Agenda Document Pack - Community and Enterprise Resources Committee - 16/12/2025
South Lanarkshire Council · 16 December 2025
Back to Community and Enterprise Resources Committee — 16 December 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 08 December 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, 16 December 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 7 October 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 12 November 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 18 November 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 – August and September 2025 Joint report dated 4 November 2025 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 31 - 38 6 Community and Enterprise Resource Plan - Quarter 2 Progress Report 2025/2026 Report dated 20 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 39 - 74 Item(s) for Decision 7 Scottish Government Vacant and Derelict Land Fund Programme 2025/2026 Report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 75 - 78 8 Community Benefit Funds – Renewable Energy Fund - Grant Applications Report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 79 - 86 9 UK Shared Prosperity Fund – Community Grant Application for Development of a South Lanarkshire Food Partnership Network Report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 87 - 92 2
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Item(s) for Noting 10 Cathcart Road Net Zero Industrial Development – Update Report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 93 - 96 11 Pavement Parking Report dated 26 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 97 - 104 12 20mph Speed Limits Report dated 26 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 105 - 112 13 Community and Enterprise Resources - Notification of Contracts Awarded - 1 April to 30 September 2025 Report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 113 - 120 Urgent Business 14 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 7 October 2025 Chair: Councillor Robert Brown Councillors Present: Councillor Alex Allison (substitute for Councillor Kenny McCreary), 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 Ross Gowland, Councillor Cal Johnston-Dempsey, Councillor Susan Kerr, Councillor Hugh Macdonald, Councillor Elaine McDougall (substitute for Councillor Ian McAllan), 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, Councillor Graeme Horne, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Ian McAllan, Councillor Kenny McCreary Attending: Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; F Carlin, Head of Planning and Regulatory Services; K Carr, Head of Facilities, Waste and Grounds Services; D Hashagen, Employability Manager; E Jordan, Economic Development Officer; 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); L Harvey, Finance Manager (Resources); E McPake, HR Business Manager; T Slater, Administration Adviser; N Tollan, Administration Assistant 1 Declaration of Interests The following interest was declared:- Councillor(s) Item(s) Nature of Interest(s) Anderson Employability Performance Update Board Member of Routes to Work South 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 12 August 2025 were submitted for approval as a correct record. In response to a member’s question in relation to items 9 and 10 of the previous minutes, the Head of Facilities, Waste and Grounds Services advised that the recruitment process had started for the posts that had been approved. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Community and Enterprise Resources - Revenue Budget Monitoring 2025/2026 A joint report dated 3 September 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 8 August 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 8 August 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. Officers responded to the Chair’s questions in relation to the reduced demand for the private Care of Garden Service and the promotion of this service. 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. [Reference: Minutes of 12 August 2025 (Paragraph 4)] 4 Community and Enterprise Resources - Capital Budget Monitoring 2025/2026 A joint report dated 17 September 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 8 August 2025. The revised capital programme for 2025/2026 for the Resource, which amounted to £57.467 million, was based on the programme of projects approved by the Executive Committee on 25 June 2025 and adjustments approved by the Executive Committee on 27 August and 24 September 2025, as detailed in Appendix A to the report. Appendix A also provided a forecast for the financial year of £57.419 million and actual expenditure to 8 August 2025 of £6.050 million. The Committee decided: that the Community and Enterprise Resources’ capital programme of £57.467 million, and forecast expenditure of £57.419 million, be noted. [Reference: Minutes of 12 August 2025 (Paragraph 4) and Minutes of the Executive Committee of 24 September 2025 (Paragraph 4)] 6
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5 Community and Enterprise Resources - Workforce Monitoring – June and July 2025 A joint report dated 28 August 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 June and July 2025:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 14 June 2025 The HR Business Manager responded to a member’s question in relation to the increase in the number of physical violent incidents. The Committee decided: that the report be noted. [Reference: Minutes of 12 August 2025 (Paragraph 7)] 6 Community and Enterprise Resources – Workforce Plan 2025 to 2027 A report dated 22 August 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on Community and Enterprise Resources’ Workforce Plan 2025 to 2027. The Council Workforce Strategy and Planning process provided the framework for workforce planning in the Council. The Strategy and Plans were aligned to current and future Council service needs and detailed the approach the Council used to ensure that the workforce required was in place to meet those needs. The Council Workforce Strategy and Plan had been approved by the Executive Committee on 28 May 2025. Resource workforce plans outlined the key areas of focus for Resources for 2025 to 2027, including the current workforce profile, key workforce challenges, and the actions identified to address those challenges. The Community and Enterprise Resources’ Workforce Plan 2025 to 2027, together with the Action Plan, was attached as Appendix 1 to the report. The workforce planning process identified 5 key priority areas, each with associated challenges and actions, as detailed in sections 4.1.1 to 4.1.5 of the report. The key priority areas identified through the planning process were:- recruitment, attraction and retention transformation skills gap delivery of key activities employee wellbeing The report highlighted that workforce planning would be monitored through Resource Management Teams with annual updates to the Committee. 7
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Officers responded to members’ questions on various aspects of the report and the Executive Director (Community and Enterprise Resources) undertook to look at including ‘increase biodiversity’ within the section of the Action Plan that referred to ‘Awareness of action to reduce climate impact’. The Committee decided: [ (1) that the work to produce the Community and Enterprise Resources’ Workforce Plan be noted; and (2) that the Community and Enterprise Resources’ Workforce Plan 2025 to 2027, attached as Appendix 1 to the report, be approved. [Reference: Minutes of the Executive Committee of 28 May 2025 (Paragraph 7)] 7 Employability Performance Update A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the performance of the Council’s Employability Service, South Lanarkshire Works seeking approval to enter into a Teckal contract with Routes to Work South (RTWS) for the delivery of employability programmes during 2025/2026 South Lanarkshire Works, which delivered and funded a range of programmes designed to develop the work readiness skills of people and support them to progress to sustainable employment, was broadly split into the following 3 categories:- senior phase work-based learning programmes which were delivered to school pupils in S4 to S6 as part of the curriculum keyworker-based employability support delivered to key priority groups learning/training and skills development provision which was delivered to meet the needs of people engaging with keyworker services Information was provided on the:- funding streams which contributed to the delivery of the programmes performance of the programmes, with case studies demonstrating their impact attached as Appendix 1 to the report requirement to produce an Annual Investment Plan in relation to keyworker-based services, which included learning and training provision role of RTWS in delivering a significant element of the Annual Investment Plan and the proposal to award a contract to RTWS, supported by Teckal arrangements, for the delivery of 2025/2026 employability programmes The Employability Manager responded to members’ questions in relation to various aspects of the report and undertook to provide a member with information on the annual percentage of Employability Service participants who had progressed to training/education or employment. The Committee decided: (1) that the performance of the Employability Service be noted; and (2) that the proposal to enter into a Teckal contract with Routes to Work South be approved. 8
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[Reference: Minutes of the Executive Committee of 26 November 2024 (Paragraph 10) and 13 May 2025 (Paragraph 7)] Councillor Anderson, having declared an interest in the above item, withdrew from the meeting during its consideration 8 Business Gateway Lanarkshire – 2024/2025 Performance Report A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the activities and performance of the Business Gateway Lanarkshire service for 2024/2025. Business Gateway was a nationally branded service which was delivered by individual local authorities to provide free, impartial advice and support to pre-start, new start and existing businesses. The service was in-sourced with effect from 1 March 2024, with North Lanarkshire Council delivering the service on behalf of both councils. North Lanarkshire Council had managed the delivery of Business Gateway services since 1 April 2008. Information was provided on:- the administration and management of the service, including South Lanarkshire Council’s representation national objectives, and local priorities and objectives for 2024/2025 performance in 2024/2025 in relation to:- the business start-up service the existing business service quality assurance workshops/events community engagement marketing proposed revised performance targets for 2025/2026 which had been developed to reflect key learning from the first year of service delivery Officers responded to members’ questions in relation to various aspects of the report and agreed that updates could be presented to Committee on a 6-monthly basis rather than annually. The Committee decided: (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. 9 Community Benefit Funds – Renewable Energy Fund – Grant Applications A report dated 17 September 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. 9
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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:- £58,651.94 towards eligible costs associated with the installation of solar panels and battery storage to Hope Hub SCIO (Scottish Charitable Incorporated Organisation) from Kype Muir Windfarm £150,000 towards eligible costs associated with revenue costs to Wiston Lodge from Middle Muir Windfarm [Reference: Minutes of 12 August 2025 (Paragraph 16)] 10 Chatelherault and Calderglen Country Park Masterplans and Associated Phase 1 Projects A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the work undertaken to develop masterplans for both Chatelherault and Calderglen Country Parks seeking approval of the strategic approach for development and investment over the next 10 years Information was provided on:- the multi-disciplary team established to undertake a masterplanning exercise for Chatelherault and Calderglen Country Parks the consultation and engagement work undertaken which included public consultation events, the creation of a consultation website, and targeted briefings and discussions with elected members, South Lanarkshire Leisure and Culture, Historic Environment Scotland, local residents and sports clubs a short-list of investment proposals which had informed the Masterplans, Outline Business Cases and supporting documents phase 1 projects which would be funded from the 2025/2026 budget allocation At this point in the meeting, Councillor Robb made a transparency statement to advise that she was a volunteer with various groups connected to Calderglen Country Park. Officers responded to members’ questions in relation to various aspects of the report, including concerns outlined by Councillors Watson and Robb. The Chair, in order to reach consensus, proposed that further members’ awareness sessions be held and suggested a further report be submitted to the Committee in relation to maintenance and revenue issues. Councillor Brown, seconded by Councillor Devlin, moved the recommendations in the report. Councillor Robb, seconded by Councillor Watson, moved as an amendment that consideration of the masterplans be postponed until the next meeting of the Committee to:- 10
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give elected members time to analyse the most recent consultation results and business cases to help them make more fully informed decisions take an infrastructure first approach and prioritise access and repairs with core Council funding ensure the masterplan documents covered the whole park and delivered on community wealth building On a vote being taken using the electronic voting system, 17 members voted for the motion and 3 for the amendment. The motion was declared carried. The Committee decided: (1) to note that a series of investment proposals had been identified to deliver beneficial and impactful improvements to Chatelherault and Calderglen Country Parks for which external funding opportunities would be sought; (2) that the strategic approach for development and investment in Chatelherault and Calderglen Country Parks over the next 10 years be approved; and (3) to note that plans were underway to develop and deliver the identified Phase 1 projects. 11 New Lanark World Heritage Site Management Plan 2025 to 2030 A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the New Lanark World Heritage Site Management Plan, covering the period 2025 to 2030, to which the Council was a signatory. New Lanark was one of 6 World Heritage Sites (WHS) in Scotland. To become a WHS, the criteria, as set out in Operational Guidance by UNESCO, was required to be met which included the production of an appropriate Management Plan specifying how the outstanding universal value of the site would be preserved. The Management Plan was based on a strategic view over 20 to 30 years and had the following 4 strategic objectives:- to safeguard and enhance the WHS 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 Once approved, New Lanark Trust would finalise the Management Plan and, following submission to UNESCO, would be available on the New Lanark, UNESCO and Historic Environment Scotland’s websites. The Committee decided: that the New Lanark World Heritage Site Management Plan 2025 to 2030 be approved prior to its finalisation by New Lanark Trust. [Reference: Minutes of the Planning Committee of 29 January 2019 (Paragraph 13)] 11
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12 Response to Commercial Waste Motion A report dated 22 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the response to the motion submitted to the Council at its meeting on 20 November 2024 in relation to commercial waste management arrangements. The motion, which was unanimously approved, instructed officers to explore the following:- options and implications of a system of allocated time slots for commercial waste to minimise the time waste was 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 Information was provided on:- the current arrangements for commercial waste collection in South Lanarkshire, including a summary of the relevant legal framework the legal, practical and resource implications associated with implementing and enforcing a new policy that limited the times when commercial waste premises could present their waste for collection the requirement for consultation Given the challenges that would be encountered in implementating a commercial waste policy, it was recommended that a policy was not pursued and that, alternatively, 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 existing statutory functions for environmental regulation, compliance and enforcement. The Head of Facilities, Waste and Grounds Services responded to a member’s questions. The Committee decided: (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. [Reference: Minutes of South Lanarkshire Council of 20 November 2024 (Paragraph 14)] 13 South Lanarkshire Inward Investment and Property Enquiries Update A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the development of the Council’s approach to Inward Investment. 12
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Inward Investment made a distinct, positive and significant impact on the economy at national, regional and local level. The term ‘inward investment’ described both foreign direct investment (FDI) and similar investment from the rest of the UK into Scotland, the Glasgow City Region and the local authority area. Information was provided on the:- South Lanarkshire Inward Investment Strategy progress that had been made across the 5 workstreams property enquiries for business space received from January to August 2025 key challenges The Committee decided: (1) that the progress on the development of 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. [Reference: Minutes of 25 February 2025 (Paragraph 7)] Councillors Kerr and McLachlan left the meeting during this item of business 14 Garden Waste Permit Scheme - Progress Report A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the introduction of the garden waste permit scheme. At its meeting on 26 June 2024, the Council’s Executive Committee approved the introduction of 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. As of August 2025, over 39,700 permits had been purchased which equated to a rate of 34.4% and exceeded the original estimate of year 1 uptake. Of this total, 257 permits had been issued to residents that did not previously have access to the burgundy bin service. Information was provided on the:- breakdown of permits purchased impact on waste tonnages and composition in residual waste bins work being undertaken to promote the scheme in rural areas and encourage further uptake generally success of the home composting pilot and plans for this to be extended The Head of Facilities, Waste and Grounds Services responded to a member’s questions. The Committee decided: that the content of the report be noted. [Reference: Minutes of 18 June 2024 (Paragraph 9) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 11)] 13
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15 Roads Asset Management Plan 2025 – Update A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the Roads Asset Management Plan (RAMP) 2025. The RAMP was a strategic framework that outlined the key principles and practices for the effective management, maintenance and enhancement of the roads network and related infrastructure. The development of RAMPs across Scotland was an excellent example of collaborative working across the 32 local authorities. Information was provided on:- the 5 key principles of an effective RAMP the Council’s main roads asset groups the overall condition of the infrastructure and issues for consideration The Head of Roads, Transportation and Fleet Services responded to members’ questions. The Committee decided: that the report be noted. [Reference: Minutes of 17 September 2024 (Paragraph 16)] 16 Annual Update on the Community and Enterprise Resources’ Risk Register A report dated 17 September 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on Community and Enterprise Resources’ Risk Register. The Council’s Risk Management Strategy promoted the consideration of risk in service delivery, planning and decision-making processes. Community and Enterprise Resources had followed Council guidance in developing, monitoring, and updating its Risk Register on an ongoing basis. The Register had been developed to ensure that the Resource:- was fully aware of the top risks was able to prioritise those risks had controls in place to eliminate or minimise the impact of the risk The main changes to the Risk Register were summarised at paragraph 5.4 of the report. Risks were scored in accordance with the Council’s scoring mechanism based on likelihood and impact of risk. This resulted in risks being scored between 1 to 25 (low to very high). Risks were scored on their inherent risk (risk if nothing was done), and their residual risk (risk after applying controls). The Council’s scoring matrix was attached as Appendix 1 to the report. Details of all risks which had scored very high and high were provided in Appendix 2 to the report. Risks evaluated as being medium or low risk would be monitored to ensure that they continued to be adequately managed. Appendix 3 to the report provided a comparison of risk scores for 2024 and 2025. This appendix also detailed changes in risk descriptions. The Head of Enterprise and Sustainable Development Services responded to a member’s question. 14
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The Committee decided: that the content of the Community and Enterprise Resources’ Risk Register be noted. [Reference: Minutes of 26 November 2024 (Paragraph 17)] 17 Urgent Business There were no items of urgent business. 15
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 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 3 October 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 third revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2025/2026. 3.2. The report details the financial position for Community and Enterprise Resources. Appendix A provides the service analysis statement, outlining key highlights by Service for the Resource and appendices B to G provides the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 3 October 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 3 October 2025, the Resource’s projected outturn position for 2025/2026 is a breakeven position. This is outlined in the attached appendices. 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. 3 17
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6. 2025/2026 Investments 6.1 Funding has been allocated to Community and Enterprise Resources as part of the 2025/2026 Investment funding. The Community and Enterprise budget includes £0.866 million for Rutherglen 900, Extension to Frontline First Fund and Fighting Fly- tipping. The remaining £1.084 million of 2025/2026 investments allocated to the Resource is profiled to spend in 2026/2027 and 2027/2028 (£0.896 million and £0.188 million respectively). 6.2 The appendices also include amounts in relation to the Local Action Fund. The Revenue allocations for Community and Enterprise Resources total £0.119 million and is shown below:- Ward Project £m 1 Local Skate Park 0.050 5 Public Place 0.008 7 Road Works 0.034 11 Railings 0.003 13 Painting of Railings/Pavillion Refurbishment 0.024 0.119 6.3 Total Investments funding of £0.985m is included in the Community and Enterprise Resources budget as outlined in Appendices B to G. Spend will continue to be progressed throughout the year. 7. Packaging Extended Producer Responsibility (pEPR) 7.1. As previously reported, the receipt of DEFRA funding in 2025/2026 for new waste regulations released £7 million of core Council budget (August Executive). 7.2. The November Executive Committee agreed that £2.5 million of these core monies will be retained within Community and Enterprise Resources and utilised towards one- off investment in waste and recycling services. In relation to the purchase of vehicles, £1.5 million will be spent in 2026/2027 and beyond to reflect lead in times for the build and purchase of vehicles and ongoing revenue costs. 7.3. The remaining £1.0 million will be spent on additional staff and equipment to prevent fly-tipping and the purchase of a variety of bins. It is anticipated that £0.3 million will be spent by the end of 2025/2026 and is included in the Community and Enterprise budget. The balance of £0.7 million spent in 2026/2027 to reflect staffing requirements and the procurement lead in times for the purchase of bins. Therefore, £2.2 million has been transferred to earmarked reserves for use in future years 7.4. The Executive Committee also agreed that the remaining £4.5 million will be used to support the Council’s Budget Gap. This will be transferred to earmarked reserves for use in future years. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 9. Other Implications 9.1. 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. 18
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9.2. 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. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no integrated impact assessment is required. 10.2. 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) 12 November 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 3 October 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 19
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Appendix A Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period 7 Ended 3 October 2025 (No.7) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Facilities, Waste and Grounds Services 78,973 78,906 67 0.08% 34,683 Planning and Regulatory Services 5,223 4,895 328 6.28% 2,064 Leisure Services 20,090 20,090 0 0.00% 8,976 Enterprise and Sustainable Development 6,556 6,448 108 1.65% 2,256 Roads, Transportation and Fleet Services 19,693 20,196 (503) -2.55% 6,057 Net Controllable Exp. 130,535 130,535 0 0.00% 54,036 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 and greater income predicted for Planning applications, 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 Payments to Other Bodies and 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 statutory bridge inspections and 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. 20
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Appendix B Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 3 October 2025 (No.7) Community and Enterprise Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 108,204 105,572 2,632 Under 2.43% 49,142 Property Costs 9,225 9,639 (414) Over (4.49%) 2,826 Supplies & Services 18,890 19,470 (580) Over (3.07%) 7,109 Transport & Plant 22,542 23,218 (676) Over (3.00%) 11,306 Administration Costs 884 1,035 (151) Over (17.08%) 260 Payments to Other Bodies 16,812 16,833 (21) Over (0.12%) 6,379 Payments to Contractors 39,919 40,139 (220) Over (0.55%) 18,021 Transfer Payments 617 617 0 - 0.00% 308 Financing Charges 191 211 (20) Over (10.47%) 0 Total Controllable Exp. 217,284 216,734 550 Under 0.25% 95,351 Total Controllable Inc. (86,749) (86,199) (550) Under (0.63%) (41,315) Net Controllable Exp. 130,535 130,535 0 - 0.00% 54,036 Variance Explanations Variance explanations are shown in Appendices C-G as appropriate. Budget Virements Budget virements are shown in Appendices C-G as appropriate. 21
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Appendix C Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 3 October 2025 (No.7) Facilities, Waste and Grounds Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 69,570 67,842 1,728 Under 2.48% 31,727 1,c Property Costs 2,315 2,677 (362) Over (15.64%) 664 2,a Supplies & Services 10,070 10,501 (431) Over (4.28%) 3,224 3,a,b,c Transport & Plant 8,118 8,460 (342) Over (4.21%) 4,360 4, Administration Costs 250 356 (106) Over (42.4%) 113 5, Payments to Other Bodies 254 255 (1) Over (0.39%) 42 Payments to Contractors 20,015 20,165 (150) Over (0.75%) 8,165 6,a,b,d Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 45 45 0 - 0.00% 0 Total Controllable Exp. 110,637 110,301 336 Under 0.30% 48,295 Total Controllable Inc. (31,664) (31,395) (269) Under (0.85%) (13,612) 7,c,d Net Controllable Exp. 78,973 78,906 67 Under 0.08% 34,683 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 and Grounds. 5. The forecast overspend is due to printing costs for menu development, medicals and fees in relation to parent pay. 6. The forecast over spend is mainly due to the upkeep of the Crematorium and for commemorative items. The latter offset by income. 7. 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, with the exception of commemorative items, partially offset by a higher than forecast demand for the Garden Waste Uplift Service. Budget Virements a. Transfer from corporate items in relation to Procurement savings, additional rates budget and Waste inflation. Net effect £0.169m: Property £0.039m, Supplies and Services (£0.020m), Payment to Contractors £0.150m. b. Transfer from reserves in relation to Play Equipment, James Hamilton Heritage Park and Local Action Fund. Net Effect £0.231m: Supplies and Services £0.040m, Payment to Contractor £0.191m. c. Establishment of temporary budgets in respect of Extended Produce Responsibility and Test of Change Funding. Net Effect (£7.106m): Employees £0.545m, Supplies and Services £0.146m, Income (£7.797m). d. Realignment of budget to reflect service delivery in respect of Clyde Walkway. Net Effect £0.000m: Payment to Contractors (£0.150m), Income £0.150m. 22
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Appendix D Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 3 October 2025 (No.7) Planning and Regulatory Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7,759 7,536 223 Under 2.87% 3,616 1,a Property Costs 38 26 12 Under 31.58% 20 Supplies & Services 162 188 (26) Over (16.05%) 164 a Transport & Plant 128 152 (24) Over (18.75%) 63 Administration Costs 125 127 (2) Over (1.6%) 45 a Payments to Other Bodies 233 233 0 - 0.00% 65 Payments to Contractors 745 775 (30) Over (4.03%) 443 2,a Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 46 46 0 - 0.00% 0 Total Controllable Exp. 9,236 9,083 153 Under 1.66% 4,416 Total Controllable Inc. (4,013) (4,188) 175 Over 4.36% (2,352) 3,a Net Controllable Exp. 5,223 4,895 328 Under 6.28% 2,064 Variance Explanations 1. The forecast underspend is due to staff vacancies and turnover. 2. The forecast overspend is mainly due to an increased contract costs for dog kennelling services within Environmental. 3. The forecast over recovery is mainly due to increased income from Planning applications. Budget Virements a. Establish temporary budget in respect of Air Quality Projects 2025/2026. Net Effect £0.000m: Employees £0.001m, Supplies and Services £0.002m, Administration £0.016m, Payment to Contractors £0.302m, Income (£0.320m). 23
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 3 October 2025 (No.7) South Lanarkshire Leisure and Culture Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 4 4 0 - 0.00% 3 Property Costs 4,615 4,615 0 - 0.00% 1,409 Supplies & Services 0 0 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 8 8 0 - 0.00% 0 Payments to Other Bodies 80 80 0 - 0.00% 14 Payments to Contractors 15,383 15,383 0 - 0.00% 7,550 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% 8,976 Total Controllable Inc. 0 0 0 - 0.00% 0 Net Controllable Exp. 20,090 20,090 0 - 0.00% 8,976 Variance Explanations No variances to report. Budget Virements No Budget Virements 24
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Appendix F Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 3 October 2025 (No.7) Enterprise and Sustainable Development Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 9,252 9,104 148 Under 1.60% 4,190 1,a Property Costs 299 299 0 - 0.00% 14 a Supplies & Services 158 158 0 - 0.00% 65 a Transport & Plant 353 353 0 - 0.00% 3 Administration Costs 113 113 0 - 0.00% 18 Payments to Other Bodies 9,915 9,935 (20) Over (0.20%) 2,991 2,a 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 3 Total Controllable Exp. 20,141 20,033 108 Under 0.54% 7,281 Total Controllable Inc. (13,585) (13,585) 0 - 0.00% (5,025) a Net Controllable Exp. 6,556 6,448 108 Under 1.65% 2,256 Variance Explanations 1. The forecast underspend is due to staff vacancies and turnover. 2. The forecast overspend is due to higher anticipated costs than budgeted for the Christmas switch on events. 3. The forecast overspend is due to higher than budgeted costs for IT leasing within the Support service. Budget Virements a. Realignment of budget to reflect service delivery in respect of Inward Investment Monies and Employability. Net effect £0.000m: Employees (£0.601m), Property £0.011m, Supplies and Services £0.012, Payment to Other Bodies £0.424m, Income (£0.155m). 25
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Appendix G Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 3 October 2025 (No.7) Roads, Transportation and Fleet Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 21,619 21,086 533 Under 2.47% 9,606 1,c Property Costs 1,958 2,022 (64) Over (3.27%) 719 2,a,b,c Supplies & Services 8,500 8,623 (123) Over (1.45%) 3,656 3,a,c Transport & Plant 13,943 14,253 (310) Over (2.22%) 6,880 4,c Administration Costs 388 431 (43) Over (11.08%) 84 5,c Payments to Other Bodies 6,330 6,330 0 - 0.00% 3,267 c,d Payments to Contractors 3,776 3,816 (40) Over (1.06%) 1,863 6,b,c Transfer Payments 617 617 0 - 0.00% 308 Financing Charges 49 49 0 - 0.00% 0 c Total Controllable Exp. 57,180 57,227 (47) Over (0.08%) 26,383 Total Controllable Inc. (37,487) (37,031) (456) Under (1.22%) (20,326) 7,c,d Net Controllable Exp. 19,693 20,196 (503) Over (2.55%) 6,057 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 and procurement of new Engineering contract documents within Roads as well as updates to the Tranman software within Fleet. 4. The forecast overspend is due to increased costs in relation to the Passenger Services Agreement within Roads and greater expenditure on materials and tyres within Fleet. There is also an overspend within fuel but this is offset by an over recovery of income. 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 statutory bridge inspections and increased contractor costs for maintenance of traffic lights. 7. The anticipated under recovery is mainly due to less than budgeted income for parking & electric vehicles within Road and over recovery of income with Fleet including fuel. Budget Virements a. Transfer between corporate items in relation to Procurement savings and additional rates budget. Net effect £0.026m: Property £0.031m, Supplies and Services (£0.005m). b. Transfer from reserves in respect of Fleet sinking fund, Local Action Plan and Storm Damage. Net Effect £0.364m: Property £0.225m, Payment to Contractors £0.139m. c. Realignment of budget to reflect to reflect anticipated spend and income within Parking and Fleet. Net Effect £0.000m: Employees (£0.059m), Property £0.020m, Supplies and Services £0.030m, Transport and Plant £0.035m, Administration (£0.010m), Payment to Other Bodies £0.006m, Payment to Contractors £0.007m, Financing charges (£0.001m), Income (0.028m). d. Establish a temporary budget to reflect weather forecasts through WoSLA on behalf of other local authorities £0.000m: Payment to Other Bodies £0.800m, Income (£0.800m). 26
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 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 3 October 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 £55.159 million, and forecast expenditure of £55.159 million, be noted. [1recs] 3. Background 3.1. This is the third 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 £55.159 million for Community and Enterprise Resources is based on the overall Capital Programme for 2025/2026 (June 2025) and includes updates approved by the Executive Committee on 5 November 2025 and 3 December 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 £55.159 million. This includes adjustments totalling a net decrease of £2.307 million which were approved by the Executive Committee on 5 November 2025 (£1.097 million decrease) and 3 December 2025 (£1.210 million decrease). The details of these adjustments are shown in Appendix A. 4 27
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5.2. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £55.159 million. For information, actual expenditure incurred to 3 October 2025 is £14.197 million. 6. 2025/2026 Investments 6.1. Funding has been allocated to Community and Enterprise Resources as part of the 2025/2026 Investment funding. The Community and Enterprise budget for 2025/2026 includes £6.500 million of Investment funding as outlined below:- 2025/2026 Investments 2025/2026 Budget Profile Forecast Spend Forecast Variance Actual Spend £m £m £m £m Roads and Infrastructure 4.000 4.000 0.000 2.000 Hamilton Town Centre 1.000 1.000 0.000 0.074 Outdoor Facilities 0.400 0.400 0.000 0.000 Overtoun Park Bandstand 0.150 0.150 0.000 0.024 Country Park Masterplans – Feasibility 0.075 0.075 0.000 0.004 Skate Park/Bike Pump Track, Calderglen 0.300 0.300 0.000 0.006 White Bridge and Boardwalk, Chatelherault 0.075 0.075 0.000 0.000 Safe Routes 0.500 0.500 0.000 0.000 Total 6.500 6.500 0.000 2.108 6.2. A further £22.000 million of 2025/2026 investments allocated to the Resource is profiled to spend in 2026/2027 and 2027/2028 (£10.650 million and £11.350 million respectively). 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 28
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David Booth Executive Director (Community and Enterprise Resources) 18 November 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 5 November 2025 Executive Committee, 3 December 2025 List of Background Papers ▪ Financial ledger to 3 October 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 29
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Appendix A South Lanarkshire Council Capital Expenditure 2025-2026 Community and Enterprise Resources Programme For Period 1 April 2025 – 3 October 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 3,124 478 (940) 2,660 2,660 - 407 Enterprise and Sustainable Development 24,062 8,630 (3,404) 29,288 29,288 - 4,172 Roads, Transport and Fleet 20,489 2,722 - 23,211 23,211 - 9,618 TOTAL 47,675 11,830 (4,344) 55,159 55,159 - 14,197 For Information Only Budget Adjustments approved by Executive Committee, 5 November 2025: Budget Adjustments approved by Executive Committee, 3 December 2025: Budget Adjustments Clydesdale Way Renewal of Playparks Whitebridge Replacement Overtoun Bandstand Greenhall Replacement Bridge Reallocation of budget from HTR to Energy Efficiency Measures Feasibility Total Budget Adjustments (£0.500m) (£0.300m) (£0.192m) (£0.110m) (£0.025m) £0.030m (£1.097m) Budget Adjustments Transformation Fund – Dollan Aqua Centre Transformation Fund – Accessibility project Nature Restoration Fund Alexander Hamilton Memorial Park Glenaffeoch Play Area, Carluke Total Budget Adjustments (£0.200m) (£0.754m) (£0.200m) (£0.074m) £0.018m (£1.210m) 30
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – August and September 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for August and September 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 August and September 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 13 September 2025 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Community and Enterprise Resources provides information on the position for 1 August to 30 September 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of September 2025 for Community and Enterprise Resources. The Resource absence figure for September 2025 was 7.4%, this figure has increased by 1.3% when compared to the previous month and is 1.3% higher than the Council-wide figure. When compared to September 2024, the Resource absence figure has increased by 0.5%. 5 31
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Based on the absence figures at September 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%. 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, 243 referrals were made this period. This is an increase of 69 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 34 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 9 disciplinary hearings were held within the Resource, this is a decrease of 1 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. Two grievances were raised within the Resource. This figure is has increased by 1 when compared to the same period last year. Three Dignity at Work complaints were raised within the Resource, this figure has decreased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 32 leavers this period eligible for an exit interview. The number of leavers has decreased by 20, when compared with the same period last year. During the period 9 exit interviews were conducted, this figure has increased by 7 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been a decrease of 29 employees in post from 14 June to 13 September 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. 32
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10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 4 November 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 – 7 October 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 2.5 August 5.2 6.2 6.7 August 4.9 5.7 6.1 August 4.1 4.7 4.7 September 2.5 3.8 3.5 September 7.1 7.5 8.2 September 6.4 6.9 7.4 September 5.3 6.1 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 3.5 Annual Average 6.8 7.2 7.6 Annual Average 6.2 6.6 6.9 Annual Average 5.4 5.9 6.0 Average Apr-Sep 3.2 3.6 3.2 Average Apr-Sep 5.9 6.3 7.1 Average Apr-Sep 5.5 5.9 6.5 Average Apr-Sep 4.7 5.1 5.3 577 2835 3412 15628No of Employees at 30 September 2025 No of Employees at 30 September 2025 No of Employees at 30 September 2025 No of Employees at 30 September 2025 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total 34
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Aug - Sep Aug - Sep 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 40 97 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 1 2 TOTAL 174 243 Aug - Sep Aug - Sep 2024 2025 Over 7 day absences 8 0 Minor 14 20 Near Miss *** 3 4 Violent Incident: Physical**** 5 7 Violent Incident: Verbal***** 1 3 Total Accidents/Incidents 31 34 Aug - Sep Aug - Sep 2024 2025 Total Number of Hearings 10 9 Total Number of Appeals 1 0 Time Taken to Convene Hearing - Aug to Sep 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 4 3 2 Aug - Sep Aug - Sep 2024 2025 Number of Grievances 1 2 Still in Progress 1 2 Aug - Sep Aug - Sep 2024 2025 Number of Incidents 4 3 Still in Process 4 3 0 0 Appendix 2 COMMUNITY AND ENTERPRISE RESOURCES 38 53 RECORD OF DIGNITY AT WORK 95 91 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 35
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Aug - Sep Aug - Sep 2024 2025 Career Advancement 1 6 Child Caring / Caring Responsibilities 0 2 Further Education 0 1 Moving outwith area 0 1 Personal Reasons 0 13 Other 51 9 Total Number of Leavers Eligible for Exit Interview 52 32 Number of Exit Interviews conducted 2 9 Percentage of interviews conducted 4% 28% ANALYSIS OF REASONS FOR LEAVING Appendix 2a COMMUNITY AND ENTERPRISE RESOURCES 36
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As at 13 September 2025 Total Number of Employees F/T P/T F/T P/T 1243 338 242 1535 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1680.29 411.70 263.72 48.94 17.60 0.00 2.00 0.00 2429.25 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 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3387 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3358 MALE FEMALE TOTAL 37
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan - Quarter 2 Progress Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Community and Enterprise Resource Plan Quarter 2 Progress Report 2025/2026, for the period 1 April to 30 September 2025 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Community and Enterprise Resource Plan Quarter 2 Progress Report 2025/2026, as summarised in paragraph 5.2. and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource to date, as detailed in paragraph 5.3. of this report, be noted; (3) to note that there were no areas for improvement and associated management actions, as detailed in paragraph 5.4. of this report; and (4) that the additional scrutiny of reporting the updated status of those measures identified as ‘report later’ at Quarter 4 2024/2025, as summarised in paragraph 5.5. and detailed at Appendix 3 of this report, be noted. 3. Background 3.1. The Community and Enterprise Resource Plan 2025/2026 was approved by Community and Enterprise Committee on 13 May 2025 and noted by the Executive Committee on 25 June 2025 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2025/2026. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Outcomes set out in the Council Plan Connect 2022 to 2027. 4. Resource Outcomes 2025/2026 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2025/2026. These are detailed at Appendix 1. 6 39
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5. Quarter 2 Progress Report 2025/2026 5.1. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2025/2026, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure:- Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. There are no red measures to detail in this report. The overall summary of progress to date is set out in the table below. Status Measures Statistical Project Total % Blue 0 2 2 3.3 Green 8 31 39 63.4 Amber 5 6 11 20 Red 0 0 0 0 Report later/Contextual 8 0 8 13.3 Totals 21 39 60 100% (Data correct as at 28-10-2025) 5.3. Key achievements for 2025/2026, to date, are noted below:- 5.3.1. Connect Outcome Communities and Environment Resource Outcome Achievement Communities are encouraged and supported to reduce, re-use and recycle their waste The percentage of household waste sent to landfill in the period January to June 2025 was 0.83%, well within the target of below 5% target. Communities are well connected There was an increase of 4.8% in full fibre connections during April to September 2025 compared with the 2024/25 figure (58.87%), bringing the overall total percentage to 63.67%. The Council addresses climate change by reducing carbon emissions, protecting our natural environment, The annual Public Bodies Climate Change Duties compliance report for 2024/25 has been completed. The report was presented at the Climate Change and Sustainability Committee on 12 November 2025 before being submitted to the Scottish Government by the 30 November deadline. 40
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Connect Outcome Communities and Environment Resource Outcome Achievement adapting to the impacts of climate change, and acting sustainably All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Across our capital and revenue programme, 60 road maintenance schemes have been delivered (47 carriageway / 13 footway). A programme of bridge and other structure projects have been completed, including works at Millheugh Bridge, Larkhall, Duke Street Multi Storey Car Park and Elvanfoot Bridge. Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel The new station at Hairmyres was opened to passengers in May 2025 with the southern Park and Ride area. The northern Park and Ride area was opened in July 2025. All offsite works, new pedestrian facilities on Eaglesham Road/Strathnairn/St James Centre are complete. The new traffic signal controlled junction at Redwood Drive/Eaglesham Road and Greenhills Road is also complete with monitoring ongoing. The new East Kilbride station building is now open. Footway works to connect to the wider footway network were programmed to coincide with the opening. Connect Outcome Health and Wellbeing Resource Outcome Achievement All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life The £13m Transformation Fund is helping to modernise the leisure and culture asset base taking account of the following needs: to adapt and modernise; to address energy efficiency and decarbonisation of the estate; to reduce liabilities and cover costs of demolition; and to consider community accessibility. Projects completed at the end of quarter two include • Greenhills and Blantyre Library reprovision • Hillhouse and Earnock Community Centre refurbishment A range of additional projects were approved at Executive Committee in August 2025 and have now been added to the programme. This includes the replacement of the floating floor at Hamilton Water Palace and the replacement of the Whitemoss 3G pitch. As part of the implementation of the multi-year Play Area Investment Programme, consultation on play areas in Hamilton/Blantyre and East Kilbride is complete and projects progressing. 41
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Connect Outcome Our Economy Resource Outcome Achievement Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon UK Government have confirmed the Levelling Up Fund (LUF) spend deadline has been extended to 31 March 2028. Clydesdale Way - Detailed design is in progress, building on the concept design work previously undertaken. Stakeholder engagement sessions took place in October 2025. Final routes will be determined by cost, feasibility and landowner consent, and works will be split into separate works packages to be delivered over the next few years. Shawfield: Clyde Gateway have extended the spend deadline to 31 March 2027 in line with UK Government guidance on flexibility. The current anticipated completion date for all three LUF funded projects is late 2026. The Council has released £5,369,204 to date, covering expenditure to the end of quarter one 2025/2026. Thriving town and neighbourhood centres provide a focal point for local communities East Kilbride Masterplan project is progressing at pace with a number of parallel workstreams being progressed including: • A demolition contractor has been procured for Centre West. • The legal agreements to hand over the property are agreed. • The strategy to secure vacant possession is in place • Work with a range of council services is ongoing to inform the final content of the civic hub • The planning permission in principle for the redevelopment of Centre West was lodged in November 2025 • Consultation is ongoing with the housebuilding industry and housing colleagues • Discussions are ongoing with the prospective purchaser around how they could work in partnership with the Council. Following approval of £8m funding from the Council budget for, a report was presented to Community and Enterprise Resources Committee in August 2025 providing an update on progress with the Hamilton Masterplan and outlining the priorities, including: • The design of the town square which is nearing completion allowing consultation with elected members and the public. • An overarching external project Management Team has been appointed. • The sale of the Regent centre has completed, and discussions are ongoing around the way in which the owners and Council can work in partnership. 42
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Connect Outcome Our Economy Resource Outcome Achievement • Consent has been secured for the demolition of the dangerous building at the Vogue, Keith Street and a demolition contractor has been appointed. 5.3.2. In addition to working towards these Outcomes, it is recognised that the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. 5.4. Areas for improvement No measures have been classified as ‘red’ (major slippage against timescale or shortfall against target) at quarter two. 5.5. Report later Measures in the quarterly progress reports which are not blue, red, amber or green can be assigned a status of ‘report later’ or ‘contextual’. A further analysis introduced to aid scrutiny of performance, is to follow up the measures in these categories from the Quarter 4 2024/2025 report. There were three measures identified in these categories at Quarter 4 last year. Of the three measures identified in these categories at Quarter 4 last year, one was a Local Government Benchmarking Framework (LGBF) indicator, for which the 2024/2025 results will not be published until early 2026. The updated status and explanatory narrative relating to the remaining two ‘report later’ measures are detailed in Appendix 3. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report. 8.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2025/2026. 9. Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 43
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10. Integrated Impact Assessment and Consultation Requirements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. David Booth Executive Director (Community and Enterprise Resources) 20 November 2025 Link(s) to Council Values/Priorities/Outcomes The Resource Plan has been structured upon the Vision, Values and Outcomes in the Council Plan Connect 2022 to 2027 Previous References Council Plan Connect 2022 to 2027 – South Lanarkshire Council - 15 June 2022 Community and Enterprise Resource Plan 2025/2026 –Community and Enterprise Resources Committee - 13 May 2025 Resource Plans and Connect Reporting 2025/2026 - Executive Committee – 25 June 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:- Anne Lewis (Performance and Development Officer) E-mail: anne.lewis@southlanarkshire.gov.uk 44
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Appendix 1 Community and Enterprise Resource Outcomes 2025/2026 Connect Outcomes Resource Outcomes Communities and Environment • High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest • Communities are encouraged and supported to reduce, re-use and recycle their waste • The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably • Communities are well connected • All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose • Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel • The 20-minute neighbourhood principle is established in our communities to make our places more sustainable and liveable. Education and Learning • No resource outcomes for this Connect outcome Health and Wellbeing • Public health is safeguarded through an effective environmental regulation and enforcement service • All school and nursery children have access to nutritious school meals • Health inequalities are addressed through collaboration with local communities and partners • All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Children and Young People • No resource outcomes for this Connect outcome Housing and Land • Vacant, derelict and contaminated land is brought back into productive use • Appropriate supply of housing land (including affordable housing) is maintained Our Economy • South Lanarkshire is an attractive place to start, grow and locate a business • Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon • Thriving town and neighbourhood centres provide a focal point for local communities • Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth • Consumers and communities are protected through an effective trading standards service • A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrive Delivering the Plan and achieving Best Value • The council demonstrates high standards of governance and sound financial stewardship • Customers experience high standards of governance and sound financial stewardship • The workforce has the skills, flexibility and capacity to deliver the council’s outcomes • Digital and ICT services meet the needs of the council and its customers 45
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IMPROVe - SLC Performance Management System Report printed on 26 Nov 13:02 Quarter 2 : April 2025 - September 2025 South Lanarkshire Council Community and Enterprise Resource Plan (This represents the cumulative position to September 2025) Performance Report 2025-26 Appendix 2 6 47
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IMPROVe - SLC Performance Management System Report printed on 26 Nov 13:02 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 5 1 0 7 13 Education and Learning 0 0 0 0 0 Health and Wellbeing 1 2 0 0 3 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 2 2 0 1 5 Delivering the plan and achieving best value 0 0 0 0 0 Total 8 5 0 8 21 Page 1 48
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IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of streets found to be acceptable during Litter Monitoring Systems Surveys One survey was completed for April to July. There are an additional two surveys to be carried out by the year end, with the second survey covering the period August-end of November 2025. A final cumulative percentage will be reported at the year end. Report Later 92.00% ------ 92.30% 92.00% 92.90% Land Audit Management System grounds maintenance score The Land Audit Management System (LAMS) score at quarter two was 72, equalling the annual target. Green 72.0 72.0 72.0 72.0 72.0 Communities are encouraged and supported to reduce, re-use and recycle their waste Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in the calendar year 2025 This measure is reported per calendar year, so the figure shown (41.3%) relates to the period January to June 2025. During this period the garden waste permit scheme commenced and the potential for the scheme to have an impact on the recycling rate was a known risk associated with the project. However, the garden waste permit scheme is just one factor affecting the recycling rate, the other issue relates to bulky waste treatment. Until June 2025 bulky waste was sent to the Levenseat facility for recycling, since the facility closed the bulky waste has had to be diverted to landfill. The Service will continue to monitor waste data flow and identify impacts on waste statistics. Amber 50.00% 41.30% 41.20% 43.75% 41.80% Percentage of household waste sent to landfill in the calendar year 2025 This measure is reported per calendar year and the latest figures (0.83%) relate to the period from January to June 2025. Performance for the first half of the year is well within target. Green 5.00% 0.83% 1.84% 1.50% 1.32% Page 2 49
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IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - 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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Reduce carbon emissions from council services (buildings, waste, transport etc.) The Council’s carbon emissions totalled 46,730 tCO2e (tonnes of carbon dioxide equivalent) in 2024-25. This shows a 70% reduction from the baseline year of 2005-06 and a reduction of 5% compared to 2023-24. The 2024-25 decrease in emissions is due to a reduction in gas and electricity consumption for the Council Estate and significant reduction in the emissions associated with the household waste collection. The Carbon Management report for 2024-25 was presented to the Climate Change and Sustainability Committee on 12 November 2025. Report Later ------ ------ ------ 9.46% 5.00% Communities are well connected Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of properties with Superfast Broadband >30Mbps There has been a small increase in the percentage of properties with Superfast Broadband compared to last year. Government schemes are helping to connect the most remote properties in South Lanarkshire. Green 99.0% 99.0% 97.3% 97.9% 98.8% Percentage of properties with Full Fibre Connection There was an increase of 4.8% in full fibre connections during April to September 2025 compared with the 2024/25 figure (58.87%), bringing the overall total percentage to 63.67%. Green 60.00% 63.67% 32.60% 45.43% 58.87% Page 3 50
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways and bridges and associated infrastructure are safe and fit for purpose Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of our road network that should be considered for maintenance treatment (Roads Condition Index). This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 32.5% is based on the results for the period 2023-25. Report Later 32.5% ------ 30.8% 31.9% 32.5% Percentage of A class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 27.7% is based on the results for the period 2023-25. Report Later 27.7% ------ 23.9% 24.9% 27.7% Percentage of B class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 29.6% is based on the results for the period 2023-25. Report Later 29.6% ------ 26.1% 27.8% 29.6% Percentage of C class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 37.4% is based on the results for the period 2023-25. Report Later 37.4% ------ 35.6% 36.5% 36.5% Page 4 51
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways and bridges and associated infrastructure are safe and fit for purpose Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of U class roads that should be considered for maintenance treatment (Roads Condition Index) This figure is derived from the Scottish Collaboration of Transportation Specialists (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. This year's figures will be reported later in the year (usually quarter three). The target figure of 32.4% is based on the results for the period 2023-25. Report Later 32.4% ------ 31.6% 32.6% 32.4% Number of road casualties in South Lanarkshire during 2025 Provisional casualty figures are available for first seven calendar months of 2025, when there were 146 casualties. Of these, there were two fatal casualties, 48 serious casualties and 96 slight casualties. There were no child fatal casualties, five children seriously injured and four children slightly injured. For the same period in 2024, there were 231 casualties. Of these, there was one fatality, 84 serious casualties and 146 slight casualties. For children in 2024, there were no child fatal casualties, seven children seriously injured and 19 children slightly injured. Green 382 146 284 370 382 Health and Wellbeing Public health is safeguarded through an effective environmental regulation and enforcement service Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Broad compliance with food law statutory requirements secured in premises During 2025-26, 97% (2,744) of food businesses that have been inspected were found to be broadly compliant with food law, food hygiene and food standards legislation. This compliance figure continues to exceed the annual target set for this measure. Since the new food law rating scheme came into affect, local authorities can focus resources on high risk and non-compliant businesses by conducting more frequent inspections in these establishments. Green 85.0% 97.0% 96.0% 95.0% 95.0% Page 5 52
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Health and Wellbeing All schools and nursery children have access to nutritious school meals Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Level of primary school meal uptake (as a proportion of total primary school meals which could be taken up over the period) School meal uptake as of quarter two is at 62%. This is below the annual target but we are expected to meet target by end of year. Amber 66.0% 62.0% 66.0% 69.2% 65.0% Level of secondary school meal uptake (as a proportion of total secondary school meals which could be taken up over the period) The uptake of free school meals in secondary schools is expected to increase as there are 269 pupils that are newly eligible for free school meals through the Test of Change S1 to S3 scheme. Amber 38.0% 34.0% 38.0% 39.9% 40.0% Page 6 53
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of procurement spend on local enterprises This is a local government benchmarking framework indicator. 2023-24 information was published in January 2025, and showed that the percentage of spend on local enterprises increased from 18.1% in 2022-23 to 19.5% in 2023-24, an increase of 1.4%. While this remains well below the Scottish average of 30.7% and places South Lanarkshire in 27th place out of the 32 local authorities in Scotland, it should be noted that this is a national figure which is skewed by rural and island local authority figures, where access to reliance on local suppliers is more common. Construction is an area of high spend in South Lanarkshire where opportunities to improve local spend has been sought. The impact of high inflation in the construction sector and the challenges across the public sector on delivering large scale construction projects has reduced some opportunity at a local level. The perceived complexity of public sector procurement and the required investment in completing tender submissions is deterring some small businesses that might lack sufficient administrative resources. There is a greater proportion of smaller enterprises in South Lanarkshire which increases the challenge in increasing and improving this measure. Supplier engagement and promotion of the free to access support, continues to encourage participation in tendering exercises. The figure for 2024-25 will be reported as part of the LGBF reporting framework in early 2026. Report Later ------ ------ 18.1% 19.5% ------ Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Delivery of UK Shared Prosperity Programme Quarter two spend is £889k however project delivery is accelerating with a number of capital projects due to spend in quarter three, and delivery of employability programmes. Projects are being monitored and are on track with full spend expected by the end of financial year. Green £4.000m £0.899m ------ £3.489m £7.800m Page 7 54
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Our Economy A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrives Performance Indicators Comments/ Progress Status 2023/24 2024/252022/23Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of participants supported via council-operated employability programmes There have been 860 people supported to participate in employability programmes at the end of August 2025. The figure reported here does not include the number of participants for the month of September 2025 (due to time of reporting). Figures will be reported in full in quarter three after they have been verified and submitted to Scottish Government. Nevertheless, registrations are below profile; however numbers anticipated to increase significantly in quarter four when school leavers accessing Aspire from January 2026 will be included. Amber 2,400 860 1,687 2,663 3,059 Number of participants gaining sustainable employment There have been 302 participants who have moved into employment following support on employability programmes at the end of August 2025. The figure reported here does not include the number of participants for the month of September 2025 (due to time of reporting). Figures will be reported in full in quarter three after they have been verified and submitted to Scottish Government. Nevertheless, registrations are below profile; however numbers anticipated to increase significantly in quarter four when school leavers accessing Aspire from January 2026 will be included. Amber 700 302 584 643 725 Number of participants accessing further education or training There have been 339 participants who have moved into further education/training following employability programmes at the end of August 2025. The figure reported here does not include the number of participants for the month of September 2025 (due to time of reporting). Figures will be reported in full in quarter three after they have been verified and submitted to Scottish Government. Nevertheless, registrations are below profile; however numbers anticipated to increase significantly in quarter four when school leavers accessing Aspire from January 2026 will be included. Green 600 339 536 870 804 Page 8 55
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 1 15 4 0 0 20 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 1 3 0 0 0 4 Children and Young People 0 0 0 0 0 0 Housing and Land 0 1 0 0 0 1 Our Economy 0 11 2 0 0 13 Delivering the plan and achieving best value 0 1 0 0 0 1 Total 2 31 6 0 0 39 Page 9 56
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IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measures Comments/ Progress Status Prepare an Open Space Strategy Present a draft Open Space Strategy to Planning Committee by end of September 2025 The recent focus has been on the preparation of a Play Sufficiency Assessment which is required to be included with the Local Development Plan (LDP) Evidence Report. The Open Space Strategy (OSS) will flow from, and be informed by this, therefore programming has been put back to 2026. This will also allow it to be informed by the LDP3 Call for Ideas taking place in the first half of 2026. In the meantime, a detailed assessment of the open space audit has been carried out together with extensive engagement. Amber Carry out statutory consultation on the draft Open Space Strategy in November 2025 Due to the reprogramming of the Open Space Strategy (OSS), consultation on the draft strategy will be delayed. However, extensive engagement to gather views on the quality and quantity of open space has been carried out and this will inform the draft OSS. Amber Final approval of the Open Space Strategy by June 2026 Changes to the timescale for preparing the Open Space Strategy (OSS) means that the June 2026 target will not be met. However, information received through the Local Development Plan (LDP) Evidence Report process and the Play Sufficiency Assessment production will reduce the slippage in the timescale for approval of the OSS. Amber Make South Lanarkshire a cleaner place to live, work and visit free of litter, fly tipping and dog waste Prepare an annual progress report for Climate Change and Sustainability Committee in September 2024, demonstrating the impact of the Litter Strategy (2022-2027) The annual progress report for the Litter Strategy was presented to the Climate Change and Sustainability Committee on 12 November 2025. Green Page 10 57
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - 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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Communities are encouraged and supported to reduce, re-use and recycle their waste Action Measures Comments/ Progress Status Support a circular economy by re-using, recycling and generating energy from the waste we manage Complete the review of waste services taking into consideration that the Deposit Return Scheme (DRS) has been postponed until October 2027 and the outcome of the Circular Economy Bill consultation The review of Waste Services is complete and the Circular Economy Act Scotland 2024 has now been published. The Service continues to consider the potential implications that the statutory code of practice (due to be published by end of financial year 2025-26) will have on household waste collection services in South Lanarkshire. Green The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Measures Comments/ Progress Status Lead by example and influence area-wide climate change and sustainability action Implement the Sustainable Development and Climate change Strategy (2022-2027) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee The 2025-26 Sustainable Development and Climate Change Action Plan has been finalised and approved at the Climate Change and Sustainability Committee. Work is progressing towards meeting actions outlined within the 2025-26 Action Plan since April this year. Progress updates will soon be gathered as part of the quarter two update. Aligning with committee dates, the quarter two action plan update will be reported to the Climate Change and Sustainability Committee in February 2026. Green Submit annual Public Bodies Climate Change Duties (PBCCD) Report to the Scottish Government Completion and submission of the PBCCD report by 30 November 2025 The annual Public Bodies Climate Change Duties compliance report for 2024-25 has been completed. The report was presented at the Climate Change and Sustainability Committee on 12 November 2025 for approval, before being submitted to the Scottish Government by the 30 November deadline. Green Page 11 58
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change,and acting sustainably Action Measures Comments/ Progress Status Modernise and decarbonise the council's fleet Review and produce a revised Fleet Strategy (2025-2030) and Action Plan An update to the Fleet Strategy is now underway. A recent recruitment exercise has now provided greater resources. A paper will be presented to a future Committee. Green Deliver new and improved low carbon vehicle charging infrastructure Maintain, manage and expand public infrastructure points / hubs in line with available internal and external funding sources Work is continuing on the regional collaboration initiative to expand and enhance vehicle charging infrastructure across the west. A consultant has been appointed to project manage the next phase and to prepare tender documentation. This will seek to appoint a commercial operator for publicly available electric vehicle charging infrastructure. Tender preparation has commenced with a view to a contract being awarded in late 2026. Green Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is embedded in decision making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 Gather and assess data on these topics for inclusion in the Evidence Report for LDP3 and to aid decision making. The Evidence report to be presented to Full Council by September 2025 Data gathering, assessment and consultation has been ongoing, and was reflected in the Evidence Report presented to the Executive Committee on 5 November 2025 in line with timescales for reporting to Full Council on 10 December 2025. Amber Page 12 59
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IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - 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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Prepare prioritised programme of carriageway and footway maintenance works Deliver a programme of carriageway and footway projects in line with agreed 2025-26 funding Across the capital and revenue programme 100 schemes (69 carriageway/31 footway) have currently been identified to be delivered during 2025-26. At the end of quarter two, 60 schemes (47 carriageway/ 13 footway) have been delivered. This demonstrates continued good progress for the year although the programme will remain under review. Green Page 13 60
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Prepare prioritised programme of bridge and structure maintenance works Deliver a programme of bridge and other structures projects in line with agreed 2025-26 funding The programme of bridge and other structures projects have progressed including: Bothwell Bridge, Hamilton – Scour Protection works to the bride abutments and piers. Works currently on site, with a projected completion date mid December 2025. Millheugh Bridge, Larkhall – Concrete repair works to the bridge deck including painting of the full structure and parapets and new expansion joints and surfacing. Works completed on site September 2025. Duke Street, Multi Storey Car Park – Purchasing of Propping to external beam – Works completed. Elvanfoot Bridge – Scour protection works and associated remedial bridge stone and pointing repairs – Site works completed June 2025. Emergency Repairs – Due to accident damage, repairs have been completed at Covington Mill Bridge, Thankerton. Emergency Bridge Joint Replacement Works – Works have been completed to replace failed bridge expansion joints to Cander bridge and Clydeford Bridge. Green Page 14 61
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Prepare prioritised programme of traffic signal and pedestrian/ cycle crossing maintenance works Deliver a programme of traffic signal and pedestrian / cycle crossing upgrade projects in line with agreed 2025-26 funding A programme of projects is being delivered in line with available funding. Schemes currently include three traffic signal crossing upgrades to Toucan crossings on Stewartfield Way, traffic signal upgrade at Ayr Road Cross and at Main Street/Hunthill Road/Douglas Street. Following receipt of Bus Infrastructure Funding from Transport Scotland it is proposed to commence the installation of the first phase of FUSION. This is a new intelligent adaptive traffic control system which can provide bus priority at traffic signals. Green Deliver winter maintenance carriageway and footway gritting actions during inclement weather During adverse weather, undertake appropriate precautionary actions and during severe weather ensure main, secondary and extreme routes are treated as necessary All plans in place to ensure that precautionary, secondary and extreme routes are treated as necessary throughout winter. Green Deliver prioritised road safey infrastructure improvements and promote road safety Deliver road safety projects and schemes in line with agreed 2025-26 programme The annual assessment identified routes and sites for detailed investigation. Works are being implemented at the following locations: - A721 Newbigging to Elsrickle - B743 Strathaven to Council Boundary - A730 Mill Street at Main Street/Burnhill Street signalised junction, Rutherglen - A724 Main Street at/near Bridge Street, Cambuslang Green Page 15 62
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Launch and promote the Local Transport Strategy for South Lanarkshire Launch and promote the new Local Transport Strategy to Elected Members, partners and stakeholders by the end of 2025 The draft Local Transport Strategy (LTS) will be subject to a four week consultation period. Following the consultation period, committee approval will be sought to publish the final document before the end of the financial year. Green Deliver road and transportation infrastructure improvements to support new developments, including those undertaken as part of the City Deal Progress the Stewartfield Way Sustainable Transport Capacity Enhancements Project in line with the agreed programme A review of the programme is underway in terms of key milestones and resources. At this stage, the overall programme and spend remains largely within the same financial years as set out in the Outline Business Case (OBC). However, there may be some modest movement in terms of timescales; additional resources are being considered to minimise such movement. Planning permission is expected during the latter part of 2026, with a public consultation event during Summer / Autumn 2026. A Full Business Case (FBC) is expected to be secured in 2027 and construction will complete during 2028-29 with monitoring to follow. Green Encourage greater use of public transport by working with partners to Deliver prioritised improvements to bus and rail infrastructure in line with available external funding for 2025-26 Lanark Interchange - A tender for the construction of a new bus station area was issued in September 2025 and it is anticipated that works will begin early in 2026 and span the financial year 2026-27. Green Page 16 63
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status improve public transport infrastructure Deliver and complete the park and ride infrastructure associated with the new Hairmyres Transport Interchange by September 2025 The new station at Hairmyres was opened to passengers in May 2025 with the southern Park and Ride area. The northern Park and Ride area was opened in July 2025. All offsite works, new pedestrian facilities on Eaglesham Road/Strathnairn/St James Centre are complete. The new traffic signal controlled junction at Redwood Drive/Eaglesham Road and Greenhills Road is also complete with monitoring ongoing. The new East Kilbride station building is now open. Footway works to connect to the wider footway network were programmed to coincide with the opening. Complete Encourage active travel by extending our network of walking and cycling routes Deliver walking and cycling projects/ schemes in line with agreed 2025-26 capital programme Schemes are being developed in line with available funding. These include schemes at the following locations: Strathaven Road, Calderglen; Columbie Junction and Stonelaw Road. Green Health and Wellbeing All school and nursery children have access to nutritious school meals Action Measures Comments/ Progress Status Complete the roll out of free school meals to all primary children Implement the roll out of further expansion of free school meals to Primary 6 and primary 7 pupils in receipt of the Scottish Child Payment from February 2025 The roll out of free school meals for Primary 6 and Primary 7 pupils was completed during quarter one. Complete Page 17 64
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Projects completed in quarter two include Greenhills and Blantyre Library reprovision, and Hillhouse and Earnock Community Centre refurbishment. A range of additional projects were approved at Executive Committee in August 2025, and have now been added to the programme. This includes the replacement of the floating floor at Hamilton Water Palace and the replacement of the Whitemoss 3G pitch. Green Improve health and wellbeing by offering attractive and affordable leisure and cultural activities delivered with warmth, friendliness and individual pride Develop a new outcome focused performance management framework aligned with the SLLC Commissioning Plan, and present reports to Committee for monitoring Officers in SLC and SLLC have been considering a range of information to determine the most appropriate and proportionate process for monitoring and reporting on outcomes aligned to the Commissioning Plan. A report is being developed for Executive Committee in December 2025 to seek approval on the proposed format and timing of the new outcome focused performance reports. Green Implement the multi-year Play Area Investment Programme Complete investment programme in the Hamilton area and begin consultation in East Kilbride Consultation in Hamilton/Blantyre area complete with works package out to tender. Consultation with East Kilbride is complete with outcome informing final design prior to tendering. Green Page 18 65
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Approval of the final allocation of funding (£103k) will be sought at CER Committee in December 2025. Projects are now being progressed. Green Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Deliver programmes, services, and events to businesses around sectors, location, and themes (e.g., food and drink, tourism, construction, low carbon, innovation, internationalisation, collaboration, and young enterprise) The annual programme of support to businesses across a range of sectors continues. 2025 Build Lanarkshire programme (accelerator programme aimed at construction companies) commenced Tuesday 23 September. 2025 Sharkreef (competition for S3 pupils who compete in teams to come up with the best business idea) commenced on Friday 12 September. Green Support and host the Supplier Development Programme to deliver events, training and e-commerce support to SME’s or third sector organisations who are interested in working with the public sector The Council continues to host and support the Supplier Development Programme (SDP) who are delivering support to SME's and third sector organisations in line with the targets set out by the SDP Board. Green Page 19 66
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Work with Business Gateway (BG) to deliver on the revised Business Gateway delivery targets providing an annual progress report to Community and Enterprise Committee in August 2025 Annual update report on Business Gateway performance (for period 2024/25) was presented to Community and Enterprise Resources on 7 October 2025. Green Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Promote sustainable economic development across South Lanarkshire Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of the South Lanarkshire Economic Strategy (2022-2027) Report/review still to be carried out. Amber Page 20 67
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Deliver the Levelling Up Funded projects Delivery of the Levelling Up Fund grant funded projects through the Clydesdale Way and Shawfield Remediation, £14.6m funding from 2025/26, completion in line with the requirements set by the UK Government UK Government have confirmed the Levelling Up Fund (LUF) spend deadline has been extended to 31 March 2028. Clydesdale Way - Detailed design is in progress, building on the concept design work previously undertaken. Stakeholder engagement sessions took place in October 2025. Final routes will be determined by cost, feasibility and landowner consent, and works will be split into separate works packages to be delivered over the next few years. Shawfield: Clyde Gateway have extended the spend deadline to 31 March 2027 in line with UK Government guidance on flexibility. The current anticipated completion date for all three LUF funded projects is late 2026. The Council has released £5,369,204 to date, covering expenditure to the end of quarter one 2025-26. Green Positively enhance the benefits of tourism across South Lanarkshire by delivering the very best for our visitors, our businesses, our people, our communities, and our environment Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of South Lanarkshire Tourism Strategy (2022-2025) The annual progress report was presented to CER Committee in April 2025. A report on the visitor levy was presented to the Executive Committee in September 2025, and approval was given to appoint consultants to carry out further research around the visitor levy and to produce a refreshed tourism strategy. Green Page 21 68
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Income generating projects will be scoped across all council resources to identify viable projects with a focus on green initiatives including exploring options for delivery and funding Liaise with all council resources, third parties and funders to identify new opportunities for generating income and consider a risk analysis of each opportunity This is an ongoing area of activity which is reported regularly to Executive Committee with the most recent report being presented in June 2025. Opportunities continue to be explored in relation to town centres, renewable energy and disposal of sites. An opportunity has also been realised in respect of Langlands West In East Kilbride which is now under offer to a third party. Green Develop single door approach to economic development and inward investment activity which links employment, skills, business support and planning Undertake activity (i.e. Lanarkshire Business Events website / supports to national themed weeks i.e. women in business week) aimed at increasing the number of companies engaged with partners which lead to improved performance and turnover, increased employment, innovation, investment and internationalisation Engagement with local business on expert help programme and new business grants programme ongoing. Green Delivery of the Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Deliver the Rural Action Plan and report on progress to the Rural Task Force in February 2026 Work continues on delivering the Rural Action plan, developing projects to support transport, rural facilities and increase business and jobs. Progress report to Rural Task Force still scheduled for February 2026. Green Page 22 69
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Thriving town and neighbourhood centres provide a focal point for local communities Action Measures Comments/ Progress Status Implement the delivery of the approved of the East Kilbride Town Centre masterplan, working through the agreed project management schedule to secure a planned and managed transfer of the town centre and effective delivery of the key components of the masterplan Deliver the project management schedule, including the transfer of ownership, demolition strategy, design development, and legal agreements and approvals within the agreed timescales East Kilbride Masterplan project is progressing at pace with a number of parallel workstreams being progressed including: •A demolition contractor has been procured for Centre West. •The legal agreements to hand over the property are agreed. •The strategy to secure vacant possession is in place •Work with a range of council services is ongoing to inform the final content of the civic hub •The planning permission in principle for the redevelopment of Centre West was lodged in November 2025 •Consultation is ongoing with the housebuilding industry and housing colleagues •Discussions are ongoing with the prospective purchaser around how they could work in partnership with the Council. Green Implement the delivery of the approved Hamilton Town Centre masterplan and deliver initial actions to enable the delivery of key project. Deliver the agreed projects schedule to secure effective delivery of the key components of the masterplan to help secure change within agreed timescales Following approval of £8m funding from the Council budget for, a report was presented to Community and Enterprise Resources Committee in August 2025 providing an update on progress with the Hamilton Masterplan and outlining the priorities, including: •The design of the town square which is nearing completion allowing consultation with elected members and the public. •An overarching external project Management Team has been appointed. •The sale of the Regent Centre has completed, and discussions are ongoing around the way in which the owners and Council can work in partnership. •Consent has been secured for the demolition of the dangerous building at the Vogue, Keith Street and a demolition contractor has been appointed. Green Page 23 70
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Wednesday 26 November 2025 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Action Measures Comments/ Progress Status Preparation of South Lanarkshire Local Development Plan 3 (LDP3) Start work on the proposed plan, anticipated adoption in late 2027, prepare the first phase Evidence Report and submit to Scottish Ministers for Gatecheck by September 2025 and continued engagement and consultation in accordance with the Participation Statement in the Council's approved Development Plan Scheme The Evidence Report was presented to Executive Committee on 5 November 2025 and will be reported to Full Council on 10 December 2025, it will then be submitted to Scottish Ministers for Gatecheck. Amber A people-centred approach to recovery is implemented to help individuals, communities, businesses and the social and third sector thrives Action Measures Comments/ Progress Status Deliver effective Employability Services to support individuals and business Monitor and adjust the delivery plan agreed via the South Lanarkshire Local Employability Partnership (SLLEP) and Community Planning Partners South Lanarkshire Local Employability Partnership continue to meet regularly to discuss the agreed Annual Investment Plan. The subgroups also meet to look at need/gaps and provision to support participants. Green Delivering the plan and achieving best value Customers experience high quality and improving council services Action Measures Comments/ Progress Status Implement the Frontline First Fund Identify and implement a programme of projects to deliver the Frontline First Fund Projects being identified for completion during winter period across all geographical areas. Green Page 24 71
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Appendix 3 Community and Enterprise Resource Plan 2024-25 Quarter 4 Progress - ‘Report later’ measures – update of status/comments Measure Comments at Quarter 4 2024-25 Updated Q4 Status Updated comments All P6s and P7s to receive free school meals in line with Scottish Government timescales Awaiting confirmation from the Scottish Government of when the expansion of free school meals for all primary six and seven pupils will be rolled out. However, the Scottish Government has introduced free school meals to those pupils in primary six and seven who are in receipt of Scottish Children's Payment. Complete The roll out of free school meals for Primary 6 and Primary 7 pupils was completed during quarter 1, 2025/2026 Begin the refresh of the South Lanarkshire Tourism Strategy for 2025-2028 An update report will be presented to the Community and Enterprise Committee once the future approach to a Visitor Levy is in place. It is not possible to refresh the strategy for the next 5-years in the absence of this. Report Later An update report will be presented to the Community and Enterprise Committee once the future approach to a Visitor Levy is in place. It is not possible to refresh the strategy for the next 5-years in the absence of this. 6 73
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Scottish Government Vacant and Derelict Land Fund Programme 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the proposed use of £103,000 of Scottish Government financed Vacant and Derelict Land Fund (VDLF) within the VDLF Programme for 2025/2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the final allocation of funding (£103,000) in the 2025/2026 Vacant and Derelict Land Fund Delivery Plan, as set out in paragraph 5.2, be approved. 3. Background 3.1. The Scottish Government allocation to South Lanarkshire for the Vacant and Derelict Land Fund for the financial year 2025/2026 was £528,000. A Local Delivery Plan was produced and approved by Committee on 12 August 2025 to implement the key objectives of the Vacant and Derelict Land Fund which are to:- tackle long-term Vacant and Derelict Land stimulate economic growth and job creation develop a diverse, sustainable environment with a focus on temporary and permanent greening support Communities to flourish and tackle inequalities 3.2. The Scottish Government Vacant and Derelict Land Fund is available to a limited number of local authorities in Scotland including South Lanarkshire Council, North Lanarkshire Council and Glasgow City Council. The eligibility criteria for projects require the following conditions to be met:- sites have been on the Vacant and Derelict Land Register for a minimum of 15 years eligible sites must be more than 0.1 hectares in size VDLF will not support housing related projects on eligible sites sites on the Vacant and Derelict Land Register which are privately owned are subject to Subsidy Control rules on grant support amounts 7 75
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3.3. South Lanarkshire’s continued inclusion on the limited list of councils who are in receipt of VDLF awards is primarily down to the existence of complex vacant and derelict sites within our Council area. 3.4. Other funds such as Place Based Investment Fund, Regeneration Capital Grant Fund and Vacant Derelict Land Investment Programme have previously been accessed by the Council and community-based organisations to tackle sites that are vacant and derelict but may not qualify for support under the VDLF criteria. 4. 2025/2026 VDLF Proposal 4.1. The Scottish Government allocation to South Lanarkshire for the Vacant and Derelict Land Fund for the financial year 2025/2026 is £528,000. The approved Local Delivery Plan (LDP), compiled following a review of opportunities that comply with the eligibility criteria for the Fund, included financial support for the following projects: Clyde Cycle Park Phase 2 (VDLF allocation £400,000): Clyde Cycle Park (CCP) is an ambitious project located in Cambuslang to promote community, commuter and competition cycling. CCP have developed a first skills cycling circuit and associated facilities. Development planning has progressed with the previous support of a VDLF grant and Clyde Cycle Park have now agreed on a major financial package of support worth £1m from sportscotland to fund works including the development of the circuit to extend and improve the facilities on offer. E-bike charging will also be provided utilizing PV panel technology. Works are currently on site and due for completion early in 2026. Clyde Climate Forest (VDLF allocation £25,000): The Clyde Climate Forest (CCF) vision is to plant the right trees, in the right places to help nature recover and thrive, to protect and mitigate against climate change. More target neighbourhoods are being identified across our urban area and ‘high’ priority sites have been identified with the intention that these sites could be suitable for planting. Once the investigation works are complete and tree planting works are undertaken long term vacant and derelict land will be removed from the VandD land register. 4.2. The remaining funding of £103,000 is now proposed to be allocated to the Red Tree Labs project located within the Clyde Gateway area at Shawfield, Rutherglen: Red Tree Labs will deliver flexible laboratory enabled spaces designed to be adaptive to multiple occupier needs. The new building will be at the heart of the Shawfield Innovation District where stakeholders can come together to collaboratively develop, test and scale new ideas, technologies or solutions. This £17m project will bring 0.5 ha of vacant land back into beneficial use and create up to 4,900 sqm of advanced manufacturing / RandD floorspace. 5. Employee Implications 5.1. There are no employee implications. Proposed workstreams can be managed using existing staff resources. 6. Financial Implications 6.1. The VDLF programme will be funded from the Scottish Government’s Vacant and Derelict Land Fund allocation. 6.2. The key risks associated with these projects are focussed on the potential for cost overruns or delays to the programme. The risks for this project will be managed by Clyde Gateway Urban Regeneration Company. An appropriate level of contingency funding is included in the project budgets to mitigate risk. 76
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7. Climate Change, Sustainability and Environmental Implications 7.1. The initiative identified in this report will be delivered using a range of sustainable techniques and models, having regard to best practice and utilise net zero technologies. 8. Other Implications 8.1. There are no significant risks or other implications arising from this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 9.2. This report has been prepared in consultation with Finance and Corporate Resources. David Booth Executive Director (Community and Enterprise Resources) 25 November 2025 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible Previous References Community and Enterprise Resources Committee 12 August 2025 List of Background Papers South Lanarkshire Council 2025/2026 Proposed VDLF Delivery Plan Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Ross, Economic Development Manager Enterprise and Sustainable Development Services Email: iain.ross@southlanarkshire.gov.uk 77
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 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 consider applications from the Renewable Energy Fund for:- [purpose] Coalburn Miners Welfare Charitable Society Glassford Community Group Lodge Hozier Douglas Water Voluntary Action South Lanarkshire [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Coalburn Miners Welfare Charitable Society of up to £85,680 from the Renewable Energy Fund to upgrade the biomass heating and hot water system; (2) that a grant be awarded to Glassford Community Group of up to £695,536 from the Renewable Energy Fund for the redevelopment of the Glassford Village Hall; (3) that a grant be awarded to Lodge Hozier Douglas Water of up to £134,347.50 from the Renewable Energy Fund for Douglas Water Hall refurbishment; and (4) that a grant be awarded to Voluntary Action South Lanarkshire of up to £46,977 from the Renewable Energy Fund to support the Connecting Clydesdale transport project. [1recs] 3. Background 3.1. Since 2004, the Council has collected and administered Community Benefit funding through the Enterprise and Sustainable Development Service. The Service is responsible for securing the contributions from windfarm developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. Processes are continuously reviewed to ensure best practice in grant provision and monitoring is undertaken to ensure the necessary support is delivered to eligible communities. 3.2. Grant awards above £20,000 require approval from Committee. Awards below this level are approved by the Head of Enterprise and Sustainable Development under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 8 79
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3.3. Several changes were made to the Renewable Energy Fund criteria at the Community and Enterprise Resources Committee of 6 February 2024 including supporting revenue funding, increases to intervention levels and aiming to deliver larger more strategically impactful projects. 4. Grant Recommendation 4.1. Application Number 1420 Coalburn Miners Welfare Charitable Society – project value £85,680 Proposed Grant award £85,680 intervention rate of 100% The proposed grant of £85,680 will be funded from Gallawhistle Windfarm which contributes into the Renewable Energy Fund. 4.2. Coalburn Miners Welfare Charitable Society (CMWCS) is a charity with its purpose being:- To provide facilities for such forms of recreation and other leisure time occupation as are conductive to the improvement of the conditions of living of the inhabitants of Coalburn and neighbourhood thereof and to address rural exclusion (including disadvantage by reason of unemployment, poor housing, low income and poor health) and promote the wellbeing of the local community by, among other means, providing a ‘One Stop Shop’ for the local community. 4.3. CMWCS has a nine-member management committee, 42 regular volunteers, 5 part- time staff, 1 full-time staff member and 1200 members. Coalburn One Stop Shop is an integral part of Coalburn and the surrounding community. The building is a community facility incorporating a heritage centre, community cafe, SLC/Connect 2 Renewables Employability Service, IT suite, photocopying facilities, cash machine, and hosts a variety of community groups and activities. 4.4. The grant will allow CMWCS to upgrade the existing biomass heating and hot water system with one that meets environmental standards. There are also safety and reliability concerns regarding the current system which is resulting in large repair and fuel costs. The biomass heating system not only heats The One Stop Shop but also the Miners Welfare Club and Coalburn Bowling Club. 4.5. The project requires capital funding to instal a new biomass system that will include a self-feeding silo which will allow pellets to feed the biomass more efficiently with less blockage. The silo can also be loaded from the outside resulting in improved health and safety. 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 £85,860 totalling 100% of eligible costs. Funder Stage Value SLC Renewable Energy Fund Grant (100%) Gallwhistle. For approval £85,680 Total project value £85,680 80
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4.8. The project is scheduled to commence in February 2026 and be complete by April 2026. Officers will work with the applicant to monitor progress and any impact on the timescales. 5. Grant Recommendation 5.1. Application Number 1344 Glassford Community Group – project value £2,124,643 Proposed Grant award £695,536 intervention rate of 33% The proposed grant of £150,000 will be funded from Dungavel and Kype Muir Windfarms which contribute to the REF. 5.2. Glassford Community Group (GCG) is a charity with its purpose being: - To improve the facilities and amenities within the village of Glassford and surrounding area. 5.3. GCG management committee has eight members, 40 regular volunteers, one part- time staff member and 50 members. 5.4. The grant will allow GCG to commence with the redevelopment of the Glassford Village Hall in line with the finalised design which was granted planning consent in August 2024. The build will be phased over three financial years. 5.5. The project will be project managed and overseen by Angus Design Associates. 5.6. When complete the project will be equipped with a community café facility, function hall, small activity rooms, stage area and a lettable retail space that will support the long-term sustainability of the facility. 5.7. The project has been supported by Council officers to ensure the long-term sustainability of Glassford Community Hall. 5.8. The application has been assessed and scored an average of 29 out of 53 supporting a grant award of up to £695,536 totalling 33% of eligible costs. 5.9. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Regeneration Capital Grant Fund To be confirmed £750,000 Kype Muir Community Fund To be confirmed £75,000 National Lottery To be confirmed £250,000 VAT Refund To be confirmed £354,107 SLC Renewable Energy Fund Grant (33%) Dungavel and Kype Muir Windfarms For approval £695,536 Total project value £2,124,643 5.10. The project is scheduled to commence in April 2026 and be complete by May 2029. Officers will work with the applicant to monitor progress and any impact on the timescales. It will also allow officers to confirm funding has been secured from Regeneration Capital Grant Fund, Kype Muir Community Fund and National Lottery. 81
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6. Grant Recommendation 6.1. Application Number 1346 Lodge Hozier Douglas Water – project value £179,130 Proposed Grant award £134,347.50 intervention rate of 75% The proposed grant of £134,347.50 will be funded from Gallawhistle which contributes to the REF. 6.2. Lodge Hozier Douglas Water (LHDW) with its purpose being: - Lodge Hozier Douglas Water Hall was established in the year 1901 in the village of Douglas Water, Lanarkshire. The hall has played an important part in local life, hosting a multitude of events. It has historically fostered community cohesion, enabling residents from diverse backgrounds to connect and build relationships. 6.3. LHDW has a ten-member management committee, 11 regular volunteers and 30 members. The Lodge Hozier Hall provides a space that can host a variety of activities, from hobby workshops, fitness classes to training sessions, community meetings, social gatherings, and private events. These promote community and social cohesion by allowing residents to meet and build relationships. 6.4. The grant will allow LHDW to refurbish the exterior element of Douglas Water Hall. The works will include a new roof, rendering, roughcasting, and drainage to ensure the hall is wind, watertight, safe, secure, and visually appealing to ensure it is a welcoming space for all. 6.5. The project will be managed by the main contractor selected from the tender process by LHDW. All works will be overseen by the management committee, who have extensive experience in the construction industry. 6.6. The project has been established in response to consultation with current members, users and local groups needing community space within the Rigside and Douglas area. This refurbishment would allow a more improved recreational and leisure space as outlined within the Community Action Place. 6.7. The application has been assessed and scored an average of 35.5 out of 53 supporting a grant award of up to £134,347.50 totalling 75% of eligible costs. 6.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below:- Funder Stage Value Clyde Wind Farm To be confirmed £44,782.50 SLC Renewable Energy Fund Grant (75%) Gallawhistle For approval £134,347.50 Total project value £179,130 6.9. The project is scheduled to commence in January 2026 and be complete by March 2026. Officers will work with the applicant to monitor progress and any impact on the timescales and allow officers to confirm Clyde Wind Farm Funds have been secured. 7. Grant Recommendation 7.1. Application Number 1383 Voluntary Action South Lanarkshire – project value £62,636 Proposed grant award £46,977 intervention rate of 75% 82
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The proposed REF grant of £46,977 will be funded from Blacklaw, Gallawhistle and Andershaw windfarms which contributes into the Renewable Energy Fund. 7.2. Voluntary Action South Lanarkshire (VASLan) is a Charity with its purpose being: - To‘’enable volunteers, community organisations and social enterprises to deliver transformational change”, working towards “a stronger, fairer and more equitable South Lanarkshire.” We are guided by our core organisational values of respect, integrity, inclusiveness and commitment and focused on our core role – “to support, promote, develop and advocate for the interests of the third sector locally”. As a Third Sector Interface, we provide a single point of access for local social enterprise, community and voluntary organisations, by being a source of knowledge, connecting partners, being a voice for the sector and supporting organisations to build capacity. 7.3. VASLan has a nine-member management committee, 2 part-time staff, 19 full-time staff member and 740 members. 7.4. The grant will allow VASLan to map existing and emerging transport services, identify innovative practices, and build an ecosystem of active and sustainable travel options. It will promote resource sharing and replication of successful models. A robust and inclusive consultation programme will ensure that community voices shape the process—residents will define challenges, co-create solutions, and influence service design based on lived experience. 7.5. The project requires revenue funding to employ a lead officer to co-ordinate mapping, engagement, consultation, co-design, and income generation activities addressing rural transport issues. As lead partner, VASLan will manage the project, working closely with experienced community anchor organisations. VASLan brings extensive expertise in supporting community-led initiatives. Grant support will contribute to staff costs, travel, consultation, research, outreach and engagement events. The project will take place across South Lanarkshire’s Clydesdale locality. 7.6. The project has been established in response to community demand, through local community plans. A recurring theme from the community and partner events is the impact of rural and social isolation on health, wealth, and wellbeing, within the locality. Poor or non-existent sustainable transport options have consistently been cited as a key driver of this isolation. 7.7. The application has been assessed and scored an average of 36.5 out of 53 supporting a grant award of up to £46,977 totalling 75% of eligible costs. 7.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below:- Funder Stage Value Clyde Wind Farm Fund To be confirmed £15,659 SLC Renewable Energy Fund Grant (75%) Blacklaw, Gallawhistle and Andershaw For approval £46,977 Total project value £62,636 83
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7.9. The officer post is scheduled to commence in January 2026 and be complete by December 2026. Officers will work with the applicant to monitor project progress and allow officers to confirm Clyde Wind Farm Fund has been secured. 8. Employee Implications 8.1. There are no employee implications arising from this report. 9. Financial Implications 9.1. The awards will come from Blacklaw, Gallawhistle, Andershaw, Dungavel and Kype Muir Windfarms which contributes to the Renewable Energy Fund. The Funds have sufficient resources to meet the proposed grant awards commitment detailed in this report. 9.2. REF funding awards are subject to all other funding being secured. 10. Climate Change, Sustainability and Environmental Implications 10.1. All projects have been developed with sustainability and environmental considerations as a focus. 11. Other Implications 11.1. The projects have the potential for cost overruns, delays or match funding not being secured. Officers will work with the applicants to help ensure match funding is secured and that projects are delivered broadly on time and within budget. 12. Integrated Impact Assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 12.2. 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) 25 November 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 We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships 84
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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 1420 Completed REF Grant Application Form for application number 1420 Completed REF Appraisal Scoring Sheet for application number 1344 Completed REF Grant Application Form for application number 1344 Completed REF Grant Application Form for application number 1346 Completed REF Grant Application Form for application number 1346 Completed REF Grant Application Form for application number 1383 Completed REF Grant Application Form for application number 1383 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 85
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: UK Shared Prosperity Fund – Community Grant Application for Development of a South Lanarkshire Food Partnership Network 1. Purpose of Report 1.1. The purpose of the report is to:- consider a grant application to the UK Shared Prosperity Fund (UKSPF) for development of a South Lanarkshire Food Partnership Network [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that funding of £50,000 from the UKSPF be awarded to Healthy and Active in East Kilbride Ltd (lead partner for The Beeline to Nature Consortium) for the development of a community South Lanarkshire Food Partnership Network. 3. Background 3.1. As previously reported in August 2022, South Lanarkshire Council received a conditional allocation of £12,221,811 from the UK Government providing a mix of capital and revenue funding for projects which meet the UKSPF four investment themes:- communities and place support for local business people and skills multiply 3.2 On 17 September 2024, the Community and Enterprise Resources Committee approved the use of some UKSPF for a Community-Led Food Network to be developed. 3.3. With the pending arrival of the Good Food Nation (GFN) legalisation and a new Good Food Nation Plan duty on the Council, South Lanarkshire will need a strong and organised community food sector to deliver these duties. The creation of this network is also a requirement to maintain the Council’s current Good Food Nation bronze level status. This third sector network will incorporate all aspects of good food policy pillars, including health and wellbeing; growing; community eating; affordable food, food insecurity, food dignity, whole systems working, education and capacity building within the community food sector. 9 87
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3.4. The network will have a community focus and be led by a third sector organisation, with support from VASLan. They will be separate from South Lanarkshire’s food business network but with the possibility that both groups can work together when appropriate. 3.5. The network will participate in the Community Planning Partnership supported by the tackling poverty team and will undertake public engagement on local food systems as an output of the funding. This will inform South Lanarkshire’s Good Food Nation plan once this duty is legislated in late 2025/early 2026. 4. Grant Applications 4.1. Applications for the fund opened on 21 August 2025 and closed on 16 September 2025. Applicants were asked to note that the UKSPF funding is for a one-off payment, and applications were required to outline how their organisation would sustain the network beyond the start-up funding period. 4.2. South Lanarkshire Council received two applications from third sector organisations. Each application was scored against an agreed scoring guide (see Appendix 1) ensuring alignment with the Council’s proposed outputs (as detailed below), local governance and long-term sustainability. Outcomes:- 1. a new Community Food Partnership network is created 2. improved engagement numbers – outcome indicator % of improvement in organisations engaging in the network Outputs 1. number of organisations attending 2. communications metrics 3. four network meetings held 4. one network event held 5. Network Sustainable Development Plan 6. Network Engagement Report 5. Grant Recommendation 5.1. Healthy and Active in East Kilbride Ltd (lead partner for The Beeline to Nature Consortium) is awarded £50,000 of UKSPF for the creation and early development of a South Lanarkshire Food Partnership Network. The Beeline Nature Consortium is made up of Healthy and Active (lead partner), Clydesdale Community Initiative, Grow 73, Larkhall Community Growers and VASLan. They will bring together a network that will act as a vehicle for driving positive change, bring a co-ordinated approach to food related work already underway and to encourage/support new activities, including development of the council’s Good Food Nation Plan (GFN). 5.2. Full details of the successful application are available on request. 6. Employee Implications 6.1. There are no employee implications arising from this report. 7. Financial Implications 7.1 UKSPF comes to an end in March 2026 and, if remaining funding is not spent, the Council will lose this investment allocation. Applicants were asked to consider further funding opportunities beyond the start-up funding. 88
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8. Climate Change, Sustainability and Environmental Implications 8.1. The grant will help deliver sustainability and consider climate change in different ways within the project delivery of the food partnership. The grant will bring a positive impact on community projects such as food growing. 9. Other Implications 9.1. There is a risk that following initial UKSPF, the applicant fails to secure further funding opportunities. Work will continue with the applicant to help maximise additional funding secured for projects. 10. Integrated Impact Assessment and Consultation Requirements 10.1. The impact of this funding will result in extensive local consultation, engagement from which will inform the new GFN plan. Full inclusive consultation and an integrated impact assessment will be required for the GFN plan which this network will support. David Booth Executive Director (Community and Enterprise Resources) 25 November 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Caring, connected, sustainable communities Previous References Community and Enterprise Resources Committee – 13 May 2025 Community and Enterprise Resources Committee – 17 September 2024 List of Background Papers None Contact for Further Information If you would like further information, please contact: - Jennifer Kerr, Community Engagement Manager Chief Executive’s Office E-mail:- Jennifer.kerr1@southlanarkshire.gov.uk 89
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Appendix 1 Criteria and Scoring Matrix for the South Lanarkshire Food Partnership Network Fund Purpose The purpose of this scoring matrix is to help assess eligible applications for South Lanarkshire Food Partnership Network Fund monies. Criteria Organisations must demonstrate how they have read and understood the fund criteria and guidance. Applicants must ensure they have answered all questions fully and considered the overall Good Food Nation Plan in delivering the network. Applicants will have to demonstrate positive impacts of the food partnership to the community. Criteria Scoring Range Alignment with network outcomes and outputs How do the services or activities which will be provided by the South Lanarkshire Food Partnership Network Funding align with the network outcomes and outputs as detailed in the food partnership guidance? One point for each objective that the project can be aligned to. Proposals should demonstrate alignment with the outputs and outcomes or determine whether they can be developed longer term. 0 – 8 1 point for each Outcome/output A co-ordinated local approach Assessment Panel Members are asked to rate on a scale of 0- 10 (10 being very strong proposals and 0 being no supporting evidence) which applications demonstrate a clear process of how the network will develop a co-ordinated local approach to food related work in communities. Evidence can include consultations, letters of support, research, community meeting reports and survey. This can include partnership working. Is participation open to all? Will the benefits it will generate assist wider groups across the community? 0 – 10 Activities and timescales How do application ideas represent new thinking for this network? How will this network benefit the community long- term? Can the work be achieved within the given timescales for funding? 0 – 10 90
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Communication Has the applicant demonstrated a depth of knowledge on community issues and evidenced this, in terms of previous learning, consultancy work or research/or has this been proposed? What governance structures are built into the proposal - how will results be captured and shared? Is communication diverse and inclusive? 0 – 10 Exit Strategy/ Sustainability How the project will be sustainable in the longer term? Capturing learning to inform further network collaborations or external funding applications? Legacy in terms of positive impacts to the local environment? 0 – 10 Total application score is from assessment (out of 40) + Alignment with the guidance outcomes/outputs. 91
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Cathcart Road Net Zero Industrial Development – Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide Committee with an update on the Cathcart Road Net Zero Industrial Development project update the Committee on the progress and next steps [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress being made to deliver the Cathcart Road Net Zero Industrial Development project be noted. 3. Background 3.1. As previously reported to Committee, across South Lanarkshire there is limited availability of industrial property. In the last 18 months, the Council has received 182 property enquiries, the majority looking for accommodation less than 10,00sqm. Only 3.8% of these enquiries were satisfied. This shows the strength of the SME (small or medium-sized enterprise) business community but presents a significant challenge as businesses occupying these premises provide significant employment opportunities. Many of the properties are of considerable age and perform poorly from a sustainability perspective and energy performance standpoint. 3.2. To address this lack of supply, the site of the former Cathkin Clean Laundry on Cathcart Road, Rutherglen was identified as a suitable location for industrial units. The site is currently included on the Vacant and Derelict Land Register, is owned by the Council and has been used as a storage yard since the clearance of the previous uses. 3.3. Following the procurement of an external design team, proposals have been prepared to develop two industrial units each of 310 sqm (3330sqft), totalling 620sqm (6660sqft), car parking for 12 vehicles, and associated yard space. The total cost of the project is estimated at circa £2m. This is a building with net zero energy consumption, meaning the total amount of energy used to construct the building and operate the building on an annual basis is equal to the amount of renewable energy created using technology such as high efficiency windows, insulation, and solar panels. 10 93
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3.4. To support the delivery of the project, in June 2023, the Council, in response to the Scottish Government’s call for bids, applied to the Regeneration Capital Grant Fund (RCGF). Following a two-stage assessment process, the application was successful in securing an awarded of £963,000. 3.5. The Cathcart Road proposal will support the supply of property for employment purposes and will demonstrate Net Zero building techniques. 4. Progress to date 4.1. The Team has prepared detailed proposals for the development and secured planning consent in August 2025. 4.2. Delivery of the project will achieve the following outcomes and outputs:- two Net Zero Industrial Units totalling 620 sqm support 13 jobs on completion 2580 sqm site brought back into economic use up to 8 renewable energy/ energy efficiency technologies included in the construction addresses market failure where there are particular barriers in the development of new or refurbished commercial and industrial floorspace. creates flexible business space capable of meeting business requirements for a broad range of sectors. stimulates opportunities for employment brings a site on the Vacant and Derelict Land Register back into use. developes a sustainable, high quality business location to support SMEs, supply chain businesses, start-ups 4.3. The construction contract was competitively tendered using the Councils Quick Quote system and six submissions were received in late October 2025. The assessment process is concluding and to satisfy RCGF requirements the contract will be awarded prior to end December 2025. The overall estimated cost including fees is £2,110,000. 5. Next Steps 5.1. The project timeline is set out below:- site being vacated – ongoing award of contract – End December 2025 site Handover and site start – January 2026 construction period – January to September 2026 (32 weeks) site marketing – from Spring 2026 5.2. On completion the properties will become an asset of the Council and fall within the Housing and Technical Resources Lease Portfolio. 6. Employee Implications 6.1. The Cathcart Road Net Zero Industrial Development project is being delivered by officers from within Enterprise and Sustainable Development. 7. Financial Implications 7.1. The project has been successful in securing a range of funding as set out below: 94
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Funder Amount Regeneration Capital Grant Fund £ 963,000 Vacant Derelict Land Fund £ 403,000 Shared Prosperity Fund £ 480,000 Place Based Investment Programme £ 270,000 Total £2,116,000 8. Climate Change, Sustainability and Environmental Implications 8.1. The Report was prepared having regard to the existing and emerging best practice around climate change and sustainability. It is intended to complement and comply with the Council’s and wider communities’ aspirations in the area. 8.2. As noted in the report the project will be delivered using a range of sustainable techniques and technologies and will deliver properties which will be an exemplar in sustainability. 9 Other Implications 9.1. The performance of the commercial property sector has a significant impact on the local economy and employment opportunities. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no Integrated Impact Assessment is required. 10.2. Consultations have been co-ordinated by Enterprise and Sustainable Development Services with a range of other Council Services who have an ongoing role in employment land and property within South Lanarkshire. This consultation and co- operation will continue throughout the duration of the initiative. David Booth Executive Director (Community and Enterprise Resources) 25 November 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities 95
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Previous References Employment Land and Property Market Analysis Report – Community and Enterprise Resources Committee, 26 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:- John Archibald, Project Development Officer Enterprise and Sustainable Development Services E-mail: john.archibald@southlanarkshire.gov.uk 96
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Report Agenda Item Report to: Community and Enterprise Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Pavement Parking 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the progress and enforcement of the national prohibitions on pavement parking, double parking, and parking at dropped kerbs under the Transport (Scotland) Act 2019 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report and progress on enforcement and the promotion of an exemptions order be noted. [1recs] 3. Background 3.1. It is acknowledged that parking on the footway can be problematic and cause issues for pedestrians. To address this and various other transportation issues, the Scottish Parliament has passed the Transport (Scotland) Act 2019, which makes it illegal to park adjacent to pedestrian dropped kerbs and, on any footway, except on roads where the Council makes an Exemption Order to allow such parking. 3.2. At the Community and Enterprise Resources Committee, held on 26 November 2024, it was agreed that enforcement would commence on 6 January 2025 and that this would be undertaken in a balanced, proportionate, and pragmatic way and this approach will be at the core of any formal operational enforcement activity undertaken and will be kept under review by the Service. 3.3. Taking the above into consideration, a ‘soft approach’ commenced where problem areas were identified for pavement parking where vehicles in contravention were issued with warning leaflets in the first instance in the hope that drivers were educated prior to full enforcement thereafter. 3.4. There were over 200 different locations identified via incoming enquiries for the Parking Attendants to visit over the local authority area. Please note that during this period the Council received a large volume of correspondence in relation to pavement parking meaning that additional locations were being added daily. Please note that over 2,500 warning notices were issued to vehicles as part of the ‘Soft approach’. 11 97
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3.5. Due to the increasing level of demand for enforcement action from members of the public, the Council then moved to full enforcement from 17 March 2025 in terms of issuing Penalty Charge Notices. 4. Current Position 4.1. During the initial phase of full pavement parking enforcement, we undertook enforcement within residential areas, driven by the volume of public enquiries and the need to encourage drivers, however, this resulted in a noticeable level of unrest among residents and concerns being raised with elected members. 4.2. While the soft approach of issuing warning leaflets aimed to raise awareness and encourage voluntary compliance, the sheer number of locations visited and the over 2,500 notices issued highlighted the scale of concern and the sensitivity of enforcement in some communities. 4.3. Recognising the growing tension and the need to balance enforcement with public sentiment, a decision was taken during the spring and summer months to reduce the emphasis on residential areas. 4.4. Since then, enforcement efforts have been redirected towards town centres, where footfall is higher and the impact of pavement parking more pronounced. This shift allows the Service to maintain its commitment to pedestrian safety while responding pragmatically to community feedback. 4.5. The Service continues to receive many items of correspondence in relation to pavement parking. This year the Council has received over 1,000 items of correspondence with around 80% of these requesting enforcement action. The remaining 20% are seeking an exemption be put in place for individual roads. It should be noted that from correspondence, there seems to be an understanding of why the Act has been introduced and the benefits it can bring to pedestrians. 4.6. From the commencement of enforcement by way of issuing penalty charge notices from 17 March of this year, the Parking Unit have issued a total of 3,022 Penalty Charge Notices for pavement parking offences including, parked at dropped kerb and double parking. During the same period, a further 12,027 notices were issued for other contraventions such as parking regulations etc. 4.7. While Parking Attendants have been prioritising roads in and around Town Centres, as opposed to residential areas, the message to members of the public remains that parking on a pavement is an offence and if they do so they may be likely to receive a Penalty Charge Notice. 5. Next Steps 5.1. The paper presented to the Community and Enterprise Resources Committee, on 26 November 2024, also committed us to consider roads where exemptions to the Act could apply. 5.2. Roads which may be included in any future exemption traffic regulation order require to be assessed to ensure there is an evidence led approach as it could be determined that there are other measures which may be more appropriate. These exemptions should be minimal. 98
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5.3. An area of pavement can only be considered for exemption if:- its layout or character would allow for a width of 1.5 metres of the footway to remain unobstructed when any part of a vehicle is parked on it, or the layout or character of the carriageway associated with the footway is such that the passage of an emergency vehicle would be impeded by the presence of a vehicle parked on the carriageway 5.4. In terms of potential exemptions, an initial exercise reviewing all roads within South Lanarkshire was completed in 2024 and categorised roads into areas where it was felt that exemptions could be necessary and other areas where they were unlikely to be required. This exercise provided a useful reference document and, coupled with the operational enforcement experience and monitoring gained over the last 12 month period, has now allowed us to now propose roads for exemption. 5.5. Feedback from members of the public, elected members, frontline officer experience, bus operators, and emergency services has also been considered, noting impacts on certain routes in relation to access for buses, fire and rescue vehicles and refuse collection vehicles. 5.6. We have now identified an initial group of roads that we consider meet the above exemption criteria, and these are listed in Appendix 1. This list is not exhaustive and consideration could be given to other roads being added in future tranches, however, such additions will require to be fully assessed in line with the criteria set out above. 5.7. These roads presently require to be signed and marked on site, and we intend to discuss with Transport Scotland potential opportunities for fewer signs and road markings to reduce signing proliferation. 5.8 In order that these roads are legally exempt, a Traffic Regulation Order (TRO) requires to be promoted. This has a statutory consultation and promotion process and has four stages as outlined below: - stage 1 – initial consultation (statutory consultees) stage 2 – wider consultation (public and stakeholders) stage 3 – consider objections and deciding stage 4 – final publication and implication 5.9. As part of the consultation process, mapping will be made available on the Council’s website as well as a table of locations. Also note that the website will include frequently asked questions to ensure that suitable information is available. 5.10. Furthermore, it is the intention that for those roads being considered for exemption that no proactive enforcement would be undertaken until the above consultation and TRO processes had formally concluded. 5.11. The Council’s Scheme of Delegation was considered by the Council on 11 September 2024 and, delegated authority was granted to the Executive Director (Community and Enterprise Resources) to carry out the operational functions, including progressing exemptions, relevant to the Council in terms of various Transport Acts and any new and/or subsequent or amending legislation, such as the Transport (Scotland) Act 2019. 99
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6. Employee Implications 6.1. At present, there are 14 Full Time Equivalent (FTE) Parking Attendant (PA) posts undertaking parking enforcement across South Lanarkshire. There are currently two vacancies and candidates are being sought for these posts, noting this remains a difficult area in terms of attracting suitable candidates. 6.2. It is anticipated that, in the short term, due to budgetary constraints, enforcement will continue to be undertaken within the current staffing establishment, necessitating enforcement to be prioritised. This situation will remain under constant review and consideration given to reaching out to Transport Scotland to explore additional funding streams. 7. Financial Implications 7.1. As reported before it is expected that any income generated from the new powers will reduce the parking income gap and contribute to the ongoing implementation and running costs of the parking service and is unlikely to generate any discernible additional income at this stage. 7.2. The implementation of any exemptions will incur costs, including the preparation of Exemption Orders, lining and signing and for any other measures. Transport Scotland funding previously received by the Council for the implementation of the initiative, of which circa £96,000 remains, is currently available. Any costs more than this and associated with lining and signing would be subject to further discussion with Transport Scotland. 7.3. Available funding will continue to be a key consideration in terms of the timing and implementation of any exemption orders. 8. Climate Change, Sustainability and Environmental Implications 8.1. While there are no defined environmental implications, or implications for sustainability in terms of the information contained within this report, failure to have effective demand management measures in place across our towns could see the use of the private car begin to increase at the expense of more active/sustainable modes. 9. Other Implications 9.1. There are no significant risks or other implications associated with this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Equalities impacts were considered as part of the legislative process when the Act progressed through the Scottish Parliament. However, the guidance published by Scottish Ministers notes that appropriate Impact Assessments should be undertaken to ensure that proposals do not inadvertently discriminate against any protected groups. 10.2 This was considered, and an Integrated Impact Assessment (IIA) was fully prepared prior to enforcement commencing early in 2025 and is available on request. The IIA was also reviewed considering the content of this report. 100
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10.3 Striking an appropriate balance between enforcing the pavement parking ban, considering exemptions, and maintaining safe access and egress for all users is essential. While the prohibition of parking on pavements aims to protect vulnerable groups and encourage active travel, it remains important to ensure that legitimate access needs, such as those of emergency vehicles or residents with disabilities, are not compromised. Ongoing consultation and monitoring will help to identify any unintended consequences, enabling adjustments that safeguard accessibility while upholding the principles of fairness and access for everyone. 10.4 The statutory process for implementing Traffic Regulation Orders (TROs) requires comprehensive consultation with a range of stakeholders, including residents, businesses, emergency services, and relevant community groups. This process ensures that any proposed changes, such as exemptions or new restrictions, are subject to public scrutiny and feedback before being finalised. David Booth Executive Director ( Community and Enterprise Resources) 26 November 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References Community and Enterprise Resources Committee, 26 November 2024 - Pavement Parking South Lanarkshire Council, 11 September 2024 - Mid-term Review of Political Management Arrangements Supporting Documentation - Update Community and Enterprise Resources, 07 November 2023 - Pavement Parking Executive Committee, 13 September 2023 - Parking Penalty Charge Notices (PCNs) List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin Park, Head of Roads, Transportation and Fleet Services Tel:- 07795 090 494 E-mail:- colin.park@southlanarkshire.gov.uk 101
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Appendix 1 – Current List of Proposed Exemptions Cambuslang Ardoch Grove/Gardens Somervell Street County Avenue Rutherglen Muirbank Avenue Gilmour Crescent Parkhill Drive Arran Terrace St Blanes Drive Montford Avenue Reid Street (Loop at No.41) Kingsheath Avenue East Kilbride Strathcona Place Dixon Place Houston Terrace Lanark Bankhead Terrace St Nicholas Road (Corner at No. 21-55) Lindsay Loan Appin Street St Ninians 102
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Hamilton Neilsland Road Chantinghall Terrace Woodview Terrace Dechmont Street Comrie Crescent Crawford Street Brankholm Brae Woodside Avenue Royellen Avenue Larkhall Croft Road Fairholm Street Kirkmuir Hope Road Auchenheath Lancaster Road Lesmahagow Bankhead Avenue Strathaven Kirkland Park Avenue (Main Section) Cameron Drive 103
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Stonehouse New Street Carnwath Main Street Uddingston Laighmuir Street Deanbrae Street Thankerton Millands Road 104
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: 20mph Speed Limits 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of progress towards the National Strategy for 20mph speed limits and proposals for implementation within South Lanarkshire [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress towards the National Strategy for 20mph speed limits and proposals for implementation within South Lanarkshire be noted. [1recs] 3. Background 3.1. The Scottish Government launched Scotland’s Road Safety Framework to 2030 on 25 February 2021. This sets national targets and measures for casualty reduction to 2030, to which each roads authority contributes towards. 3.2. Transport Scotland’s Strategic Transport Policy Review 2 (STPR2) report includes a recommendation to expand 20mph limits and zones in Scotland. Furthermore, the 2021 Programme for Government (PfG) committed “We will ensure all appropriate roads in built-up areas have a safer speed limit of 20mph by 2025, forming a task group to plan the most effective route for implementation”. 3.3. Road safety themed policies previously approved within the Council’s 2013 to 2023 Local Transport Strategy (LTS) include ‘The Council will support and encourage driving at 20mph or below in residential areas and outside schools’ which correlates with and supports the above National Framework and National Strategy for 20mph. 3.4. To deliver the National Strategy for 20mph across Scotland, the Scottish Government established a Task Force who reviewed methods used in setting 20mph speed limits elsewhere and lessons learned. The group established a pragmatic approach for assessing roads to ensure a level of consistency when introducing 20mph on appropriate roads based on the following criteria: a) roads within 100m walk of an educational setting (e.g. primary, secondary, further and higher education) b) roads where the number of residential and/or retail premises fronting it (on one or both sides) exceeds 20 over a continuous length of between 400 - 600m 12 105
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c) roads within 100m walk of a community centre, church, place of worship, sports facility, any hospital, GP or health centre d) roads where the composition of users implies a lower speed of 20 mph will improve the conditions and facilities for vulnerable road users and other mode shift (reflect on future plans such as active and sustainable travel, places for people, consider existing and potential levels of vulnerable road users) e) where the road environment, surrounding environment, community and quality of life impact (e.g. severance, noise, or air quality) will be improved by implementing 20mph speed limits 3.5. In 2022, Transport Scotland wrote to all local authorities asking that a 'Road Assessment' be undertaken using the above criteria on all existing 20mph and 30mph roads. Guidance on how to undertake the 'Road Assessment' was provided by Transport Scotland. This exercise was to inform the National Strategy for 20mph with the aim of ensuring that a consistent method of assessment was being used across Scotland. 3.6. A contractor was appointed to conduct the ‘Road Assessment,’ with the findings presented at the Forum meeting on 21 November 2023. Following this, Council Officers have conducted further reviews incorporating local insights into the South Lanarkshire road network, resulting in the proposals detailed in section 6 of this document. 4. Benefits of 20mph 4.1. The use of 20mph, as part of a Safe Systems approach to road safety, is becoming more common across the UK and the rest of the world. A safe speed is one at which road users can withstand collisions without severe injury, typically around 20mph for areas with pedestrians or cyclists. 4.2. 20mph schemes are an example of the Safe System in action, they seek to reduce speed and the risk of collisions occurring by providing more time for a driver to react to unexpected events. If the collision does occur at 20 mph it reduces the risk of causing death or severe injury inside and outside the vehicle. Even small reductions in speed lower the risk of fatal and serious collisions. Traffic Research Laboratory research shows that, on urban main roads and residential roads in the UK, a 1mph reduction in average vehicle speeds typically produces around a 6% reduction in collisions. 4.3. The average person is seven times more likely to die if they are hit with a vehicle at 30 mph than they are at 20 mph. Consequently, Scottish Government is committed to implementing 20 mph speed limits on those roads where it is appropriate to do so. Other research by Edinburgh Napier University’s Transport Research Institute points to evidence showing a person is around five times more likely to be killed when hit by a vehicle travelling at around 30mph than they are from a vehicle travelling around 20mph. 4.4. According to a Parliamentary Advisory Council for Transport Safety (PACTS) research report, the implementation of 20mph speed limits (sign only) in the UK has resulted in a reduction of the mean speed by 1.76 mph and an 11% decrease in casualties in areas with these limits. Further reductions in casualties were observed in locations with additional measures. Similar to other local speed limits, it should be noted that 20mph speed limits do not require traffic calming. 106
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4.5. Wales was the first country of the UK to make 20mph the default speed limit having come into law on 17 September 2023. Although this is a differing approach to Scotland the potential impact of this widespread change to 20mph should be noted. International research analysed by the Global Road Safety Facility suggests that a 3mph drop in average speeds would result in a reduction of 32% in those killed on the roads and 25% reduction in those injured due to this move. Health benefits could also be achieved including increased physical activity and therefore less obesity, less stress and less anxiety, as well as other benefits such as reduced air and noise pollution. 4.6. Changes in traffic speeds on urban roads in Wales have been dramatic following the widespread 20mph speed limit implementations. Measured speeds dropped an average of 2.9mph in the analysis period immediately after the change by simply changing the posted speed limit. Speeds increased very slightly over the first three months to 20.3mph i.e. 2.4mph reduction. In the last quarter of 2023, Wales recorded a 32% decrease of casualties on 20mph and 30mph roads. There were 100 fewer people killed or seriously injured on 20mph and 30mph roads in the 12 months following the speed limit change compared to the previous year. 4.7. In a similar move, Spain introduced a new speed limit of 30 km/h (equivalent to 19mph) on single-lane urban roads in towns and cities from May 2021. A first evaluation of crash data for the year 2021 compared with 2019 shows that the number of deaths in road crashes on urban roads has decreased by around 25%, which means 97 fewer deaths. The number of fatal pedestrian crashes went down by 32%. 4.8. Congestion Research indicates that slower speeds encourage a smoother driving style with less stopping and starting which helps traffic to flow. Evidence from other 20mph areas shows that, over the longer term, slower speeds encourage more people to walk and cycle, easing congestion on the road. 4.9. Air Pollution Higher speed limits in urban areas are associated with harsher acceleration and braking therefore reducing this may help to reduce fuel consumption and emissions. Slower and calmer driving can decrease emission rates of carbon monoxide and others, depending on the driver’s aggressiveness and gear engaged. Research typically indicates no net negative effect on emissions. Data from the widespread 20mph implementation in Wales has shown no material effect on local air quality to date. 4.10. Travel Times Speed reduction may sometimes lead to improvements in travel times by smoothing travel flow and reducing bottlenecks or may impact times by an increase of a few seconds. Journey times on roads in urban areas tend to be determined by junctions and signals, rather than the speed limit and residential areas by levels of parked vehicles and layouts. Research by DFT/ Atkins concluded that 20mph speed limits generally have little or no impact on journey times or traffic congestion. 4.11. Vulnerable Road Users In 2023, 65% of all pedestrian casualties, 61% of all pedal cyclist casualties, 31% of all motorcyclist casualties and 30% of car casualties occurred on roads with a speed limit of 30 mph. The implementation lower speed limits of 20mph are therefore considered to be a positive action to protect our more vulnerable road users, reducing the number and severity of casualties by lowering vehicle speeds. 107
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4.12. Enforcement The position of Police Scotland in respect of the enforcement of 20 mph aligns with the enforcement activity criteria for all published speed limits. This is contained within the Speeding Standard Operating Procedure which states “deployment of resources must prioritise sites which represent the greatest risk and should only be undertaken where considered necessary and in the interests of casualty reduction.” This will remain the case where a 20mph replaces a 30mph speed limit. 4.13. Cost Effectiveness Researchers from the University of Edinburgh worked with the City of Edinburgh Council in 2019 to gauge the effectiveness of 20 mph restrictions. This study found that a reduction of not only speed, but road traffic collisions was achieved across Edinburgh, even without extra traffic-calming measures and police patrols making the scheme cost-effective. 5. Casualties and Collisions within South Lanarkshire 5.1. Casualties on 30mph roads (excluding A and B class roads) in the last three-year period (2022 to 2024) represent 21% of all recorded casualties and 19% of killed or seriously injured casualties. 5.2. Collisions on 30mph roads (excluding A and B class roads) in the last three-year period (2022 to 2024) represents 23% of all recorded collisions and 18% of killed or seriously injured collisions. 5.3. In the last three-year period (2022 to 2024) the following personal injury casualties and collisions were recorded (excluding A and B class roads): - Speed Limit Fatal Collisions Serious Collisions Slight Collisions Total Collisions 20 0 11 15 26 30 2 56 112 170 20+30 (combined) 2 67 127 196 Speed Limit Fatal Casualties Serious Casualties Slight Casualties Total Casualties 20 0 12 18 30 30 2 67 149 218 20+30 (combined) 2 79 167 248 5.4. Based on the experiences Wales and evidence from other sources, it is estimated that reducing the speed limit from 30mph to 20mph can result in casualty reductions of between 11% and 30%. The potential impacts of these reductions on casualties are detailed in item 5.5, and on collisions in item 5.6. 5.5. Based on the 2022 to 2024 figure of 218 casualties on 30mph roads, we can estimate an average of 73 casualties per year. Using the lower reduction of 11% would see this reduce to 65 i.e. 8 less casualties. Based on the 2022 to 2024 figure of 218 casualties on 30mph roads we can estimate an average of 73 casualties per year. Using the higher reduction of 30% would see this reduce to 51. i.e. 22 less casualties. 108
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5.6. Based on the 2022 to 2024 figure of 170 collisions on 30mph roads, we can estimate an average of 57 casualties per year. Using the lower reduction of 11% would see this reduce to 51 i.e. 6 less collisions. Using the cost per collision for a ‘built-up’ road in Scotland (average for all injury collisions) this would see a reduction of £1.119m to society in year one. This lower rate of casualties and resultant cost savings to society would be carried forward to subsequent years. 5.7. Based on the 2022 to 2024 figure of 170 collisions on 30mph roads we can estimate an average of 57 casualties per year. Using the higher reduction of 30% would see this reduce to 40 i.e. 17 less collisions. Using the cost per collision for a ‘built-up’ road in Scotland (average for all injury severities) this would see a reduction of £3.171m to society in year one. This lower rate of casualties and resultant cost savings to society would be carried forward to subsequent years. 5.8. It should be highlighted that the latest three-year period (2022 to 2024) shows that 72% of all pedestrian collisions and 70% of all pedestrian casualties occurred within a 30mph speed limit. Similar figures are experienced with pedal cyclists showing that 78% of all pedal cyclist collisions and 76% of all pedestrian casualties occurred within a 30mph speed limit. 5.9. By reducing speed, it will make it easier for drivers to stop in time to prevent collisions. Where collisions may still occur, severity of injuries will be lowered due to the reduced kinetic energy experienced at impact. According to Highway Code rule 126, in the distance a 20mph car can stop, a 30mph car will still be doing 24mph. The positive impact on casualty and severity reduction can be clearly evidenced. 6. Proposals 6.1. Proposals for reduced 20mph speed limits have been completed which typically recommend a reduction from the current 30mph limit within residential areas and other locations where there is potential for a significant mix of motorised traffic and vulnerable road users such as pedestrians, cyclists, the young and the elderly. This includes town centres, busier neighbourhood centres and within the vicinity of schools. Proposals are currently being GIS mapped for all conurbations across South Lanarkshire. 6.2. A and B class roads are expected to largely maintain their existing 30mph speed limit, except in cases where there is a specific justification for implementing or retaining a 20mph restriction. Such justifications may include town centres, near schools, or areas with a significant presence of vulnerable road users. 6.3. It should be noted that these proposals have been developed and reviewed by the Council’s Traffic and Transportation Section and are considered to provide a pragmatic and balanced approach to the National Strategy for 20mph. 6.4. In general, any changes to speed limits require the successful promotion of a Traffic Regulation Order (TRO). This process can take between 6 to 9 months to complete, is very resource intensive and can be objected to by members of the public or other parties. Temporary Traffic Regulation Orders (TTRO) may be used to implement 20mph speed limits, facilitating expedited progress and allowing the community time to experience the change and for the lower speed limit to be monitored and evaluated over a maximum period of 18 month. The use of Temporary Traffic Regulation Orders (TTROs) is not considered the preferred option; instead, the full Traffic Regulation Order (TRO) process is favoured for this body of work. 109
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6.5. The Road Safety Forum of 4 November 2025 endorsed this report which outlines the principles for determining the implementation of 20 mph speed limits. Subject to Community and Enterprise Resources Committee approval, we will initiate a phased implementation, progressing town-by-town as external funding and available resources allow. This process will necessitate the statutory Traffic Regulation Order (TRO) consultation with stakeholders. The feedback collected during these consultations will be reviewed before making a final decision on whether to proceed with or amend TRO’s. 6.6. Liaison will be required with neighbouring Local Authorities as well as Trunk Road operators to ensure a consistency of approach. 6.7. It is proposed to publish plans of the proposed changes on the Council’s website using GIS layers that can be switched to illustrate the existing speed limits and proposed speed limits. 7. Driver Behaviour 7.1. In addition to the 20mph proposals, residents have increasingly voiced concerns about speeding in towns and villages, prompting the consideration/development of a trial initiative aimed at improving road safety and driver behaviour. 7.2. Officers are currently exploring the deployment of high-visibility vehicles, similar to community warden vehicles, featuring road safety messaging and potentially equipped with speed monitoring devices and video cameras. These vehicles would be stationed at key locations such as schools and village centres, with any evidence gathered shared with Police Scotland for possible enforcement. 7.3. This initiative, still in its early stages, is proposed to be developed over the next six months in coordination with Police Scotland, the Road Safety Forum, and other stakeholders. 8. Future Impacts 8.1. Once implemented, informed decisions will be made regarding the need to refine, modify, or further monitor the introduced 20 mph speed limits. It is anticipated that such adjustments will be very minimal, given the national shift towards 20 mph speed limits in appropriate areas and the time required for this to become a social norm and for driver behaviour to be influenced towards these lower limits. 8.2. In exceptional cases, such as locations with a concerning casualty profile, the following considerations may be made:- reducing or shifting the extents of the speed limit in length considering speed management measures to aid better compliance; or used as an opportunity to implement other transport aspirations that are complemented by the lower speed limit, such as active travel measures evidencing or accepting that the road is not appropriate and reverting to a speed limit of 30 mph either partially or in full requiring further time for behaviour change to be affected regarding the ongoing rollout of 20mph speed limits across Scotland and resultant acceptance and adherence to these lower limits 110
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9. Employee Implications 9.1. A consultant was appointed to undertake the 20mph roads assessment work which formed the basis of these proposals. This body of work was then reviewed and further developed utilising existing resources. 9.2. Significant employee resources will be required to progress and implement the 20mph National Strategy in future years. 9.3. Across Scotland Councils are at various stages of considering and implementing this initiative. Progress in South Lanarkshire has been influenced by available resources, competing priorities and projects, however, this paper now sets out a clear direction for bringing forward 20mph proposals. It was important to ensure that there was appropriate support for such an approach before embarking on the formal statutory processes. 10. Financial Implications 10.1. Significant financial resources will be required to progress and implement the phased 20mph National Strategy within South Lanarkshire. 10.2. An exercise considered previously suggested it would cost £3 million to deliver a widescale roll out of 20mph speed limits; this figure is likely to be nearer £4 million today. This will require funding from Scottish Government/Transport Scotland and discussions regarding this and the phased implementation across South Lanarkshire will be progressed. 10.3. It remains unclear as to the specific funding that will continue to be made available post May 2026. It is expected that the Scottish Government will seek to place a high priority on road safety and funding streams will be available for phased implementation. 11. Climate Change, Sustainability and Environmental Implications 11.1. The reduction of vehicular speeds within residential areas and other locations such as town centres is expected to encourage the uptake of active and sustainable travel within the Council’s local communities, whilst reducing reliance on private vehicles particularly for the shorter more local journeys. This supports South Lanarkshire’s Sustainable Development and Climate Change Strategy. 11.2. Increased active travel and access to the outdoors will improve health and wellbeing whilst reducing reliance on fossil fuels for the purpose of travel. Encouraging the uptake of active and sustainable travel will also support improvements in air quality emissions by reducing the number of private car journeys and their resultant emissions. 12. Other Implications 12.1. There are no significant risks or other implications associated with this report. 13. Integrated Impact Assessment and Consultation Requirements 13.1. 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. 13.2. Consultations will be conducted in accordance with statutory requirements to facilitate the promotion of Traffic Regulation Orders (TROs). 111
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David Booth Executive Director (Community and Enterprise Resources) 26 November 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References Roads Safety Forum, 20mph Speed Limits, 4 November 2025 Roads Safety Forum, 20mph Speed Limits, 21 November 2023 Roads Safety Forum, 20mph Speed Limits, 1 November 2022 List of Background Papers Scotland’s Road Safety Framework to 2030, Transport Scotland The Implementation Guide of 20mph Speed Limits in Scotland, Transport Scotland Lower urban speed limits in Europe, PACTS Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin Park, Head of Roads, Transportation and Fleet Services Ext: 4484 (Tel: 01698 454484) E-mail: Colin.Park@southlanarkshire.gov.uk 112
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 16 December 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Notification of Contracts Awarded - 1 April to 30 September 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of all contracts awarded by Community and Enterprise Resources during the period 1 April to 30 September 2025 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances, a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. A full list of contracts awarded and extended during the period 1 April to 30 September 2025, on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 5. Employee Implications 5.1. Contracts management including performance appraisal will be undertaken by both the main user Services and Procurement. 6. Financial Implications 6.1. There are no financial implications associated with this report which is for information purposes only. Appropriate budgetary provision is available for each of the contracts awarded. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 13 113
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8. Other Implications 8.1. There is a risk that failure to report awards may lead to contracts being awarded that do not represent best value, breach statutory procurement obligations and Standing Orders or do not follow internal processes which mitigate the risk. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy nor recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 25 November 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Community and Enterprise Resources Committee 12 August 2025 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 114
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Appendix 1 Community and Enterprise Resources Contracts Awarded over £50,000 in value Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Landcare Solutions (Scotland) Ltd SLC/PS/COMENT/23/019/6/019 73,607.80 03/04/2025 Mini Competition from South Lanarkshire Council's NEC3 Framework for Roads & Infrastructure under Lot 6 for the Langlands Moss Path Access Route Upgrade 09/04/2025 - 07/05/2025 Aebi Schmidt Uk Ltd, Alliance Automitive Uk, Am Phillips Trucktech, Arnold Clark Automobiles, Cartwright Fleet Services, Daf Trucks Ltd, Dennis Eagle Ltd, Dingbro Ltd, Econ Engineering Ltd, Faun Zoeller Ltd, Fleet Factors Ltd, Hydrasun Ltd, Hydrulink Ltd, Masterparts Ltd, National Windscreens Ltd, Pirtek Paisley Ltd, Prime Industrial Supplies Ltd, Strathclyde Windscreens Ltd & Volvo Group UK Ltd SLC/CE/24/154 750,000.00 05/04/2025 Supply and Delivery of Vehicle Parts 01/04/2025 - 30/09/2025 115
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Hamilton Brothers Engineering Ltd SLC/CE/24/139 283,464.00 09/04/2025 Mini Competition under Scotland Excel Framework for the Supply and Delivery of Grounds and Plant Equipment 1522, Lot 4 – Grounds Vehicles, Tractors and Equipment 01/04/2025 - 30/04/2025 Lightways (Contractors) Ltd SLC/CE/24/114 1,935,000.00 09/04/2025 Quick Quote for The Installation of Street Lighting Columns, Cables and other Associated Equipment 07/04/2025 - 31/03/2028, option to extend till 31/03/2029 Aitken Laboratories Ltd, Clyde Ground Investigation Ltd, Dunelm Geotechnical & Environmental Ltd & Ian Farmer Associates (1998) Ltd SLC/CE/24/002 1,600,000.00 26/04/2025 Ground Investigation Framework 28/04/2025- 27/04/2029 SSI Schaefer Plastics Uk Ltd SLC/CE/25/014 390,000.00 14/05/2025 Supply and Delivery of 2 Wheeled Bins 12/05/2025 - 31/03/2026 Brown & Wallace LLP SLC/CE/24/137 196,134.00 14/05/2025 Mini Competition for Hamilton Town Square 19/05/2025 - 31/10/2025 Covanburn Contracts Ltd SLC/PS/COMENT/23/019/4/039 198,818.45 02/06/2025 Millheugh Bridge Refurbishment 30/06/2025 - 29/08/2025 Alliance Disposables Ltd SLC/CE/24/102 664,687.26 04/06/2025 Mini Competition for the Supply and Delivery of Catering Sundries (Disposables) 01/06/2025 - 31/05/2029 Econ Engineering Ltd SLC/CE/25/029 284,748.00 23/06/2025 Hire of 12, 18 and 26 Tonne Gritters for Winter Maintenance 01/10/2025 - 31/03/2026 Instock Ltd SLC/CE/24/150 775,900.65 26/06/2025 Mini Competition for the Supply and Delivery of Catering Sundries 30/06/2025 - 29/06/2029 Leaseplan UK Ltd SLC/CE/25/013 365,370.84 02/07/2025 Negotiated Contract renewal – Contract Hire/Lease of Light Vehicles 01/08/2025 - 31/07/2026 116
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Academy Of Enterprise Education Ltd, Nurture Academy Ltd SLC/PS/EDUC/19/022 12,500,000.00 10/07/2025 Education Employability Training Dynamic Purchasing System 01/06/2020 - 31/05/26, option to extend till 31/05/2030 Sysco GB Ltd T/A Brakes SLC/CE/25/006 14,256,128.50 20/07/2025 Direct Award for the Supply and Delivery of Groceries and Provisions 18/07/2025 - 17/06/2029, option to extend till 17/06/2030 Landcare Solutions (Scotland) Ltd SLC/PS/COMENT/23/019/6/017 121,215.45 22/07/2025 NEC3 Engineering and Construction Short Contract for Braidwood Play Park Area Redevelopment 22/09/2025 - 03/11/2025 Jewson SLC/CE/24/141 241,960.93 28/07/2025 Mini Competition for the Supply and Delivery of Road Marking Materials 22/07/2025 - 21/07/2029 Street Lighting Supplies Ltd SLC/CE/25/035 50,000.00 29/07/2025 Quick Quote for the Supply and Delivery of Street Lighting Materials (Urbis Lanterns) 01/08/2025 - 31/07/2027, option to extend till 31/07/2028 Excel Vending Ltd SLC/CE/25/032 70,000.00 30/07/2025 Negotiated Procedure for the Maintenance & Repair of Vending Machines at Various Locations throughout South Lanarkshire 28/07/2025 - 27/07/2029, option to extend till 27/07/2030 Voluntary Action South Lanarkshire SLC/CE/24/083 540,000.00 12/08/2025 3rd Sector Supported Volunteering Programme 01/04/2025 - 31/03/2026, option to extend till 31/03/2027 Hillhouse Quarry Group Ltd, Pattersons of Greenoakhill Ltd, SLC/CE/25/021 1,083,930.75 14/08/2025 The Supply & Delivery of Coated and Uncoated Roadstone 2025- 2026 01/04/2025 - 30/09/2026 117
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Tillicoultry Quarries Ltd & Tarmac Trading Ltd Diverse Investments (Scotland) Ltd SLC/CE/25/012 4,838,587.10 10/09/2025 01/10/2025 - 30/09/2028, option to extend till 30/09/2030 Hillhouse Quarry Group Ltd SLC/CE/25/092 102,061.60 11/09/2025 CR-26-EK-01 - Supply and Delivery of Roadstone - Hallside Boulevard, Cambuslang 07/09/2025 - 30/10/2025 First Steps Future Training Ltd SLC/PS/EDUC/19/022/MC39 84,996.00 12/09/2025 Mini Competition for Employability Service Construction Vocational Tasters South Lanarkshire wide 2025 31/10/2025 - 30/10/2026 New College Lanarkshire SLC/CE/25/060 80,000.00 19/09/2025 GradU8 Programme 25/08/2025 - 03/04/2026 South Lanarkshire College SLC/CE/25/059 80,000.00 19/09/2025 GradU8 Programme 25/08/2025 - 03/04/2026 South Lanarkshire College SLC/CE/25/058 243,000.00 19/09/2025 Delivery of Foundation Apprenticeships 26/08/2025 - 28/05/2026 Woodall-Nicholson Ltd SLC/CE/25/094 1,269,104.00 19/09/2025 Direct Award for the Supply and Delivery of Light Vehicles for the 2025 – 2026 financial year 18/09/2025 - 31/03/2026 Joseph Leckie & Sons Contracts Ltd SLC/PS/COMENT/23/019/02/022 69,740.00 19/09/2025 RM-26-EK-05 - 2 x 4 man squads Carriageway Patching Routine Works September - October 2025 22/09/2025 - 30/11/2025 Pulse Fitness Ltd SLC/CE/24/065/05 75,354.56 26/09/2025 Supply and Warranty/Maintenance of Gym Equipment for SLLC – Hamilton Water Palace 06/10/2025 - 05/10/2030 118
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Contract extensions awarded over £50,000 in value Contractor Contract Reference Value of Contract Awarded Value of Extension Date of Extension Brief Description Contract Extension period Stanger Testing Services Ltd SLC/PS/COMENT/21/135 429,337.50 367312.5 02/04/2025 Road Materials Testing Contract 02/04/2025 – 12/05/2027 Charles Tennant & Co Ltd SLC/PS/COMENT/21/157 160,005.00 41,332.00 15/05/2025 The Supply of Ad- Blue Fuel Additive 15/05/2025 – 07/06/2027 City Of Edinburgh Council SLC/PS/COMENT/20/087 350,000.00 108,242.58 28/05/2025 Scientific Testing Services 28/05/2025 – 30/06/2026 TRL Ltd SLC/PS/COMENT/22/002 140,000.00 15,900 14/07/2025 ECO Stars Commercial Fleet Scheme including Bus Operators Workshops, Taxi and Private Hire Scheme including Taxi Operators Workshops 14/07/2025 – 31/07/2026 Intelligent Health Ltd SLC/CE/23/063 494,237.00 239,500.00 17/07/2025 Beat the Street 08/08/2025 - 07/08/2027 119
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Bartec Municipal Technologies Limited SLC/PS/FINCOR/19/052 749,700.00 320,000 12/09/2025 Waste Management Solution - In Cab Devices 26/10/2025 - 25/10/2027 South Lanarkshire College SLC/PS/FINCOR/20/114/DA1 420,000.00 210,000 22/09/2025 Employability Academy 01/10/2025 - 30/09/2026 120