businesses to highlight the adverse impact of poor waste management arrangements. At the same time they can engage with colleagues in Roads Services and Regeneration to identify practical measures that could be taken to address the impact of waste infrastructure that is inappropriately sited. 6.6 This positive and proactive approach to engagement is in line with the existing Council policy on enforcement but as a further recourse would also provide sufficient evidence for officers to expedite the enforcement processes should businesses be unwilling to co-operate or take reparative action. 7. Policy Implications 7.1. If the development of a policy is progressed, Section 47 of the EPA would be utilised to develop a policy that allows businesses only to leave bins on public areas (including footpaths) at designated times. 7.2. The policy would need to recognise that some businesses, due to space and access restrictions, would not be able to comply with the policy (Section 4.4 and 4.5). These businesses would require an exemption from the policy. To facilitate this process, exemption assessments would need to be undertaken prior to the policy implementation date. Given the geography of many of South Lanarkshire’s town centres, it is expected that many businesses would qualify for an exemption. 7.3. Extensive consultation will be required with local businesses and waste management companies prior to implementing the policy. This work will need to take place during extended hours, including evenings and weekends, to reflect business opening hours. Exemption assessments (referred to in Section 7.2) would also be managed at this stage. 7.4. Once the consultation stage is complete, a policy would be developed which sets out the designated times when bins can be presented for collection. The policy will also confirm what sanctions will be used for non-compliance. A report, detailing the outcome of the consultation process and the content of the policy, would require formal approval at a future Council Committee. 7.5. Once the policy is approved and implemented, businesses who do not comply, and have not been granted an exemption, would be subject to a formal notice under Section 47 of the EPA. As stated in Section 5.3 of this report, businesses who do not comply with the formal notice would be referred to the Procurator Fiscal. 7.6. There will be on-going requirement to monitor and enforce compliance. Again, this will need to be carried out during extended hours and weekends. 7.7. Given the requirement for extensive consultation and the need to provide support to businesses, Environmental Services will require additional resources. Indicative additional costs are estimated at £0.320 million per annum to provide 5 additional Enforcement Officers operating over a shift pattern. 188
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7.8 It should be noted that there is currently no additional revenue budget to deliver this piece of work. 7.9. Given the challenges outlined in Sections 5.3 and 7.2, implementing a commercial waste policy that achieved the intended outcomes of the Motion would prove extremely difficult. With the additional resources required to develop and then implement the policy, it is unclear whether this would deliver Best Value for the Council. For these reasons, it is recommended that a policy is not pursued. In its place an enhanced programme of activity to promote best practice in waste management and collection for commercial businesses could be developed and implemented within the context of the Council’s existing statutory functions for environmental regulation, compliance and enforcement. 8. Employee Implications 8.1. If the development of a Commercial Waste Policy is to be progressed, there would be a requirement for additional 5 FTE Enforcement Officers. The officers would be required to work a shift pattern that included evenings and weekends, which attracts a shift allowance of 4 increments. Post Title Proposed No of Posts Grade/ Level SCP Range Hourly Rate Annual Pay Total Annual Cost (including on costs) Enforcement Officer 5 Grade 3 Level 2 (plus 4) 79-80 £26.67- £27.07 £48,670- £49,400 £63,125- £64,071 Total £315,625 – £320,355 9. Financial Implications 9.1. The development, implementation and enforcement of a Commercial Waste Policy would require additional revenue funding of £0.320 million per annum. There is currently no budget available for this. If the structure was to be recommended, the Community and Enterprise Resources Committee would not be able to agree this as it would be outwith its own existing budget resource. Such a decision would require to be made by the Executive Committee or through budget considerations. 10. Climate Change, Sustainability and Environmental Implications 10.1. Improvements to the current commercial waste management arrangements have potential to reduce the presence of litter in local communities and improve the general amenity of the area. 11. Other Implications 11.1. There will be implications for businesses in South Lanarkshire who will be required to change their current practices and potentially change their waste management providers. It is worth noting that some businesses may be tied into contractual arrangements with their current provider. 11.2. An exemption process will be required for businesses who do not have access to refuse storage areas (e.g. tenements). This may mitigate the benefits associated with introducing a policy in some areas. 189
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12. Integrated Impact Assessment and Consultation Requirements 12.1. Extensive consultation would be undertaken with local businesses prior to a formal policy being implemented, as noted above. An Integrated Impact Assessment would also be undertaken to inform the development of such a policy. David Booth Executive Director (Community and Enterprise Resources) 22 September 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Accountable, effective, efficient and transparent Priorities We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References Notice of Motion - Exploration of a New Waste Management System, South Lanarkshire Council, 24 November 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: Kevin Carr, Head of Facilities, Waste and Grounds Ext: 4708 E-mail: Kevin.Carr@southlanarkshire.gov.uk 190
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire Inward Investment and Property Enquiries Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on work being undertaken to develop the Council’s approach to Inward Investment and review the range of enquiries received for business and industrial space within South Lanarkshire from January to August 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress on the Council’s approach to Inward Investment be noted; and (2) that the range and number of enquiries for business space in the South Lanarkshire area be noted. [1recs] 3. Background 3.1. Inward investment makes a distinct, positive and significant impact on our economy at both a national, regional and local level. The term ‘Inward Investment’ describes both foreign direct investment (FDI) and similar investment from the rest of the UK into Scotland, the Glasgow City Region and our local authority area. 3.2. Scotland’s Inward Investment Plan: Shaping Scotland’s Economy sets out the national approach to targeting and attracting Inward Investment. Scottish Development International (SDI) (part of Scottish Enterprise) engage with major businesses and investors from around the world to encourage them to do business in or with Scotland. The Council continues to strengthen its relationship with SDI representatives and tap into the Inward Investment opportunities they can provide. 4. South Lanarkshire Inward Investment Strategy 4.1. The Strategy consists of five workstreams:- establishment of a cross resource in-house team to drive forward investment in South Lanarkshire creation of a cross-resource property enquiry database to track enquiries which can be monitored and analysed development of a stand-alone South Lanarkshire Inward Investment website to promote Council and key stakeholder sites 13 191
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development of a South Lanarkshire Inward Investment proposition document or ‘pitch book’ foster closer relationships with SDI, Scottish Enterprise (SE), property agents, developers and investors 4.2. Significant progress has been made across these five workstreams including:- a cross-resource in-house team of officers from Enterprise and Sustainable Development Services, Housing and Technical Property Services and Corporate Communications now meet regularly to collaborate, develop our approach to inward investment and identify opportunities a co-ordinated property enquiries database has now been created and is monitored and analysed on a quarterly database to try and align with the requirements of occupiers and business seeking to expand or locate into our area a stand-alone South Lanarkshire Inward Investment website, www.investsouthlanarkshire.co.uk, to promote Council and key stakeholder sites has now been established with content being developed and added on a regular basis engagement with City Region partners to raise the profile of the City Region authorities, including South Lanarkshire, when opportunities arise to raise our profile and engage with partners and potential investors on the national and international stage continuing engagement with SDI, SE and the private sector to ensure we get the opportunity to showcase our key development sites 5. Property Enquiry Activity 5.1. As outlined above, property enquiries to the Council are now recorded through a single database. From January 2025 through to August 2025, 87 enquiries were received. A breakdown of these enquiries is attached in Appendix 1:- more than 85% of enquiries were seeking business / industrial space of up to 10,000 sq, ft in size with very little availability of suitable premises within the Council area the most sought-after business locations were Hamilton and East Kilbride nearly 20% of all enquiries were from Construction Trades and Engineering businesses, with 13% from Food and Drink businesses. Hair and Beauty, Leisure and Sport and Retail and Wholesale businesses also made up a significant proportion of enquiries inward Investment opportunities accounted for almost 7% of enquiries, existing South Lanarkshire based companies accounted for almost 55% of the enquiries received with business startup enquiries making up the balance of 38% 5.2. Two sites owned by the Council - Langlands West, East Kilbride and Canderside, Larkhall, have been the focus of strong interest from developers in the Data/AI and Energy Production sectors, with the Langlands West site now under offer. 6. Key Challenges 6.1. As previously reported to Committee, Enterprise and Sustainable Development Service have previously commissioned commercial property consultants Ryden to undertake a review of the commercial and industrial property supply across the South Lanarkshire area. This information has informed the Council’s understanding of market capacity to satisfy requests from inward investors as well as assisting expanding local companies to source suitable accommodation. 192
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6.2. A number of issues constrain the ability of the area to satisfy inward investment enquiries including:- a lack of new industrial supply coming to the market vacancy rates are low and in some established industrial estates have no available supply older premises are becoming obsolete and have poor energy performance there is limited refurbishment of existing stock taking place by private asset management firms levels of industrial stock have fallen as a result of redevelopment of sites the supply of serviced development plots that would be attractive to inward investors is critically low, which echoes the views of SDI and SE 6.3. Whilst the creation of a South Lanarkshire inward investment offer is important to accommodate new inward investment enquiries and meet the needs of expanding indigenous companies, there needs to be a supply of development ready sites. A range of sites are available and are in the ownership of the Council or its partners including Shawfield, Langlands West, Canderside and Caldwellside. The privately owned site, Conexus at Poneil, is development ready and is already attracting occupiers associated with renewable energy and battery storage. The Council is also bringing forward proposals for two industrial units at Cathcart Road in Rutherglen. 7. Employee Implications 7.1. The development and implementation of Inward Investment and Property Enquiries activity is being taken forward by officers within Enterprise and Sustainable Development Service. 8. Financial Implications 8.1. Activity is being met from existing revenue budgets. 9. Climate Change, Sustainability and Environmental Implications 9.1. This project is being taken forward in line with the Council’s sustainability objectives. 10. Other Implications 10.1. The risks associated with not supporting this activity is that South Lanarkshire will not have a co-ordinated and effective presence when inward investment opportunities, that will effectively grow the local economy, are on offer. The Council’s reputation may be damaged if it does not proactively support and encourage inward investment in the area. 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, therefore, no Integrated Assessment is required. 11.2. Consultations have been co-ordinated by Economic and Sustainable Development Services with a range of other Council services who have an ongoing role in Inward Investment./Property Enquiries. This consultation and cooperation will continue throughout the duration of the activity. 193
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David Booth Executive Director (Community and Enterprise Resources) 17 September 2025 Link(s) to Council Values/Priorities /Outcomes Ambitious, self-aware and improving. Fair, open and sustainable. Working towards a sustainable future in a sustainable environment. Thriving business, fair jobs and vibrant town centres. Previous References South Lanarkshire Inward Investment Strategy, Community and Enterprise Resources Committee 25 February 2025 List of Background Papers www.investsouthlanarkshire.co.uk website Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Iain Ross, Economic Development Manager Tel: 07584703234 E-mail: Iain.Ross@southlanarkshire.gov.uk 194
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Jan-August 2025 Enquiries 81 Industry Agriculture, Forestry & Fishing 2 Animal Services 4 Charity 2 Child & Adult Care 2 Construction, Trades & Engineering 15 Clothing, Fashion & Textiles 1 Creative Industries 1 Domestic Services 3 Energy & Environment 2 Financial & Business Services 2 Food & Drink 11 Hair & Beauty Services 8 Horticultural Services 2 Hospitality, catering & event management 1 Health & Wellbeing 4 Industrial & Manufacturing 3 Leisure & Sport 7 Retail & Wholesale 7 Transport & Storage 4 Vehicle & Motor Trade 4 Other 2 Total 87 Size 0-10,000 sq ft 75 10-20, 000 sq ft 4 20-50,000 sq ft 6 over 50,000 sq ft 2 Total 87 Area Biggar 2 Blantyre 3 Bothwell 5 Cambuslang 4 Carluke 2 East Kilbride 15 Hamilton 19 Larkhall 6 Lanark 4 Other (outwith SL) 20 Rutherglen 5 Strathaven 2 Total 87 Business Start Up 33 Existing Lanarkshire Company 48 Inward Investment 6 Total 87 0 2 4 6 8 10 12 14 16 Industry Industry Agriculture, Forestry & Fishing Animal Services Charity Child & Adult Care Construction, Trades & Engineering Clothing, Fashion & Textiles Creative Industries Domestic Services Energy & Environment Financial & Business Services Food & Drink Hair & Beauty Services Horticultural Services Hospitality, catering & event management Health & Wellbeing Industrial & Manufacturing Leisure & Sport Retail & Wholesale Transport & Storage Vehicle & Motor Trade Other 0 10 20 30 40 50 60 70 80 0-10,000 sq ft 10-20, 000 sq ft 20-50,000 sq ft over 50,000 sq ft Size Size 0-10,000 sq ft 10-20, 000 sq ft 20-50,000 sq ft over 50,000 sq ft 0 2 4 6 8 10 12 14 16 18 20 Area Area Biggar Blantyre Bothwell Cambuslang Carluke East Kilbride Hamilton Larkhall Lanark Other (outwith SL) Rutherglen Strathaven 0 5 10 15 20 25 30 35 40 45 50 Business Start Up Existing Lanarkshire Company Inward Investment Who the query is from Who the query is from Business Start Up Existing Lanarkshire Company Inward Investment 13 195
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Garden Waste Permit Scheme - Progress Report 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ provide an update to Committee on the introduction of the garden waste permit scheme 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the report be noted. 3. Background 3.1. As of 31 March 2024, approximately 110,000 domestic properties in South Lanarkshire had been provided with a burgundy bin to collect co-mingled food and garden waste. Around 5,000 properties with gardens (mainly in rural areas) did not have access to the burgundy bin service at this time. 3.2. On 26 June 2024, the Council’s Executive Committee approved a proposal (which had been referred from Community and Enterprise Resources Committee for a decision) to introduce a charge for the uplift of burgundy bins containing garden waste. The proposal also allowed residents who had previously not had access to the burgundy bin service, to purchase a permit. 3.3. From 1 April 2025, residents who wished to dispose of garden waste in their burgundy bin were required to purchase a permit for each bin used. Uptake of the permit scheme was estimated at 30% in Year 1 (2025/2026) and reaching 50% in the second year. The cost of each permit was priced at £45 and the net income from the scheme was estimated at £0.585m in the first year. 3.4. A dedicated project team was established to develop, implement and manage the project, which went live on 19 February 2025. The project launch was promoted via the Council’s website (including articles in the View) and social media platforms. In addition, hangers advertising the new service, were attached to all burgundy bins presented in the last two weeks of March 2025. 14 197
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4. Progress to Date 4.1. As of 21 August 2025, over 39,700 permits have been purchased to date. This equates to a current uptake rate of over 34.4% (based on the maximum estimate of 115,000 properties with gardens). This exceeds the original estimate of a 30% uptake in Year 1. Of this total, 257 permits have been issued to residents in areas that did not previously have access to the burgundy bin service. 4.2. Most permits were purchased in March and April 2025 (13,898 and 13,408 respectively). The breakdown of permits purchased (by month) is shown in the table below. Month Permits Issued No of Permits February 1,907 March 13,898 April 13,408 May 5,514 June 2,339 July 1,698 August (up to 21.8.25) 1,025 4.3. Over 93% of permits were ordered via the new online customer portal. The remainder (circa 2,640) were ordered via the dedicated telephone service managed by Waste Services. 4.4. In addition to requests for garden waste permits, Waste Services received 9,437 requests for new, replacement or larger burgundy bins between 19 February and 21 August 2025. This figure was higher than the original estimates (which were based on the demand other local authorities who had introduced a similar permit scheme reported) and is likely to be due to the fact that there was a significant number of small (140L) burgundy bins still in circulation in South Lanarkshire as of 1 April 2025. 4.5. In terms of the impact on waste tonnages and composition, there has been an increase in the amount of residual waste (collected in the black bin) and a reduction in the amount of organic waste (collected in the burgundy bin) from households in the first 4 months of the garden waste permitting scheme. Conversely, the amount of garden waste collected at the Council’s six Household Waste and Recycling Centres has increased slightly to 2,144 tonnes (an increase of approx. 100 tonnes) over the same period. 4.6. It should be noted that detailed waste modelling was carried out prior to the implementation of the scheme and that the increase in residual waste tonnage is less than the reasonable worst case scenario figure that was included in the financial model. 4.7. In terms of the most recent waste data reports, residual waste tonnages are now reducing (and organic waste tonnages increasing) as residents order and receive their permits. It is also worth noting that garden waste is seasonal, and both residual and organic waste tonnages are likely to reduce when the growing season comes to an end. Full annual waste tonnages are reported to SEPA at the end of 2025. 198
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5. Next Steps 5.1. Waste Services is currently working with the Council’s Digital Team to develop communications to promote the garden waste permit scheme in rural areas. The campaign will be aimed at increasing uptake rates of the garden waste collection but will also focus on encouraging residents in rural areas to sign up for free food waste only collections. It is anticipated that the campaign will launch late November to allow residents time to sign up before1 April 2026. 5.2. The project team is also developing communications to encourage other residents to sign up early for next year’s garden waste permit scheme. In addition, work has commenced on implementing autorenewal functionality which will allow residents to automatically renew their permits in future years. 5.3. On 4 August 2025, Waste Service launched a home composting pilot which, due to the success of the first phase, is due to be extended. The next phase of the pilot will be launched to coincide with Climate Week (29 September to 5 October) with potential for a third and final phase should there be continued demand. 5.4. Waste Services have commenced a review of the garden waste project with a view to identifying ‘lessons learned’; this is aimed at improving the service in future years. Based on feedback from residents, a particular focus will be placed on improving future ‘householder communications’ for the project. The review will also include an assessment of resourcing requirements to ensure continued success of the service going forward. 6. Employee Implications 6.1. There are no employee implications as a result of this report. The Service is reviewing future resourcing implications associated with managing the project in future years and will provide an update to the appropriate Committee as required. 7. Financial Implications 7.1. As at Period 5 net income generated from the permit scheme exceeds the year 1 estimate of £0.585m. A further update will be included in Community and Enterprise Financial Monitoring reports later in the financial year. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no new climate change, sustainability or environmental implications associated with the content of this report. 9. Other Implications 9.1. There are no 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 impact assessment is required. 10.2. There is also no requirement to undertake any further consultation in terms of the information contained in the report. 199
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David Booth Executive Director (Community and Enterprise Resources) 17 September 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient, and transparent ♦ Fair, open and sustainable ♦ We will work to recover, progress and improve Previous References ♦ Community and Enterprise Resources Committee, 18 June 2024 ♦ Executive Committee, 26 June 2024 List of Background Papers ♦ None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Carr, Head of Facilities Waste and Grounds Ext: 4708 (Phone: 01698 454708) E-mail: Kevin.Carr@southlanarkshire.gov.uk 200
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Roads Asset Management Plan 2025 - Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Roads Asset Management Plan (RAMP) and outline the condition of roads and related infrastructure assets 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted. 3. Background 3.1. The Road Asset Management Plan (RAMP) is a strategic framework that outlines the key principles and practices for the effective management, maintenance, and enhancement of our road network and related infrastructure. The development of RAMPs across Scotland is an excellent example of collaborative working across all 32 councils. 3.2. The five key principles of an effective RAMP are: 1. Lifecycle Approach: Manage assets from planning and design through to maintenance, operation, and disposal, ensuring optimal performance, cost efficiency, and service delivery over the asset's entire life. Ensure a sound knowledge of the extent and condition of our main asset groups. 2. Prioritisation Based on Risk: Assess and manage risks related to safety, performance, and financial impact. Prioritising road asset investment based on risk and condition ensures critical assets are maintained to prevent failures and service disruptions. 3. Informed Decision Making: Utilise accurate, up-to-date data on road condition, traffic volumes, and performance trends to inform maintenance schedules and investment decisions. Using local knowledge and understand where any knowledge gaps exist and consider how these might be addressed. 4. Cost-Effectiveness: Focus on achieving the best possible value from investments, balancing the need for immediate repairs with long-term sustainability. This involves considering both short-term maintenance needs and long-term capital investment in infrastructure. 15 201
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5. Sustainability and Resilience: Integrate sustainability by minimising environmental impacts, promoting resource efficiency, and ensuring roads are resilient to climate change and extreme weather events. This ensures that road networks remain reliable and adaptable in the face of future challenges. 3.3. The roads asset consists of the following main groups. Asset Type Asset Description and Components Carriageway The part of the road used by vehicles. This asset group includes drainage systems, lay-bys, bus lanes, traffic calming and verges. Footways, Footpaths and Cycleways Footways – used by pedestrians adjacent to the carriageway. Footpaths – used by pedestrians remote from the carriageway. Cycleways – used by cyclists and in some cases pedestrians. Pedestrianised Areas – generally located in town centres. Structures Primarily bridges and culverts with a span greater than 0.9 metres and retaining walls with minimum retained height of 1.35 metres. Street Lighting Includes lamps, columns, ducts, cabling, control pillars, illuminated road signs and bollards and festive lighting Traffic Management Systems Signalised junctions and pedestrian crossings, detection equipment, ducts, and cabling Street Furniture Vehicle restraint systems (safety fence) 4. Carriageway Asset 4.1. The Council is responsible for approximately 2,295 kilometres (1,426 miles) of carriageway. The Council’s carriageway network is divided into four classifications A, B, C and Unclassified. 4.2. Inventory records are accurate for the lengths of road; however, the widths of the road are estimated based on classification of the road. Over time, these widths will be collected and added into our network management system and will aid with quantification and refinement of the valuation of the carriageway asset. 4.3. The Gross Replacement Cost (GRC) and overall value of the recorded carriageway asset for South Lanarkshire Council is £2.263 billion. 4.4. Safety inspections are carried out in accordance with the Guidance Document for Road Safety Inspections and Defect Categorisations. This manual takes cognisance of the guidance contained within Well Managed Highway Infrastructure Code of Practice. These safety inspections are carried out on a monthly, three monthly or annual basis depending on the hierarchy of the carriageway. 4.5. In addition to these inspections, regulatory inspections to deliver our obligations under the New Roads and Street Works Act 1991 (NRSWA) and the Transport Scotland Act 2019 are also carried out. 202
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4.6. Annually, the Scottish Roads Maintenance Condition Survey (SRMCS) is undertaken on our road network by the Scottish Collaboration of Transportation Specialists’ (SCOTS) nominated contractor WDM Ltd. This survey tackles 100% of our A class carriageways in one direction, with the other direction being surveyed the following year. 50% of our B and C class roads are surveyed with the whole of the B and C class network being surveyed over a four-year period. Only 10% of our unclassified road network is completed each year. This survey produces our Road Condition Index (RCI) based on the percentages above and applied to the whole of the network. The survey identifies for each 10-metre section of road whether it falls into the red category (requires maintenance) amber (should be considered for maintenance) or green (serviceable). The RCI is published each year as a national performance indicator. 4.7. In 2023, the backlog for carriageway maintenance across Scotland was recalculated by WDM Ltd, based on the latest SRMCS survey data at the time. The backlog calculation for the South Lanarkshire Council road network is £106.494m, up from the previous figure of £90.420m. This is the sum of money that would be required to be invested in a single year to bring our road network back to a serviceable standard. 4.8. The increased backlog figure is mostly due to a notable regression in the condition of our road network and continuing inflationary cost pressures in the construction industry most in relation to plant and material costs. 4.9. The overall condition of all our carriageways has regressed following the recent survey as outlined in the table below. The latest RCI data indicates that 32.5 % of our network needs maintenance treatment which is an increase of 0.6% on the previous year and as reported to Committee last year. The RCI is the combined value of the red and amber categories referenced at 4.6 and, overall, noting that a lower figure is better. 4.10. Full trend charts showing the Road Condition Index for A, B, C and Unclassified roads are shown in Appendix A. 37.5 37.5 38 37.5 36.8 35.9 33.8 33.5 33.1 31.8 31.2 30.3 30.6 29.7 30.8 31.9 32.5 20 25 30 35 40 South Lanarkshire Network RCI 203
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4.11. Our position in Scotland in terms of RCI ranking has declined as shown below from our highest ranking of 7th reported over the period 2018-20 to position 14 over the most recent survey period 2023-25, 2 places lower than last year. 4.12. A revised assessment was undertaken by WDM Ltd in 2023 to update the Steady State cost for South Lanarkshire’s network. The steady state is the amount of investment required to maintain the road network in its current condition. The steady state figure, which is based upon the needs / condition of the carriageway network has increased to £16.525m after the revised assessment in 2023 – up from £12.500m. 4.13. Whilst the steady state figure has increased by 33 %, it should be borne in mind that the figure is an estimate, based on a range of survey data, and increases due to assumptions around increases in prices, rather than an actual figure and largely reflects the significant price increases across the sector. The steady state figure is intended to be an indication of the magnitude of potential investment needed in South Lanarkshire and is used across Scotland. It is important to note that the need to improve the condition of the road network is prioritised on an individual basis to support and justify expenditure. The steady state figure is, therefore, indicative and could increase or decrease based on actual condition of our network or the level of indexation applied. 4.14. During this financial year 2025/2026, approximately £11.946m in capital is being directed towards carriageway improvements and the balance of £3.425m towards other asset groups. The increased £12.000m capital investment made available this year, to be distributed over the next three years, is a vital and positive step forward. This additional funding will play a key role in slowing the rate of network deterioration, provide some stability and begin to support long-term asset resilience. 19 16 17 18 19 19 13 14 13 10 9 7 8 10 12 12 14 0 4 8 12 16 20 24 28 32 South Lanarkshire Network (out of 32 RA's) Network 204
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5. Footway Asset 5.1. The Council is responsible for a total of approximately 2,425 kilometres (1,506 miles) of footway. It should be noted that this figure represents adopted footways / footpaths only and there are other footpaths that are maintained by other parts of the Council or third parties. Most of the adopted footway network is contained within the urban area. 5.2. The length of footway network is an estimated length based on there being two footways on each length of carriageway within the urban area. All footways have been estimated as having a 2-metre width. The Gross Replacement Cost (GRC) of the recorded footway asset is presently estimated at £612.7m. 5.3. Inspection arrangements and maintenance categories are similar to those for carriageways in terms of the nature of inspections, but the frequencies can vary depending on the hierarchy. 5.4. There is no national condition survey for footways similar to that which is undertaken for carriageways. Instead, priorities for resurfacing are established via the local knowledge of our officers considering the condition of a footway and its level of use. 5.5. A sample survey of 59.2% of our estimated footway length was undertaken in calendar years 2014, 2015, 2016 and 2017 which indicated that 16.2% of our footways should be considered for maintenance purposes. This figure is likely to have increased since the sample survey. As advised previously to Committee, updating this figure is very resource intensive, and it is not presently considered viable to do so. 5.6. During this financial year 2025/2026, approximately £1.350m is being directed towards footway improvements. An internal assessment of the steady state figure for footway maintenance has been calculated slightly higher at £1.400m. 6. Lighting Asset 6.1. The Council has 62,983 lighting columns, 67,091 luminaires, 2,315 Control Pillars and an estimated 2,120 kilometres (1234 miles) of cabling. Inventory records for lighting columns, luminaires and control pillars are accurate, however, inventory of the cabling network and knowledge of its condition is limited as most of it is underground. 6.2. The percentage of lighting columns exceeding their design life is 46%, giving the Council the fifth oldest lighting column stock in Scotland. The cost to replace all these columns at current rates would be £86.916m. The cost to maintain the lighting asset in its current condition (steady state) is £1.800m. This should be considered relative to existing capital and revenue funding for 2025/2026 of approximately £0.953m. 6.3. The trend in columns beyond their design life regressed in the last year, from 35.9% to 46% due to the current age of columns. Current investment is focusing on targeting columns based on their structural condition and we replaced 358 columns in 2024/2025. 7. Structures Asset 7.1. The Council is responsible for a total of 778 structures which includes road bridges, footbridges, culverts, and subways together with a currently unquantified number of road related retaining walls. 205
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7.2. Good records are held for most of these assets, however, there are currently limited records held by the Council in respect of road related retaining walls. 7.3. The current Gross Replacement Cost of the Structures asset is estimated at £625.9m, up from £583.3m. This figure does not include the replacement cost of any road related retaining walls. 7.4. Bridge inspections are carried out in accordance with the guidance and recommendations of the “Well Managed Highway Infrastructure: A Code of Practice” published by the UK Roads Liaison Group. This recently published Code encourages the use of a risk-based approach toward identifying bridge inspection intervals. At present, General Inspections are carried out every two years and Principal Inspections every six years on all structures with a span more than 0.9m. More frequent inspections are carried out on structures where more specific monitoring of condition is appropriate (e.g. where assessments have indicated potential capacity issues). 7.5. Routine repairs that are identified during the bridge inspection process are prioritised considering the severity and extent of the defect which has been observed. 7.6. There are 102 steel bridges across the structures asset. Properly specified and applied protective paint systems are expensive but serve to prolong the life span of steel structures and can substantially extend intervals between maintenance and repair operations. The introduction of a formalised maintenance painting regime for our steel bridges would be of significant benefit, however, this work is tackled on a needs basis as funding permits. 7.7. Investment during 2024/2025 on bridge maintenance and renewal was £1.0m. This figure includes targeted investment for the maintenance and repairs of four South Lanarkshire Council structures, which formed part of the East Kilbride electrification project, with the construction phase ongoing throughout 2024/2025. The cost to maintain the structures asset in its current condition (steady state) is £6.88m up from £6.42. Excluding any major capital projects, investment across capital and revenue during 2025/2026 is expected to be circa £1.05m. 7.8. In addition to the inspection process discussed above, a national assessment programme, carried out to determine the suitability (i.e. strength) of the bridge assets for the introduction of 40/44 tonne vehicles onto the road network, revealed 123 bridges to have a load bearing capacity below current standard. A comprehensive bridge strengthening programme has, in recent years, seen excellent progress in addressing the Council’s weak bridges. Of the 123 bridges which failed the assessment, only 16 remain to be addressed. These are subject to an enhanced monitoring and inspection regime. 7.9. The bridge assessment process included a risk analysis of vehicle containment characteristics at each bridge location. The results of the analysis revealed that, in terms of risk and containment, parapets on 8% of the Council’s bridge stock require to be upgraded. A programme to improve vehicle containment capability at these structures has been initiated. Due to competing priorities, there were no further containment upgrades undertaken in 2024/2025 and 52 structures remain outstanding as a priority for the implementation of improvement measures. 206
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7.10. If current funding levels continue and depending on the nature and priority afforded to other commitments arising, it is expected that we will be able to complete several containment improvement schemes per year in future years; noting however that none are able to be prioritised for 2025/2026. Again, in terms of risk and containment, the need for upgrading works at the remaining 92% of bridges is currently considered low. It should be recognised that some of these parapets do have containment issues, but the level of risk is low given the site characteristics. 7.11. The condition of all highway structures is determined following a General or Principal Inspection and rated in accordance with the ADEPT Bridge Condition Index (BCI) Guidance. BCI values are generated from ratings apportioned to the severity and extent of defects recorded during a bridge inspection and can be interpreted broadly as the percentage condition score of a bridge or a group of bridges. Separate BCI figures are derived to account for the condition of all structural elements of a bridge (BCIav) and for the condition of those elements defined as being of very high importance (BCIcrit). The condition indicators for the entire bridge stock as a single group over the past six years are as follows, noting the higher figure indicates better condition. Year BCIav BCIcrit 2018/19 83.68 72.11 2019/20 82.51 70.39 2020/21 81.87 68.76 2021/22 81.21 68.48 2022/23 81.22 68.53 2023/24 81.20 68.50 2024/25 80.84 68.33 7.12. It may be observed from the second and third columns in the above table that BCIav and BCIcrit values for the entire asset fluctuate slightly over time but have remained within the range of “good condition” (BCI value 80-90) and “fair condition” (BCI value 65-80) respectively throughout the last six years. A minimal decrease in the value of both condition indicators was recorded in 2024/2025. It should be noted that there has been a reduction in the value of both indicators over the past 6 years which represents an overall and ongoing deterioration in asset condition within that timescale. 7.13. The assembly of a register of road related retaining walls within South Lanarkshire commenced in 2014/2015 and we now have 199 walls recorded. The retaining wall asset will be of significant magnitude and the formation of the database which will contain several thousand items is a long- term commitment for the Council. The code of practice suggests that all road related retaining walls should be subject to the same type of inspection regime as is currently carried out on bridges and culverts (see section 7.4). 207
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8. Traffic Signals 8.1. The Council is responsible for 237 sets of traffic signals and controlled pedestrian crossings. The numbers and different types of installations are listed below: - 113 Traffic Signals 60 Puffins 6 Pelicans 58 Toucans 8.2. South Lanarkshire has an ageing traffic signal and pedestrian crossing asset base, with many utilising older and energy inefficient technology. In recent years, the Council has initiated a programme to replace older traffic signals and pedestrian crossings with modern ones. The replacement of an average traffic signal junction costs in the region of £0.290m and a pedestrian crossing around £0.090m. The existing level of funding generally allows for the renewal of one traffic signal junction per year or 3 pedestrian crossings. 8.3. External funding does allow other infrastructure to be renewed but this is a changing situation as it is dependent on the availability of funding and our ability for a project to meet grant conditions. These new installations both maximise the safety benefits to all road users and improve the flow of traffic using modern computer control systems such as Microprocessor Optimised Vehicle Actuation (MOVA) and Split Cycle Offset Optimisation Technique (SCOOT). 8.4. Typically, the Service receives and respond to approximately 1,500 traffic signal faults annually. In 2024/2025, this increased to 1,871. This can be explained by addition of more fault monitoring within the various systems in operation and an increase in incandescent lamp faults due to there only being one manufacturer and the quality of their product. 8.5. The gross replacement value of all traffic signal apparatus is currently estimated at a value of £48.8m, up from £47.0m. The cost to maintain the traffic signal asset in its current condition (steady state) is £2.930m. 8.6. In 2025/2026, funding of around £0.650m is being directed towards investment in traffic signal infrastructure. 8.7. The Service continues to try and adopt a 15-year lifecycle plan, although the replacement of each asset is still assessed on an individual need’s basis. Any plan longer than this would result in reliability issues arising and, over recent years, some installations have failed, resulting in emergency replacement works being necessary. The Council currently has 38 sets of traffic signals and 50 pedestrian crossings (representing 37% of our assets) that are 15 years old or older. 8.8. It should also be noted that there is now a limited supply of incandescent lamps due to a change in legislation prohibiting their use and with the reducing demand, lighting manufactures ceasing their manufacture. The Council currently has supply for 10 sets of traffic signals and 12 pedestrian crossings that use these incandescent lamps. 208
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8.9. The age of the equipment is generally increasing quicker than replacement equipment is being installed, therefore, the trend for the overall condition of the asset continues to regress most years. While these older installations continue to operate, the risk of them failing is higher than at other locations with potentially greater impact if they fail during a busy period of the year. 9. Street Furniture - Vehicle Restraint Systems 9.1. There are currently 515 vehicle restraint systems, totalling 43.3 Km. Our last assessment indicated approximately 20% of the systems had reached the end of their serviceable life (life expired) due to having timber posts suffering from rot as opposed to steel posts. Some systems have also suffered from extensive corrosion. 9.2. Approximately 10% of existing systems are damaged, and an estimated 95% of the systems surveyed would not comply with current design standards, although there is no need to retrospectively replace older installations unless they have suffered significant damage and need replacement. Repairs are prioritised in line with available funding. 9.3. The estimated gross replacement cost of the vehicle restraint systems which would bring the systems up to current standards is £25.050million, up from £12.970m. The estimated cost to replace older systems remains £8.6million. The estimated annual cost to maintain the asset in its current condition (steady state) remains as £0.400m and at present investment in limited in this area and is only directed on a reactive basis. 10. Conclusions and Summary 10.1. Roads and related infrastructure keep our communities and businesses connected. Businesses use it to deliver goods and services, buses travel along it, people use it to travel to work and communities to access shopping, learning, healthcare, and active travel priorities. 10.2. This paper sets out the overall condition of this infrastructure and important matters to note are as follows: Carriageways: The condition of our carriageways has continued to regress as shown in the recent survey results. It is anticipated that the increased investment will stabilise the recent regression, however further deterioration in the condition of our carriageway asset should still be expected given the time lag in terms if investment on the ground and survey results. Footways / Footpaths: At least 16.2% of our network requires to be considered for maintenance. Again, it should be noted that due to current levels of funding we can expect further deterioration of this asset. Structures: Bridge condition is generally good to fair although the overall trend has been one of slow deterioration. Good progress has been made in dealing with bridges assessed as being inadequate for current loading standard, however, greater investment is required in the maintenance of the bridge stock. It should be noted that while funding is allocated for 2025/2026, we can expect further deterioration of this asset. 209
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Street Lighting: Recent investment has reduced energy use by approximately half and replaced 7,253 of the oldest lighting columns representing significant progress. The current percentage of lighting columns exceeding their design life is 46%. Traffic Management Systems: The overall condition of traffic signal equipment is deteriorating as the current replacement programme is not sufficient to upgrade the number of installations that are greater than 15 years in age. With the current levels of funding, we can expect further deterioration of this asset. Street Furniture: The condition of vehicle restraint systems is such that a significant number are beyond their design life and require to be improved. A prioritised programme of sustained investment will be required. 11. Employee Implications 11.1. There are no current employee implications associated with this report. 11.2. The current backlog of repairs continues to increase demand on our engineering and technical employee resources. The current increase in the backlog is increasing the levels of complaints, road defects and public liability claims, and an appropriate level of employee resources is required to manage this workload. 12. Financial Implications 12.1. Since the long-term Roads Investment Programme was completed in March 2019, the Council has continued to invest funding, to maintain the condition of our network. In recent years significant financial challenges, as well as construction inflation has been encountered which has reduced the amount of works we were able to carry out for the budget we have available. In recent years we have tried to maintain levels of investment at consistent levels. 12.2. Sustained investment in roads and related infrastructure is essential to preserve the benefits of previous significant funding and to avoid higher costs in the future. The increased £12.000m capital investment made available this year, to be distributed over the next three years, is a vital and positive step forward. This additional funding will play a key role in slowing the rate of network deterioration, provide some stability and begin to support long-term asset resilience. 12.3. In addition, our road network remains extremely vulnerable to the impacts of extreme weather, climate change and utility openings. Severe weather continues to directly impact our roads and assets which further increases the pressure on our finite resources available to maintain the condition of our network. Utility openings are increasing as providers seek to maintain their critical infrastructure the majority of which is reaching the end of its serviceable life. 12.4. It is acknowledged that both capital and revenue investment opportunities must be considered alongside a wide range of competing priorities across the Council. Striking the right balance remains a significant and ongoing challenge. Maintaining funding at a steady-state level offers a more sustainable long-term outlook. This approach helps mitigate the risk of further deterioration in the road network, which would otherwise require even greater investment in the future—potentially at a level that is less affordable than committing to steady-state funding today. 210
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12.5. Opportunities continue to be taken to secure and lever in new sources of funding including external partner funding where possible. Success has already been achieved in securing external funding for traffic signal and active travel investment; this has also allowed us to tackle wider corridor maintenance priorities. 13. Climate Change, Sustainability and Environmental Implications 13.1. Policy and asset management directed at maintaining, improving, or making road and transport infrastructure safe and resilient is essential to support economic and sustainability priorities. 13.2. The financial challenges outlined earlier in this report present significant barriers to funding improvements that would enhance the resilience of our road network against the impacts of climate change. Nonetheless, we welcome the allocation of funding in 2025/2026 from the Climate Emergency Fund, which will support trials of low-carbon surfacing materials. These trials represent a positive step toward achieving our long- term sustainability goals and carbon reduction targets. 14. Other Implications 14.1. There are no other implications or risk in relation to the information contained within this report. 15. Integrated Impact Assessment and Consultation Requirements 15.1. 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. David Booth Executive Director (Community and Enterprise Resources) 17 September 2025 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes 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 211
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Previous References Roads Asset Management Plan 2024 - Update, Community and Enterprise Resources Committee, 17 September 2024 List of Background Papers Roads Asset Management Plan – 2025 Update Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Colin Park, Head of Roads, Transportation and Fleet Services Tel: 07795 090 494 E-mail: colin.park@southlanarkshire.gov.uk 212
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Appendix A RCI Charts for A, B, C and Unclassified Roads 30.2 28.9 28 27.2 25.9 22.7 21 22.2 23 22.9 23.3 23.2 23.9 24 23.9 24.9 27.7 20 22 24 26 28 30 32 34 RCI Value South Lanarkshire A Class A Class 32.3 29.7 30.1 31.8 30.4 25.0 22.7 23.7 24.1 24.5 25.0 25.3 26.2 25.6 26.1 27.8 29.6 20.0 22.0 24.0 26.0 28.0 30.0 32.0 34.0 RCI Value South Lanarkshire B Class B Class 213
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44.1 41.4 41.5 44.6 41.1 40.0 38.9 36.9 37.9 37.1 36.7 37.7 37.6 34.9 35.6 36.5 37.4 33.0 35.0 37.0 39.0 41.0 43.0 45.0 RCI Value South Lanarkshire C Class C Class 37.8 39.5 40.5 38.7 39.0 39.5 37.0 36.8 35.5 33.4 32.3 30.3 30.5 29.9 31.6 32.6 32.4 28.0 30.0 32.0 34.0 36.0 38.0 40.0 42.0 RCI Value South Lanarkshire Unclassified U Class 214
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 7 October 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Annual Update on the Community and Enterprise Resources' Risk Register 1. Purpose of Report 1.1. The purpose of the report is to:- [ present an annual update on the Risk Register for Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the current position with regards to the Resource Risk Register be noted. [1recs] 3. Background 3.1. The Council’s Risk Management Strategy promotes consideration of risk in service delivery, planning and decision-making processes. The Strategy requires Resources to record and review risks and control actions regularly. Community and Enterprise Resources follows the guidance in developing, monitoring and updating the Risk Register on an ongoing basis. 3.2. The Council’s updated Risk Management Strategy was rolled out via a Management Bulletin with an effective date of 1 April 2025. 3.3. The purpose of the Community and Enterprise Resources’ Risk Register is to ensure that the Resource is fully aware of its top risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.4. The Resource scores the risks in accordance with the Council scoring mechanism, based on likelihood and impact. This results in risks being scored between one and twenty-five (low – very high). 3.5. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). The Council’s scoring matrix is attached at Appendix 1. 3.6. The previous review of the Community and Enterprise Resources Risk Register was reported to the Community and Enterprise Resources Committee on 26 November 2024. The Resource’s Risk Register has now been reviewed. This work was completed in August 2025. 16 215
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3.7. The Central Risk Management team annually review Resource compliance with the strategic requirements of the Risk Management Strategy. The outcome of the 2024/2025 review identified that Community and Enterprise Resources achieved 100 per cent compliance, scoring 45 out of a possible 45. 4. Resource Risk Management 4.1. Each Resource has a Resource Risk Management Group which has responsibility for the promotion and management of risk. The Community and Enterprise Resources’ Risk Management Group continues to consult as required. 4.2. In finalising the review of the Resource Risk Register, the Resource Risk Group considered risks at a Service level, as well as strategic Council risks. 5. Risk Register 5.1. The Resource Risk Register will be monitored on an ongoing basis to allow new risks to be added and for the control measures and scores of the existing risks to be reviewed in light of new information. 5.2. Risks can result from internal or external influences, with examples being the impact of projected funding cuts or legislative changes or the impact of internal service changes. 5.3. The development process for the Resource Plan requires a risk assessment process to be undertaken as appropriate, resulting in some actions within the Resource Plan having a corresponding risk identified within the Risk Register. 5.4. The main changes to the Register this year are summarised below: Two Council Top Risks have been removed: ‘The Council inherits commercially unviable shopping centres due to the financial failure of existing owner/management companies resulting in significant financial and operational liabilities transferring to the Council.’ This risk has been removed following the recent sale of the Regent Shopping Centre in Hamilton and agreement to demolish Centre West in East Kilbride. There are no other shopping centres where ownership may transfer back to the Council due to ownership of land. ‘The provision of Council services is disrupted due to industrial action.’ This risk has been removed due to the recent agreement of a two year pay deal for all staff members. The scoring of two Council Top Risks has increased: ‘Information governance not subject to adequate control’ has increased from 12 to 16. Information governance has been added as a new area in the annual governance statement for 2024/25 given current levels of performance in responding to FOI’s and SAR’s and an awareness of the impact of security information incidents. The perception of this risk is increased with the introduction of new IT systems planned for 2025/26. ‘Inability to maintain infrastructure, assets and properties in a well- maintained condition and difficulties achieving the objectives of asset and property reviews’ has increased from 9 to 12. The increase in risk score reflects an ageing property asset portfolio against limited funding available to maintain. 216
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Two Council top risks have been consolidated and re-worded to cover all types of civil emergency rather than specific pandemic/endemic events. The two risks are: ‘The Council does not have the appropriate emergency/business continuity plans; contingency arrangements or partnerships in place to respond to/recover from a pandemic/endemic event’ and ‘Failure to fulfil emergency response commitments befitting the council’s status as a Category One (emergency) responder’. The new wording is ‘The Council does not have the appropriate resilience measures, emergency or business continuity plans in place to respond efficiently as a Category 1 Responder to a civil emergency.’ Some key risk descriptions have been updated to reflect the current status of risks and/or to provide more straightforward and understandable risk descriptions. 5.5. Risks scored 20 to 25 are considered to be very high risks and risks scored 10 to 16 are considered to be high risks. High and very high risks are monitored closely. The top risks identified for the Resource, that is those that are residually scored as being high and very high, are attached at Appendix 2. 5.6. Appendix 3 provides a comparison of risk scores for 2024 and 2025. This appendix also details any significant changes made to the risks. 5.7. Community and Enterprise Resources has ensured that all inherent risks scored at a very high and high level have cost effective control measures in place. 5.8. Risks evaluated residually as being medium or low risk will be monitored to ensure that they continue to be adequately managed. 6. Insurance Hotspots 6.1. An analysis of all claims received between 1 April 2022 and 31 October 2024 has been undertaken by the Risk Management team to highlight the main cause of claims. This analysis has been shared with Resources and feedback will be provided to the Risk Management team on controls that are currently in place and any further planned actions to mitigate against any hotspot areas identified. 6.2. The following areas of work have been progressed over the last year to mitigate insurance hotspots. Combined Liability An action plan has been prepared to address the issues identified during the health and safety/training review by the Council’s claims handlers, Gallagher Bassett. Actions are now being taken forward by relevant managers in conjunction with Health and Safety and Risk Management. Roads and Transportation Services’ trial of Artificial Intelligence (AI) technology associated with inspecting the roads network has ended and the evaluation is continuing. 7. Scope and Appetite for Risk 7.1. The Resource aims to be risk embracing, that is, it will accept a tolerable level of risk in seeking service efficiencies and in agreeing control measures. 217
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7.2. The level of risk facing the Resource is measured both before (inherent risk) and after (residual risk) consideration of controls. The Council should never carry a very high residual risk exposure as this would indicate instability, but a low residual risk exposure should also be avoided as this indicates lack of innovation. 7.3. The Council’s universal risk tolerance levels were updated as part of the review of the Risk Management Strategy last year, with the ideal risk profiles now defined as: no more than 20 per cent of risks at a very high level no more than 25 per cent of risks at a high level around 40 to 50 per cent of risks at a medium level no more than 25 per cent of risks at a low level 7.4. Table One below shows the Resource’s top risks heat map, i.e. it details the total number of risks for each individual residual risk score. Table Two below notes the overall risk profile for the top risks. Table One – Community and Enterprise Resources Top Risks Heat Map Likelihood 5 Almost Certain 3 4 Likely 3 2 1 3 Possible 3 10 2 2 Unlikely 4 11 4 1 Rare 2 4 4 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact Table Two – Community and Enterprise Resources Top Risks Risk Profile Risk Category Risk Rating Number of risks Percentage of risks 1 Very high 4 8% 2 High 7 13% 3 Medium 28 53% 4 Low 14 26% 7.5. The main changes to the Resource risk profile, as a result of the realignment of risk categories are: 1 very high categorised risk is now categorised as a high risk, 1 very high categorised risk is now categorised as a medium risk and 13 previously high categorised risks are now categorised as medium risks. 7.6. The profile detailed in Table Two is within the ideal universal risk exposure defined by the Risk Management Strategy. There has been a reduction in the number of very high and high risks and, as such, the profile is now closer to the ideal risk exposure level. This is in part due to the revision to risk bandings and tolerance levels within the Risk Management Strategy. 218
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8. Three Lines Model 8.1. The ‘three lines’ model was developed by the Institute of Internal Auditors. When using this model, risk controls are categorised under three lines of defence. This aims to provide assurance around the adequacy of control measures that are in place to mitigate strategic risks, identify control descriptions that need amendment to clearly link these to the mitigation of the risk and to highlight any residual gaps in controls that require to be addressed. 8.2. Internal Audit work on the three lines model for the top risks has been concluded, with Resources provided with individual analysis and guidance to support them in developing further controls to close any gaps identified from the three lines approach for the Council top risks that they lead on. Work is now ongoing to review and refine risk controls. This is scheduled to be completed by 31 March 2026. 9. Major Projects, Partnerships or Change 9.1. Within Community and Enterprise Resources, 21 partnerships have been identified. Five of these are considered to be high risk. These are the Clyde Gateway Partnership, Strathclyde Partnership for Transport (SPT), City Deal, Climate Ready Clyde Partnership and Business Gateway. The remaining 16 partnerships have been assessed as being low risk. 9.2. Appropriate risk management arrangements are in place for the high-level partnerships. 10. Next Steps 10.1. The Resource Risk Management Group will continue to meet as required. The Risk Register will be reviewed on an ongoing basis by the Group to ensure that risks remain valid for the appropriate Service areas and to identify new areas of risk that affect the Resource. An update report will be provided to Community and Enterprise Resources Committee on an annual basis. 11. Employee Implications 11.1. Time will be required by the Resource Risk Management Group in the management of the Resource Risk Register. 12. Financial Implications 12.1. There are a number of proposed risks within the Resource Risk Register which are classified under the heading of ‘financial’ risks. Where this is the case, the appropriate controls and actions have been included in the risk control cards and progress will be monitored. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are a number of proposed risks within the Resource Risk Register which are classified under the heading of ‘environmental’ risks. Where this is the case, the appropriate controls have been included in the risk control cards and progress will be monitored. 13.2. Sustainability and climate change is included within the Council’s top risk register as a standalone top risk and links directly to risks attached to the Council Plan outcomes ‘Caring, connected, sustainable communities’ and ‘Good quality, suitable and sustainable places to live’. 219
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14. Other Implications 14.1. Failure to demonstrate that risk is actively considered and managed can not only lead to avoidable financial loss but could also affect delivery of services and could affect the Resource’s reputation. 15. Integrated Impact Assessment and Consultation Requirements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function, or strategy and therefore, no impact assessment is required. 15.2. Consultation on the content of this report has been undertaken with members of the Community and Enterprise Resources’ Risk Management Group. David Booth Executive Director (Community and Enterprise Resources) 17 September 2025 Link(s) to Council Values/Priorities/Outcome Accountable, effective, efficient, and transparent Previous References Community and Enterprise Resources Committee – 26 November 2024 - Annual update on Resource Risk Register and Risk Control Action Plan List of Background Papers Figtree extract (risk register) Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gayle Forrest, Support Team Leader Tel: 07786 855498 E-mail: gayle.forrest@southlanarkshire.gov.uk 220
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Appendix 1 – Risk scoring matrix and likelihood and impact definitions Likelihood Score 1 2 3 4 5 Description Rare Unlikely Possible Likely Almost certain Likelihood of occurrence 1 in 10 years 1 in 3 years 1 in 2 years Annually Monthly Probability of occurrence The event may occur in certain circumstance The event could occur The event may occur The event will probably occur The event is expected to occur or occurs regularly Impact Reputation Financial Service delivery/ Time to recover Compliance Safety 1 Negligible Public concern restricted to local complaints <£50,000 per annum No impact to service quality; limited disruption to operations. No external interest Minor injury – no lost time 2 Minor Minor adverse local/public/m edia attention and complaints £50,000- £250,000 per annum Minor impact to service quality; minor service standards are not met; short term Very minor attention from legislative /regulatory body Minor injury – resulting in lost time 3 Moderate Adverse national media Public attention £250,000 to £500,000 per annum Significant fall in service quality; major partnership relationships strained; serious disruption in service standards Short-term attention from legislative/ regulatory body Major injury or ill health resulting in lost time 4 Major Serious negative national or regional criticism £500,000 to £1million per annum Major impact to service delivery; multiple service standards are not met; long term disruption to operations; multiple partnerships affected Medium-term attention from legislative/ regulatory body Fatality; Or injuries to several people 5 Catastrophic Prolonged international, regional and >£1million per annum Catastrophic fail in service quality and key service National impact with rapid Multiple fatalities; Or injuries to 221
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Reputation Financial Service delivery/ Time to recover Compliance Safety national condemnation standards are not met; long term catastrophic interruption to operations; several major partnerships are affected intervention of legislative/ regulatory body large number of people The assessments for impact and likelihood combine to provide an overall inherent risk score on the scale of between 1 and 25, using the Council’s recognised risk matrix. Risk matrix Likelihood 5 Almost Certain 5 10 15 20 25 4 Likely 4 8 12 16 20 3 Possible 3 6 9 12 15 2 Unlikely 2 4 6 8 10 1 Rare 1 2 3 4 5 1 Negligible 2 Minor 3 Moderate 4 Major 5 Catastrophic Impact The risk score is calculated as follows: Likelihood score x Impact score = Risk Score 222
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Appendix 2 Community and Enterprise Resources Risk Register (as at August 2025) – Extract of risks with residual score category of Very High and High Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score 1 Very High (20-25) The Budget Gap that the Council faces across the medium term continues to be the biggest risk faced by the Council. The Budget Gap is the result of the cumulative real terms reductions in Government funding as well as the ongoing impact of increased demand, increased cost of services due to inflation, and increased staff costs resulting from pay awards. The potential of reduced fees/income being received by the Council would further add to budget pressures across services Council Top Risk 25 Very high • Reports prepared to Council timetable and reported to relevant Committee to provide assurances that income and expenditure is within budget and regular updates provided to Executive Director Finance and Corporate • Robust arrangements in place to monitor service delivery outturns against budgets • Implications of changes to service provision managed through consultation, impact assessments and Trade Union negotiation • Promotion of new/updated policies via website, press and social media • Management of outsourced work including regular contractor meetings as appropriate 20 Very high The Council, in conjunction with its partners, is unable to provide the required support to reduce the overall impact of the cost-of-living crisis on households in South Lanarkshire, resulting in increasing levels of poverty, debt and poorer outcomes for people Council Top Risk 25 Very high • Provision of support to local business by Economic Development • Increased School Meal provision / breakfast clubs • Provision of free school meals to recipient of school clothing grants • Resourcing and support to the provision of ‘Warm Spaces’ hubs in Lifestyle Centres / Libraries and other council properties 20 Very high 223
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score The council’s operations are affected by fraud, theft, organised crime and cyber- attacks Council Top Risk 25 Very high • Fraud risk registers in place within each Resource and updated annually • Cyber / Information security Training Learn on Line Modules; mandatory for all employees 20 Very high Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the Council and its residents Council Top Risk 25 Very high • Sustainable development and climate change is mainstreamed across the Council and associated Plans, Policies and Strategies • Implementation of the Council's Sustainable Development and Climate Change Strategy and Carbon Management Action Plan • A long-term capital programme that tackles climate change mitigation and adaptation • The preparation of a pipeline of climate change and mitigation and adaptation projects to attract investment/funding • Active membership in Climate Ready Clyde regional adaptation partnership 20 Very high 2 High (10-16) Inability of the council to manage the impacts that increasing frequency and intensity of adverse weather events such as floods, storms, cold and freezing conditions and extreme heat, water shortages and wildfires has on council service, budgets and our communities Council Top Risk 20 Very high • Emergency planning arrangements in place and contact details updated • Effective management of existing budget resources through regular reporting and dialogue with Exec Dir Finance and Corporate • Remote monitoring of high-risk flood sites using telemetry solutions • Winter weather procedures, Winter Service Policy and Ops manual (updated annually) • Pothole inspection and rectification programme using sub-contractors during extended severe weather 16 High 224
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score Information governance not subject to adequate control Council Top Risk 20 Very high • Compliance with Information Governance Strategy • Agreed service retention schedules established • IT / Electronic case and content management Systems with facility to report audit trails • Information Governance checklist in place 16 High The council does not have the appropriate resilience measures, emergency or business continuity plans in place to respond efficiently as a Category 1 Responder to a civil emergency Council Top Risk 25 Very high • Financial support to third sector organisations and local response groups to assist their activity • Business Continuity Plans prepared • Enhanced financial monitoring including separated identification of additional unbudgeted costs associated with a pandemic 12 High Inability to maintain infrastructure, assets and properties in a safe and well- maintained condition and difficulties achieving the objectives of asset and property reviews Council Top Risk 20 Very high • Programme of carriageway upgrading to improve the road condition being undertaken - progress monitored closely through iMPROVE • Regular monitoring by Roads and Transportation managers of progress and budgets • Improvements to road related infrastructure using Roads Investment Programme and external funding • Implement and maintain enhanced structural monitoring of bridges and structures • Maintain list of qualifying bridges and structures 12 High 225
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score • Implement appropriate reactive mitigation measures when need for repairs to road infrastructure identified • Option to close road if absolutely necessary • Assessment of properties utilised by SLLC to prioritise investment available from Capital Programme Lack of capacity and skills to meet increased service demands Council Top Risk 20 Very high • Performance Appraisal (PRD) process including service learning and development priorities and employee training plans • The Workforce strategy provides greater level of organisational control rather than service/resource specific and has a focus on agile working • Management Development and Leadership Challenge Programme • Stress audit tool 12 High Failure to work effectively with the private sector to support local businesses, town centres and the rural economy 16 Very high • Support to Business Improvement Districts, town centres and other partnerships via numerous channels include the ‘Invest in South Lanarkshire’ website and management of the Supplier Development Programme including strategic development and delivery of events, training and e-commerce • Regular operational and steering group meetings and ongoing liaison with partnership authorities (e.g. Clyde Gateway, Lanarkshire Area Tourism Partnership) 12 High 226
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Risk Category Key risk Inherent Risk Score Sample of Controls Residual Risk Score • Implementation of the Community Led Local Community Fund (CLLD), Community Benefit funding in rural area with appropriate funding in line with relevant (e.g. rural) strategies The Council fails to deliver Town Centre Masterplans 15 Very high • Options appraisals undertaken • Extensive public consultation • Specialist legal advice on all aspects 12 High 227
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Appendix 3 – Comparison of the 2024 and 2025 Resource risk register Risk Category 2024 Risk description 2024 Residual risk score 2025 Residual risk score Change in residual risk scores Key changes The Budget Gap that the Council faces across the medium term continues to be the biggest risk faced by the Council. The Budget Gap is the result of the cumulative real terms reductions in Government funding as well as the ongoing impact of increased demand, increased cost of services due to inflation, and increased staff costs resulting from pay awards. The potential of reduced fees/income being received by the Council would further add to budget pressures across services Council Top Risk 20 20 = Amended wording The Council, in conjunction with its partners, is unable to provide the required support to reduce the overall impact of the cost-of-living crisis on households in South Lanarkshire, resulting in increased poverty, debt and poorer outcomes for people Council Top Risk 20 20 = 228
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Risk Category 2024 Risk description 2024 Residual risk score 2025 Residual risk score Change in residual risk scores Key changes The Council’s operations are affected by fraud, theft, organised crime and cyber-attacks Council Top Risk 20 20 = Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the Council and its residents Council Top Risk 20 20 = High Inability of the council to manage the impacts that increasing frequency and intensity of adverse weather events such as floods, storms, cold and freezing conditions and extreme heat, water shortages and wildfires has on council services, budgets and our communities Council Top Risk 16 16 = Amended wording to recognise the effects that the risk has on the council and our local communities and to acknowledge the effects severe weather has on council services and budgets 229
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Risk Category 2024 Risk description 2024 Residual risk score 2025 Residual risk score Change in residual risk scores Key changes Information governance not subject to adequate control Council Top Risk 12 16 Scoring increased to reflect the impact of new IT systems on information management and the need to raise awareness of the impact of security information incidents. The council does not have the appropriate resilience measures, emergency or business continuity plans in place to respond efficiently as a category 1 Responder to a civil emergency Council Top Risk 12 12 = Consolidated and re-worded to cover all types of civil emergency rather than specific pandemic/endemic events Inability to maintain infrastructure, assets and properties in a well- maintained condition and difficulties achieving the objectives of asset and property reviews Council Top Risk 9 12 Scoring increased to reflect an ageing property asset portfolio against limited funding available to maintain. Lack of capacity and skills to meet increased service demands Council Top Risk 12 12 = Failure to work effectively with the private sector to support local businesses, town centres and the rural economy 12 12 = 230
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Risk Category 2024 Risk description 2024 Residual risk score 2025 Residual risk score Change in residual risk scores Key changes The Council fails to deliver Town Centre Masterplans 12 12 = 231
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