Agenda Document Pack - Community and Enterprise Resources Committee - 17/03/2026
South Lanarkshire Council · 17 March 2026
Back to Community and Enterprise Resources Committee — 17 March 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 09 March 2026 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, 17 March 2026 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, Lynsey Hamilton, 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 16 December 2025 submitted for approval as a correct record. (Copy attached) 5 - 14 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2025/2026 Joint report dated 16 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 15 - 26 4 Community and Enterprise Resources - Capital Budget Monitoring 2025/2026 Joint report dated 18 February 2026 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 27 - 32 5 Community and Enterprise Resources – Workforce Monitoring – 1 October to 31 December 2025 Joint report dated 3 February 2026 by the Executive Directors (Finance and Corporate Resource) and (Community and Enterprise Resources). (Copy attached) 33 - 40 Item(s) for Decision 6 Council Budget 2026/2027 - Infrastructure and Service Area Investment Report dated 26 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 41 - 48 7 Community Benefit Funds – Renewable Energy Fund - Grant Applications Report dated 16 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 49 - 56 8 Local Transport Strategy 2026 to 2036 Report dated 17 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 57 - 76 9 Review of the Management of Trees Report dated 23 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 77 - 84 2
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10 Appointment of Public Analyst and Food Examiner Report dated 24 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 85 - 88 Item(s) for Noting 11 Enabling Commercial Space Programme – Project Update Report dated 13 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 89 - 94 12 Clyde Wind Farm South Lanarkshire - Net Zero Community Grant Fund Report dated 11 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 95 - 98 13 Douglas Valley Community-Led Outdoor Recreation and Adventure Tourism Project Report dated 17 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 99 - 104 14 Clydesdale Way – Project Update Report dated 17 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 105 - 110 15 Business Gateway Lanarkshire – 2025/2026 Interim Performance Report Report dated 13 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 111 - 120 16 Flood Risk Management in South Lanarkshire Report dated 17 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 121 - 134 17 Active Travel Schemes in South Lanarkshire Report dated 17 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 135 - 148 18 Bereavement Services Update Report dated 25 February 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 149 - 154 Urgent Business 19 Urgent Business Any other items of business which the Chair decides are urgent. 3
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Exclusion of Press and Public 20 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraphs 6 and 9 of Part I of Schedule 7A of the Act." Item(s) for Decision 21 Hamilton Town Centre Masterplan Update • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act For further information, please contact:- Clerk Name: Stuart McLeod Clerk Telephone: 07385 370 117 Clerk Email: stuart.mcleod@southlanarkshire.gov.uk 4
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COMMUNITY AND ENTERPRISE RESOURCES COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 16 December 2025 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Andy Carmichael, Councillor Ross Clark (substitute for Councillor Carol Nugent), Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Gladys Ferguson-Miller, Councillor Ross Gowland, Councillor Susan Kerr, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Davie McLachlan, Councillor Kirsten Robb, Councillor David Shearer (substitute for Councillor Hugh Macdonald), Councillor Helen Toner, Councillor David Watson Councillors' Apologies: Councillor Joe Fagan (ex officio), Councillor Graeme Horne, Councillor Cal Johnston-Dempsey, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Hugh Macdonald, Councillor Carol Nugent 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; K Lean, Economic Development Manager (Funding and Rural); C Park, Head of Roads, Transportation and Fleet Services Finance and Corporate Resources G Booth, Finance Manager (Strategy); L Harvey, Finance Manager (Resources); E Maxwell, HR Business Manager; G Robertson, Personnel Adviser; T Slater, Administration Adviser; N Tollan, Administration Assistant, F ul Haque, Finance Adviser 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 7 October 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Community and Enterprise Resources - Revenue Budget Monitoring 2025/2026 A joint report dated 12 November 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 3 October 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. 2 5
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At 3 October 2025, the projected outturn position for the Resource was a breakeven position. Virements, proposed to realign budgets across budget categories and with other Resources, were detailed in the appendices to the report. The Committee decided: (1) that the forecast to 31 March 2026 of a breakeven position, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements, as detailed in the appendices to the report, be approved. [Reference: Minutes of 7 October 2025 (Paragraph 3)] Prior to consideration of this item of business, Councillor Brown made a transparency statement to advise that he was Chair of Rutherglen 900 Councillor Ferguson-Miller joined the meeting during this item of business 4 Community and Enterprise Resources - Capital Budget Monitoring 2025/2026 A joint report dated 18 November 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 3 October 2025. The revised capital programme for 2025/2026 for the Resource, which amounted to £55.159 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 5 November and 3 December 2025, as detailed in Appendix A to the report. Appendix A also provided a forecast for the financial year of £55.159 million and actual expenditure to 3 October 2025 of £14.197 million. Information was also provided on the 2025/2026 investment funding provided to the Resource. The Committee decided: that the Community and Enterprise Resources’ capital programme of £55.159 million, and forecast expenditure of £55.159 million, be noted. [Reference: Minutes of 7 October 2025 (Paragraph 4) and Minutes of the Executive Committee of 3 December 2025 (Paragraph 4)] 5 Community and Enterprise Resources - Workforce Monitoring – August and September 2025 A joint report dated 4 November 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 August and September 2025:- attendance statistics occupational health statistics accident/incident statistics 6
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disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews Staffing Watch as at 13 September 2025 The Committee decided: that the report be noted. [Reference: Minutes of 7 October 2025 (Paragraph 5)] 6 Community and Enterprise Resource Plan – Quarter 2 Progress Report 2025/2026 A report dated 20 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the Community and Enterprise Resource Plan Quarter 2 Progress Report 2025/2026 for the period 1 April to 30 September 2025. The Resource Plan measures were rated using a traffic light system of red, amber or green as well as blue (BRAG) which indicated that an action had been completed. Details were provided on:- progress against all Resource Plan measures contained in Quarter 2 Progress Report 2025/2026, as detailed in paragraph 5.2 and attached as Appendix 2 to the report key achievements made by the Resource to date, as detailed in paragraph 5.3 of the report the status of those measures identified as ‘report later’ at Quarter 4 2024/2025, as summarised in paragraph 5.5 of the report There were no areas for improvement identified at Quarter 2. Officers responded to members’ questions in relation to various aspects of the report and the Head of Roads, Transportation and Fleet Services undertook to provide a member with the list of carriageway and footway maintenance works. The Committee decided: (1) that the Community and Enterprise Resource Plan Quarter 2 Progress Report 2025/2026, as summarised in paragraph 5.2 and detailed in Appendix 2 to the report, be noted; (2) that the key achievements made by the Resource up to Quarter 2, as detailed at paragraph 5.3 of the report, be noted; (3) that it be noted that there were no areas for improvement identified for the Resource at Quarter 2; 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 in Appendix 3 to the report, be noted. [Reference: Minutes of 13 May 2025 (Paragraph 6)] 7 Scottish Government Vacant and Derelict Land Fund Programme 2025/2026 A report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the proposed use of the remaining funding available for the Scottish Government Vacant and Derelict Land Fund (VDLF) programme 2025/2026. 7
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The Scottish Government had allocated £528,000 to the Council for the VDLF in 2025/2026 and a Local Delivery Plan had been approved by the Committee on 12 August 2025 to implement the following key objectives:- tackle long-term vacant and derelict land stimulate economic growth and wealth creation develop a diverse sustainable environment with a focus on temporary and permanent greening support communities to flourish and tackle inequalities At the meeting on 12 August 2025, the Committee also approved the following funding allocations, which complied with the eligibility criteria for the fund:- Clyde Cycle Park Phase 2 - £400,000 Clyde Climate Forest - £25,000 It was proposed that the remaining funding of £103,000 be allocated to the Red Tree Labs project located within the Clyde Gateway area at Shawfield, Rutherglen, as outlined at section 4.2. of the report. The Committee decided: that the allocation of the remaining funding of £103,000 in the 2025/2026 Vacant and Derelict Land Fund Delivery Plan be awarded to the Red Tree Labs project. [Reference: Minutes of 12 August 2025 (Paragraph 8)] Prior to consideration of this item of business, Councillor Devlin made a transparency statement to advise that she was a member of the Clyde Cycle Park Board and Councillors Brown and Cowie made transparency statements to advise that they were both members of the Clyde Gateway Board 8 Community Benefit Funds – Renewable Energy Fund – Grant Applications A report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted on 4 applications to the Renewable Energy Fund (REF). This community benefit funding, secured from windfarm developers, had been established to provide funding to suitable projects providing community benefits in eligible areas. It was proposed that, subject to the applicants providing written confirmation that all other additional funding for the projects had been secured, grants be awarded as detailed in the report. The Committee decided: that, subject to the applicants providing written confirmation that all other funding for the projects had been secured, a grant be awarded of up to a maximum of:- £85,680 towards eligible costs associated with the upgrade of the biomass heating and hot water system to Coalburn Miners’ Welfare Charitable Society from Gallawhistle Windfarm 8
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£695,536 towards eligible costs associated with the redevelopment of Glassford Village Hall to Glassford Community Group from Dungavel and Kype Muir Windfarms £134,347.50 towards eligible costs associated with the refurbishment of Douglas Water Hall to Lodge Hozier Douglas Water from Gallawhistle Windfarm £46,977 towards eligible costs associated with the Connecting Clydesdale transport project from Blacklaw, Gallawhistle and Andershaw Windfarms [Reference: Minutes of 7 October 2025 (Paragraph 9)] 9 UK Shared Prosperity Fund – Community Grant Application for Development of a South Lanarkshire Food Partnership Network A report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted on a grant application to the UK Shared Prosperity Fund (UKSPF). Information was provided on a grant application received from Healthy and Active in East Kilbride Limited, which was a lead partner for The Beeline to Nature Consortium, for the creation and early development of a South Lanarkshire Food Partnership Network. The scoring guide for grant applications was attached as Appendix 1 to the report. It was proposed that £50,000 be awarded to Healthy and Active in East Kilbride Limited for the development of a community South Lanarkshire Food Partnership Network. The Committee decided: that £50,000 be awarded to Healthy and Active in East Kilbride Limited for the development of a community South Lanarkshire Food Partnership Network. [Reference: Minutes of 13 May 2025 (Paragraph 10) and 17 September 2024 (Paragraph 10)] 10 Cathcart Road Net Zero Industrial Development - Update A report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the Cathcart Road Net Zero Industrial Development project. Across South Lanarkshire, there was limited availability of industrial property. In the last 18 months, the Council had received 182 property enquiries, with the majority looking for accommodation less than 10,000sqm. Only 3.8% of those enquiries were satisfied. This showed the strength of the SME (small or medium-sized enterprise) business community but presented a significant challenge as businesses occupying those premises provided significant employment opportunities. Many of the properties were of considerable age and performed poorly from a sustainability perspective and energy performance position. To address the lack of supply, the site of the former Cathkin Clean Laundry on Cathcart Road had been identified as a suitable location for industrial units. The site, which was owned by the Council, was included in the Vacant and Derelict Land Register, and had been used as a storage yard since the clearance of the previous uses. 9
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Proposals had been prepared to develop 2 industrial units each of 310sqm, with car parking for 12 vehicles and associated yard space. This would be a building with net zero energy consumption, meaning the total amount of energy used to construct and operate the building on an annual basis would be equal to the amount of renewable energy created using technology such as high efficiency windows, insulation and solar panels. The total cost of the project was estimated to be approximately £2 million and, to support the delivery of the project, the Council had applied to the Scottish Government’s Regeneration Capital Grant Fund (RCGF), securing an award of £963,000. Information was provided on the:- progress to date which included securing planning permission, and the outcomes and outputs expected to be achieved project timeline and next steps On completion, the units would become assets of the Council and would fall within the Housing and Technical Resources’ Lease Portfolio. The Committee decided: that the progress being made to deliver the Cathcart Road Net Zero Industrial Development project be noted. [Reference: Minutes of 26 November 2024 (Paragraph 7)] 11 Pavement Parking A report dated 26 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted providing 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. At its meeting on 26 November 2024, the Committee noted that enforcement would commence on 6 January 2025 and would be undertaken in a balanced, proportionate and pragmatic way. This approach would be kept under review by the Service. Through incoming enquiries, over 200 locations had been identified for Parking Attendants to visit. The Council also received a high volume of correspondence in relation to pavement parking, resulting in additional locations added daily. 2,500 warning notices had been issued to vehicles as part of the ‘soft approach’ taken by the Council, however, due to the increasing level of demand for enforcement action from members of the public, the Council had moved to full enforcement from 17 March 2025, issuing Penalty Charge Notices. Information was provided on those areas which could be considered for exemption, the criteria that would be applied when assessing those roads and the Traffic Regulation Order process that would be required to make those roads legally exempt. Following a review of all roads in South Lanarkshire, an initial list of roads that were considered to meet the criteria was provided at Appendix 1 to the report. The Head of Roads, Transportation and Fleet Services responded to members’ questions in relation to various aspects of the report and undertook to:- 10
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look at bringing a report to a future meeting considering ways to reduce congestion and the use/ownership of cars generally contact a member in relation to a particular road in their ward The Committee decided: that the progress on enforcement and the planned promotion of an exemption order be noted. [Reference: Minutes of 26 November 2024 (Paragraph 14) Councillor Brogan left the meeting during this item of business 12 20mph Speed Limits A report dated 26 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted advising on the progress towards the National Strategy for 20mph speed limits and proposals for implementation within South Lanarkshire. On 25 February 2021, the Scottish Government launched Scotland’s Road Safety Framework to 2030, which set national targets and measures for casualty reduction that each roads authority contributed towards. Transport Scotland’s Strategic Transport Projects Review 2 (STPR2) report had also included a recommendation to expand 20mph limits and zones in Scotland. The Council’s current Local Transport Strategy supported and encouraged driving at 20mph or below in residential areas and outside schools. To deliver the National Strategy for 20mph speed limits, the Scottish Government had established a task force to review methods used in setting 20mph speed limits elsewhere and lessons learned. In 2022, Transport Scotland had written to all local authorities asking for road assessments to be undertaken, using set criteria, on all existing 20mph and 30mph roads. Following this assessment and further reviews undertaken incorporating local insights into the road network in South Lanarkshire, the relevant findings were outlined in the report, together with proposals for initial implementation in South Lanarkshire. Any change to speed limits required the promotion of a Traffic Regulation Order (TRO). This process could take between 6 to 9 months to complete and was very resource intensive. Although, Temporary TROs could be used to expedite the process, this was not the preferred option, with a phased implementation of TROs being favoured. This involved consultation with stakeholders and any feedback would be reviewed before making final decisions on whether to proceed with or amend TROs. Significant financial resources would be required for the phased implementation, with projections for a wide-scale roll-out being close to £4 million. Funding would be required from the Scottish Government. During an extensive debate, officers responded to members’ questions in relation to various aspects of the report. In terms of Standing Order No 22, the Chair ruled that he did not consider a proposed amendment from Councillor Robb to be competent for the following reasons:- the report was for noting only with the content delegated to officers under the approved Scheme of Delegation the policy direction was covered by the National Strategy there would be funding implications 11
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there was a progressive element of the proposals which would require consideration of future reports by committee The Chair advised that, as the issue progressed, further discussions could be held with officers, with the differing views of members put forward as part of the debate being taken into consideration prior to future reports being presented to committee. Councillor Robb advised that her amendment was in relation to the strategic direction of the proposals where A and B class roads currently at 30mph would move to 20mph unless there was a valid reason for the road remaining at 30mph and questioned the oversight of elected members when looking at the application of the criteria for 20mph speed limits. The Executive Director (Community and Enterprise Resources) and Head of Roads, Transportation and Fleet Services gave a commitment to engage with members, confirming that any proposals would be consulted on with elected members prior to being taken forward. As previously stated, RTOs were also subject to public consultation. The Committee decided: that the progress towards the National Strategy for 20mph speed limits and proposals for implementation be noted. [Reference: Minutes of the Roads Safety Forum of 4 November 2025 (Paragraph 4) Councillor Brogan re-joined the meeting during this item of business Councillor Shearer left the meeting during this item of business 13 Community and Enterprise Resources – Notification of Contracts Awarded – 1 April to 30 September 2025 A report dated 25 November 2025 by the Executive Director (Community and Enterprise Resources) was submitted on contracts awarded by Community and Enterprise Resources in the period 1 April to 30 September 2025. In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded above the sum of £50,000. Details of the contracts awarded or extended were provided in Appendix 1 to the report. The Committee decided: that the details of the contracts awarded, as outlined in Appendix 1 to the report, be noted. [Reference: Minutes of 12 August 2025 (Paragraph 20) 14 Urgent Business There were no items of urgent business. Chair’s Closing Remarks The Chair referred to the forthcoming retirement of David Booth, Executive Director (Community and Enterprise Resources) and, on behalf of the Committee, thanked David for all his hard work, support and commitment to the Council. 12
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Councillor Clark spoke on behalf of the SNP Group to record their thanks and appreciation to David. The Chair concluded the meeting by thanking everyone for their attendance and wishing them the compliments of the season. 13
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 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 2025 to 23 January 2026 for Community and Enterprise Resources provide a probable outturn 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 probable outturn forecast to 31 March 2026 of an underspend of £0.348m after approved transfer to reserves as detailed at Appendix B of the report be noted; and (2) that the proposed budget virements be approved. [1recs] 3. Background 3.1. This is the fourth 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 provide the detailed financial position with variance explanations by budget category. 3.3. This report reflects the actual spend to 23 January 2026 within the Resource budget, as well as the output from the formal Probable Outturn exercise, which provides an expected outturn forecast on expenditure and income at this date. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. Financial Implications 5.1. Probable Outturn: Following the Council’s formal Probable Outturn exercise, the forecast for the budget to 31 March 2026 is an underspend of £0.348m after the approved transfer to reserves. The transfer to Reserves was approved at Executive Committee (4 February 2026). This position is outlined in the attached appendices. 3 15
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5.2. Virements are proposed to realign budgets across budget categories and with other Resources. These movements have been detailed in the appendices to this report, as appropriate. 6. 2025/2026 Investments 6.1. Other Investments Funding has been allocated to Community and Enterprise Resources as part of the 2025/2026 Investments. The Community and Enterprise budget includes £0.866 million for the following spend areas: 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. Local Action Fund The budget presented in the appendices also includes amounts in relation to the Local Action Fund. The Revenue allocations for Community and Enterprise Resources total £0.117 million and this 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 0.022 0.117 6.3. Services have been allocated the new funding as approved at the Executive Committee and are spending these additional resources in line with Elected Members’ proposals. 6.4. Total Investment funding of £0.983m is included in Community and Enterprise Resources budget as outlined in Appendices B to G. Spend will continue to be progressed throughout the year. 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 Revenue Budget is that there is an overspend. There are inflationary and budget pressures which could increase the risk of overspend, however, these are mitigated by additional funds being added to the budget. 8.2. 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. 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 integrated impact assessment is required. 16
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9.2. 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) Kevin Carr Executive Director, (Community and Enterprise Resources) 16 February 2026 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 23 January 2026 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 17
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Appendix A Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period 11 Ended 23 January 2026 (No.11) Revenue Budget Monitoring Report – Service Analysis Service Analysis Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) % YTD Actual (£000) Facilities, Waste and Grounds Services 79,332 78,242 1,090 1.37% 58,002 Planning and Regulatory Services 5,235 4,257 978 18.68% 3,221 Leisure Services 20,090 20,062 28 0.13% 18,705 Enterprise and Sustainable Development 6,658 7,194 (536) -8.05% 5,928 Roads, Transportation and Fleet Services 19,751 19,845 (94) -0.47% 13,271 Net Controllable Exp. 131,066 129,600 1,466 1.12% 99,127 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, Supplies and Services, Transport, Payment to Contractors and an under recovery within Bereavement and Private Care of Garden income. Detail of the overspends within the report. 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 overspends within IT costs, legal costs and Payment to Contractors. The anticipated Service underspend will support other areas of the Resource budget. Leisure Services No major significant variances to report. Enterprise and Sustainable Development The anticipated overspend is mainly due to dilapidation costs for Hamilton Towers, partially offset by an underspend in staff costs due to turnover and staff vacancies. The anticipated Service overspend will be supported by other areas of the Resource budget. Roads, Transportation and Fleet Services The anticipated underspend is mainly due to increased income from capital and rechargeable works within Roads Construction. The additional income is offset by increased costs for winter, street lighting works, carriageway maintenance repairs and increased spend on sub-contractors within the Roads Service. In addition, there are anticipated overspends for tyres, outside repairs, materials, fuel and vehicle maintenance within Fleet, partially offset by increased income. 18
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Appendix B Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 23 January 2026 (No.11) Community and Enterprise Resources Summary Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 106,515 101,003 5,512 Under 5.17% 80,116 Property Costs 9,504 10,522 (1,018) Over (10.71%) 7,828 Supplies & Services 19,875 22,798 (2,923) Over (14.71%) 14,956 Transport & Plant 22,983 24,846 (1,863) Over (8.11%) 15,482 Administration Costs 928 1,169 (241) Over (25.97%) 807 Payments to Other Bodies 17,224 17,766 (542) Over (3.15%) 11,630 Payments to Contractors 40,142 44,803 (4,661) Over (11.61%) 33,484 Transfer Payments 625 625 0 - 0.00% 625 Financing Charges 191 210 (19) Over (9.95%) 32 Total Controllable Exp. 217,987 223,742 (5,755) Over (2.43%) 164,960 Total Controllable Inc. (86,921) (94,142) 7,221 Over 8.31% (65,833) Net Controllable Exp. 131,066 129,600 1,466 Under 1.12% 99,127 Transfer to Reserves - 1,118 (1,118) Position after Transfer to Reserves 131,066 130,718 348 Under 0.54% Variance Explanations Variance explanations are shown in Appendices C-G as appropriate. Budget Virements Budget virements are shown in Appendices C-G as appropriate. Approved Transfers to Reserves Detailed in Appendix C-G as appropriate 19
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Appendix C Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 23 January 2026 (No.11) Facilities, Waste and Grounds Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 68,513 64,690 3,823 Under 5.58% 51,649 1,a,,c,d Property Costs 2,447 2,945 (498) Over (20.35%) 1,891 2,d,e Supplies & Services 11,047 11,682 (635) Over (5.75%) 7,192 3,a,c,d,e Transport & Plant 8,546 9,479 (933) Over (10.92%) 6,400 4,d,f Administration Costs 249 375 (126) Over (50.60%) 267 5, Payments to Other Bodies 396 400 (4) Over (1.01%) 45 D Payments to Contractors 19,978 20,252 (274) Over (1.37%) 14,201 6,d,e,f Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 45 52 (7) Over (15.56%) 9 Total Controllable Exp. 111,221 109,875 1,346 Under 1.21% 81,654 Total Controllable Inc. (31,889) (31,633) (256) Under (0.80%) (23,652) 7,d,f Net Controllable Exp. 79,332 78,242 1,090 Under 1.37% 58,002 Transfer to Reserves - 768 (768) Position after Transfer to Reserves 79,332 79,010 322 Under 0.28% 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 works being undertaken at Forrest Street depot. 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 due to higher demand and increasing costs. 4. The forecast overspend is mainly due to increased costs for vehicle maintenance and external hires within Waste and Grounds. In addition, works are being carried out to fit air condition units within Waste refuse collection vehicles for health and safety reasons. 5. The forecast overspend is due to printing costs for menu development and garden waste uplift licences, medicals and fees in relation to parent pay. The garden waste uplift licences is offset by income. 6. The forecast over spend is mainly due to the upkeep of the Crematorium and for commemorative items. The latter is 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 and additional service requests from Housing and Technical Resources within Waste and Streets. Budget Virements a. Transfer to corporate items in relation to Procurement savings and Employee budget in respect of Extended Producer Responsibility Payments. Net effect (£0.619m): Employees (£0.545m), Supplies and Services (£0.074m). b. Transfer from Education permanent budget in respect of facilities staff for Jackton Primary School. Net Effect £0.248m: Employees £0.248m. c. Redetermination of General Revenue Grant in respect of School Milk and Nature Restoration Fund. Net Effect £0.206m: Supplies and Services £0.064m, Payment to Other Bodies £0.142m. 20
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d. Realignment of budget to reflect service delivery in respect of Waste, Grounds and Streets and Universal Free School Meals and Nursery and Breakfast within Facilities. Net Effect £0.000m: Employees (£0.751m), Property £0.035m, Supplies and Services £0.859m, Transport and Plant £0.063m, Payment to Contractors (£0.282m), Income £0.076m. e. Transfer from reserves in respect of expenditure commitments and transfer to corporate items in respect of Local Action Fund. Net Effect £0.569m: Property £0.096m, Supplies and Services £0.128m, Payment to Contractor £0.345m. f. Transfer to Roads, Transportation and Fleet Services temporary budget in respect of storm damage. Net Effect (£0.035m): Transport and Plant £0.365m, Payment to Contractors (£0.100m), Income (£0.300m). Transfer to Reserves (£0.768m): i. Forrest Street Transfer Station (£0.150m) ii. Air Condition for Refuse Collection Vehicles (£0.080m) iii. IT Handheld Devices (£0.100m) iv. Front Line First (£0.438m) 21
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Appendix D Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 23 January 2026 (No.11) 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 7,371 388 Under 5.00% 5,873 1 Property Costs 39 23 16 Under 41.03% 12 Supplies & Services 163 191 (28) Over (17.18%) 151 2 Transport & Plant 126 121 5 Under 3.97% 75 Administration Costs 125 163 (38) Over (30.40%) 75 3 Payments to Other Bodies 233 223 10 Under 4.29% 98 Payments to Contractors 757 843 (86) Over (11.36%) 644 4,a Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 46 36 10 Under 21.74% 2 Total Controllable Exp. 9,248 8,971 277 Under 3.00% 6,930 Total Controllable Inc. (4,013) (4,714) 701 Over (17.47%) (3,709) 5 Net Controllable Exp. 5,235 4,257 978 Under 18.68% 3,221 Transfer to Reserves - 100 (100) Position after Transfer to Reserves 5,235 4,357 878 Under 16.77% Variance Explanations 1. The forecast underspend is due to staff vacancies and turnover. 2. The forecast overspend is mainly due to IT license costs within Planning, partially offset by reduced costs for IT Confirm system within Environmental. 3. The forecast overspend is partly due to additional costs for local plan reporter and increased legal expenses. 4. The forecast overspend is mainly due to an increased contract costs for dog kennelling services, property clearance costs within Environmental and specialist works within Planning, which will be offset by income. 5. The forecast over recovery is mainly due to increased income from Planning applications. Budget Virements a. Redetermination of General Revenue Grant in respect of single use vapes. Net Effect £0.012m: Payment to Contractors £0.012m. Transfer to Reserves (£0.100m): v. Local Action Plan (£0.100m) 22
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 23 January 2026 (No.11) South Lanarkshire Leisure and Culture Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 7 7 0 - 0.00% 6 a Property Costs 4,650 4,642 8 Under 0.17% 3,573 a Supplies & Services 0 0 0 - 0.00% 0 Transport & Plant 0 0 0 - 0.00% 0 Administration Costs 15 15 0 - 0.00% 15 a Payments to Other Bodies 80 60 20 Under 25.00% 14 1 Payments to Contractors 15,383 15,383 0 - 0.00% 15,140 Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 0 0 0 - 0.00% 0 Total Controllable Exp. 20,135 20,107 28 Under (0.13%) 18,748 Total Controllable Inc. (45) (45) 0 - 0.00% (43) a Net Controllable Exp. 20,090 20,062 28 Under (0.13%) 18,705 Variance Explanations 1. The forecast underspend is due to the budget for the annual Fireworks Display at Strathclyde Park not being required this year. Budget Virements a. Realignment of budget to reflect service delivery. Net effect £0.000m: Employees £0.003m, Property £0.035m, Administration £0.007m, Income (£0.045m). 23
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Appendix F Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 23 January 2026 (No.11) Enterprise and Sustainable Development Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 8,919 8,599 320 Under 3.59% 6,875 1,a,b Property Costs 299 686 (387) Over (129.4%) 300 2 Supplies & Services 178 173 5 Under 2.81% 89 a Transport & Plant 353 349 4 Under 1.13% 75 Administration Costs 113 89 24 Under 21.24% 40 Payments to Other Bodies 10,187 10,640 (453) Over 0.11% 5,261 3,a Payments to Contractors 120 120 0 - - 87 a Transfer Payments 0 0 0 - 0.00% 0 Financing Charges 51 69 (18) Over (35.29%) 17 Total Controllable Exp. 20,220 20,725 (505) Over (2.49%) 12,744 Total Controllable Inc. (13,562) (13,531) (31) Under (0.23%) (6,816) a Net Controllable Exp. 6,658 7,194 (536) Over (8.05%) 5,928 Transfer to Reserves - 200 (200) Position after Transfer to Reserves 6,658 7,394 (736) Over (11.05%) Variance Explanations 1. The forecast underspend is due to staff vacancies and turnover. 2. The forecast overspend is mainly due to additional dilapidation works at Hamilton Towers. 3. The forecast overspend reflects commitments in respect of Employability activities. Budget Virements a. Realignment of budget to reflect service delivery within Support, Economic Development and Town Centre. Net effect £0.000m: Employees (£0.436m), Supplies and Services £0.020m, Payment to Other Bodies £0.272m, Payment to Contractors £0.120m, Income £0.024m b Redetermination of General Revenue Grant in respect of Employability, No One Left Behind. Net effect £0.102m: Employees £0.120m. Transfer to Reserves (£0.200m): vi. Local Growth Fund Transition (£0.200m) 24
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Appendix G Revenue Budget Monitoring Report Community and Enterprise Resources Committee: Period Ended 23 January 2026 (No.11) Roads, Transportation and Fleet Services Revised Annual Budget (£000) Projected Outturn (£000) Projected Outturn Variance (£000) Over / Under % YTD Actual (£000) Notes Employee Costs 21,317 20,336 981 Under 4.60% 15,713 1,b Property Costs 2,069 2,226 (157) Over (7.59%) 2,052 2,a,b Supplies & Services 8,487 10,752 (2,265) Over (26.69%) 7,524 3,b Transport & Plant 13,958 14,897 (939) Over (6.73%) 8,932 4,b Administration Costs 426 527 (101) Over (23.71%) 410 5,b Payments to Other Bodies 6,328 6,443 (115) Over (1.82%) 6,212 6,b Payments to Contractors 3,904 8,205 (4,301) Over (110.2%) 3,412 7,a,b,c Transfer Payments 625 625 0 - 0.00% 625 B Financing Charges 49 53 (4) Over (8.16%) 4 Total Controllable Exp. 57,163 64,064 (6,901) Over (12.07%) 44,884 Total Controllable Inc. (37,412) (44,219) 6,807 Over 18.19% (31,613) 8,c,b Net Controllable Exp. 19,751 19,845 (94) Over 0.47% 13,271 Transfer to Reserves - 50 (50) Position after Transfer to Reserves 19,751 19,895 (144) Over (0.7%) 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 as well as updates to the Tranman software within Fleet. In addition, greater material costs within Roads Construction due to additional capital and carriageway repair works, recovered via income. 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. An overspend within fuel 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 due to West of Scotland Local Authorities payments for the weather forecasting service for winter maintenance. 7. The forecast overspend is mainly due to higher than budgeted costs for winter, additional costs for reactive maintenance of carriageways, structures, lighting and for statutory bridge inspections and increased contractor costs for maintenance of traffic lights. Increased sub-contractor costs are anticipated within Roads Construction to manage overall workload and complete specialist works. 8. The forecast over recovery is mainly within Roads and is due to permit income, rechargeable street lighting works and Inspection Fees. Within Roads these are partially offset by lower than anticipated income from Parking and Vehicle Electrical power recharging. There is a further over recovery anticipated within Roads Construction for increased capital and rechargeable works. The Fleet forecast over recovery is in relation to income for fuel which offsets the overspend within Transport & Plant, as well as over recoveries on vehicle maintenance, Road Fund Licences, casual hire management fee and employee recharges. Budget Virements a. Transfer from reserves in respect of Fleet Sinking Fund. Net Effect £0.067m: Property £0.067m. b. Realignment of budget to reflect to reflect anticipated spend and income within Roads and Fleet. Net Effect £0.000m: Employees (£0.302m), Property £0.044m, Supplies and Services (£0.013m), Transport and Plant £0.015m, Administration £0.038m, Payments to Other Bodies (£0.002m), Payment to Contractors £0.132m, Transfer Payments £0.008m, Income £0.080m. c. Establish a temporary budget to reflect grant for flood prevention at Coulter. Net Effect £0.000m: Payment to Contractors £0.005m, Income (£0.005m). Transfer to Reserves (£0.050m): vii. Fleet Sinking Fund contribution (£0.050m) 25
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 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 2025 to 23 January 2026 [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 £55.160 million, and forecast expenditure of £53.410 million, be noted. [1recs] 3. Background 3.1. This is the fourth capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2025/2026. A final report will be provided following financial year-end. 3.2. The revised budget of £55.160 million for Community and Enterprise Resources is based on the overall Capital Programme for 2025/2026 (June 2025). There has been no change to this budget since the last report to this Committee. 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 £55.160 million. 5.2. The Walk Wheel Cycle Trust (formerly SUSTRANS) has confirmed that South Lanarkshire will receive £0.909 million for improvements along the existing NCN75 Clyde walkway path, to update the traffic signal at St Stephens Avenue / East Kilbride Road Crossing, Rutherglen and for resurfacing along the existing NCN 74 Abington to Crawford Quietway. Works are underway to progress these projects and maximise 4 27
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spend this financial year, however, given the timing of the award, this budget will be added to the 2026/2027 programme with any spend achieved in 2025/2026 managed from the funding available. 5.3. 2025/2026 Forecast Appendix A shows a forecast for the financial year of £53.410 million, an anticipated net underspend of £1.750 million. 5.4. The anticipated underspend in 2025/2026 is due to 2 projects, East Kilbride Town Centre (£0.800 million) where the demolition costs are lower than anticipated, and Hamilton Junctions (£0.950 million) as works planned for Wellhall Road have been reprogrammed to begin in spring 2026. 5.5. For information, actual expenditure incurred to 23 January 2026 is £30.964 million. 6. Leisure and Culture Transformation Fund Programme 6.1. The Transformation Fund has a total budget of £13.000 million with forecast spend of £10 million expected in 2025/2026. 6.2. Physical progress through the year is going well. Projects complete to date include Fitness Studio Modernisation and Gym Upgrades across the area (in John Wright Sports Centre, Carluke Leisure Centre, Hamilton Water Palace and Lanark Lifestyles), as well as library reprovisions at Hillhouse and Earnock, Greenhills, Blantyre, and Forth. 6.3. Other finished projects include the pitch replacement at Whitemoss Recreation Area, the pool, changing and fabric upgrades at Coalburn Leisure Centre, the football pavilion toilet upgrade and lift replacement at Hamilton Palace, and the internal upgrades at the Murray Owen Centre. 6.4. Work is continuing across a number of other projects including the conservatory roof at Calderglen Country Park, the upgrades to the dryside changing and showers in Blantyre Leisure Centre, the upgrade works at Lanark Memorial Hall, and the toilets at Chatelherault Country Park. 6.5. In addition, the Fitness Studio Modernisation and Gym Upgrade programme continues with works commenced at Dollan Aqua Centre, Blackwood Community Wing and South Lanarkshire Lifestyles Eastfield. 7. 2025/2026 Investments 7.1. 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 £6.754 million of Investment funding as outlined overleaf:- 28
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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 4.000 Hamilton Town Centre 1.000 1.000 0.000 0.097 Outdoor Facilities 0.400 0.400 0.000 0.000 Overtoun Park Bandstand 0.150 0.150 0.000 0.049 Country Park Masterplans – Feasibility 0.075 0.075 0.000 0.006 Skate Park/Bike Pump Track, Calderglen 0.300 0.300 0.000 0.047 White Bridge and Boardwalk, Chatelherault 0.075 0.075 0.000 0.001 Safe Routes 0.500 0.500 0.000 0.000 Local Action Fund (Play Parks) 0.254 0.254 0.000 0.000 Total 6.754 6.754 0.000 4.200 7.2. 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). 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 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. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) Kevin Carr Executive Director (Community and Enterprise Resources) 18 February 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 29
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Previous References Executive Committee, 25 June 2025 Executive Committee, 5 November 2025 Executive Committee, 3 December 2025 List of Background Papers Financial ledger to 23 January 2026 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 30
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Appendix A South Lanarkshire Council Capital Expenditure 2025-2026 Community and Enterprise Resources Programme For Period 1 April 2025 – 23 January 2026 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 (941) 2,661 2,661 - 589 Enterprise and Sustainable Development 24,062 8,630 (3,404) 29,288 27,538 1,750 16,849 Roads, Transport and Fleet 20,489 2,722 - 23,211 23,211 - 13,526 TOTAL 47,675 11,830 (4,345) 55,160 53,410 1,750 30,964 31
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – 1 October to 31 December 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for 1 October to 31 December 2025 relating to Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for 1 October to 31 December 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 December 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 October to 31 December 2025. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of December 2025 for Community and Enterprise Resources. The Resource absence figure for December 2025 was 8.4%, this figure has increased by 0.7% when compared to the last month and is 0.9% higher than the Council-wide figure. When compared to December 2024, the Resource absence figure has increased by 1.0%. Based on the absence figures at December 2025 and annual trends, the projected annual average absence for the Resource for 2025/2026 is 7.1%, compared to a Council-wide average figure of 6.1%. 5 33
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, 351 referrals were made this period. This is an increase of 50 when compared with the same period last year. 4.3. Accident/Incident Statistics (Appendix 2) There were 42 accidents/incidents recorded within the Resource this period. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 27 disciplinary hearings were held within the Resource, this is an increase of 6 when compared to the same period last year. One appeal was heard by the Resource, this figure has increased by 1 when compared to the same period last year. Two grievances were raised within the Resource, this figure 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 increased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2a) There were a total of 26 leavers this period eligible for an exit interview. The number of leavers has decreased by 8, when compared with the same period last year. During the period 3 exit interviews were conducted, this figure has decreased by 5 when compared to the same period last year. 5. Staffing Watch (Appendix 3) 5.1. There has been an increase of 5 employees in post from 13 September 2025 to 13 December 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 risk in terms of the information contained within this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. 34
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Jackie Taylor Executive Director (Finance and Corporate Resources) Kevin Carr Executive Director (Community and Enterprise Resources) 3 February 2026 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 – 16 December 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: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 35
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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 3.3 October 7.0 7.2 8.2 October 6.3 6.7 7.4 October 5.1 6.0 6.2 November 2.6 3.6 3.3 November 8.1 8.3 8.6 November 7.3 7.6 7.7 November 6.2 6.9 7.0 December 3.0 3.8 4.6 December 7.5 8.1 9.1 December 6.8 7.4 8.4 December 6.6 7.0 7.5 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 7.8 Annual Average 6.2 6.6 7.1 Annual Average 5.4 5.9 6.1 Average Apr-Dec 3.0 3.7 3.4 Average Apr-Dec 6.4 6.8 7.6 Average Apr-Dec 6.0 6.3 6.9 Average Apr-Dec 5.1 5.6 5.8 586 2828 3414 15695 Manual Workers Resource Total No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 No of Employees at 31 December 2025 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council Wide 36
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Oct - Dec Oct - Dec 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 105 109 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 301 351 Oct - Dec Oct - Dec 2024 2025 Over 7 day absences 5 3 Minor 17 17 Near Miss *** 1 5 Violent Incident: Physical**** 11 14 Violent Incident: Verbal***** 2 3 Total Accidents/Incidents 36 42 Oct - Dec Oct - Dec 2024 2025 Total Number of Hearings 21 27 Total Number of Appeals 0 1 Appeals Pending 0 1 Time Taken to Convene Hearing - Oct to Dec 2025 0-3 Weeks 4-6 Weeks Over 6 Weeks 9 3 15 Oct - Dec Oct - Dec 2024 2025 Number of Grievances 1 2 Still in Progress 1 2 Oct - Dec Oct - Dec 2024 2025 Number of Incidents 2 3 Still in Process 2 3 RECORD OF DIGNITY AT WORK 108 128 CAUSE OF ACCIDENTS/INCIDENTS *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or penetrating injury as defined by the HSE. **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7- day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures. ****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures. RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS 0 3 Appendix 2 COMMUNITY AND ENTERPRISE RESOURCES 88 111 37
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Oct - Dec Oct - Dec 2024 2025 Career Advancement 4 6 Child Caring / Caring Responsibilities 0 4 Disatisfaction with terms and conditions 0 1 Moving outwith area 0 2 Personal Reasons 2 2 Travelling difficulties 1 0 Other 27 11 Total Number of Leavers Eligible for Exit Interview 34 26 Number of Exit Interviews conducted 8 3 Percentage of interviews conducted 24% 12% ANALYSIS OF REASONS FOR LEAVING Appendix 2a COMMUNITY AND ENTERPRISE RESOURCES 38
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As at 13 December 2025 Total Number of Employees F/T P/T F/T P/T 1237 343 244 1539 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1672.59 414.51 270.11 48.63 17.60 0.00 2.00 0.00 2430.44 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 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3358 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3363 MALE FEMALE TOTAL 39
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Council Budget 2026/2027 - Infrastructure and Service Area Investment 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide further detail in relation to the key investment activity agreed as part of the 2026/27 Budget that relates to Community and Enterprise Resources (CER); outlining the main areas of recurring and one-off investment, highlighting how these proposals aim to improve services, infrastructure, and community outcomes across South Lanarkshire 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of this report be noted; and (2) that the distribution of the £4.000m Outdoor Investment monies as set out in paragraphs 4.18 to 4.20 be approved. 3. Background 3.1. The 2026/27 Budget, agreed at the full South Lanarkshire Council meeting on 26 February 2026, represents a significant level of investment for our communities, with particularly strong support for the wide range of service and infrastructure areas within Community and Enterprise Resources. 3.2. The investment reflects a clear recognition of the vital role that Community and Enterprise Resources plays in supporting residents, businesses, and communities, ensuring these services are well resourced and equipped to deliver meaningful and lasting benefits across South Lanarkshire. 4. Investment Proposals 4.1. Services within Community and Enterprise Resources will benefit significantly from the proposals through a combination of recurring and one-off investment that will allow for operational enhancements, sustainable environmental and infrastructure improvements, and investment in economic development. 4.2. Appendix 1 summarises the investment areas and the remaining part of Section 4 provides more detail. 6 41
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Recurring Investment 4.3. Enhanced Grounds Maintenance – Increased investment of £1.700m provides an uplift in the Council’s capacity to manage and improve our streets and community green spaces. Additional frontline staff will allow for more regular maintenance cycles, quicker response times, and greater attention to detail across parks, verges, and shared open spaces including:- increased arboriculture team town centre/high footfall teams introduction of apprenticeships 4.4. This will help deliver cleaner, safer, and more welcoming environments, improving the visual appearance of neighbourhoods and contributing to local pride. The enhanced service will also support biodiversity, better manage seasonal growth, and help ensure that green spaces are accessible and enjoyable for all residents throughout the year. Plans are now progressing for the recruitment of additional staff. 4.5. Second Hedge Cut Reinstated – The reinstatement of an annual second hedge cut, funded through an investment of £0.144m per year, is expected to provide noticeable improvements to the look and feel of public areas. A second cut which will be undertaken will enhance visibility along footways and roads, supporting road safety and pedestrian confidence. It also prevents hedges from becoming overgrown, reducing obstructions, and ensuring that paths remain accessible. Hedge cutting is generally undertaken during bird nesting season and operatives are expected to check for nesting birds before they undertake any work on hedges or trees. If a nest is found, then work would not start, or it would cease at that location until the birds had left later in the season. The re-introduction of the second hedge cut would mean the first cut would be undertaken over June and July, and the second cut over September and October. This additional maintenance cycle improves overall appearance and helps keep communities tidy, particularly during peak growing seasons. 4.6. Expanded Business Grants – The expansion of business grants by £0.400m from £0.100m to £0.500m will provide a boost to the local economy. At present grant awards are up to £5,000, increasing this to £20,000 will support a wider range of businesses to invest in growth, modernisation, and sustainability measures. This may include upgrading premises, adopting digital technologies, purchase of equipment or supporting expansion into new markets. Increased access to funding strengthens the resilience of local enterprises, helps attract and retain jobs and contributes to the long- term economic vitality of South Lanarkshire. It will also further connect businesses with Business Gateway. 4.7. Free Swims for Under 16s – Working in partnership with South Lanarkshire Leisure and Culture, the investment of £0.250m will provide free swimming for all under 16s. This initiative removes financial barriers to participation and encourages children and young people to engage in regular physical activity. Increasing access to swimming supports physical wellbeing, builds confidence in water, and promotes healthy habits from an early age. It also aligns with wider ambitions to improve health, reduce inequalities in access to sport and create more inclusive leisure opportunities for families across the area. One-Off Investment 4.8. Environment and Infrastructure Improvements – Investment of £12.000m in roads and environmental infrastructure, complementing existing capital funding streams will provide a dedicated funding package for key asset groups. 42
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Investment areas include street lighting, traffic signal and pedestrian crossings, bridges, open spaces, signage, underpasses, drainage, and flood prone areas. Specific projects and programmes are being developed and prioritised in line with their known condition and relevant Asset Management Plans priorities and are expected to be delivered over the next 3 years. 4.9. This investment is expected to ease pressure on other investment areas (e.g. carriageways), in turn, allowing greater investment in these areas also. The investment will strengthen local infrastructure, improve safety, and create more pleasant and resilient environments. 4.10. Collectively, this investment will result in safer, better maintained, and more sustainable environments for residents, businesses, and visitors. 4.11. Support for Local Business Growth – Support for local business growth is strengthened through a total investment of £3.500m. £1.000m is identified for a new business grant programme which will target the retrofit of private sector industrial properties enabling companies to modernise properties and invest in decarbonisation and energy efficiency with grant awards of up to £50,000. This investment will help businesses remain competitive while contributing to wider net zero ambitions. Guidance for applicants is currently being prepared, and the business grant application portal is being revised and will be launched in spring 2026. 4.12. Investment in improving commercial property stock both Council owned and privately held supports the development of modern, fit for purpose business environments. £2.000m funding to allow for £11m of investment for the development of new commercial spaces will help meet growing demand locally, allowing businesses to start up and expand within South Lanarkshire rather than relocating elsewhere. These combined measures stimulate economic growth, attract new investment, create employment opportunities, and help sustain a thriving local business base. A feasibility study will be undertaken to scope out development opportunities for the Council’s Canderside site in Larkhall as well as other sites across the area. £0.500m is also identified for improvements to the Council’s business centres which will also consider the delivery model for providing this service. 4.13. Country Parks Development – Investment of £7.300m in our two main country parks will progress key elements of existing masterplans and significantly improve the visitor experience across these much valued assets. Planned projects include the £1.200m expansion of the playpark at Chatelherault, delivering new facilities that will cater to a wider age range and increase visitor capacity. 4.14. At Calderglen, enhanced access infrastructure, upgraded active travel routes, improved wayfinding, improved footpath infrastructure and new lighting at a total cost of £5.600m will make the park more accessible, more secure, and easier to navigate. These developments will support local tourism and ensure that the parks continue to offer high quality, family friendly recreation. 4.15. Strengthening the infrastructure within country parks will also assist in attracting new business and events, protect natural environments while encouraging sustainable access for future generations. 4.16. A further £0.500m is identified to support the design development of these projects which will take place during 2026/27 with works programmed to commence from 2027/28. 43
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4.17. Outdoor and Recreational Enhancements – Investment of £4.000m will allow upgrades to outdoor and recreational spaces to ensure that more people can enjoy accessible, high-quality facilities within their own communities. 4.18. Accelerated refurbishment of Multi Use Games Areas (MUGAs), including those within school estates, will improve opportunities for sport and play while reducing maintenance issues associated with ageing surfaces. It is proposed to allocate £1.000m towards the upgrade of these facilities with the first of these enhancements being undertaken at Hareleeshill Primary School, Lanark Primary School, Robert Smillie Primary School and St Vincent’s Primary School. 4.19. Our communities also have a number of other assets which would welcome investment such as former tennis courts, 5 aside pitches, features within parks as well as general enhancements such as pathway improvements, new lighting, to make recreational spaces safer and more inclusive, particularly for children, older adults, and those with mobility challenges. An allocation of £2.000m is proposed for this activity with initial projects identified as Bothwell Road Park Bandstand and Overtoun Park Bandstand. 4.20. The intention to bring unused or underutilised spaces back into community use has the potential to revitalise neighbourhoods, unlock local volunteering and community involvement. It is proposed that £1.000m is allocated to support community groups upgrade outdoor spaces and pitches which will also unlock external funding opportunities and support Community Asset Transfers potentially including community projects at Eddlewood Park in Hamilton and Raploch in Larkhall. 4.21. Culture Strategy - The one-off investment of £0.800m in a cultural strategy represents a valuable opportunity to strengthen the cultural identity of South Lanarkshire’s towns and communities. Delivered in partnership with South Lanarkshire Leisure and Culture, this funding will support locally driven cultural activities, events and initiatives that celebrate heritage, highlight creativity, and widen access to arts and culture. It will also help develop a place-based approach that recognises the important role of libraries, museums, and community organisations in shaping local identity and participation. 5. Summary 5.1. Overall, this new investment programme brings substantial benefits for communities, businesses, and the wider South Lanarkshire environment. 5.2. The investment programme delivers major improvements to core infrastructure and public spaces. Upgrades to roads, street lighting, crossings, bridges and flood prone areas will make the network safer, more resilient and more reliable, while enhancements to open spaces and signage will create cleaner, more attractive neighbourhoods. These foundations will also support active travel, reduce long term maintenance needs and contribute to more welcoming environments for residents. 5.3. Significant investment in outdoor, recreational and country park facilities will strengthen health, wellbeing and community participation. Upgrades to MUGAs, paths, lighting and accessibility will ensure more people can enjoy high quality facilities locally, revitalising unused areas and promoting greater social inclusion. Improvements to country parks including masterplan projects, better access and enhanced amenities will boost visitor numbers, support tourism and reinforce these parks as long term environmental and community assets. 44
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5.4. The programme also supports economic growth, cultural development and sustained community services. Expanded business grants and upgraded commercial spaces will help local firms modernise, create jobs and remain competitive, while a one-off cultural investment will strengthen creative opportunities and local identity. Recurring commitments such as improved grounds maintenance, reinstated hedge cutting, free swims for under 16s and wider business support ensure ongoing, long-term benefits. 5.5. Collectively, these investments form a comprehensive approach to building cleaner, safer, more inclusive and economically resilient communities across South Lanarkshire. As plans are developed across the range of investments outlined here, updates will be provided to Committee either through the regular reporting or individual reports as appropriate. 6. Employee Implications 6.1. As these proposals progress into more detailed and prioritised work programmes, it should be recognised that key service areas will need to strengthen core capacity to support delivery. This includes enhancing planning, programme management, development, operational and delivery resources to ensure projects are implemented effectively. This is in addition to additional frontline resource to deliver enhanced services on the ground. 6.2. Given that many of the larger investment areas will be delivered over multiple years, sustained coordination and increased capability will be essential. By reinforcing these core service areas, we will be well positioned to deliver the full benefits of this investment and lock in and support long term improvements across South Lanarkshire. 7. Financial Implications 7.1. This new investment programme brings substantial benefits for communities, businesses, and the wider South Lanarkshire environment. It is important to note that for the larger investment areas particularly those relating to environment and infrastructure, country parks, and outdoor improvements are expected to be delivered across multiple years, reflecting the scale and complexity of the works involved and ensuring that projects are phased appropriately for maximum long-term benefit. 8. Climate Change, Sustainability and Environmental Implications 8.1. The investment programme provides clear and positive environmental benefits. Improvements to roads, lighting, underpasses, and flood prone areas will strengthen local resilience to the impacts of climate change, reducing surface-water risk and improving the safety and reliability of key infrastructure. Enhancements to open spaces and signage also support more attractive, well-maintained, and sustainable environments. 8.2. Upgrades to outdoor and recreational areas, including paths, lighting and MUGA replacements, will encourage more active travel and outdoor activity. By improving accessibility and bringing unused spaces back into community use, these investments promote healthier, low carbon lifestyles while maximising the value of existing assets. 8.3. Investment in country parks further supports sustainable land management by improving active travel links, enhancing visitor facilities, and encouraging increased use of natural spaces. These improvements help reduce reliance on car based recreation and strengthen the long-term environmental stewardship of these valued green assets. 45
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8.4. Support for local business growth also contributes to sustainability aims, with higher value grants offering opportunities for businesses to modernise, improve energy efficiency and invest in lower carbon commercial spaces. Collectively, these measures help reduce emissions, increase resilience, and deliver long term environmental benefits for communities across South Lanarkshire. 9. Other Implications 9.1. Investment in infrastructure, environmental improvements and commercial developments may require planning permissions, environmental assessments, procurement exercises and compliance with building and safety standards. This may affect timelines and resource planning. 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. However, an Integrated Impact Assessment (IIA) will be undertaken for the overall investment areas set out in this paper. 10.2. This paper presents a broad range of additional investment across Community and Enterprise Resources and South Lanarkshire Leisure and Culture. Consultation will be undertaken as appropriate depending on the requirements of the investment. For example, development of a Culture Strategy will require collaboration and consultation with the public, community groups and service users. Kevin Carr Executive Director (Community and Enterprise Resources) 26 February 2026 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 Caring, connected, sustainable communities Thriving business, fair jobs and vibrant town centres People live the healthiest lives possible Previous References None List of Background Papers None 46
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Contact for Further Information If you would like any 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 47
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Appendix 1 Recurring £m Spend on our Grounds Service 1.700 Reinstating a second hedge cut 0.144 Expand Business grants 0.400 Free swim for under 16s 0.250 2.494 One-Off Investment Investment in environment and infrastructure 12.000 Supporting and developing Local Business 3.500 Country Parks 7.300 Outdoor Investment 4.000 Culture Strategy 0.800 27.600 48
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds – Renewable Energy Fund Grant Applications 1. Purpose of Report 1.1. The purpose of the report is to approve grant applications from the Renewable Energy Fund (REF) for:- [purpose] Carnwath Golf Club Community Volunteers Enabling You Crawfordjohn Heritage Venture Trust Douglasdale REAL Group Lanark Community Development Trust [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Carnwath Golf Club of up to £53,862.89 from the Renewable Energy Fund to install a swing room within the club premises; (2) that a grant be awarded to Community Volunteers Enabling You of up to £148,607.65 from the Renewable Energy Fund to support project revenue costs; (3) that a grant be awarded to Crawfordjohn Heritage Venture Trust of up to £57,032 from the Renewable Energy Fund to renovate and restore a historic pipe organ; (4) that a grant be awarded to Douglasdale REAL Group of up to £189,677.50 from the Renewable Energy Fund to employ a Community Woodland Development Officer and complete architectural services through RIBA Stage 2; and (5) that a grant be awarded to the Lanark Community Development Trust of up to £30,000 from the Renewable Energy Fund to employ an Educational Gardner. 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. 7 49
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3.2. Grant awards above £20,000 require approval from Committee. Awards below this level are approved by the Head of Enterprise and Sustainable Development under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 3.3. Several changes were made to the REF criteria at the Community and Enterprise Resources Committee of 6 February 2024 including supporting revenue funding, increases to intervention levels and aiming to deliver larger more strategically impactful projects. 4. Grant Recommendation 4.1. Application Number 1468 Carnwath Golf Club – project value £71,817.89 Proposed Grant award £53,862.89 intervention rate of 75% The proposed grant of £53,862.89 will be funded from Blacklaw Windfarm which contributes into the Renewable Energy Fund 4.2. Carnwath Golf Club (CGC) is a community‑focused members’ golf club with its purpose being:- To provide accessible sporting, recreational and social opportunities for people of all ages and abilities. The main activities include maintaining an 18‑hole golf course, offering coaching and practice facilities, organising competitions and events, and providing a welcoming environment for local residents, visitors and families. 4.3. CGC has a 12-member management committee, three regular volunteers, 550 members, 3 part-time staff and 6 full-time staff. The club plays an active role in promoting physical activity, wellbeing and community participation within the local area. In addition, they have a bar lounge and dining area (operated by an independent caterer) for members, visitors, and social members. They also have a Club Professional operating his own business on the premises within the Pro Shop, who will operate the ‘Swing Room’ on behalf of the Club. 4.4. The grant will allow CGC to construct a new purpose‑built facility to enhance the sustainability, and community impact of Carnwath Golf Club. It will deliver a new indoor ‘Swing Room’ to provide year‑round coaching, practice, and development opportunities for members, juniors, beginners, and wider community groups. These improvements will strengthen participation, improve the member and visitor experience, and secure the long‑term resilience of the club as a valued community asset. 4.5. The project requires capital funding for the construction of the new purpose‑built facility to support club operations and improve service provision for members and visitors. The new building will provide secure, modern accommodation for essential club functions and replace outdated infrastructure that no longer meets operational needs. The project will be delivered by a professional contractor and completed within an estimated eight‑week period, ensuring long‑term sustainability and improved efficiency for the club. Planning permission has been approved for this project. 4.6. The project links with REF priorities supporting Stronger Communities, Prosperous Communities and Healthy Active Communities. 50
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4.7. The application has been assessed and scored an average of 26.5 out of 53 supporting a grant award of up to £53,862.89 totalling 75% of eligible costs. 4.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below:- Funder Stage Value Carnwath Golf Club Funds Confirmed £17,955.00 South Lanarkshire Council (SLC) Renewable Energy Fund Grant (75%) Blacklaw. For approval £53,862.89 Total project value £71,817.89 4.9. The project is scheduled to commence in April 2026 and be complete by July 2026. Officers will work with the applicant to monitor progress and any impact on the timescales. 5. Grant Recommendation 5.1. Application Number 1470 Community Volunteers Enabling You – project value £209,857.65 Proposed Grant award £148,607.65 intervention rate of 71% The proposed grant of £148,607.65 will be funded from Andershaw, Bank End Rig and Muirhall Stallashaw Windfarms which contribute to the REF 5.2. Community Volunteers Enabling You (COVEY) is a charity with its purpose being:- To support children, young people and families facing multiple disadvantages (including social isolation, trauma, poverty, and additional support needs) through one-to-one and group befriending and mentoring. Through our services, young people and families become more resilient, safe and better equipped to reach their full potential. 5.3. COVEY management committee has 8 members, 55 regular volunteers, 18 full-time staff and 12 part-time staff. 5.4. The grant will allow COVEY to create a programme to cover as much of rural South Lanarkshire as possible, to make sure that every child facing disadvantage can access the support they need to reach their full potential regardless of where they live. 5.5. This funding support will deliver group activity for up to 12 young people, 1:1 support for up to 6 young people, indirect support for up to 25 family members, and volunteering opportunities for 5-8 volunteers, per year. Three years of funding is requested to ensure the project is consistent, sustainable, and can demonstrate impact. 5.6. The project requires a revenue support contribution to cover staff costs, activities, travel, venue hire and training activities for a 3-year period. 5.7. The project links in REF priorities supporting Stronger Communities, Prosperous Communities and Healthy Active Communities. 5.8. The application has been assessed and scored an average of 35 out of 53 supporting a grant award of up to £148,607.65 totalling 71% of eligible costs. 51
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5.9. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below: Funder Stage Value Loaningdale Trust To be confirmed £15,000 Nedara Energy Glenkerie Wind Farm Community Fund Confirmed £1,250 SSE Clyde Extension Community Fund Confirmed £45,000 SLC Renewable Energy Fund Grant (71%) Andershaw, Bank End Rig, Muirhall Stallashaw For approval £148,607.65 Total project value £209,857.65 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 and allow officers to confirm Loaningdale Trust funds have been secured. 6. Grant Recommendation 6.1. Application Number 1465 Crawfordjohn Heritage Venture Trust – project value £76,032 Proposed Grant award £57,032 intervention rate of 75% The proposed grant of £57,032 will be funded from Gallawhistle which contributed to the REF 6.2. Crawfordjohn Heritage Venture Trust (CHVT) is a charity with its purpose being:- CHVT is a charity established in 1988 to house a collection of historic rural life from Crawfordjohn and the surrounding areas housed within the Old Church, Crawfordjohn. 6.3. CHVT has an 8-member management committee with 75 members and 6 regular volunteers. 6.4. The grant will allow CHVT to complete the renovation and restoration of the historic pipe organ situated within the museum. The 2 manual pedal organ was built by the highly acclaimed Henry Hilsdon and was installed in the Church in 1912. 6.5. The project will be managed by Organ Restoration Ltd Glasgow who submitted a full report on the state of the organ and the proposed restoration process. Once restored, the aim through publicity will be to increase visitor numbers, awareness of local history and promote local events. 6.6. The project has been established and supported by visitors and the local community to enhance the visitor experience for the museum and the area. 6.7. The application has been assessed and scored an average of 27 out of 53 supporting a grant award of up to £57,032 totalling 75% of eligible costs. 6.8. All Renewable Energy Fund awards are subject to suitable match funding being secured as set out below:- 52
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Funder Stage Value Clyde Wind Farm Fund Confirmed £19,000 SLC Renewable Energy Fund Grant (75%) Gallawhistle For approval £57,032 Total project value £76,032 6.9. The project is scheduled to commence in April 2026 and be complete by April 2027. Officers will work with the applicant to monitor progress and any impact on the timescales. 7. Grant Recommendation 7.1. Application Number 1462 Douglasdale REAL Group – project value £252,903.27 Proposed grant award £189,677.50 intervention rate of 75% The proposed REF grant of £189,677.50 will be funded from Gallawhistle windfarm which contributes into the Renewable Energy Fund 7.2. Douglasdale REAL Group (DRG) is a Charity with its purpose being:- The advancement of heritage and culture through the preservation of local rural areas, increasing awareness of and interest in local history, talent and traditions through education, entertainment and partnership working. 7.3. DRG has a 7-member management committee, 40 regular volunteers, 200 members and 2 part-time staff. 7.4. The grant will allow DRG to employ a Community Woodland Development Officer for a 3-year period and to appoint architects O’Donnell Brown to develop proposals as an integral part of the Douglas Valley Outdoor Recreation and Adventure Tourism proposals (please see separate committee report). 7.5. The project requires revenue funding to employ a Community Woodland Development Officer for a 3-year period and capital cost to secure architectural services to:- complete a RIBA Stage 2 Costed Feasibility Study for the conversion of 2A Main Street Douglas for use as an office space and shop for Douglasdale Real Group complete a Costed Feasibility Study for Phase 1 of the Douglasdale Community Woodland Project to include incoming services to the site, new community agricultural hub, improved vehicle parking facilities, temporary accommodation to provide welfare and meeting spaces, and 3 camping pods develop a RIBA Stage 2 Costed Feasibility Study of the Douglasdale Community Woodland Project, which is to include the Douglasdale main hub building and associated infrastructure and landscape works, a viewing tower, and a second tranche of camping pods 7.6. The project establishes Douglasdale Community Woodland as the key hub in the Douglas Valley Outdoor Recreation and Adventure Tourism proposals, procured by SLC on behalf of the community-led Douglas Valley Advisory Group. It has been developed in response to community action plans, community consultation events, public meetings, focus groups, surveys and the Douglasdale Community Woodland Business Plan, to gather input and feedback from the Douglas Valley area residents. The project has been supported and developed in conjunction with SLC staff, DRG have a track record for supporting in the delivery of large-scale infrastructure projects. 53
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7.7. The application has been assessed and scored an average of 36 out of 53 supporting a grant award of up to £189,677.50 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 £63,225.77 SLC Renewable Energy Fund Grant (75%) Gallawhistle For approval £189,677.50 Total project value £252,903.27 7.9. The activity is scheduled to commence in April 2026 and be complete by May 2029. Officers will work with the applicant to monitor and support project progress. 8. Grant Recommendation 8.1. Application Number 1453 Lanark Community Development Trust – project value £37,560 Proposed Grant award £30,000 intervention rate of 44% The proposed grant of £30,000 will be funded from Blacklaw Windfarm which contributes into the Renewable Energy Fund 8.2. Lanark Community Development Trust (LCDT) is a Charity with its purpose being:- Lanark Community Development Trust (LCDT) is a forward-thinking organisation that works hard for the benefit of the Lanark community. They were founded in 2009 and have been successful in achieving funding and successfully delivering a wide range of both small and large-scale projects including the development of the Castlebank Horticultural and Educational Centre. 8.3. LCDT has a 13-member management committee, 23 regular volunteers, 2 full-time staff and 42 members. 8.4. The grant will allow LCDT to employ an Educational Gardener from March 2026 through to March 2027 to organise events, manage volunteers, and continually improve and maintain Castlebank Park, creating a vibrant space for learning and wellbeing. Beyond park maintenance, the gardener will support local residents by advising on garden planning and management, fostering skills and confidence in sustainable gardening. 8.5. The project requires revenue funding to employ the Educational Gardener. This role strengthens community engagement, environmental education, and social connection, to preserve and grow. The gardener will also educate new gardeners on how to manage an allotment, allowing people to have a space at the Horticulture Centre and teach them how to grow their own food. Also, Horticulture Centre management and coordinating events will be part of the Educational Gardener’s responsibilities. 8.6. The project has been established in response to community consultation events, including public meetings, focus groups, and surveys, to gather input and feedback from residents. These consultations have consistently shown strong support for LCDT initiatives and park development. 54
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8.7. The application has been assessed and scored an average of 24 out of 53 supporting a grant award of up to £30,000 totalling 44% of eligible costs. 8.8. Renewable Energy Fund award set out below:- Funder Stage Value In-kind Volunteer Time Confirmed £33,600 LCDT one day a week salary contribution Confirmed £3,960 SLC Renewable Energy Fund Grant (44%) Blacklaw For approval £30,000 Total project value £67,560 8.9. The officer post is scheduled to commence in March 2026 for a period of a year. Officers will work with the applicant to monitor project progress. 9. Employee Implications 9.1. There are no employee implications arising from this report. 10. Financial Implications 10.1. The awards will come from Blacklaw, Andershaw, Bank End Rig, Muirhall Stallashaw and Gallawhistle Windfarms which contribute to the Renewable Energy Fund. The Funds have sufficient resources to meet the proposed grant awards commitment detailed in this report. 10.2. REF funding awards are subject to all other funding being secured. 11. Climate Change, Sustainability and Environmental Implications 11.1. The projects all contribute to sustainable communities for example the Lanark Community Development Trust gardener will directly contribute to environmental training and understanding of the natural environment. The development of designs for the Douglas Valley will support community woodlands sustainability and have environmental and net zero principles within the design process. 12. Other Implications 12.1. The risks associated with the project are focused on the potential for cost overruns, delays to the projects or match funding not being secured. Work will continue with the applicants to ensure match funding is secured and that projects are delivered broadly on time and within budget. 13. Equality Impact Assessment and Consultation Requirements 13.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 13.2. Community consultation is a requirement for all REF grants. Consultation can be referenced through community action plans, independent consultation and social media platforms. Kevin Carr Executive Director (Community and Enterprise Resources) 16 February 2026 55
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee - 6 February 2024 - Renewable Energy Fund - Strengthening Links to Rural Priorities List of Background Papers Completed REF Appraisal Scoring Sheet for application number 1468 Completed REF Grant Application Form for application number 1468 Completed REF Appraisal Scoring Sheet for application number 1470 Completed REF Grant Application Form for application number 1470 Completed REF Appraisal Scoring Sheet for application number 1465 Completed REF Grant Application Form for application number 1465 Completed REF Appraisal Scoring Sheet for application number 1462 Completed REF Grant Application Form for application number 1462 Completed REF Appraisal Scoring Sheet for application number 1453 Completed REF Grant Application Form for application number 1453 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 56
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Local Transport Strategy 2026 to 2036 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval of the Local Transport Strategy 2026 to 2036 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report, be noted; (2) that the Local Transport Strategy 2026 to 2036 be approved; and (3) that approval be granted to the Executive Director (Community and Enterprise Resources) to make any minor amendments to the Strategy arising from the final publication process. 3. Background 3.1. South Lanarkshire faces a range of transportation challenges shaped by its mix of rural communities, growing towns, and strategic transport corridors. Pressures on road and rail networks, public transport accessibility in some areas, and the need to support sustainable travel choices all contribute to a complex mobility landscape. As communities evolve and travel demands change, ensuring that transport systems remain reliable, safe, and efficient is increasingly important. 3.2. To address these issues, South Lanarkshire requires a continuing and well-developed integrated transport strategy that supports all modes of travel. This includes not only roads and public transport, but also active travel, digital mobility solutions, and freight movements. A coordinated approach helps ensure that investment is targeted, infrastructure is future-proofed, and services meet the needs of residents, businesses, and visitors alike. 3.3. An integrated strategy plays a vital role in creating successful, vibrant, and resilient communities. By aligning transport planning with economic growth, environmental stewardship, and social inclusion, South Lanarkshire can strengthen connectivity and improve quality of life. Bringing all modes together in a framework enables places to thrive, supports local economies, and ensures that the region is well prepared for future challenges. 8 57
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3.4. Our current Local Transport Strategy (LTS) was published in 2013 and presented a 10-year vision for transport in the local authority area. With the strategy having ended in 2023, we have been developing a new LTS that will identify the Council’s strategic direction from 2026 onwards to 2036 in terms of our transportation ambition and potential areas for investment. 3.5. A report to Committee on 23 April 2024 provided an interim update on the progress of the LTS, including councillor and stakeholder engagement, required actions and draft chapter layout. An internal peer review of the draft chapters was undertaken, and the finalised consultative LTS was subsequently shared with elected members and to wider stakeholder consultation for further feedback towards the end of 2025. 3.6. Electronic copies of the text from the LTS strategy have been circulated to all members and hard copies have been made available in Member Services. This report provides a summary of the Vision, Objectives, Indicators and Themes and Appendix A provides more detail in relation to the proposed policy and action areas. 3.7. Subject to approval by Committee, the approved LTS will progress to the publishing stage, where it will be refined with enhanced graphics, improved layout, and high-quality images to ensure it is clear, engaging and visually accessible for a wide audience. 4. Vision 4.1. Our vision builds on the themes developed through the previous LTS and reflects the views and priorities expressed by the community during consultations. It has also been informed by a review of problems, issues and opportunities and policy context relating to South Lanarkshire. 4.2. The vision statement, set out below, details what the Council is aiming to achieve, whilst having regard for the funding challenges facing the Council and the need to focus on core activities. “Our transportation network will support net-zero carbon emission targets and make it easier to move around by sustainable modes, helping to support improved health and wellbeing. It will be accessible, affordable, and integrated and provide strengthened connectivity for urban and rural areas and increase the attractiveness of South Lanarkshire as a place to live, visit, work, study and invest. All transport infrastructure operated and maintained by South Lanarkshire Council will be well maintained, safe to use and support sustainable economic growth.” 5. Objectives and Targets 5.1. The following objectives have been developed through analysis of problems, issues and opportunities drawing on background data, trends, and local context to provide an evidence base. Informed through stakeholder engagement, these have been designed to link seamlessly with the aims and objectives of other key local strategies, as well as the local, regional, and national policy drivers:- 1. Improve access for all to education and employment opportunities and key services in urban and rural areas of South Lanarkshire, facilitating social inclusion. 2. Ensure that South Lanarkshire is well-connected and integrated, to support inclusive and sustainable economic growth. 3. Ensure that the transport network and assets are resilient, responsive to the effects of climate change, and are well maintained. 58
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4. Improve the safety of South Lanarkshire’s transport network through a reduction in the number and severity of accidents. 5. Support decarbonisation of the transport network, including through mode shift, reducing the need to travel and support for shared mobility practices. 6. Improve the health and wellbeing of South Lanarkshire residents through the facilitation and encouragement of walking, wheeling, and cycling. 5.2. Following the identification of the above objectives, a range of indicators accompanied by directional targets have been identified. Cognisance has been taken of the importance of setting targets which can be monitored within the resource constraints and enable progress to be demonstrated. These, indicated below, will be monitored by a range data sources and will assist in the monitoring of the extent to which objectives, outlined in brackets, have been achieved. 1. Modal Shift: Increase the share of workers and school pupils travelling by bus, rail cycle, and foot (Objective 5 and 6). 2. Road Traffic: An overall decrease in the kilometres covered by private car use and the number of specific sites experiencing traffic growth (Objective 5). 3. Road Condition: Reduce the proportion of roads categorised as being in need for maintenance treatment (Objective 3). 4. Road Safety: Contribute to achievement of the Scottish Government national road safety casualty reduction targets for 2030 and beyond (Objective 4). 5. Rail Patronage: Increase the number of passengers during the strategy lifetime (Objective 5). 6. Bus Accessibility: Increase proportion of data zones in top 50% for access to bus (Objective 1). 7. Economic Growth: Increase South Lanarkshire’s Gross Value Added (GVA) per head and the number of full and part time jobs (Objective 2). 8. Emissions: Reduce the amount of greenhouse gas emissions attributed to transport (Objective 5). 9. Low Carbon Emission Vehicles: Increase the number of low emission vehicles in fleet (Objective 5). 10. Air Quality: Monitoring of PM10 and NO2 where required, and demonstrating progress in reducing levels (Objective 5). 11. Active Travel Infrastructure: Improve quality (surfacing, minimum width, segregated / shared use) of existing routes and add to this network where new infrastructure would unlock new users, encourage modal shift and improve health and wellbeing (Objectives 1, 2, 5 and 6). 12. Cycle Parking Provision: Increase the number of cycle parking spaces at key facilities across the local authority area, facilitating and encouraging cycling and improving health and wellbeing (Objectives 1, 2, 5 and 6). 5.3. The achievement of the objectives and in turn meeting the targets noted above is not only influenced by the actions that the Council pursues, but also by several outside factors, ranging from funding availability, national economic trends, the actions of others and even the changing climate and weather conditions. 5.4. While the Council plays a key leadership role in shaping, promoting, and delivering transport improvements, it is only one of many partners involved in achieving meaningful change. Successful transport outcomes rely on close collaboration with national and regional agencies, transport operators, community organisations, neighbouring authorities, and the private sector. 59
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5.5. Many of the indicators used to measure progress such as those in relation to modal shift, road safety, increased public transport use, economic growth or enhanced active travel networks can only be met through shared commitment, coordinated action, and collective investment and therefore do not sit with the Council alone. 6. Themes / Actions 6.1. Policy and actions have been developed for the various individual service areas and transport modes under the broad themes of:- Chapter 9: Maintenance and Asset Management Chapter 10: Improving Road Safety Chapter 11: Economy and Regeneration Chapter 12: Sustainable Transport Chapter 13: Walking, Wheeling, and Cycling Chapter 14: Environment Chapter 15: Inclusive Mobility Chapter 16: Spatial Planning Chapter 17: Technology 6.2. The actions have different timescales associated with their delivery, however, the timescales for delivery are within the 10-year lifetime. Appendix 1 provides more detail in relation to the proposed policy and action areas grouped together under the above themes. 6.3. A full mid-term review of the progress of the LTS will be undertaken which will measure performance against the objectives detailed in section five. Included in this review will be monitoring of the actions identified within each themed section of the LTS. Annual monitoring of key actions will also be undertaken by way of the Resource and Service Plan reporting frameworks. 7. Consultation 7.1. During the initial period between July and September 2023, a consultation exercise was undertaken to gather feedback on the key problems, issues and opportunities relating to transport and access in South Lanarkshire that the new LTS should seek to address. This feedback has shaped the Vision Statement, Objectives, and Indicators for the strategy. 7.2. During December 2025, an online survey was promoted through the Council’s website and social media platforms asking for feedback on the draft LTS. A link to the survey was shared with Members of the Scottish Parliament (MSPs), Members of Parliament (MPs), local elected members, community groups, business groups, tourism groups, transport operators, active travel groups / organisations, health providers, education providers, enterprise networks, emergency service providers, neighbouring authorities, community planning and disability and other vulnerable user groups, and others. 7.3. A total of 1,035 survey responses were received in 2023 and 144 in 2025. All feedback has been reviewed and considered, and where appropriate incorporated into the final Strategy. 8. Employee Implications 8.1. Over the next decade, delivering a comprehensive council transport strategy will require a sustained, multidisciplinary team with capacity to plan, deliver, and monitor long-term change. 60
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8.2. Employees and/or consultancy resources will require strategic transport planners, data analysts, and modelling specialists to develop evidence-based policies; project managers and engineers to design and implement active travel, public transport, and road network improvements; and engagement specialists to work with communities, partners, and stakeholders throughout the process. 8.3. Additional support from environmental analysts, digital and GIS specialists, and funding/procurement officers will be essential to ensure the strategy aligns with climate goals, embraces new technology, and is financially deliverable. 8.4. Consistent investment in skills, succession planning, and staff continuity will be key to maintaining momentum and ensuring the strategy evolves effectively over the full 10-year period. 9. Financial Implications 9.1. Delivering this Strategy will require significant and sustained investment. While there are currently no major financial implications, funding levels will evolve annually through the development of Resource and Service Plans which are influenced by annual budget setting exercises and through external funding awards. 9.2. Many of the more ambitious projects within the LTS will only be realised through significant and reliable long-term funding streams, alongside sustained multi-year revenue funding to keep the transport network safe, well-maintained, and resilient. 9.3. External funding and partnership working remain critical to delivering much of the Strategy. However, these sources are not guaranteed and often rely on competitive bidding processes and the Council’s ability to provide match funding. As a result, the extent to which policies can be progressed and actions fully implemented is linked to the availability and security of funding. 9.4. The Council has previously benefited from full or partial funding from partners such as Strathclyde Partnership for Transport (SPT), the Walk Wheel Cycle Trust, and Cycling Scotland. Additional support is sometimes secured through capital grants from the UK Government, Cycling Scotland, and other public and private organisations. Where appropriate, financial contributions are also sought from developers through the planning system to support transport and access infrastructure. 9.5. While the Council welcomes opportunities for additional investment, the unpredictable nature of many external funding streams and the changing requirements of bid processes can limit long-term strategic planning. As many actions within the LTS depend on external support, funding uncertainty may constrain the Council’s ability to deliver the full range of proposed actions and measures. 10. Climate Change, Sustainability and Environmental Implications 10.1. The new Strategy reflects the growing urgency around climate change and the need for a more sustainable, low-carbon transport system. It responds to changing travel patterns, evolving work and lifestyle behaviours, and increasing expectations for greener, healthier travel options. 61
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10.2. It recognises transport’s significant contribution to carbon emissions and sets out a clear commitment to supporting net-zero goals, improving air quality, and building climate-resilient infrastructure. Rapid advances in transport technology - including electric vehicles, shared mobility, and intelligent systems - are also acknowledged as key drivers of change. 10.3. Overall, the Strategy aims to provide genuine, sustainable travel choices for people living, working in, and visiting South Lanarkshire, promoting a shift towards active travel, enhanced public transport, and low-carbon mobility solutions. 11. Other Implications 11.1. In parallel with the production of the LTS, an Environmental Assessment of the Strategy has been undertaken in accordance with the provisions of the 2005 Act. This is an integral part of the decision-making process that has informed the policies identified within the LTS. 11.2. There are no specific risks associated with this report at this stage other than those set out above relating to the need for financial and employee resources to deliver on the policy and action commitments. 12. Integrated Impact Assessment and Consultation Requirements 12.1. This LTS has been subject to an Integrated Impact Assessment, which has incorporated the following:- Equalities Impact Assessment (EqIA) including human rights’ considerations Children’s Rights and Wellbeing Impact Assessment (CRWIA) Fairer Scotland Duty Assessment (FSDA) Health Inequalities Impact Assessment (HIIA) 12.2. The assessment has considered sex, age, disability, race, religion/belief, gender reassignment, sexual orientation, pregnancy and maternity, and marriage and civil partnership as well as other relevant issues such as mental health and wellbeing. 12.3. This assessment has been undertaken to ensure that actions identified within the LTS have a positive impact on different groups in society, including groups with protected characteristics, as defined by the 2010 Equality Act, children, and young people, and those experiencing inequalities because of socio-economic disadvantage. 12.4. Extensive consultation has been undertaken as noted within section 7 of this report. Kevin Carr Executive Director (Community and Enterprise Resources) 17 February 2026 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 62
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We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee - 23 April 2024 - Local Transport Strategy 2024 to 2034 Update List of Background Papers Draft Local Transport Strategy 2026 to 2036 Contact for Further Information If you would like to inspect the background papers or want further information, contact:- Colin Park, Head of Roads, Transportation and Fleet Services Ext: 4484 (Tel: 01698 454484) E-mail: Colin.Park@southlanarkshire.gov.uk 63
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Appendix 1: Draft Local Transport Strategy Policies and Actions Chapter 9: Maintenance and Asset Management Policy Action P1 The Council will seek to inspect and maintain footways, cycleways and roads infrastructure in a safe condition in accordance with the Roads Asset Management Plan. A1 Provide prioritised maintenance of footways, cycleways and roads infrastructure. P2 The Council will explore ways to enhance the level of investment available for maintenance of assets and infrastructure across all modes and will seek new funding sources to upgrade and move towards low carbon assets where appropriate. A2 Implement the Roads Asset Management Plan for footways, cycleways and road and footway improvements. P3 The Council will seek to reduce the volume of and cost of public liability claims. A3 Prioritise and undertake repairs to reported road defects. P4 Continue to invest in traffic management systems and traffic signals infrastructure and seek new funding sources to upgrade and move towards low carbon assets. A4 Continue to invest in new technology with respect to maintenance techniques, to improve output, quality, health and safety and sustainability. P5 Ensure that a high-quality traffic signal maintenance system is in place to ensure the safe operation of junctions and pedestrian / cycle crossings. A5 Annual programme of traffic signal improvements, as resources permit. P6 Prioritise the replacement of outdated equipment and installations by means of a criteria-based scoring system. A6 Ensure that traffic signal faults are responded to within the set timescales and monitor our performance in meeting these timescales. P7 Improve walking and cycling facilities at traffic signals and carriageway crossings, including detection for cyclists and improving crossing facilities for disabled users, where appropriate. A7 Provide regular maintenance inspections for all traffic signal infrastructure. P8 Identify and implement suitable Intelligent Bus Priority at signalised junctions to minimise bus journey times and improve their reliability. A8 Update annually and implement the Winter Service Procedures and Resources document. P9 Take reasonable steps to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads. A9 Following receipt of adverse winter conditions forecast treat the road network on a precautionary basis in accordance with the Winter Service Plan. P10 Implement a method of working which will minimise delays, diversions or road closures due to adverse weather as far as is reasonably practical. A10 Following receipt of adverse winter conditions forecast treat the footway network on a precautionary basis in accordance with the Winter Service Plan. 8 65
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Chapter 9: Maintenance and Asset Management Policy Action P11 Respond to serious hardship during extended periods of severe weather. A11 During extreme weather conditions treat secondary and extreme (road) routes as resources permit. P12 Provide and maintain a high quality, safe and sustainable street lighting service across South Lanarkshire. A12 During extreme weather conditions treat (footway) accessibility routes and the rest as resources permit. P13 Pursue technological development in materials including longer lamp lives and rechargeable apparatus and Intelligent Street Lighting to deliver energy efficient and low carbon street lighting. A13 Continue to embrace new technology where this is proven to be of economic, environmental and operational benefit. P14 Prioritise the works by means of a criteria-based scoring system, for example presence in crime hot-spots. A14 Continue to be involved in national working groups through the Scottish Collaboration of Transportation Specialists (SCOTS) and local groups to enable joint working. P15 Minimise vandalism by installing suitably robust equipment in potentially problematic areas. A15 Continue an annual programme of street lighting improvements to identify priorities for column renewal and other maintenance requirements. P16 Under the powers available, take steps to improve the quality of public utility reinstatements thus ensuring the long-term integrity of the road-based network. A16 Work with Statutory Undertakers to improve the quality of public utility reinstatement work. P17 Ensure effective management of works on the road network to minimise delays for all users. A17 Co-ordinate roadworks through the SRWR to ensure that delay and disruption to the network users is minimised. P18 Prioritise investment to bridges and structures for which the Council is responsible, seeking to ensure they are safe for use and fit for purpose. A18 Continue to establish and approve diversion routes for planned maintenance works. A19 Deliver strengthening programme for substandard publicly owned bridges. A20 Progress the upgrading of vehicle containment characteristics at bridges with substandard capability. A21 Programme the strengthening or implementation of alternative interim measures at substandard privately owned bridges carrying public roads. 66
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Chapter 10: Improving Road Safety Policy Action P19 Reduce the number and severity of road traffic collisions across South Lanarkshire, supporting the Road Safety Framework and contributing towards the achievement of national casualty reduction targets. A22 Monitor and investigate accidents and their causes to inform the design and introduction of accident reduction measures and initiatives. P20 Develop annual programme that targets resources and improvements on routes where three or more injury accidents have occurred in the previous three years or on routes that have an injury accident rate greater than the national average for the type of route. A23 Support and encourage the implementation of 20mph speed limits in towns / neighbourhood centres, residential areas and outside schools. A24 Support investigation and implementation of reduced speeds on rural roads, where appropriate. A25 Ensure that the design and implementation of major road-based schemes is subject to a Safety Audit, as necessary. A26 Continued promotion of road safety education and training initiatives. A27 Continue to collaborate with other local authorities in the Road Safety Framework Local Partnership Forum (West) to share best practice education and engineering in relation to road safety initiatives. Chapter 11: Economy and Regeneration Policy Action P21 Support the increase and enhancement of active travel, public transport and shared transport connectivity to support town centre economies and areas of employment. A28 The Council will review existing and consider the introduction of new Traffic Regulation Orders (TROs) in areas where parking causes safety and/or congestion issues. P22 Support the increase and enhancement of transport connectivity for rural communities - particularly to town centres, places of employment and key public transport and shared transport interchange points. A29 Implement the national pavement parking prohibitions on appropriate roads as set out in the Transport (Scotland) Act 2019. P23 Facilitate increased and enhanced active travel and public transport connectivity to support major new developments such as the A30 The Council will ensure that all temporary TROs are accessible to the public through the Council’s internet site. 67
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Chapter 11: Economy and Regeneration Policy Action Community Growth Areas in South Lanarkshire and the redevelopment of our town centres. P24 Work with partners to aim to reduce car vehicle kilometres across South Lanarkshire to contribute to national targets. A31 Where necessary, undertake assessments of the appropriateness of waiting and loading times in urban centres P25 Encourage and support the development of parking practices and measures that encourage more sustainable travel behaviours, in line with the Sustainable Travel Hierarchy. A32 Support partners to improve rail freight connectivity. P26 In town centres, if it becomes necessary to improve and / or regulate service access to shops and businesses, the Council will consider revised traffic / parking management. A33 Encourage the sustainable movement of goods within built up areas, particularly last-mile deliveries. P27 Support the improvement of freight transport facilities in South Lanarkshire to facilitate a sustainable, efficient, resilient and reliable strategic freight transport network. A34 Encourage and support the development of urban freight consolidation and distribution hubs and networks in key locations, where appropriate. P28 Monitoring of waiting and loading times to ensure that they are appropriate, to support economic wellbeing of urban centres and improve road safety. A35 Support the growth in cycle logistics and cargo bikes as well as innovation in ‘last mile’ deliveries in South Lanarkshire towns. P29 Support the innovation and best practice in freight transport, with partners. A36 Review, increase and enhance sustainable transport access to town centres and growth areas in South Lanarkshire, particularly from rural areas. P30 Encourage developers to consider rail as an alternative to road for moving freight. Where road is the only viable option, we will encourage best practice to be pursued. A37 Subject to successful progression through the business case process, progress the Stewartfield Way Enhancement and the Hamilton and East Kilbride town centre projects. P31 Support and lobby partners to improve affordable access to education, training and employment for South Lanarkshire residents by active and sustainable transport where possible. A38 Subject to funding and support from partner organisations, evaluate and progress the Lanark Town Centre Circulatory System project. P32 Continue to support economic growth in South Lanarkshire, by supporting and facilitating sustainable access to economic centres for people and goods. P33 The Council will support new roads infrastructure where this is considered essential, taking cognisance of the Sustainable Travel 68
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Chapter 11: Economy and Regeneration Policy Action Hierarchy and Sustainable Investment Hierarchy. Chapter 12: Sustainable Transport Policy Action P34 Work with partners to examine accessibility to town centres, employment centres, colleges and universities, hospitals and key sustainable transport hubs/interchanges, particularly for rural communities and areas of socio-economic deprivation, to identify the need for enhanced public transport services. A39 In partnership with bus operators and SPT, improve the quality, frequency and reliability of bus services as identified within SPT's Regional Bus Strategy. P35 Work with partners to promote public transport as an integrated, safe and accessible system for all users. A40 Support Transport Scotland, SPT and other partners to develop Clyde Metro for the Glasgow City Region, extending into South Lanarkshire. P36 Support and encourage development of public transport with the aim of increasing the proportion of journeys that are made by bus and rail, to provide continued improvement in the transportation choices in South Lanarkshire to attract inward investment, encourage economic development and improve the environment and health and wellbeing of communities. A41 Work with partners to explore opportunities to introduce new rail infrastructure in South Lanarkshire. P37 Seek to improve the quality of bus services in partnership with SPT. A42 Work with partners to enhance bus network coverage, including in rural areas of South Lanarkshire and to improve connectivity with neighbouring local authorities and Edinburgh. P38 Lobby Transport Scotland for the introduction of new and improved rail services and infrastructure. This will include the following longer- term potential projects: • Direct Lanark to Edinburgh service; • Extension of the Larkhall railway to Stonehouse and beyond to the Avon Valley; A43 Work with partners to explore opportunities to increase rail service frequency at stations served in South Lanarkshire. 69
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Chapter 12: Sustainable Transport Policy Action • New stations at Symington and Law; • Improved services between Carluke, Carstairs and Edinburgh. P39 Work with SPT and other partners to extend the network of Demand Responsive Transport and Community Transport provision, taxis, shared transport and shared mobility to ensure public transport is available to all communities across South Lanarkshire. A44 Work with SPT and bus operators to identify opportunities to pursue the implementation of more direct bus services to hospitals and healthcare facilities from key areas. P40 Continue to support the concessionary fare provision across all forms of public transport in South Lanarkshire. A45 Promote an approach to shared transport provision that benefits people across South Lanarkshire P41 Support the introduction of low emission vehicles as a sustainable alternative to internal combustion vehicles. A46 Provide clear and consistent wayfinding to and from public transport hubs in South Lanarkshire to provide connections to key employment and education sites. P42 Review and, where appropriate, expand Park and Ride provision to encourage use of public transport for longer journeys. P43 Support and encourage multi-modal journeys that allow interchange between rail, bus, car and active travel modes. This includes supporting national government, SPT and public transport operators in their efforts in the development of multi-modal, integrated through-ticketing and promotion of existing integrated tickets including ZoneCard. A47 Support the City Region in developing a commercial contract that will provide, manage and maintain a network of publicly available electric vehicle charging infrastructure. P44 Work with partners to increase modal integration, for example to make it easier to travel on public transport with cycles; ensuring there is adequate cycle parking at public transport interchange locations; ensuring hire / access points for shared mobility schemes are well-served by public transport links; and exploring the concept of Mobility Hubs where appropriate. A48 Continue to decarbonise the Council’s fleet through delivery of the Fleet Strategy. P45 Work with partners to develop fully accessible facilities at transport interchanges. 70
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Chapter 13: Walking, Wheeling and Cycling Policy Action P46 Aim to achieve a step-change in the proportion of journeys that are undertaken by walking, wheeling and cycling in South Lanarkshire, and to make active travel the most popular choice for everyday short journeys, thereby supporting the Active Travel Framework. A49 The Council will seek to increase the number of schools that develop travel plans. P47 Ensure active travel networks are convenient, accessible, inclusive and safe, with segregation from motorised traffic where possible. A50 Support Connected Neighbourhoods through active travel provision (20-minute neighbourhoods). P48 Recognise and support the needs of people with disabilities and other protected characteristics designing new transport schemes or replacing infrastructure. A51 Support local groups who seek to improve access to bicycles in South Lanarkshire through interventions that would build on existing successful programmes and the work of established support groups. P49 Continue to support and encourage children to travel actively with the aim of increasing the proportion of journeys that are made to school by walking, wheeling or cycling. A52 Increase the availability of cycle training courses, including Bikeability. P50 Increase access to bicycles, including e-cycles and other adapted and non-standard cycles. A53 Increase the number of cycle parking spaces available, including at key destinations such as bus and rail stations and town centres. A54 Progress the implementation of the Active Travel Network Plans for Carluke; Lanark; Hamilton; East Kilbride; Rutherglen; Cambuslang; Clydesdale, Strathaven, Stonehouse and the Surrounding Villages; Bothwell, Blantyre and Uddingston; and Larkhall, and support the implementation of the Walk Wheel Cycle Trust Network Development Plans for the National Cycle Network. A55 Support and promote more sustainable travel behaviours for all journeys in South Lanarkshire, including those made for leisure, recreation and tourism purpose. A56 Work with SPT to investigate opportunities for a regional, cross- boundary bike hire scheme. 71
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Chapter 14: Environment Policy Action P51 Continue to work with partners to facilitate a switch from conventionally fuelled vehicles to electric, hydrogen and other alternative fuels, including extending the electric vehicle charging infrastructure network. A57 The Council will continue to operate its continuous monitoring equipment in the areas which are most likely to be closest to breaching the objectives for PM10 and NO2 Where necessary, detailed assessments will be carried out at locations such as Rutherglen Main Street and Hamilton town centre, and NO2 in Main Street, Uddingston and these will be reported annually. P52 Continue to monitor and work to meet, and wherever possible exceed, statutory air quality requirements. A58 The Council will continue to monitor air quality at key locations across South Lanarkshire, with a focus on protecting, and, where possible, improving air quality. P53 Place greater emphasis on integrating air quality considerations into strategies, policies and plans. A59 The Council will develop a South Lanarkshire-wide Air Quality Strategy P54 Ensure that new developments and schemes undertake Environmental Assessments and minimise carbon and other harmful emissions, where appropriate. A60 Encourage bus operators (including Demand Responsive and Community Transport providers) to decarbonise fleets, upgrade depots and develop partnerships with energy providers. P55 Support the implementation of transport improvements that reduce emissions and improve air quality across South Lanarkshire, giving particular protection to former Air Quality Management Areas and, where appropriate, contributing to the development of a South Lanarkshire-wide Air Quality Strategy A61 Continue to assist local businesses through the ECO Stars fleet recognition scheme. P56 Require Flood Risk Assessment (FRA) and Sustainable Urban Drainage Systems (SuDS) to be provided by developers to support Planning Applications. This will include independent checks for both. Future maintenance of (SuDS) apparatus will also be identified and agreed with the Council. A62 Following receipt of a Heavy Rainfall Warning, the Council will invoke the procedures outlined in the “Managing Flood Risk” document to assess and maintain the ‘at risk’ flood sites identified in the document. The River Clyde Multi-Agency Incident Response Guide will be used to provide a Council response to significant flooding from the River Clyde. P57 Encourage provision of infrastructure designed to withstand the impacts of flood events. A63 Continue an annual programme of prioritised flooding improvement projects. P58 Undertake statutory duties under the Flood Risk Management (Scotland) Act 2009. A64 Actively participate in the Clyde and Loch Lomond and the Tweed Flood Risk Management Plan Districts and in the development and implementation of future iterations of the associated District Flood Risk Management Plans. 72
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Chapter 14: Environment Policy Action P59 Continue to lobby the Scottish Government whenever possible to carry out the following: • Define light pollution as a statutory nuisance and draw up regulations which would enable local authority environmental health officers to deal with it. • Introduce new regulations, through land use planning legislation, to allow planning authorities to control exterior lighting. • Ensure any planning policy statements address light pollution and acknowledge the importance of the dark. • Ensure policies and operations of all government departments and public agencies take account of the need to tackle light pollution. A65 Minimise environmental impact by not over-lighting, using energy- efficient light sources, and by installing dimmable luminaires wherever possible - including in all new housing developments - in accordance with EN13201: 2015. P60 Deliver low carbon and energy efficient street lighting. A66 A preference for post mounted luminaries rather than post top will be pursued wherever possible. P61 Work with partners to reduce noise impacts of transport in line with the Environmental Noise (Scotland) Regulations 2006. A67 Give due consideration to designated Noise Management Areas and Quiet Areas in any future relevant strategies, policies and plans. P62 Seek to ensure any future developments do not negatively impact on the noise climate within areas with designated Quiet Area status. A68 Encourage the implementation of biodiversity schemes, for example on road-side verges or alongside active travel networks. P63 Effectively coordinate the delivery of new transport infrastructure to ensure that opportunities to improve green and blue infrastructure networks and ecological corridors are maximised within South Lanarkshire. A69 Aim to offset the loss of any biodiversity through transport infrastructure development or maintenance within the Council’s control. P64 Actions proposed by the LTS which could rise to likely significant effects on a European site (including existing and proposed such sites), must be subject to an Appropriate Assessment of the implications for the Conservation Objectives of that site. A70 Restrict impacts of transport in South Lanarkshire which could adversely affect European sites (Special Areas of Conservation / Special Protection Areas). P65 Continue to work with partners, including the Scottish Government, to identify new sources of funding for climate change adaptation, including increased funding to replace, upgrade and maintain A71 Support the delivery and monitoring of the Council’s Sustainable Development and Climate Change Strategy and Action Plan. 73
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Chapter 14: Environment Policy Action transport assets. P66 Ensure new transport schemes are future-proofed against the impacts of climate change. A72 Where possible, increase resilience of South Lanarkshire's transport network to climate change-related disruption, including flooding and extreme heat events. P67 Facilitate and support adaptation of the local transport network to be resilient to climate change and disruption from extreme weather events. Chapter 15: Inclusive Mobility Policy Action P68 Work towards an accessible, affordable and safe transport system in South Lanarkshire, in services and infrastructure across all forms of travel. A73 The Council will support the construction of transport facilities that incorporate inclusive design processes which are safe and convenient for all users, including those with disabilities. P69 Continue to remove barriers to inclusive mobility through applying the Equality Act 2010 and Equality Impact Assessment process to transport project design and policy development. A74 Develop and facilitate the role of active travel as an affordable transport option. P70 Promote inclusive design and ensure this is implemented in the design process of new transport facilities. A75 Support the inclusion of adapted bikes and other non-standard bikes in access to bike schemes and projects. P71 Continue to support and work with SPT to develop and promote MyBus and MyBus Rural services to older and disabled residents in South Lanarkshire. A76 Review signage at existing Council owned car parks across South Lanarkshire. P72 Prioritise the movement of pedestrians and those with mobility difficulties when planning new transport interventions within pedestrian environments (for example cycle parking and electric vehicle charging infrastructure). A77 Support the promotion of the Scottish Government’s Young Persons’ (Under 22s) Free Bus Travel Scheme through schools, further education establishments and youth groups. P73 Enforce pavement parking prohibitions on appropriate roads in line with the Transport (Scotland) Act 2019. A78 Work with partners to provide sustainable transport information (for example timetables and route information) in alternative formats and languages, where required, to ensure inclusive communication. A79 Work with partners / SPT to support the improvement of public 74
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Chapter 15: Inclusive Mobility Policy Action transport services in rural and socio-economically disadvantaged areas of South Lanarkshire. A80 Ensure inclusive access is a key objective when developing new forms of transport services and infrastructure including provision for electric vehicles. Chapter 16: Spatial Planning Policy Action P74 Require that major new developments are accessible by sustainable modes, in line with the Sustainable Travel Hierarchy, including walking, wheeling and cycling for short journeys and links to public transport and shared transport interchange points for longer journeys. A81 The Council will undertake early engagement with land-use planning teams to deliver an infrastructure-first approach to planning, promoting the NTS2 Sustainable Travel and Investment Hierarchies. P75 Require that all new developments have provision for electric vehicle charging. A82 The Council will work with community and development planning teams to support spatial planning concepts, guide the development planning process and help deliver more liveable neighbourhoods. P76 Require that the transport implications of major developments be set out in Transport Assessments and, for minor developments, within a Transport Statement. A83 The Council will encourage electric vehicle charging to be provided for all new developments and that car clubs will be encouraged through the development management process P77 Require the preparation and implementation of travel plans for major developments as part of planning / legal agreements. A84 Ensure that the transport implications of major developments be set out in Transport Assessments and, for minor developments, within a Transport Statement. P78 Work in partnership with the Planning Service to ensure the preparation of LDP3 is informed by evidence of the area’s transport infrastructure capacity and the carrying out of an appraisal of the spatial strategy on the transport network to identify any potential cumulative transport impacts and its mitigation. P79 Require either direct provision of transport infrastructure by developers and landowners, or contributions towards the cost in whole or in part of transportation works (including public transport provision) to be 75
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Chapter 16: Spatial Planning Policy Action provided by others including the Council itself. P80 Require that all new developments consider the principles of Designing Streets, National Roads Development Guide and Cycling by Design. P81 Deliver spatial planning concepts, for example the concept of 20- minute neighbourhoods, through planning and economic policies and in collaboration with key stakeholders, to create liveable neighbourhoods that reduce the need to travel. Chapter 17: Technology Policy Action P82 The Council will continue to invest in, and apply for funding for, technology that prioritises sustainable modes (for example, pedestrian, cyclist and bus priority) on relevant routes. A85 Work with partners to advance digital technology to support sustainable access and travel, including, for example, Mobility as a Service, smart technology and digital ticketing, where appropriate. P83 Reduce the need to travel by supporting development of digital and remote access to public services. A86 Promote the expansion of the current electric vehicle charging point network across South Lanarkshire, supporting the delivery of our Public Electric Vehicle Charging Strategy and Expansion Plan. P84 Expand the network of electric vehicle charging infrastructure to encourage greater use of low carbon vehicles. A87 Support partners to promote and raise awareness of technology and initiatives that provide passengers with timely and up to date information to help them to make informed decisions in order to complete their journeys to, from and within South Lanarkshire. P85 Support the planning for refuelling points for alternative-fuelled goods vehicles in the future (such as electric), particularly in close proximity to the strategic road network. A88 Facilitate the introduction of real-time information to allow transport users to respond to extreme weather and incidents. P86 Consider the role of AI and Connected Vehicle Data in transport service delivery at a local level in South Lanarkshire. A89 Take cognisance of, and integrate with, SLC Digital Strategy 2022- 2027 where appropriate. A90 Support development of Mobility as a Service (MaaS) solutions to serve those using the transport network in South Lanarkshire. 76
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Review of the Management of Trees 1. Purpose of Report 1.1. The purpose of the report is to:- provide the background to tree management requirements in South Lanarkshire, including an overview of the relevant legal obligations and policy commitments outline the actions that have been implemented to date to allow the Council’s Arboriculture Team to move towards a more proactive, risk-based model of service delivery outline the proposals for a wider review of tree management and the development of an overarching Tree Canopy Cover Strategy 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report, be noted; and (2) that the proposed next steps set out in section 7 of the report be approved. 3. Background 3.1. A motion was approved by South Lanarkshire Council on 10 December 2025 which noted the financial risks and implications of Ash Dieback Disease (ADD), community concerns about the height and maintenance of trees, and the risks associated with adverse weather events. In response to these concerns, it was agreed that a review of tree management was to be undertaken and that the outcome of the review would be reported to Community and Enterprise Resources Committee for further consideration. 3.2. This report is the first step towards addressing the motion. It is intended to provide an overview of the Council’s approach to tree management and set out proposals to review the service and develop a Tree Canopy Cover Strategy. 4. Tree and Woodland Assets in South Lanarkshire 4.1. South Lanarkshire has diverse and historically significant tree and woodland assets which extend from the coniferous forests and dispersed semi-natural woodlands of the Southern Uplands to the ancient woodlands of the Clyde Valley (e.g. New Lanark), and to some of Scotland’s finest riverine and gorge ancient woodlands (e.g. Chatelherault). Closer to urban communities, there are also ancient and semi- natural woodlands (e.g. Calderglen) along with remnant historical trees and maturing ‘New Town’ landscaping. Moreover, South Lanarkshire features notable tree specimens, including the legacy orchards of the Clyde Valley, the yew trees of 9 77
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Hamilton Mausoleum, and the 800-year-old Cadzow Oaks, which are thought to be amongst the oldest broadleaved trees in Scotland. 4.2. South Lanarkshire’s trees and woodlands include nationally and locally important designations, including Sites of Special Scientific Interest (SSSI), National Nature Reserves (NNR), Local Nature Reserves (LNR) and Sites of Importance for Nature Conservation (SINC). 4.3. South Lanarkshire’s woodland assets cover approximately 33,901 hectares comprising around 18% predominantly broadleaved woodland’ and 49% ‘coniferous and other plantation woodland’. The Council’s Arboriculture Team estimates that overall tree canopy cover in South Lanarkshire is in the region of 17%. In terms of urban tree cover, the Clyde Climate Forest (CCF) and Forest Research (FR) recorded that canopy cover in South Lanarkshire’s urban areas was 17.2%. These estimates suggest that canopy cover in South Lanarkshire is currently below the Scottish Government’s canopy target of 21% for Scotland and the CCF’s target for urban areas (20%). 4.4. Assessments undertaken by the Arboriculture Team estimate that the Council is responsible for more than 2.8 million trees in total. Tree assets are found in extensive wooded areas (covering an area of approximately 1,300 hectares) but there are also estimated to be around 68,000 individual trees located within residential streets and neighborhoods, parks, schools and along the road network. 4.5. Ash Dieback Disease (ADD) remains the most significant threat to broadleaved trees in the UK. It is estimated that 50–75% of ash trees in Scotland will decline or die over the next two decades. Visual tree assessments by the Council’s Arboriculture Team have identified more than 134,000 trees that may need Council intervention due to ADD. It is estimated that there may also be another 7,000 trees, still to be assessed, that could need Council intervention. 4.6. Changing attitudes towards risk and liability (possibly due to the increase in number and severity of adverse weather events) have contributed to an increase in the number of enquiries received by the Arboriculture Team in recent years. During 2024/2025, the team received in the region of 5,000 tree-related enquiries. Although most enquiries are requests for intervention (e.g. tree felling or pruning) there is also an increase in enthusiasm for tree protection and tree planting programs which coincides with a greater awareness of the benefits that trees and nature can provide. 5. Legal and Policy Considerations 5.1. The Council has statutory obligations regarding the management of trees. Detailed information can be found in Appendix 1 of this report, but a summary of relevant legislation and policies is set out in sections 5.2 to 5.6 below. 5.2. The Council is a landowner, a Planning Authority and a Roads Authority, meaning it has statutory responsibilities for trees and woodland in its area. These statutory obligations mean the Council is required, amongst other things, to manage tree- related risk on its land and within the road network. The Council also has a duty to protect existing trees and plant new ones through the Planning framework. 5.3. The Council’s approach is also determined by national and local policy and strategy. This includes Clydeplan’s Woodland and Forest Strategy for the Glasgow City Region 2020, the Council’s Local Development Plan, the Council’s Sustainable Development and Climate Change Strategy 2022-2027 and the Scottish Government’s Biodiversity Strategy 2024-2030. 78
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5.4. The Council is also committed to the Clyde Climate Forest (CFF) which promotes targeted urban canopy expansion across the Glasgow City Region, the Broadleaved Nature Networks, and national initiatives such as Tree Equity which focuses on providing fair access to trees and their benefits for all communities. 5.5. The Council’s Ash Dieback Action Plan (ADAP) sets out a strategic, resilience building, risk-based, approach for managing ADD and was approved by Community and Enterprise Resources Committee on 17 September 2024. 6. Approach to Tree Management and Progress to Date 6.1. While the tree assets outlined in section 4 of this report, bring significant benefits, there is an ongoing requirement for a well-governed management approach supported by adequate resources. 6.2. During the 18-month period between September 2023 and March 2025, which included the aftermaths of Storm Agnes and Storm Eowyn, arbor costs associated with responding to tree related incidents caused by severe weather were in the region £0.690m. To mitigate this additional workload and reduce future ad-hoc costs, the Council must continue to move away from the previous reactive model to a more proactive, risk-based approach to tree assets. 6.3. In recent years, the Council has strengthened its arboriculture workforce and invested in the purchase of specialist arboricultural equipment, including a mobile elevated work platform (MEWP), a forestry forwarder trailer, and a tractor winch. 6.4. The Arboricultural Team has also worked with Personnel Services to introduce 2 ‘Grow our Own’ succession planning posts (a total of 4 employees over a 2-year period), which led to one full-time permanent position within the Arboriculture Team. 6.5. The Service has also appointed an Assistant Arboriculture Officer to support ADD work and provided additional training to upskill a further 38 Grounds employees, allowing them to safely operate specialist equipment including chainsaws, machinery and plant. 6.6. To allow the effective management of trees, the Service invested in advanced tree asset software (Tree Plotter). The system has been crucial in recording information about our woodlands and is an invaluable tool to aid the understanding of the Council’s tree assets and demographics. The software also enables the Council to quantify ecosystem services and estimate the monetary value of individual trees, supporting evidence-based decision-making. 6.7. Given the extent of the woodlands managed by the Council and in recognition that proactive management is more cost-effective in the medium to long term, the Service has utilised monies from the Scottish Government’s Nature Restoration Fund (NRF) to commission the development of 12 Urban Woodland Management Plans (UWMPs). The contract for this work was awarded in February 2025 and the draft plans, which will contain recommendations for managing the woodland assets in line with legal requirements, are expected to be completed by the end of October 2026. 6.8. The Service has strengthened community engagement and delivery through partnership working. For example, the team has worked with The Conservation Volunteers (TCV) and the CCF. Partnership working has enabled the development of initiatives such as Volunteer Tree Wardens which delivered targeted tree planting within priority neighborhoods. Match-funded support from The Tree Council has 79
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facilitated the piloting of 3 Community Tree Nurseries (CTNs) within schools and has contributed to the ‘Young Tree Champions’ programme. Additional funding and community focused delivery have been provided by Trees for Cities, with additional financial support coming from Future Woodland Scotland. These partnerships support increased capacity, leading to greater involvement in care and stewardship of tree assets within the community. 6.9. A summary of the progress made to date can be found in Appendix 2 of this report. 7. Proposed Next Steps 7.1. It is proposed that the Countryside and Greenspace Team will complete a review of tree management in South Lanarkshire over the next 18 months. The review will consider strengthening the Council’s move towards a pro-active approach to tree management. A report will be then presented to Community and Enterprise Resources Committee detailing any recommendations from the review process. 7.2. Running concurrently with the review, the Countryside and Greenspace Team will develop a draft Tree Canopy Strategy which, as well as setting out the Council’s priorities and objectives for the next 10 years, will fulfil the Council’s statutory duty to prepare a Forestry and Woodland Strategy. 7.3. In addition to the workstreams referred to at sections 7.1 and 7.2 above, the Service will undertake a review of the recommendations from the UWMPs currently being prepared on behalf of the Council with the aim of recommending a long-term programme of works for the management of 927 hectares of wooded areas and identifying any potential funding opportunities. 8. Employee Implications 8.1. There are no additional employee implications at this time. Any employee implications that may be identified as part of the next steps will be reported to the appropriate committee in due course. 8.2. To date, Grow Our Own initiatives have resulted in a total of 4 arboriculture trainees (over a 2-year period) and one full-time post within the Arboriculture Team. The Service has also recruited one Arboriculture Assistant from ADD capital funding. 9. Financial Implications 9.1. There are no additional financial implications associated with this report at this time. Any future financial implications identified as part of the next steps will be reported to the appropriate committee in due course. 9.2. Tree work resulting from extreme weather events between 2023 and 2025 cost the Council an estimated additional £0.690m. 9.3. The Council received £0.593m from the Scottish Government’s Nature Restoration Fund in 2025/2026. Approximately £0.308m of which has been allocated to tree and woodland related projects. 9.4. In the last three years, the Service has also secured a total of £0.091m of external funding and £0.016m in match-funding from organisations including Future Woodlands Scotland, the Tree Council and Trees for Cities. 9.5. The Council allocated the following capital funding to manage Ash Dieback Disease: £0.500m in 2023-24, £0.200m in 2024-25, and £0.200m in 2025-26. 80
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10. Climate Change, Sustainability and Environmental Implications 10.1. Where trees are not effectively protected, enhanced, and managed, poor or inappropriate tree care could result in long-term changes to the landscape, reductions in tree populations and canopy cover, and loss of the benefits trees provide (i.e. ecosystem services). 10.2. By using a proactive approach to tree and woodland asset management, the Council will strengthen resilience through improved tree/woodland structure, increased species diversity, sustained canopy cover, and more equitable engagement and ownership across communities. 11. Other Implications 11.1. By taking a proactive, risk-based approach to tree management, the Council will reduce exposure to liability claims and reputational risk associated with known or foreseeable tree-related hazards. 12. Integrated Impact Assessment and Consultation Requirements 12.1. 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. There is no requirement to undertake any consultation at this time in terms of the information contained in this report. However, as detailed proposals are developed, these will be subject to appropriate consultation arrangements. 12.2. The Council’s Strategic Environmental Working Group will be involved in the development of the Tree Canopy Cover Strategy. Kevin Carr Executive Director (Community and Enterprise Resources) 23 February 2026 Link(s) to Council Values/Priorities/Outcomes Improve the quality of life of everyone in South Lanarkshire Make communities safer, stronger and sustainable Improve health, care and wellbeing Work with communities and partners to promote high quality thriving and sustainable communities Improve the road network, influence improvements in public transport and encourage active travel Previous References Community and Enterprise Resources - Ash Dieback Disease (ADD) - 17 September 2024 South Lanarkshire Council – Notice of Motion - Review of the Management of Trees - 10 December 2025 List of Background Papers None 81
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kirsty McGuire, Waste and Grounds Strategic Manager Tel: 01698 717748 Email: Kirsty.McGuire@southlanarkshire.gov.uk 82
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Appendix 1 – Statutory duties and responsibilities Climate Change (Scotland) Act 2009 and Flood Risk Management (Scotland) Act 2009 - councils must reduce emissions, adapt to climate impacts, and consider woodland’s role in flood mitigation and natural flood management. Woodland creation and management are to support carbon capture, urban cooling, climate resilience, and natural flood mitigation. Planning decisions must reflect these benefits. National Planning Framework 4 Policy requiring integration of climate adaptation and mitigation, including woodland design and placement, into land use strategies. Planning (Scotland) Act 2019 - sustainable development is at the heart of the planning system. Councils must prepare a Forestry and Woodland Strategy that identifies woodlands of high nature conservation value and set out proposals for their protection, enhancement, and climate resilience. The Act embeds sustainable woodland expansion into the planning system, ensuring trees and woodlands contribute to biodiversity, climate adaptation, and wider land-use benefits. High Hedges (Scotland) Act 2013 – Duty to consider complaints with powers to issue High Hedge Notices and enforce remedial action/attend appeals. Town and Country Planning (Scotland) Act 1997 - Councils must retain, protect, and plant appropriate trees within development to support sustainable green infrastructure. Requires assessment of impacts on trees during development, enforcement of BS5837 tree survey standards and actions, and the making and review of Tree Preservation Orders (TPOs), Conservation Area Notifications and consultation on Felling notices. A public register of Conservation Area Notifications must be maintained. Canopy cover is a key element of biodiversity and place quality. Forestry and Land Management (Scotland) Act 2018 and Nature Conservation (Scotland) Act 2004 - Duty to promote sustainable forest management and assess woodland removal proposals and promote and further the conservation of biodiversity (e.g. Nature Networks). Planning authorities exert a strong and increasing influence over future woodland expansion, the control of woodland removal and the development of the forestry industry in their areas. They also have a duty to apply for Felling Notices as appropriate. The Environmental Assessment (Scotland) Act 2005 also makes it a duty to secure the carrying out of environmental assessment during the preparation of a qualifying woodland plan or programs. Wildlife and Countryside Act 1981, as amended by the Nature Conservation (Scotland) Act 2004. Councils must manage invasive non-native species (INNS e.g. Rhododendron ponticum) on their land. Under wildlife legislation, Councils also have duties to protect species such as birds, bats, and badgers, avoiding harm to individuals or habitats when undertaking tree work. Health and safety at Work act 1974, Occupiers Liability (Scotland) Act 1960, and Roads (Scotland) Act 1984 – Councils have a duty to take reasonable steps to manage tree-related risks to employees, the public, and road users and structures. This includes target based systematic assessment and proportionate action to reduce foreseeable risks from trees near paths, roads, and public spaces to an acceptable level. Where private trees pose a danger to road users, Councils may be required to act or recover costs from landowners. Public safety aspects should be addressed as part of the approach to tree management. 83
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Appendix 2 – Progress to Date • Tree estate o Responsibility for 2.8 million trees, including 68,000 individual trees o Current canopy cover targets for expansion set o Assessments over 12-month period - 0.83 million trees o Estimated 5,000 enquires per year • Strategic shift from reactive to proactive management o Transition from complaint-led maintenance to risk-based, evidence-led o Trees recognised and managed as critical green infrastructure asset • Ash Dieback Disease o 95% of duty-impacting ash trees assessed o Highest risk ash trees Council land managed o Delivery of Ash Dieback Action Plan o Long-term recovery planning aligned with biodiversity net gain • Storm resilience o £0.690 million reactive expenditure on tree works following major storms (2023–2025) o Developed emergency protocol and strengthening assessment regimes o Improved workforce resilience and contractor frameworks • Digital transformation and asset management o Advanced Tree Asset Management system (Tree Plotter) o Improving limited data on tree condition, demographics and risk o Ability to quantify ecosystem services and asset value (individual trees) o Integration of woodland plans • Urban Woodland Management Plans (UWMPs) o Long term Plans for 927 ha of woodland being developed • Tree planting and canopy expansion o 23,000 trees targeted along Nature Networks and CCF priorities o 4 Pilot Community Tree Nurseries o Development of a Tree planting pipeline o Short term additional funding from charitable organisations and partners o Tree Equity and CCF principles guiding planting in underserved communities • Community capacity building o Partnerships with TCV, Trees for Cities, The Tree Council and Clyde Climate Forest and community engagement. o Volunteer Tree Wardens and Young Tree Champions o Pilot Community Tree Nurseries in schools and Community Payback • Workforce development o Assistant Arboriculture Officer appointed o “Grow Our Own” programme delivering permanent arborists o Investment in plant, machinery and staff training • Tree Canopy Cover Strategy o Developing overarching strategy to protect, enhance and expand canopy o Alignment with Planning (Scotland) Act 2019 and climate/biodiversity duties o Clear monitoring, stakeholder engagement and governance framework 84
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Appointment of Public Analyst and Food Examiner 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for the appointment of a Public Analyst and Food Examiner to undertake the relevant statutory duties for the Council [1purpose] 2. Recommendation 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the appointment of Jane Couper of Edinburgh Scientific Services be approved to act on behalf of South Lanarkshire Council as Public Analyst and Food Examiner. [1recs] 3. Background 3.1. Amongst the duties and roles of South Lanarkshire’s Environmental Service there is a need for Officers to assess a range of produce and goods such as food, water and toys and have these items tested to ensure that they are safe and comply with statutory standards. 3.2. Chemical analysis can involve checking for the presence of lead in drinking water which needs to be certified by a Public Analyst. At the same time, microbiological examination of foodstuffs for the presence of Salmonella needs to be certified by a Food Examiner, while samples may be taken for a range of purposes, including the investigation of suspected food poisoning outbreaks which may have been brought to the attention of the Council from consumer complaints, routine surveillance or as part of local or national surveys. 3.3. Within this context and as required by the Local Government (Scotland) Acts, Councils are required to appoint one or more Public Analysts to carry out duties under the Food Safety Act 1990 within their area. 3.4. There is no statutory requirement to appoint Food Examiners, but it is prudent to do so, should the Local Authority be called upon in legal proceedings to confirm that a Food Examiner was entitled to act of the Council’s behalf. 4. Current Position and Proposal 4.1. The City of Edinburgh Council have been contracted to undertake analytical services on behalf of South Lanarkshire Council since 2007. This contract has been renewed via competitive tender processes on several occasions since that time with the current arrangement in place until June 2026. 10 85
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4.2. During this period, various suitably qualified individuals have been approved by this Council to provide the formal role of Public Analyst / Food Examiner, with the most recent appointment being Karen Maddison, who was appointed at the meeting of the Community and Enterprise Resources Committee on 30 May 2023. 4.3 However, it is recognised that there is a need to formally approve other personnel to bolster capacity and provide resilience in the fulfilment of the roles of appointed Public Analyst and Food Examiner for South Lanarkshire Council. 4.4. Therefore, given the above it is proposed that the following individual is appointed as Public Analyst and Food Examiner with immediate effect:- Jane Couper B.Sc. (Hons), M.Chem.A., C.Chem., F.R.S.C. 4.5. It is also confirmed that Jane Couper possesses a Mastership in Chemical Analysis awarded by the Royal Society of Chemistry as required by Regulation 4 of the Food Safety (Sampling and Qualifications) (Scotland) Regulations 2013. 5. Employee Implications 5.1. There are no employee implications contained within this report. 6. Financial Implications 6.1. The appointment of Public Analysts and Food Examiners sits within the context of an existing contract the Council has entered into with the City of Edinburgh Council to provide scientific services. The contract is due to end in June 2026 but at this time there are no additional financial implications associated within this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. 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. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Kevin Carr Executive Director (Community and Enterprise Resources) 24 February 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable 86
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Previous References Community Resources Committee Report 12 June 2007 Community Resources Committee Report 21 August 2007 Community Resources Committee Report 22 May 2018 Community Resources Committee Report 30 May 2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Karen Wardrope, Divisional Environmental Health Officer E-mail: Karen.wardrope@southlanarkshire.gov.uk 87
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Enabling Commercial Space Programme – Project Update 1. Purpose of Report 1.1. The purpose of the report is to:- update Committee on South Lanarkshire’s projects in relation to the Enabling Commercial Space Programme [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress in the delivery of the Enabling Commercial Space Programme be noted. [1recs] 3. Background 3.1. In February 2024, the Glasgow City Region (GCR) Cabinet agreed that an allocation of £64.57M from the City Deal Infrastructure Fund, previously allocated for improvements in connectivity to Glasgow Airport, be allocated towards a new, regional project of significant scale, allowing the City Deal to support new opportunities and priorities which have emerged since the initial Programme was developed in 2013/2014. 3.2. The GCR Cabinet also agreed that, as required by the City Deal Assurance Framework, the Programme Prioritisation Framework (PPF) process be used to identify the new regional project, with the identification of projects coming through an Expression of Interest (EOI) process open to all Member Authorities (MAs). This process was to be carried out over a 12-week period from February to May 2024 but was subsequently extended to September 2024 due to the General Election. 3.3. At the conclusion of the process, the “Enabling Commercial Space Programme” EOI was ranked highest based on:- deliverability and financial risk being spread across eight local authorities, rather than concentrated on one Member Authority the proposal addressing a Region-wide, significant need for commercial space delivering Region-wide Inclusive Growth with all MAs benefiting from investment to deliver commercial space, thereby reducing potential displacement effects from concentrating investment in one area of the Region 11 89
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4. The Enabling Commercial Space Programme 4.1. Throughout GCR, it has been identified that commercial and industrial stock is at or approaching obsolescence. This market failure requires intervention if the Regional Economic Strategy’s challenges are to be addressed. The delivery of new and refurbishment of existing commercial space will contribute towards meeting current demand for new industrial space within GCR, where there is a strong body of evidence of structural challenges and market failure within the commercial property market. Enterprise and Sustainable Development Service has reported this previously at a local level through the Employment Land and Property Market Analysis Report presented to Community and Enterprise Resources Committee in November 2024 and subsequently to all four Area Committees. 4.2. The main investment objectives of the Enabling Commercial Space Programme are to:- address market failure in areas of GCR where there are particular barriers in the development of new or refurbished commercial and industrial floorspace create flexible business space capable of meeting business requirements for a broad range of sectors create serviced industrial land capable of immediate development create opportunities for employment and inclusive growth with particular emphasis on making connections to local communities, schools and colleges in preparation for employment, particularly in areas of deprivation and targeting people drawn from disadvantaged or Protected Characteristic groups including women and young people bringing sites on the Vacant and Derelict Land Register back into use attract mobile and private sector investment both from abroad and from indigenous companies create sustainable, high quality business locations to support small and medium- sized enterprises (SMEs), supply chain businesses and start-ups 4.3. The programme of funding supports direct delivery of new commercial space, the refurbishment of existing stock and the enabling of sites for new build construction. The interventions target market failure in the worst performing areas of GCR. This programme seeks to address a gap in the currently available public sector funding and will focus on support for businesses more likely to be within the foundational economy. 4.4. The programme meets local demand, such as for general commercial space to relieve pressures on constrained local markets and may offer particular benefit to SME businesses and startups that will struggle to fund being sited in appropriate commercial space, and potentially businesses supporting wider supply chains and other high value commercial uses. 4.5. The first steps undertaken by all MAs was to identify a long list of projects that meet the criteria of the Programme. Each of these projects was submitted to GCR as an EOI in September 2024. This long list allowed the Strategic Business Case to be developed and was approved by the GCR Cabinet in February 2025. 4.6. In South Lanarkshire’s case, an extensive piece of work was undertaken to identify appropriate projects that maximise the economic outputs within the area and have the potential to lever in further investment from partners. These projects supported the findings of the Ryden Property Analysis Report previously reported to Community and Enterprise Resources Committee. 90
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4.7. On the basis of the Council’s submission, GCR Cabinet approved an allocation of £11,075,919 from the overall programme to South Lanarkshire. On further assessment of the Council’s long list of potential projects, three Priority Projects were identified for delivery. In each case, Full Business Cases (FBCs) require to be approved by both the Council and the GCR Cabinet. The three projects are Red Tree Labs, Shawfield, Industrial Unit Upgrade and Retrofit, and Cathcart Road, Rutherglen. 5. Progress to Date Red Tree Labs 5.1. The Red Tree Labs project will be the second building on the Shawfield Phase 1/Magenta site and will deliver a highly flexible commercial laboratory incubator and office space suitable for a variety of end users in Shawfield and capable of attracting science-based businesses and jobs to the Glasgow City Region and Scotland. The project aims to deliver a high specification building which will support innovation and collaboration through a blended provision of flexible and agile laboratory space, associated office and incubator-related services. 5.2. The project will be impactful as a visibly new four storey building and will form an integral component of the wider Clyde Gateway Innovation proposition and comprises 4,730 sq. m Gross Internal Area (GIA) of accommodation over four floors, 1000 sq. m more than initially proposed, acting as a further catalyst for the regeneration of Shawfield. 5.3. A full design team is in place which has recently concluded the design to RIBA Stage 3. Planning consent has already been approved. Specialist advice has also been sought in respect of ‘stress testing’ the design in what is a specialist market. For a number of reasons and to maximise outputs from the investment, including some layout changes to maximise flexibility within the building, the programme has been recalibrated and RIBA Stage 4 design will now be progressed during Spring 2026 rather than summer 2025 as previously detailed. This will be followed by a contractor tender exercise with a site start targeted for early 2027. A 60-week construction programme from January 2027 will allow completion late Quarter 1 2028, well in advance of the 2030 expenditure deadline set out in the Enabled Business Space Programme. 5.4. The delay to the programme also potentially allows the project to lever additional funding through the Regeneration Capital Grant Fund (RCGF) and the Local Innovation Partnership Fund (LIPF). If these applications are successful, the additional funding will enable full fitout of the ground floor area, including additional funding being made available to offset any potential tenant shortfall. Clyde Gateway is well placed to deliver the building and has the governance and experience to do so. 5.5. The project cost was previously identified at £17.4M. Due to inflation, an improved specification and larger development the cost is now estimated at £22.56M The indicative funding proposed is Regeneration Capital Grant Fund (RCGF) £1M, Local Innovation Partnership Fund (LIPF) £3M, Vacant Derelict Grant Fund (VDLF) £0.1M, Clyde Gateway £3.5M, Scottish Enterprise £6.0M, GCR (via SLC) £9.0M. Funding will be confirmed by partners prior to the submission of the Full Business Case (FBC) for approval. The South Lanarkshire Council contribution of £9.0M is unchanged with leverage on completion increasing by £5.16M. 91
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Industrial Unit Upgrade and Retrofit 5.6. A report, “Response to Industrial Market Challenges” was approved by Executive Committee on 4 February 2026 which identified a series of actions and interventions to address a shortage of industrial property available for rent and the quality of existing stock through the refurbishment of existing property, creation of serviced plots and units and provision of grants to incentivise property upgrade. 5.7. The Industrial Unit Upgrade and Retrofit project identified in the Council’s Enabling Business Space programme complements and supports proposals in the report and work is underway to identify a suitable property project for investment of the £963,000. Potentially the first phase of a wider programme. On identification the specific Industrial Unit Upgrade and Retrofit Project will require to be approved by GCR via the standard change control process. Cathcart Road Industrial Units 5.8. The Cathcart Road Net Zero Industrial Units will create two units totalling 620 sqm and providing the opportunity to support 13 jobs on completion. This project responds directly to the Employment Land and Property Market Analysis undertaken by Ryden which stated that to address the shortage of good quality industrial stock, the Council should look to intervene in the market to ensure new supply. As reported to Community and Enterprise Committee on 16 December 2025 this project will be complete and ready for occupation during late Autumn of 2026. Due to securing a cocktail of funding, the final funding package does not require the £1,112,919 GCR allocation and it is proposed that this funding, and subject to appropriate approvals, will support the delivery of a similar project on another site and kickstart the activity identified in the “Response to Industrial Market Challenges” Report. 5.9. As projects develop Full Business Cases will be presented for approval by Committee. 6. Employee Implications 6.1. The Red Tree Labs project will be delivered by Clyde Gateway supported and monitored by Council officers. Other activity including Response to Industrial Market Challenges and Industrial Unit Upgrade and Retrofit projects will be delivered by officers from the Enterprise and Sustainable Development Service within Community and Enterprise Resources. 7. Financial Implications 7.1. The costs for the Council in developing its projects will be met by the GCR programme, and up to 6% of the project costs are available for further project development and FBC preparation. Other external funding sources will continue to be investigated to further support and enhance the programme. 7.2. The project aligns with the Supporting and Development Local Business Investment within the approved 2026/2027 budget. 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. 92
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9. Other Implications 9.1. Not identifying priority projects that can be delivered by 2030 risks the loss of this additional GCR investment. The performance of this 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. Kevin Carr Executive Director (Community and Enterprise Resources) 13 February 2026 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 Previous References Response to Industrial Market Challenges – Executive Committee, 4 February 2026 Cathcart Road Net Zero Industrial Development – Community and Enterprise Committee, 16 December 2025 2025/2026 Capital programme Update - South Lanarkshire Council, 26th February 2025 Employment Land and Property Market Analysis Report – Community and Enterprise 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 93
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Clyde Wind Farm South Lanarkshire - Net Zero Community Grant Fund 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform members of plans to formally launch the Clyde Wind Farm South Lanarkshire Net Zero Community Grant Fund [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the plans for the Clyde Wind Farm South Lanarkshire Net Zero Community Grant Fund, as detailed in this report, be noted. 3. Background 3.1. A key priority of the Council’s Sustainable Development and Climate Change Strategy (2022 to 2027) is to ‘empower communities to take climate action and be more environmentally sustainable’. To facilitate this, the Council launched a climate emergency community grants scheme in January 2022, awarding £340,000 to 108 community climate projects over a 3-year period. The grants scheme was funded by a combination of internal Council funding and UK Shared Prosperity Funding and awarded grants to a range of projects from January 2022 to March 2025. Although the grants scheme is now closed due to lack of available funding, community groups continue to show a strong interest in this type of support. 3.2. The SSE Clyde Wind Farm Fund has been operating since 2009 with an annual income of £1,387,428 in 2024/2025. The Fund is administered by the Council on behalf of SSE. The legal agreement with SSE divides the Fund into 70% for the local Community Fund which is reported within the annual Community Benefits report and 30% to the Development Fund. 3.3. The Development Fund has been established to support both local and South Lanarkshire Council wide initiatives with the following key objectives:- improve and develop local and national supply chains in respect of windfarms improve and develop renewable energy, recycling and environmentally sustainable industries, businesses and activities. Secure investment, create employment, implement training, promote or secure sustainable development advance education and employability 12 95
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3.4. The Development Fund currently funds the RISE employability programme across South Lanarkshire to the sum of £200,000 per year and this will continue. With the income to the Development Fund now at £416,000 per year, officers have discussed with SSE proposals to use the Development Fund to introduce a new Net Zero Community Grant Programme within South Lanarkshire. 4. Proposed Grants Programme 4.1. SSE Renewables and the Council have entered into an agreement on the allocation of £450,000 from the Development Fund to a new Council community grant programme operating over a three-year period. The funding will not be tied to specific financial years; it will be distributed as demand requires to allow flexibility for applicants and ensure the best possible projects. The Council programme will be named and promoted as the Clyde Wind Farm South Lanarkshire Net Zero Community Grant Fund. 4.2. The Clyde Wind Farm South Lanarkshire Net Zero Community Grant Fund will be a medium sized net zero grant programme supporting community organisations across South Lanarkshire in delivering locally led climate action and adaptation projects and helping South Lanarkshire achieve a just transition to net zero. Grants will be available on a competitive basis, ranging from £5,000 to £20,000. Applications within this range can receive up to 100% grant funding with no requirement for match funding. Larger applications of over £20,000 will be considered based on merit and need, with awards capped at 70% of the project cost and the requirement for match funding. 4.3. Grant awards can be made for environmental, sustainability and climate change projects, including energy efficiency, energy generation, renewable energy, start-up costs, special projects, and equipment. Projects must embrace the Council’s climate change, sustainability, and climate adaptation objectives:- improved energy efficiency the use of renewable technology reduction in the reliance of fossil fuels increased renewable energy generation improved air quality increased climate resilience improved resource efficiency increased active travel opportunities increased/enhanced urban greenspace improved outdoor access reduction in waste supporting the circular economy adapting to climate change 4.4. Eligible organisations must be not-for-profit, have a constitution and a bank account and aim to benefit South Lanarkshire residents. The Fund will be available South Lanarkshire wide. The Fund will aim to compliment local and national funds and can be used as match funding for other grants where match is required. 96
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4.5. Community groups will apply for the grants through the existing Grantvisor Community Grants portal. All applications will undergo an initial enquiry stage, screening to ensure compliance with the funding criteria. Project development and applicant support will be provided by Lanarkshire Climate Action Hub where needed. The grant programme will operate in line with the South Lanarkshire Grant Policy and Third Sector Fair Funding Agreement. Grants of less than £20,000 will be approved under delegated authority, while grants of over £20,000 will be submitted to this Committee for approval. Application appraisal will be carried out by a specialist panel consisting of a South Lanarkshire Council Manager, a Lanarkshire Climate Hub Lead Officer and a VasLan Lead Officer. 4.6. The impact of the programme will be assessed and reported annually to SSE and this Committee. The success of the programme will be assessed after three years, with an option to continue and increase funding at the end of three years if deemed a success by both the Council and SSE. 5. Next Steps 5.1. The promotion of the grants programme will be advertised through the Council’s website and social media channels, emails to community groups, community councils, and with the help of community partners. The programme will launch in summer 2026. 6. Employee Implications 6.1. The new grant programme will be managed using existing Enterprise and Sustainable Development Service staff. 6.2. Project support will be delivered through the Lanarkshire Climate Hub. The Enterprise and Sustainable Development Service will continue to engage with Climate Hub and other local groups to ensure that communities across South Lanarkshire are provided with support to realise their ambitions to address the climate emergency. 7. Financial Implications 7.1. There are no additional financial implications for the Council managing the proposed new fund. 8. Climate Change, Sustainability and Environmental Implications 8.1. ‘The environment and net zero sustainability’ is one of the seven priorities for the Community Benefit Fund agreed by the Community and Enterprise Resources Committee at its meeting held on 6 February 2024. The Clyde Wind Farm South Lanarkshire Net Zero Grant Community Grant Fund will support this priority. 9. Other Implications 9.1. Failure to meet sustainable development and climate change objectives’ is one of the top risks for the council. The proposed grant programme will support community net zero and climate change projects. 9.2. The funds will also assist in delivering the Community Wealth Building aims, in areas such as retaining wealth locally and community ownership. 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. 97
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10.2. Consultation has been undertaken with relevant Council Resources and external organisations associated with the establishment of this Fund. Kevin Carr Executive Director (Community and Enterprise Resources) 11 February 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent 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 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 Community and Enterprise Resources Committee, 6 February 2024, Renewable Energy Fund Climate Change and Sustainability Committee Report, 4 June 2025, Full Term Report on the Climate Emergency Fund (2021-25) List of Background Papers Sustainable Development and Climate Change Strategy 2022-2027 UN’s Sustainable Development Goals Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kathryn McCafferty, Carbon Management Officer E-mail: kathryn.mccafferty@southlanarkshire.gov.uk 98
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Douglas Valley Community-Led Outdoor Recreation and Adventure Tourism Project 1. Purpose of Report 1.1. The purpose of the report is to:- provide Committee with an overview of the Douglas Valley Community-led Outdoor Recreation and Adventure Tourism Project provide and update on 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 Douglas Valley Outdoor Recreation and Adventure Tourism Project be noted. [1recs] 3. Background 3.1. Constituted in 2023, the Douglas Valley Advisory Group (DVAG) represents the six communities surrounding the Hagshaw Energy Cluster - Coalburn, Douglas, Glespin, Lesmahagow, Muirkirk and Rigside and Douglas Water. Each settlement is represented by a community council representative plus an individual representative selected by the community councils by application. 3.2. DVAG advises the Council on the investment of funds that further the delivery of key priorities as outlined in the Hagshaw Energy Cluster Development Framework, adopted by East Ayrshire Council and South Lanarkshire Council Planning Authorities in October 2022 as supplementary planning guidance. 3.3. The Development Framework outlines six key themes relating to the proposed sustainable development of the Hagshaw Energy Cluster and surrounds as follows:- Realising the Renewable Energy Opportunity Resilient and Connected Communities Coordinated Enhancement of Nature A Strong Identity, of Heritage, People and Place Inclusive, Sustainable Growth Outdoor Recreation to Support Health and Wellbeing 13 99
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3.4. The Outdoor Recreation and Adventure Tourism (ORAT) project, to support the Health and Wellbeing theme, is the first to be progressed by the Council on behalf of DVAG. 3.5. The project was funded by UK Shared Prosperity Fund, and following procurement was delivered by Land Use Consultants (LUC) and managed by Economic Development Officer: Douglas Valley Initiative. 4. Progress to date 4.1. The ORAT includes a vision statement as follows: Douglas Valley will be a well- connected place that offers a multitude of recreational activities. This will improve the quality of life of local communities through the provision of health and wellbeing benefits. Associated educational, employment and business opportunities will help to address the legacy of post-industrial decline. Douglas Valley will become a well- known, distinctive and accessible destination for recreational activities and adventure sports with a clear ‘wow factor’ that attracts 100,000 visitors per year. Visitors will come from the Central Belt and the South of Scotland, as well as the North of England. 4.2. The project sets out the context for phased development of proposals with an estimated capital cost of £14.5M over the next 10-15 years, with construction activity supporting the regional and national economy. Split into 26 key developments, the project is anticipated to be largely delivered by local community organisations utilising regional and national grant funding sources matched with community benefit funds including Renewable Energy Fund. 4.3. The economic appraisal of the proposals project possible visitor numbers of 100,000 per annum within 15 years, worth millions in numerous benefits, including impact in daily operations and tourism worth £2.6M Gross Value Added (GVA) to the South Lanarkshire economy, supporting 100 jobs and £3.3M GVA and 110 jobs across Scotland. 4.4. Proposals comprise three main elements:- A network of recreational and community hubs (Douglasdale Community Woodland, Coalburn, Douglas and Glespin), and associated access points (Glenbuck, Mainshill and Poneil). Recreational activity proposals including strategic recreational walking and cycling routes, bike skills track (Coalburn Bing) and mountain bike trail centre (Douglas West), alongside wayfinding, interpretation and natural play features (throughout). Active travel routes between settlements and connecting to Douglas West, including those already completed Coalburn – NCN74 and Coalburn – Douglas by Community Action Lanarkshire and part funded by the Renewable Energy Fund in 2024/2025. 4.5. The project methodology comprised of eight key stages; Inception and Baseline Analysis; Market Assessment; Site Appraisals and Landowner Engagement; Feasibility Studies, Project Scope and Definition; Consultation; Preparation of Project Brief; Economic Appraisal; and Project Outputs and Reporting. 100
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4.6. Comprehensive consultation played a key role in shaping proposals. It included six community drop-in workshops, an online survey, six primary school workshops and landowner and stakeholder consultation and presentation. Broad support and widespread enthusiasm for the proposals was identified throughout the process with key issues highlighted to be addressed during the next stages of design development. 5. Next Steps 5.1. Delivery of proposals is presented as a three-phase process: Phase 1 (Years 1-3), Phase 2 (Years 2-5) and Phase 3 (Years 7+), with a variety of delivery partners identified. 5.2. Phase 1 includes:- Douglasdale Community Woodland Hub – Workshop Building Douglas West Temporary Visitor Facilities and Car Park Active travel connection from Poneil to Douglas West Overall Branding and Signage Strategy Local Visitor Infrastructure Enhancement in and around Coalburn Dalquhandy Recreational Enhancements and Coalburn Connections Online Map of Recreational Walking and Cycling Routes 5.3. Douglasdale Community Woodland Hub – Workshop Building and Douglas West Temporary Visitor Facilities and Car Park will be progressed by Douglasdale REAL Group, supported by Economic Development Officer: Douglas Valley Initiative and the Douglas and Glespin Community Development Worker. Funding applications have been submitted to Renewable Energy Fund and Clyde Wind Farm Fund for the delivery of the projects to RIBA Stage 2 with timelines for completion to be discussed upon contract award. 5.4. Active travel connection from Poneil to Douglas West has partly been completed by SP Energy Networks upon the laying of an underground cable along the route of the path and former railway track in the Douglasdale Community Woodland. It is anticipated that the remaining section of path will be upgraded similarly for the remaining section of path, but timelines remain to be confirmed at this time. 5.5. Economic Development Officer: Douglas Valley Initiative will progress the remaining projects of Phase 1 upon direction from DVAG, including securing funding, procurement and project management. This includes overall Branding and Signage Strategy, Local Visitor Infrastructure Enhancement in and around Coalburn, Dalquhandy Recreational Enhancements and Coalburn Connections and the Online Map. Timelines will be developed in due course. 6. Employee Implications 6.1. Economic Development Officer: Douglas Valley Initiative supports the delivery of the Hagshaw Energy Cluster Development Framework, funded by the Douglas West Wind Farm. The officer will continue to support the delivery of the above projects, identifying funding, providing procurement and project management support on behalf of DVAG. They will also liaise with the Douglasdale REAL Group on the development of the Community Woodland. 101
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7. Financial Implications 7.1. All projects will be externally funded including from the Renewable Energy Fund with the aim to secure additional regional and national funds which have no financial implications for the Council. Business cases including revenue implications will be developed through all stages of delivery to ensure a sustainable business model is delivered. 8. Climate Change, Sustainability and Environmental Implications 8.1. As they are developed, proposals will align with principles underpinning the Hagshaw Energy Cluster Development Framework relating to climate change, sustainability and environment. These include the UN 17 Sustainable Development Goals (SDGs) that recognise that ending poverty and other deprivations must go hand in hand with strategies to improve health and education, reduce inequality, and spur economic growth – all whilst tackling the global climate and biodiversity crises. 9. Equality Impact Assessment and Consultation Requirements 9.1. Equality Impact Assessments will be undertaken as individual projects are developed. 9.2. Extensive consultation has been carried out as set out in paragraph 4.6 which will continue as the projects are developed. Kevin Carr Executive Director (Community and Enterprise Resources) 17 February 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resource Committee - 29 August 2023 - The Hagshaw Energy Cluster Development Framework Planning Committee - 11 October 2022 – South Lanarkshire Local Development Plan 2 Supporting Planning Guidance : Hagshaw Energy Cluster Development Framework 102
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List of Background Papers Douglas Valley Community-led Outdoor Recreation and Adventure Toursiim Feasibility Study and Concept Design December 2025 A Development Framework for the Hagshaw Energy Cluster July 2023 A Development Framework for the Hagshaw Energy Cluster Consultative Draft October 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Sarah O’Sullivan, Economic Development Officer Tel: 07795 453825 E-mail: sarah.o’sullivan@southlanarkshire.gov.uk 103
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Clydesdale Way – Project Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the UK Government funded Clydesdale Way project [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that progress with the delivery of the Clydesdale Way project be noted. [1recs] 3. Background 3.1. In 2021/2022, South Lanarkshire Council worked in partnership with Scottish Borders (SBC) and Dumfries and Galloway Councils (DGC) to develop a joint bid for Round 2 of the UK Levelling Up Fund (LUF) targeting the Dumfriesshire, Clydesdale, and Tweeddale constituency. The joint ‘Three Rivers Active Tourism Project’ was focussed on promoting tourism, providing significant community benefits, and improving culture and rural economies. The bid comprised of three projects, one from each of the three local authorities. At that time the Round 2 bid was unsuccessful. 3.2. South Lanarkshire’s project has focused on the rural path and cycling network through the development of the Clydesdale Way to address the gaps in the regional paths network, create investment in infrastructure to develop tourism in the area and establish active travel links between local communities. 4. Project Funding 4.1. Round 3 of LUF drew on bids which were unsuccessful in Round 2 but had been assessed as ‘high quality and ready to deliver’. Consequently, on 20 November 2023, the UK Government advised the Three Rivers Active Tourism Project had been awarded £22,809,416. The three Councils are contributing £2,534,380 in match funding bringing the total cost to £25,343,796. 4.2. The LUF grant is broken down as follows:- Clydesdale Way (South Lanarkshire): LUF grant awarded £6,795,000 with match funding by the Council of £755,000 giving a total project value of £7,550,000. 14 105
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The Chambers Institution (Scottish Borders): LUF grant awarded £4,195,800 to convert an A-listed Council building in Peebles to accommodate an integrated museum, library, art gallery, and flexible event space. Annan Harbour (Dumfries and Galloway): LUF grant awarded £13,131,796 to refurbish Colette’s Building, a vacant warehouse into a community hub; including public realm improvements to the surrounding harbourside, and construction of a new footbridge. 4.3. Funding was awarded to Dumfries and Galloway Council, as lead applicant for the project, and a Grant Funding Agreement was developed with the Council to ensure funding was in place prior to the appointment of external consultants and professional advisors. 4.4. LUF criteria originally specified that grant funding should be incurred by March 2026, however, updated guidance from the UK Government has since extended delivery to March 2028. The Council’s project will be delivered to meet this timescale. 5. Project Description 5.1. The proposed route commences at the end of the Clyde Walkway at Bonnington Lynn. From Wolfclyde at Biggar the route will travel towards the John Buchan Way at Broughton in the Scottish Borders and continue south past Coulter, Abington, Crawford, Elvanfoot and Leadhills to join the Southern Upland Way in Wanlockhead in Dumfries and Galloway (See Appendix 1 outlining the overall route). 5.2. The current proposed Clydesdale Way is approximately 132km in total. There are high level routes which pass through hilly and exposed terrain and low-level routes that follow the river corridors. The availability of both high and low-level routes create loops that provide more diverse options and increase the appeal to a wider range of users. 5.3. The project is split up into 22 individual sections which compromise new and existing paths. The project has been developed by creating a connected route through a mixture of unclassified roads, existing tracks and new paths. New paths will be a mixture of unbound paths (e.g. whin dust) and bound paths (e.g. tarmac). Accessibility along the routes will be limited in sections due to gradient and terrain. To deliver the project, over 100 landowner agreements will be required. 6. Procurement 6.1. Following a procurement exercise and on conclusion of the Grant Funding Agreement with Dumfries and Galloway Council, Turner and Townsend Project Management was appointed as lead consultant with Stantec appointed as subcontractor leading on landowner engagement, consultation, branding, marketing, environmental considerations, active travel and infrastructure. 7. Project Governance 7.1. A Project Board has been established with the Executive Director and Heads of Service within Community and Enterprise Resources, and the Head of Administration and Legal Services and Head of Finance (Strategy) which meets at key stages in the project. 7.2. A Project Team involving officers across the relevant services within the Council e.g. Countryside and Access, Legal, Roads, Planning and Enterprise and Sustainable Development Teams, has also been set up and meets on a regular basis. 106
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8. Project Update 8.1. Following appointment of the external team, the project has moved at pace with the activities below completed:- initial consultation was carried out with local councillors, community councils and key stakeholder groups in Autumn 2025 landowner engagement – a protocol for engagement has been agreed between Stantec and the Council. 55 landowners have been contacted with 34 actively engaging with the project. A RAG (Red/Amber/Green) status action tracker has been prepared to record and summarise contact with landowners audit and report on user experience and special needs audit completed ecological walkover and report completed RIBA Stage 3 design of routes completed Blue Sail Consultants haven been appointed to develop project marketing, branding and signage 8.2. Following lengthy discussions with landowners it has been identified that landowner agreement will not be forthcoming for several sections of the project. This was discussed at a special Project Board meeting on 5 February 2026 where it was agreed to halt landowner discussions on the following routes and identify alternative routes:- Route 8 (Lamington to Wandel) is under review to identify an appropriate alternative route to avoid crossing A702 Route 27 (Thankerton to Symington) is under review to identify an appropriate alternative route on existing country roads and core paths Route 28 (Symington to Wolfclyde) has now been removed from the project due to landowner negotiations failing 9. Next Steps/Timeline 9.1. The following sets out key milestones for the next year:- TASK MILESTONE Procurement Strategy Underway Conclude community consultations Spring 2026 Develop marketing / branding Spring 2026 Landowner agreements finalised Summer 2026 Conclude technical design Summer / Autumn 2026 Conclusion of procurement of contractor/contract award Autumn 2026 Site start Autumn/ Winter 2026 Completion of full project Autumn 2028 10. Employee Implications 10.1. The project is being managed by officers from Enterprise and Sustainable Development Service, with input from colleagues in various services across the Council. The internal team is supported by external project managers and designers. 11. Financial Implications 11.1. As outlined in paragraph 4.2, the Council has received an LUF grant award of £6,795,000 and with the Council’s match funding of £755,000 gives a total project value of £7,550,000. 107
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11.2. As the grant award was part of a joint bid, with Dumfries and Galloway Council as lead authority, the Council submits quarterly claims to Dumfries and Galloway Council to drawn down the funds. South Lanarkshire Council is also required to complete monthly monitoring reports. 12. Other Implications 12.1. A full Risk Register has been developed by Turner and Townsend and will be monitored and updated throughout the project. The current top risks relate to landowner agreements/consent, cost pressures, and flood risk of certain sections of the route. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. All necessary environmental considerations will be taken into account and managed accordingly as the project progresses. 14. Integrated Impact Assessment and Consultation Requirements 14.1. An Integrated Impact Assessment is currently being developed. 14.2. Public and stakeholder consultation will continue to be undertaken throughout the project. Online consultation is scheduled for Spring 2026, with in-person consultation scheduled to take place at the Council’s Rural Conference in Biggar at the end of March 2026. Kevin Carr Executive Director ( Community and Enterprise Resources) 17 February 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships 108
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Judith Gibb, Change and Development Adviser E-mail: judith.gibb@southlanarkshire.gov.uk 109
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Appendix 1 Overall Map of Route (dependent on landowner consents) 110
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Business Gateway Lanarkshire – 2025/2026 Interim Performance Report 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of the activities and performance achieved up to the end of Quarter 3 2025/2026 by the Business Gateway Lanarkshire service [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the services being delivered, be noted. (2) that the performance achieved to date, be noted. [1recs] 3. Background 3.1. Business Gateway is a nationally branded service which is delivered by individual local authorities to provide free, impartial advice and support to pre-start, new start and existing businesses. 3.2. Business Gateway has the following core service objectives:- support more people with their ambitions to start a business support more businesses to survive and achieve their growth ambitions support more people with their aspirations for high business growth support more people from under-represented groups to access mainstream business support 3.3. Underpinning the service objectives, there is a commitment to providing support across several themes such as Carbon Reduction, Fair Work, Innovation, Internationalisation, Digital Upskilling, Community Wealth Building, and Job Creation. In addition, local authorities have the flexibility to tailor services to address specific local needs and priorities. 3.4. The service was insourced with effect from 1 March 2024 with North Lanarkshire Council delivering the service on behalf of both Councils. North Lanarkshire Council has managed the delivery of Business Gateway Services on behalf of both North and South Lanarkshire Councils since 1 April 2008. Between April 2008 and February 2024, the service was delivered through a series of outsourced contracts. 15 111
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3.5. Although the advisers and administrative staff for the in-house model are employees of North Lanarkshire Council, Business Gateway Lanarkshire is managed via quarterly Steering Group meetings where South Lanarkshire Council is represented by our Head of Enterprise and Sustainable Development, Economic Development Manager and Business Support Team Leader. The Council is also represented on interview panels for the recruitment of new/replacement Business Gateway Staff. Business Gateway Lanarkshire is South Lanarkshire Council’s primary provider of face-to-face business support to the small and medium-sized enterprise (SME) business base. 4. Performance Enquiries 4.1. Clients typically access the Business Gateway Lanarkshire (BGL) service through making an initial enquiry via one of several different channels, as follows: BGL Web Site Planning to Start Review Strengthen Your Business Review Digital Health check Enquiry Fulfilment and Research Service Telephone E-mail Social Media Local Contact Telephone E-mail Social Media Client Referral Partner Referral 4.2. Typically, BGL receives 1,500 enquiries per year from South Lanarkshire based businesses or individuals, of which 1,000 relate to Pre-Start/New Start businesses with the balance of 500 being from established businesses. 4.3. 2025/2026 performance to date:- Service Q1 Q2 Q3 Total Target % to Target Total Enquiries 372 373 275 1020 1500 68.0% Pre/New Start 256 289 171 716 1000 71.6% Existing Business 116 102 104 322 500 64.4% 4.4. Total enquiries from April to December 2025 have increased by 58, compared to the same period in 2024 and driven by Prestart/New Business enquiries. September remains the best performing month securing 143 enquiries which was promoted as the Business Gateway National “Start Up” month and heavily promoted at a local level across Lanarkshire. 4.5. The proportion of Pre-start/New business to Existing business enquiries is in line with the expected ratio of 3/2, but it is noted that the established business enquiries continue to decline, which is also a national trend. 112
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4.6. The latest figures highlight the ongoing uncertainty facing Scotland’s SME base, with confidence remaining fragile and growth continuing to weaken. A combination of structural pressures and wider economic headwinds is constraining performance across the sector. Key contributing factors include:- rising input, energy, and operational costs weak consumer demand and slowing economic momentum global instability and international trade disruptions inflation-driven wage and cost pressures persistent supply chain challenges and ongoing post-Brexit adjustments In addition to these broad economic pressures, several sectors are experiencing more acute, industry-specific challenges, including:- manufacturing sector decline:- manufacturing output in Scotland fell significantly in early 2025 broad‑based downturn across subsectors including food and drink production closure of Grangemouth oil refining operations reduced industrial activity and demand across supply chains food and drink sector pressures:- output declines affected producers and linked SMEs in agriculture, packaging, logistics, and catering hospitality sector strain:- falling employee numbers and reduced staffing due to softer demand and rising operating costs higher utility and input costs placing pressure on margins for small hospitality businesses export‑exposed sector challenges:- many exporters reported lower export volumes due to weaker international demand and trade frictions import‑reliant SMEs faced higher import costs, affecting profitability retail and consumer‑facing sector pressures:- declining customer spends impacting sales volumes growing price sensitivity and increased competition squeezing margins energy and petroleum supply chain disruption:- shutdown of Grangemouth refining impacted SMEs in engineering, maintenance, logistics, and environmental services 4.7. Recent government policy changes have further influenced SME confidence and future growth intentions. Adjustments to taxation, labour regulation, and employment legislation have introduced increased cost pressures and heightened planning uncertainty for many small and medium-sized enterprises. Notable policy-related impacts include:- 113
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increases in labour costs (National Insurance, National Real/Living Wage) higher tax burdens and reduced reliefs (Capital Gains Tax, business rates) more complex employment regulations (Employment Rights Bill; predictable work patterns legislation) policy instability and uncertainty longer-term tax reforms creating planning uncertainty (pension National Insurance contributions (NICs) changes) Business Start Up Service 4.8. Prior to being allocated a dedicated Business Gateway Adviser, clients at the pre- start stage are encouraged to complete a “Planning to Start” review which provides an overview of the stage they are at on their start up journey. This enables the adviser to have a more meaningful initial interaction with the client and for an individually tailored action plan to be produced. It also allows the adviser to identify potential early-stage growth businesses and classify them as pre-start plus, enabling more intensive support to be provided. 4.9. Once a pre-start client commences trading, the business is classified as either a New Business or, if it has growth potential, as New Business Plus, with ongoing support being provided during the first 12 months of trading. 4.10. Business Start Up 2025/2026 performance to date:- Service Q1 Q2 Q3 Total Target % to Target New Business Starts 62 76 62 200 375 53.3% New Business Plus Starts 13 11 8 32 100 32.0% 4.11. New Business starts are ahead of the same period last year by 34. The conversion ratio has increased from 1:4 to 1:3. 4.12. Of the customers who were supported to start a business in South Lanarkshire; 115 were female-led enterprises, 13 were from minority ethnic backgrounds, 20 were established by young people aged under 25, and 12 customers reported having a disability. The service will continue to identify and develop effective pathways to increase engagement with under-represented groups. This will include strengthened partnership working with local authorities and key delivery partners, including The King’s Trust, the Department for Work and Pensions (DWP), and Routes to Work (North and South). 4.13. External factors impacting on people wishing to consider self-employment include economic uncertainty and rising business costs as well as declining interest in entrepreneurship among younger adults. This second point is something that the Council is attempting to address via the South Lanarkshire Council Sharkreef initiative. Existing Business Services 4.14. Businesses which have been trading for more than 12 months are regarded as an existing business and are classified in one of the following three ways:- business base – any business that does not satisfy the criteria (noted below) or does not require intensive adviser support 114
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local priority – a business that needs assistance to survive or achieve modest growth and which satisfies local priority criteria set out below:- increase the reach of BGL across all communities including a renewed focus and take-up of services from residents from rural communities and priority Scottish Index of Multiple Deprivation (SIMD) areas increase take-up of BGL services from under-represented groups including long-term unemployed, economically inactive residents, carers, young people, Black, Asian and Minority Ethnic (BAME), disabled people, restorative justice/offenders increase focus and take-up of BGL services from Social Enterprises, employee-owned businesses and co-operatives inspire and increase engagement and take-up of services by young people focussing on enterprise pathways in schools, college (New College Lanarkshire/South Lanarkshire College), University of the West of Scotland (UWS), youth groups working alongside sectoral plans provide Business Gateway services to key sectors including construction, food and drink, creative industries, energy sector, manufacturing/engineering services, tourism, transport and logistics delivery of support to town centre businesses to support North Lanarkshire/South Lanarkshire town centre action plans increase engagement with non-engaged business and those who require additional support to survive Business Gateway Growth – a business with plans to increase turnover by a minimum of £200,000 within 3 years 4.15. Existing Business Service 2025/2026 performance to date:- Service Q1 Q2 Q3 Total Target % to Target Business Base 106 73 96 275 375 73.3% Local Priority 5 5 10 20 50 40.0% Business Gateway Growth 11 18 11 40 75 53.3% 4.16. Enquiries from existing businesses have continued to decline, which directly affects the ability to categorise customers as either Local Priority or Business Growth. Business Base enquiries have increased, with 41 more recorded compared to the same period last year. 4.17. Although these enquiries do not result in a customer categorisation - since the business may be a lifestyle enterprise or may choose not to engage - the adviser intervention still requires a minimum of 60 minutes per customer. This includes making initial contact, offering support, and completing necessary follow-up activity. 4.18. Local Priority was a new categorisation to the service and tracking commenced in Quarter 2 2024 and is behind target. As noted, this category relies on the right type of customer enquiries entering the service and the customer engaging with the adviser to work towards a business goal. 115
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4.19. This category will remain a key focus for the new Business Support Team Leaders who are working closely with the advisers to support with reviewing lapsed customers from the Customer Relationship Management (CRM) database, including those who are no longer supported by Scottish Enterprise and handling active leads referred from the Federation of Small Business, Lanarkshire Chamber of Commerce and Lanarkshire Business Hub. 4.20. The Business Growth Categorisations are tracking behind the expected Quarter 3 position. Whilst enquiry numbers declining contributes to this deficit, it has also been impacted by a reduction in advisor resource due to ill health. BGL is considering options to address this capacity issue. 4.21. To achieve the annual target, the following mitigation has been put in place:- weekly - one to one meetings are being held with the advisers to review personal performance, assess current pipelines and provide support with any lead generation internal processes changed to refer potential growth clients from the Bank Search database to the growth team in response to declining enquiries review of CRM lapsed accounts and those previously managed by Scottish Enterprise targeted marketing activity including direct email outreach to the lapsed CRM customers and promotional activity for Expert Help across Lanarkshire, to stimulate new customer engagement Expert Help Support (Including Expert Surgeries and Workshops) 4.22. The Framework Agreement of Expert Help Consultancy Support allows SMEs based in Lanarkshire to receive either an hour, one day (7 hours) and up to five days (35 hours) of fully funded consultancy support. The aim is to ensure that in addition to the 1-2-1 generalist support from a Business Gateway Adviser, where appropriate, the customer can access qualified consultants to provide bespoke advice and a customised action plan, focusing on sustainability and/or growth areas. A £175,000 budget is assigned to each authority area. 4.23. Budget remaining by Lot 2025/2026 Budget Remaining Ave project (Days) Lot 1 - Financial Management £7,038 12 Lot 2 - Business Growth and Development £21,128 37 Lot 3 - HR, Leadership and Skills £2,525 5 Lot 4 - Procurement £16,098 28 Lot 5 - Marketing £11,781 20 Lot 6 - Information and Digital Technology £6,100 11 Lot 7 - Energy Efficiencies and Net Zero £1,345 2 Lot 8 - New Market Opportunities and Internationalisation £6,000 11 4.24. Promotion of the Expert Help Framework has been ongoing across Business Gateway social media channels, complemented by monthly email communications to established businesses and direct promotion by advisers during networking events. A consultant event was also hosted at Motherwell Library on 23 October 2025 to enable both local authorities to provide updates and gather feedback from the consultants about the framework, business trends and challenges. The consultants reported that the low utilisation for projects was not a local challenge but being seen across Scotland for marketing and procurement. 116
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Quality Assurance 4.25. The quality of Business Gateway service delivery in each local authority area is monitored by Business Gateway National via an independent research organisation which surveys clients that have interacted with the service. Seeking feedback in respect of the level of satisfaction related to six criteria, as follows:- general satisfaction with the BGL service were expectations met/exceeded was the service provided of benefit to the business would they recommend the BGL service to others would they continue using the BGL service satisfaction with staff 4.26. A score is generated based on the number of very satisfied/satisfied responses received and compared against the national target of an 80% positive response. 4.27. Year to date performance:- Service Target Q1 Q2 Satisfaction with BGL 80% 81% 68% Expectations Met/Exceeded 80% 69% 81% Beneficial to Business 80% 56% 64% Likelihood to Recommend 80% 75% 74% Likelihood to Keep Using 80% 81% 79% Satisfaction with Staff 80% 88% 100% 4.28. Monthly feedback provided from the Progressive Partnership remains the only way to capture independent customer feedback and respondent numbers are as low as 4%. Business Gateway nationally are exploring new approaches for securing higher volumes of feedback and have started a pilot with Business Gateway Fife. Whilst the satisfaction with staff remains positive, the team will continue to encourage all customers who are engaged to complete the survey. Workshops/Events 4.29. A wide range of on-line webinars and tutorials are delivered by Business Gateway nationally addressing a variety of business themes with quality content and professionally delivered. As such, the decision was taken that, locally BGL would not duplicate the national offer but seek to complement this. The advisory team reacted to customer feedback and created new monthly bootcamps which cover the main topics of startup, marketing, cash flow and business planning. This allows advisers to deliver support on a “one to many” approach. This approach also allows customers to meet in their local area and presents an opportunity to network with others to start building a customer/supply chain base. 4.30. Workshops and attendance is noted below:- Service Q1 Q2 Q3 Total Local Workshops 5 5 6 16 Attended 29 40 29 98 National Workshops 109 113 90 312 Attended 231 259 218 708 117
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4.31. To date, the local workshop offering has included 11 events held for the startup/new business customers in a bootcamp format and 5 workshops/networking events for the established business community. The attendance ratio is much higher for these “in person” events covering key business topics with 98 South Lanarkshire participants attending. Local bootcamps have taken place in:- South Lanarkshire – Larkhall, Douglas, Blantyre, Hamilton and Bothwell North Lanarkshire – Airdrie, Cumbernauld, Bellshill and Motherwell 4.32. The established business events allow for trending topics to be delivered including Cyber-crime and resilience, AI, Net Zero, internationalisation and business strategy. By providing a space for customers to network with other business owners and share experiences and best practice, the Business Gateway team can then offer access to the Expert Help and other local authority provisions – employability, grant funding, planned events in marketing, financial management and digital marketing. 4.33. Community Engagement events attended 5. Marketing 5.1. BGL continued to expand the brand visibility across Lanarkshire through community outreach:- Education sector: Point-of-sale materials and digital screens are now live in South Lanarkshire College, targeting entrepreneurial students. Regular drop in to support students wishing to start their own business agreed DWP/Jobcentres: Material to be displayed in East Kilbride, Lanark and Hamilton Libraries and community venues: Agreement reached with South Lanarkshire Leisure and Culture to display marketing materials in libraries 5.2. To drive awareness of the business grants available in both areas and target the existing business audience, a two-week Meta lead-generation campaign ran during Quarter 3. The campaign generated 117 South Lanarkshire enquiries, 46 of which are new to the BGL service (a mix of pre-start and established businesses). 5.3. Expert Help Promotion a new digital and print Expert Help brochure was produced for clients/partners promotion ran across email, social media, and increased video content during Climate Week 2025 and International Trade Week, BGL highlighted consultancy support through targeted email and organic social activity South Lanarkshire Lanarkshire Wide FSB at EK Collective - monthly Lanarkshire Hub Clic networking Events at SLC Police retiral Sharks Reef PACE RTWS 25th Celebration Skilled Trades Network South Lanarkshire College x 3 classes SWIB Dinner Tackling Poverty Exhibition BGLS Lunch Stonehouse community council Family Awards Lanarkshire Chamber of Commerce Expo Build Lanarkshire 118
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BGL trialled LinkedIn long-form articles featuring consultants including procurement specialist Judith Stewart and HR specialists, with additional promotion of internationalisation support 5.4. The focus for the next quarter will be to address the decline in existing business enquiries by strengthening outreach and re-engagement activity with established businesses. Key actions will include:- increasing general awareness of BGL through ongoing communications and targeted promotional activity, including internal South Lanarkshire Council (SLC) communication channels delivering targeted email communications to lapsed clients and established businesses to encourage re-engagement and highlight available support continuing the promotion of Expert Help to established businesses - both existing and prospective clients using Power AI insights to inform data-led decisions 6. Key Priorities 6.1. Key areas of activity:- attend networking events with Federation of Small Businesses and the Chamber of Commerce review boot camp workshops delivery and topics for improvement elected member briefings engage with local professional services companies more closely creation of community champions allocation for key towns 6.2. During Quarter 4 of 2025/2026 activities will be designed to increase brand awareness and customer referrals to the service:- continued networking with Council departments to encourage referrals adviser presence in South Lanarkshire College monthly - a drop-in session to meet with student community the creation of an Ideas Generation workshop to facilitate those at very early stage and reduce impact on adviser time deliver a Neurodiverse start up workshop via 3rd party supplier 7. Employee Implications 7.1. There are no direct employee implications as result of the contents of this report. Business Gateway Lanarkshire is hosted by North Lanarkshire Council with the Council’s Business Support Team providing management support. 8. Financial Implications 8.1. This update sets out the work being delivered within existing business support budgets. 8.2. The additional £400,000 funding approved in the 2026/2027 budget for business grants will provide a further opportunity to connect businesses with Business Gateway. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no direct climate change implications as a result of this report. The work of BGL, however, can assist businesses on their journey to net zero. 119
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10. Other Implications 10.1. As BGL will be the main conduit to the SME business base in Lanarkshire, they will play a pivotal role in engaging with this business cohort in relation to our Marmot Place programme during its developmental and delivery phases. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and therefore no impact assessment is required. 11.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Kevin Carr Executive Director (Community and Enterprise Resources) 13 February 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres People live the healthiest lives possible Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Alison Brown, Head of Enterprise and Sustainable Development Ext: 4700 (Tel: 01698 454700) E-mail: alison.brown@southlanarkshire.gov.uk 120
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Flood Risk Management in South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of Flood Risk Management (FRM) in South Lanarkshire, including current legislation, national assessments, audits, and strategies as they affect South Lanarkshire 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of this report be noted. [1recs 3. Background 3.1. Flooding issues across South Lanarkshire are generally localised in nature and vary significantly by location, making their overall extent difficult to quantify with certainty. The Council’s road and drainage networks interact with a range of watercourses, surface water systems, and sewer networks, often across multiple catchments, resulting in a fragmented drainage environment. Responsibility for these are generally out with the Council’s responsibilities therefore discussions and agreements with third parties is often needed to take forward projects. 3.2. Evidence from recent flood risk and surface water assessments indicates that, across South Lanarkshire, flooding is predominantly associated with surface water and carriageway flooding rather than river flooding and / or repeated and significant flooding of internal properties, although this is the case in Coulter and remedial work is underway to manage this. Reported incidents are more commonly related to roads, underpasses, and other low-lying sections of the transport network during intense rainfall, which can cause disruption due to system capacity issues (such as Scottish Water foul sewer and surface water systems) but are generally short-lived. 3.3. Climate change predictions suggest Scotland will experience an increasingly warmer and wetter weather shift. South Lanarkshire is therefore predicted to have more intense and / or prolonged rainstorms resulting in greater water surges through the river networks, leading to an increase both in intensity and frequency of flood events. 3.4. The most recent National Flood Risk Assessment states that during the medium likelihood flooding scenario (a 1 in 200-year storm), there are 8,500 homes, businesses, and services at risk of flooding within South Lanarkshire, which equates to 1 in every 19 properties across the council area. Details of these areas are outlined in Section 5 of this paper. 16 121
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4. Flood Risk Management (Scotland) Act 2009 4.1. The Flood Risk Management (Scotland) Act 2009 was brought in to improve the assessment and sustainable management of flood risk across Scotland, provide a framework for coordination and cooperation between organisations, and provide a revised statutory process for flood protection schemes. 4.2. This Act places duties upon South Lanarkshire Council as a Responsible Authority, including:- Act with a view to reduce overall flood risk Prepare maps of bodies of water Assess bodies of water Carry out clearance and repair works Prepare local flood risk management plans 4.3. The Act also provides the Council with additional powers to carry out these duties, including:- Section 56 – General Power to Manage Flood Risk A local authority may do anything which it considers is necessary to reduce the risk of a flood in its area. Section 79 – Powers of Entry Any person authorised by a local authority is entitled to enter any land. 5. SEPA – National Flood Risk Assessment (NFRA) 5.1. The first NFRA was completed in 2011, and this assessment considered the likelihood of flooding from rivers, groundwater, and the sea, as well as flooding caused when heavy rainfall is unable to enter drainage systems or the river network. The likelihood of flooding was examined alongside the estimated impact on people, the economy, cultural heritage, and the environment to identify the areas most vulnerable to floods. These locations were thereafter identified as Potentially Vulnerable Areas (PVAs), with the following PVAs being included within the first cycle of Local Flood Risk Management Plans (LFRMPs):- PVA 11/13 White Cart Water catchment PVA 11/14 Rutherglen PVA 11/17/1 East of Glasgow PVA 11/17/2 Clyde Catchment – Motherwell to Lesmahagow PVA 13/07 Biggar 5.2. The NFRA was updated by SEPA in 2018 as new datasets, flood modelling technology and flood event information was now available to help create an improved, more comprehensive assessment of flood risk across the country. The 2018 NFRA also informed an update to the PVA boundaries and designations, including the creation of a new PVA within South Lanarkshire covering Symington and Coulter, producing a revised list of PVAs within South Lanarkshire within the second cycle of LFRMPs:- PVA 02/11/10 East of Glasgow to Strathaven PVA 02/11/11 Clyde Catchment – Motherwell to Larkhall PVA 02/11/12 Clyde Catchment – Lanark to Lesmahagow PVA 02/11/15 Symington and Coulter PVA 02/11/16 Rutherglen 122
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PVA 02/11/17 White Cart Water catchment PVA 02/13/01 Biggar 5.3. The next iteration of the NFRA (NFRA 2025), will be available from Spring 2026. This new data is expected to provide the most comprehensive assessment of flood risk available and will be used to inform the next cycle of National and Local Flood Risk Management Plans. 6. Flood Risk Management (Scotland) Act – Local Flood Risk Management Plans 6.1. Under the Act, Scotland has been split into Local Plan Districts (LPD) by river catchments, with South Lanarkshire being actively involved in both the Tweed and the Clyde and Loch Lomond LPDs. 6.2. LFRMPs were first published in June 2016 and cover six-year planning cycles. These plans set the direction of flood risk management planning, helping to target investment and coordinate actions. Each LFRMP used the flood risk outputs from the NFRA to characterise the different flood risks within each PVA, assign objectives and identify and prioritise appropriate actions to be taken forward by Local Authorities, SEPA, and Scottish Water. Therefore, each LFRMP has actions including Flood Studies, Surface Water Management Plans, and Maintenance of Existing Assets within the relevant PVAs. 6.3. Projects that have been identified within LFRMPs and have been delivered in recent years include the River Clyde Flood Modelling Project, Halfway Surface Water Management Plan, East Kilbride Integrated Catchment Study and Biggar Flood Study. 7. Scotland’s National Flood Resilience Strategy (2024) 7.1. This Strategy, part of The Scottish National Adaptation Plan 2024-2029 (SNAP3), was published by the Scottish Government in December 2024 in response to the climate emergency and significant flood events (e.g. Storm Babet in October 2023). 7.2. The Strategy sets out the following vision for a flood resilient Scotland through 2045 and beyond, and aims to change the traditional approach of trying to stop flooding, to creating more flood resilient places:- “Our people and places are prepared for increased flooding, and we are adapting to a changing climate and creating sustainable resilient places in ways that are inclusive and fair”. 7.3. The Strategy is structured round the themes of People, Places and Processes and sets out the following outcomes and priority actions:- People Outcome – Creating flood resilient places involves our people and communities Places Outcome – Land management and placemaking decisions follow good practise for flood resilience Processes Outcome – Flood resilience is blended into our places at all scales; a broader range of actions are being delivered by a broader range of delivery partners 123
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Priority Actions:- Establish a flood advisory service Involve and support communities Improve land-use for flood mitigation Support a broader range of flood actions Improve flood resilience through data Support long-term transition planning for our most exposed communities 7.4. As will be reiterated within the Audit Scotland findings referred to below, this Strategy sets out several high-level proposals which aim to better understand and manage flood risk across Scotland. However, further information is needed on how this will be achieved, which organisations will lead on each aspect, and the timescale for changing our current processes. 7.5. Regarding most of the actions proposed within the Strategy, the Council already achieve most of these through the daily work of our Flood Risk Management Team, most notably by way of the Development Management role, consideration of a wide range of flood protection measures, use of the latest flood inspection/recording software and regular liaison with affected communities. 7.6. The Strategy does state that the next stage will be to develop an implementation plan, which will set out how the required actions will be delivered to move towards the Vision and the People, Places, Processes outcomes. Therefore, at this time, it is not clear what will be required of the Council going forward as part of this Strategy. 8. Audit Scotland – Flooding in Communities (August 2025) 8.1. This audit was part of a wider programme of climate change audits undertaken by Audit Scotland, with the aim of its recommendations being to inform the further development of plans and actions related to the National Flood Resilience Strategy. 8.2. Audit Scotland found that:- There are good examples of public bodies and councils working well with each other and with communities to tackle flooding. There are gaps in leadership, data, resources, skills, and capacity. The funding mechanism for major flood schemes is not fit for purpose. Costs are increasing with fewer homes than planned to be protected. There is great uncertainty for the funding of future flooding schemes. Better leadership and specific actions are needed to deliver the Scottish Government’s National Flood Resilience Strategy. More needs to be done to tackle issues that can make flooding worse (such as how land is used) and increase initiatives that can minimise flooding. Greater awareness of the risks of flooding and the action communities can take to be better prepared. 8.3. Several recommendations have been made within this audit, with the following directly impacting the Council, Scottish Government, Scottish Water and SEPA:- Work together to understand and prioritise addressing critical gaps in roles and responsibilities, bringing greater clarity to existing arrangements for flood risk management. Work together to understand and prioritise addressing critical gaps in information and data, considering data standardisation where relevant. 124
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Work together and with communities to develop specific actions for community engagement as part of the National Flood Resilience Strategy implementation plan. Review arrangements for flood-related services across different departments to ensure effective and efficient delivery of these services, with long-term strategic plans for addressing flood risk where relevant. 8.4. This audit is welcomed, however, at this time it is unclear how the findings and recommendations are proposed to be taken forward. Further discussion will take place at the upcoming Senior Officers’ Groups / SCOTS Flood Risk Management Group meetings where the Council is represented. 8.5. As noted in this report the Council already has robust and well developed processes, actions, and responses in place to manage and consider flood risk across South Lanarkshire; we will consider how these need to be adapted if necessary as the next steps in considering the audit recommendations progress. 9. Flooding Response / Priorities 9.1. As noted in section 4, the Act places duties upon South Lanarkshire Council as a responsible authority, and the following provides some examples of how we fulfil these:- Mapping, Assessing and Clearing Watercourses:- Regular inspections of watercourses and drainage systems. Removing debris and blockages from watercourses. Map and record watercourse inspections. Maintaining Existing Drainage Infrastructure:- Undertaking structural improvements to culvert headwalls. Replacing damaged and / or inefficient culvert inlet trash screens. Improving access arrangements for maintenance. Undertaking drainage investigations using CCTV survey equipment. ‘Managing Flood Risk’ procedure:- This is a comprehensive list of locations liable to flood within our area and sets out the level and frequency of actions required. Locations include culvert inlets, road gullies, River Clyde, and bridges. Active between September and April, however, can be activated by senior officers upon an extreme weather forecast. Watercourse Telemetry Equipment:- Remote monitoring and alarm equipment at 20 known flood locations across the council area. This equipment provides real-time access to water levels which when used with rainfall forecast information, can help shape decision making and resource allocation during storm events. At some locations we also have still-image cameras, which provide photographs at request to allow remote inspections to be conducted at any time. Alarms are also activated when watercourses reach pre-determined levels, sending an automated text message to on-call officers to action accordingly. 125
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Development Management:- Planning applications are assessed to ensure new development is out with floodplains, poses no increase of flood risk to neighbouring lands, and that surface water is managed in a sustainable manner e.g. Sustainable Urban Drainage Systems. Bespoke Developer Design Guidance document for developers to adhere to, which conveys the Council’s requirements in relation to both flood risk and managing surface water. To ensure engineering competence in designs and proposals, this guidance includes a self-certification process which requires developers / consultants to provide evidence they hold sufficient qualifications and insurance expected of a competent person tasked with preparing flood risk assessments and drainage designs. Flood Studies and Surface Water Management Plans:- Undertake strategic flooding and drainage studies using hydrological and hydraulic modelling techniques, Identify and assess the feasibility of potential flood protection measures. Flood Protection Works / Schemes:- Prepare contract information and technical drawings of proposed flood protection measures and progress through tender stage to implementation. 9.2. Appendix 1 sets out some of the key priority areas and projects which have emerged from the above actions and have been delivered as well as those currently being progressed and / or under development. 10. Summary and Conclusions 10.1. The Council is responding to flood risk in a structured, proactive and evidence-driven manner, guided by the statutory responsibilities set out in the Flood Risk Management (Scotland) Act 2009. The Council demonstrates compliance with these duties, including watercourse assessment, mapping, inspection, maintenance, and the preparation of Local Flood Risk Management Plans. These responsibilities are supported by additional powers such as the general power to manage flood risk and powers of entry which enable officers to conduct essential interventions quickly and effectively. 10.2. Operationally, the Council maintains a programme of watercourse inspections, debris clearance, and drainage maintenance. Structural improvements to culverts, enhanced access arrangements and CCTV investigations further strengthen the resilience of local drainage networks. The well-established “Managing Flood Risk” procedure ensures work is prioritised, particularly during the September to April period when extreme weather is most likely, or when early warnings are received. 10.3. A strength of the Council’s approach is its investment in telemetry and remote monitoring technology. With 20 monitored locations providing real-time water level data, automated alerts and still-image capture, officers are equipped to make informed, timely decisions during storm events. This technology reduces response times and enables resources to be deployed where they are most needed. 126
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10.4. Strategically, the Council plays an active role in both the Clyde and Loch Lomond and the Tweed Local Plan Districts, contributing to coordinated catchment-based planning. The delivery of major LFRMP actions such as the River Clyde Flood Modelling Project, Halfway Surface Water Management Plan, East Kilbride Integrated Catchment Study and Biggar Flood Study illustrates the Council’s commitment to turning strategic planning into practical, localised outcomes. 10.5. The Council also maintains a strong focus on long-term resilience through its development management role. By ensuring new development avoids functional floodplains, embedding Sustainable Drainage Systems (SuDS) and requiring technical self-certification, the Council helps prevent the creation of new flood risks while supporting sustainable growth. 10.6. An important element of the Council’s forward planning is its alignment with the National Flood Risk Assessment (NFRA). First released by SEPA in 2011, the NFRA is now undergoing its third update, with NFRA 2025 due in Spring 2026. This edition is expected to provide the most comprehensive assessment of flood risk to date. With improved mapping and advanced flood-modelling tools, it may result in revised estimates of the number of at-risk properties in South Lanarkshire. Once available, the Council will integrate the updated figures into key documents, including the State of Environment Report, Resource and Service Plans, and other climate-related publications ensuring future decisions remain evidence-based and aligned with the most up-to-date national data. 10.7. The publication of the National Flood Resilience Strategy (2024) marks a further shift toward long-term adaptation, community engagement, and enhanced resilience. While the Council already delivers many of the Strategy’s aims through community contact, varied flood protection measures and strong data use, Audit Scotland has highlighted the need for clearer national leadership and firmer commitments in how the Strategy will be delivered. The Council is well positioned to respond as implementation plans emerge and is actively engaging in SCOTS and senior officer forums to understand future expectations. 10.8. Overall, the Council demonstrates a forward-looking approach to flood risk management. Through a blend of operational readiness, strategic planning, strong regulation of new development, adoption of modern monitoring technology and alignment with national frameworks, the Council is addressing both current and future flood challenges across its communities. 10.9. Looking ahead, the Council recognises the importance of continuing to work closely with national partners as Scotland’s approach to flood resilience evolves. In the coming months, officers will participate in SCOTS and other Senior Officers’ Groups where the National Flood Resilience Strategy and its emerging implementation plans will be examined in detail. 10.10. These discussions will be essential in clarifying expectations, understanding any new responsibilities, and assessing the potential implications for Council resources, service delivery, and long-term planning. By engaging actively in these forums, the Council will ensure it remains well informed, prepared, and able to adapt effectively as national policy, funding mechanisms and technical guidance continue to develop. 11. Employee Implications 11.1. Increasingly frequent and intense flooding is placing greater pressure on the Council’s statutory and operational duties. Meeting requirements under the Flood Risk Management (Scotland) Act 2009 including inspection, maintenance, 127
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watercourse assessment, and preparation of Local Flood Risk Management Plans requires sustained staffing capacity. 11.2. Operational tasks such as the “Managing Flood Risk” procedures and 24/7 telemetry monitoring also depend on trained officers being able to respond quickly during severe weather. Strategic functions, including flood studies and development management, also require specialist technical skills. 11.3. With upcoming changes linked to NFRA 2025 and the National Flood Resilience Strategy, further responsibilities are likely. Additional employee resources may be required to maintain compliance, manage increasing workloads, and continue to protect communities effectively. 12. Financial Implications 12.1. Increasing flood risk and more frequent severe weather are creating rising financial pressures on the Council’s flood management duties. Core statutory activities such as inspections, maintenance, drainage upgrades, and preparation of flood risk management plans require consistent funding to remain effective. 12.2. Operational response, telemetry systems, and emergency works also carry growing costs, alongside the investment needed for flood studies and technical modelling. Audit Scotland has highlighted national uncertainty over future funding for flood schemes, meaning local financial resilience is increasingly important. 12.3. As NFRA 2025 and the National Flood Resilience Strategy introduce new expectations; additional financial resources are likely to be required to meet future obligations and maintain community protection. 13. Climate Change, Sustainability and Environmental Implications 13.1. There are no significant climate change, sustainability or environmental implications arising directly from this report. However, it is noted that the publication of the updated National Flood Risk Assessment (NFRA) by SEPA may alter the number of properties currently reported as being at risk of flooding within South Lanarkshire, which could impact future climate-related reporting and planning. 13.2. Although no immediate implications arise, the wider context remains that climate change is driving more intense and frequent rainfall events, increasing pressures on local drainage systems, and heightening the likelihood of surface water flooding. The Council’s ongoing work in flood studies, hydrological modelling and surface water management planning continues to support long-term climate adaptation by ensuring decisions are based on robust and up-to-date evidence. 13.3. Sustainable approaches remain embedded in the Council’s development management processes, including the use of Sustainable Drainage Systems and ensuring new development avoids functional floodplains. These measures help manage water responsibly, reduce environmental impact and support resilient place-making. 13.4. The Council will continue to monitor emerging national data, including the NFRA 2025, and integrate any changes into future strategic documents to ensure climate risk is understood and managed effectively. 14. Other Implications 14.1. There are no significant risks associated with this report. 128
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15. Integrated Impact Assessment and Consultation Requirements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and therefore, no integrated impact assessment is required. 15.2. As future schemes come forward appropriate consultation will be built into any delivery programmes. Kevin Carr Executive Director (Community and Enterprise Resources) 17 February 2026 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 Caring, connected, sustainable communities Thriving business, fair jobs and vibrant town centres People live the healthiest lives possible Previous References None List of Background Papers None 129
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Contact for Further Information If you would like any 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 130
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Appendix 1 Key Priority Areas and Projects Actions from Local Flood Risk Management Plans: Flood Studies: River Clyde o Project complete, and outputs include a newly constructed hydraulic river model, flood mapping, and assessment of the flood bunds at Clydesmill, Dalmarnock and Meadowbank. This resulted in updates to SEPA’s and our own flood mapping. Strathaven o Project complete, and outputs include a revised hydraulic river model and flood maps. o Potential flood mitigation measures identified within this report require to be reviewed regarding feasibility, cost/benefit, and prioritisation. This will form the basis of future programme of works when resources are available. Biggar o Project complete, and outputs include a revised hydraulic river model and flood maps. o Potential flood mitigation measures identified within this report require to be reviewed regarding feasibility, cost/benefit, and prioritisation. This will form the basis of future programme of works when resources are available. Coulter o Project complete, and outputs include a revised hydraulic river model and flood maps. o Potential flood mitigation measures identified within this report are in the process of being delivered in a phased approach, with Property Level Protection equipment being installed to at-risk properties in Spring 2026. o Further flood mitigation measures will be reviewed and delivered in forthcoming financial years. Surface Water Management Plans (SWMPs): Hamilton o Data-gathering has commenced, and this SWMP is scheduled to be undertaken in 2026/27. East Kilbride o Project complete. Final outputs require to be discussed with SEPA and Scottish Water to determine if any mitigation options are to be progressed. The conclusion of these will determine possible future works by all parties. Muirbank o Project complete. Final outputs require to be discussed with SEPA and Scottish Water to determine if any mitigation options are to be progressed. The conclusion of these will determine possible future works by all parties. 131
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Eastfield o Project complete. Final outputs require to be discussed with SEPA and Scottish Water to determine if any mitigation options are to be progressed. The conclusion of these will determine possible future works by all parties. Halfway o Project complete. Final outputs require to be discussed with SEPA and Scottish Water to determine if any mitigation options are to be progressed. The conclusion of these will determine possible future works by all parties. Flood Risk Management Projects: Recently Completed Lanark Loch, Lanark o Replacement of the valve used to drain down reservoir, including extensive footpath resurfacing and bank stabilisation works. James Hamilton Heritage Loch, East Kilbride o Undertake internal lining repairs to the damaged culvert which conveys the outflow from the reservoir, reducing the need for extensive excavations and disruption. Carluke High School, Carluke o Following the appearance of a sinkhole in the carriageway of Carnwath Road, undertook emergency culvert reconstruction works to repair an internal structural collapse within this historic drainage channel. Staffa Road, Cambuslang o Undertook bank stabilisation works using driven sheet piles, replace culvert inlet trash screen, and construct new access arrangements for maintenance staff. Upcoming Works Bankhead Pond, Rutherglen o Construction of new access road for maintenance vehicles, replacement of culvert inlet trash screen and installation of ladder/steps for manual access for clearing. Coulter o Installation of Property Level Flood Protection measures (flood doors, air-brick covers, weep vents) to at-risk properties. o Next phase will include formation of a flood exceedance route through the village to reduce risk of floodwater impacting properties. This will be formed by removing sections of walls and fences and using strategically placed swales and culverts. Carstairs Junction o Further to several flood events impacting the town of Carstairs Junction, council officers are progressing a Flood Study alongside our consultants to better understand the flooding issues in this area. 132
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o This flood study will review all available information, produce detailed flood inundation plans, undertake an assessment of flood risk receptors and precited damages during various flood scenarios, and identify potential flood mitigation measures. Culvert Inlet Trash Screen Replacement Programme – various locations o Replacement of damaged and historic culvert inlet trash screens across the watercourse network with modern, safe, and efficiently designed trash screens. o Depending upon local requirements, these works will also include the upgrading of access arrangements to allow safe access/egress and working platforms for staff to undertake cyclic clearing/maintenance works. 133
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Active Travel Schemes in South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Committee of active travel schemes implemented in South Lanarkshire over recent years provide cycle usage monitoring information across South Lanarkshire 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted; and (2) note that, depending upon available funding, active travel infrastructure improvements will continue to be developed and implemented in line with the objectives of the National, Regional and the Local Transport Strategy. 3. Background 3.1. On 1 October 2025, South Lanarkshire Council passed a motion declaring a climate emergency. The motion referred to the serious and immediate threat of climate change and the need to accelerate the pace of delivering action. A report to the Executive Committee or Community and Enterprise Resources (CER) Committee, was requested, as part of the final motion, providing an update on active travel investment and its effectiveness, to allow for further scrutiny and this report is in response to this request. 3.2. Encouraging people to walk, wheel, and cycle for everyday journeys is essential to achieving the goals of several key policies. These include the National Transport Strategy, National Planning Framework 4 (NPF4), Strathclyde Partnership for Transport’s (SPT) Regional Transport Strategy for the west of Scotland 2023 to 2038, South Lanarkshire Local Development Plan (LDP2), and the draft Local Transport Strategy 2026 to 2036. 3.3. Fundamentally, providing increased and safer opportunities for people to choose walking, wheeling, and cycling for everyday journeys promotes healthier lifestyles, reduces environmental impact of transport, and improves accessibility. 3.4. To provide a focus for the development of active travel infrastructure, the Council has prepared Active Travel Studies for all major settlements in South Lanarkshire. Engagement with residents, elected members and stakeholders informed the 17 135
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development of these studies, through questionnaire surveys, workshops, and online mapping for location-based comments. 3.5. Feedback from residents and stakeholders frequently highlighted the need for dedicated cycle routes, safer crossings, and speed reduction measures to encourage more active travel. These engagement activities, along with analysis of journey origins and attractors and with reference to the latest best practice design guidance, informed the development of aspirational and coherent active travel network plans for each area. These plans include priorities for route implementation. 3.6. During the 2024/2025 financial year, Transport Scotland introduced a new tiered model for funding active travel delivery in Scotland. The Active Travel Infrastructure Fund (ATIF) is now the primary vehicle for the Scottish Government to fund active travel infrastructure. As a replacement for the Cycling, Walking and Safer Streets Fund, ATIF Tier 1 is provided directly to local authorities through the General Capital Grant. ATIF Tier 2 is open to applications to support the design, development, and delivery of active travel infrastructure. 3.7. ATIF Tier 1 is provided directly to local authorities through the General Capital Grant and in 2026/2027 the Council is expected to receive around £2.400m with priorities and projects presently being reviewed and assessed for delivery during 2026/2027. 3.8. Guidance on the ATIF Tier 2, issued by Transport Scotland, notes that new cycling infrastructure is unlikely to be funded unless it demonstrates a high level of service as defined by Cycling by Design, particularly in urban areas. Additionally, schemes containing inappropriate use of shared use active travel infrastructure may also not be successful in receiving funding. 3.9. Applications for ATIF Tier 2 for the 2026/2027 financial year were submitted on 16 January 2026. A total of 11 bids were submitted to a value of £720,000 and these are outlined at Appendix 1. The funding will allow designs to progress for potential active travel routes on corridors identified in the South Lanarkshire Council Active Travel Studies. 3.10. Work would also include stakeholder and public engagement in the development of these designs. Should funding be successful, work would be undertaken in-house and or through external consultants. 3.11. Committee should note that the Council has also written to the Scottish Government to request the full devolution of all active travel investment channelled through local government to local government, to help direct investment to walking and wheeling, as well as cycling whilst maintaining and valuing our partnership working with other delivery agencies. 4. Implemented Active Travel Schemes 4.1. Over the years we have been very successful in securing external funding for active travel projects and this allows us to also invest and tackle many of our routine maintenance priorities (e.g. traffic signal, lighting and footways priorities) at the same time as introducing new or enhanced active travel infrastructure. 4.2. Funding for the development of active travel schemes has been provided by multiple external funding partners including the Scottish Government, Strathclyde Partnership for Transport, Walk Wheel Cycle Trust (formerly Sustrans), and Cycling Scotland. 136
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4.3. Schemes are supported through awareness raising campaigns, Bikeability training at schools and the wider work road safety education, training and publicity work undertaken by officers. 4.4. Funding from external partners totalled circa £9.775m over the last 4 financial years: 2021/2022 £2,543,000 2022/2023 £1,819,500 2023/2024 £2,665,000 2024/2025 £2,748,045 4.5. Latest design standards have been used in the development of new schemes, including reference to Cycling by Design and Manual for Streets ensuring inclusive, accessible, and safe infrastructure for all ages and abilities. 4.6. Key schemes delivered in the last 4 financial years have included:- East Kilbride Town Centre Network Phase 1 - approximately 2.9 kilometres circumnavigating the Town Centre and incorporates segregated/shared pedestrian cycle provision, crossing upgrades, street lighting renewal, seating, footway upgrades, and carriageway resurfacing. East Kilbride Community Growth Area – provision of a cycleway along Redwood Drive and Eaglesham Road/ Greenhills Road/ Redwood Drive junction upgraded as part of the new Hairmyres Rail Station and Park and Ride. The junction includes segregated cycling and walking crossing points to benefit all road users. East Kilbride – Calderglen Country Park to Town Centre corridor. To supplement active travel infrastructure provided by Transport Scotland on the A726 Queensway, a 3.5 metre shared use provision has been constructed from A726 Strathaven Road/High Common Road slip eastwards to Calderglen Country Park. The remaining section of this corridor is due for completion in early 2026. Carstairs to Carluke Cycle Network – introduction of cycle facilities by installing build outs and implementing a reduced speed limit in Carstairs. A link between Carstairs Village and Carluke was developed using quiet roads between these built-up areas. These works included signing/road markings, suitable crossing points of the A70 and A706 and carriageway upgrade works with associated signing works on the quiet roads. Clyde Bridge, Carstairs junction – active travel measures. Active Travel Studies for Clydesdale area. Development of concept designs for cross boundary cycle routes between North and South Lanarkshire. NCN74 route improvements in the vicinity of Raploch pitches, Larkhall. NCN75 Clyde walkway enhancements between Newton and Carmyle as a prelude to further widening and lighting. 137
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Spaces for People Schemes linked to social distancing. Crossing facilities on Whitehill Road and Burnbank Road, Hamilton. NCN756 Rutherglen Main Street crossing improvements. Various Zebra and Toucan crossing improvements. Measures to increase conspicuity of part time 20mph school zones and town centre 20mph areas. Cycle parking provision in Town Centres. Various Cycle/scooter parking at schools. Car Free Zones at Burnside Primary School and St Joseph’s Primary Schools. 4.7. During this financial year, funding from external partners totals £3.266m. This is in relation to the following active travel schemes: Finalisation of active travel projects in relation to the new Hairmyres Rail Station and Park and Ride. Upgrading of Toucan crossings at three locations on Stewartfield Way. Strathaven Road/Calderglen – completion of Town Centre to Calderglen Country Park route. The off-road cycle route will be implemented from A726 Strathaven Road/High Common Road slip eastwards to Calderglen Country Park for approximately 500 metres and consists of 3.5 metre shared use provision. A70 Columbie Junction – as part of the Carstairs to Carluke Cycle Network, this scheme will provide a dedicated cycle track at Columbie Junction, designed to integrate with existing road layouts and provide safer crossing points for cyclists and pedestrians. Stonelaw Road, Rutherglen – implementation of continuous crossings across side road junctions to improve pedestrian accessibility, complementing Council Safer Routes spend. Upgrading of the NCN75 route between Carmyle Viaduct and Bridge Street, Cambuslang. New and refurbished cycle parking shelters at schools. Removal of barriers at circa 20 locations along the NCN. 5. Benefits, Monitoring and Evaluation 5.1. The health, environmental, economic, and social benefits of increased active travel are well documented. Transport Scotland have noted that according to the Sustrans Walking and Cycling Index (2023), every year walking, wheeling, and cycling across Scotland’s eight cities results in:- 138
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4,251 serious long-term health conditions prevented 90,000 tonnes of greenhouse gas emissions saved £1.1 billion in economic benefit for individuals and index cities Up to 440,000 cars taken off the road every day £53.6 million savings a year for the NHS (£11 million saved by cycling and £42.6m saved by people walking and wheeling) 5.2. Work undertaken by the Walk Wheel Cycle Trust (formerly Sustrans) notes that swapping 40% of car journeys under 5km to active travel (walking, wheeling, or cycling) would have reduced 2019 carbon emissions from cars by 9-11%. 5.3. Monitoring is undertaken through automatic counters, manual counts at surveys and public perception surveys and video analysis. 5.4. The Cycling Scotland Annual Cycle Monitoring Report provides information for South Lanarkshire and our progress towards increasing the uptake of cycling. Cycling Scotland also host the Active Travel Open Data Portal (ATOD) which is an interactive portal providing cycling data for South Lanarkshire (and all other local authorities). 5.5. Key findings for South Lanarkshire from the Cycling Scotland Annual Cycle Monitoring Report 2025 include:- 45% of all journeys within South Lanarkshire are less than 5km 10.4% of people reporting that they had participated in at least 30 minutes of cycling within 4 weeks prior to the survey (Scottish Household Survey 2023, Table 5.1) 29% of all households in South Lanarkshire have access to one or more bicycles 22% of all households in South Lanarkshire do not have access to a car for private use Only 0.2% of employees cycle to work usually or regularly 5.6. The Council also have our own cycle and pedestrian monitoring equipment which can provide data for various locations across the Council area and this is available on the Cycling Scotland Active Travel Open Data Portal (ATOD). 5.7. Appendix 2 provides information on average daily and weekly counts of pedestrians and people cycling from the range of count sites across South Lanarkshire (table 1) and table 2 shows average daily counts of cycles from 2021 to 2025. It should be noted that there is a risk of potentially unreliable data at certain locations and also missing data due to count site maintenance issues, meaning that year-on-year comparisons should be treated as indicative rather than definitive. 5.8. Table 1 shows that total daily pedestrian count across 29 pedestrian sites is 3,712 with a daily cycling count of 1,117 across 47 cycling sites. On a weekly basis, this equates to 25,984 pedestrians and 7,819 cyclists. 5.9. The highest cycling activity is observed at:- Hamilton – Mausoleum Drive (around 71 cyclists per day) A730 Rutherglen, Glasgow Road (around 73 cyclists per day) 139
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5.10. Several rural or semi-rural routes (notably parts of the B7078 corridor) also record relatively high cycling volumes, indicating their importance for leisure or longer-distance cycling. 5.11. Table 2 illustrates that across many count sites, average daily cycling levels generally increased between 2021 and 2022, indicating a broad uplift in cycling activity following the early post-pandemic period. From 2023 onwards, trends become more mixed, with some sites continuing to grow, others stabilising, and several showing year-to-year volatility rather than a consistent upward or downward pattern. 5.12. Some locations show marked increases in specific years, particularly:- B7078 South of Coalburn, which rises steadily to a notably higher level by 2025 Mausoleum Drive, Hamilton, which shows a sustained increase from 2021 through to 2025 A730 Rutherglen, Glasgow Road, which remains one of the consistently higher-volume cycling sites across the period 5.13. However, there are also locations that show a downward trend in cycling levels, including at Hyndford Road (Lanark), Pankhurst Road (East Kilbride), the B7078 North of Lesmahagow and Johnstone Drive (Rutherglen). 5.14. Taken together, Table 2 suggests that cycling levels across the network have broadly recovered and, in many cases, improved compared with 2021, but that growth is not uniform across all locations, and the evidence points to localised trends rather than a single network-wide trajectory. However, levels of cycling experienced during the pandemic show the potential to increase cycling levels with sustained investment in safer route networks as shown in the Active Travel Studies referred to earlier in this report. 5.15. User feedback is also received and by way of example, feedback was gained from Universal Connections East Kilbride in relation to the infrastructure which has been introduced in recent years in East Kilbride. This feedback noted significant increase in their cycling courses offered, and the breaking down of barriers that previously put people off cycling. Universal Connections East Kilbride also added that alongside their bike library, they have been able to secure bikes for some of their most vulnerable services users who are now embracing cycling across East Kilbride. 5.16. Video surveys are also a tool to aid monitoring and evaluation of significant new transport infrastructure. As noted earlier, a new junction improvement scheme that involved the conversion of a roundabout into a fully signalised junction has been implemented at Eaglesham Road/Greenhills Road/Redwood Drive. This intervention was designed and constructed to:- improve vehicular capacity and reduce congestion provide safe, segregated pedestrian crossings in line with planning obligations support sustainable transport modes and future development 5.17. Initial video survey analysis undertaken in September 2025 at this junction showed significant pedestrian and cycling movements. Over a weekly period from 12 – 18 September, data showed 2,763 pedestrians crossing at the junction, 242 cycle crossings and 278 people cycling on the road. Further monitoring will be undertaken at this junction this year. 140
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5.18. Anonymised data for cycling leisure and commuting trips is provided by the Strava Metro platform. This platform also provides indicative estimate CO2 savings for journeys recorded on this platform. In an analysis of cycling trips recorded within South Lanarkshire, as expected there was a decrease in total cycling trips from pandemic levels, but the data is showing a stabilisation in cycling trips between 2024 (75,973 trips) and current 2025 levels (74,195 trips at the end of November 2025). The platform also provides estimates of CO2 emission savings for these recorded trips, which in 2024 was estimated as 84,467kg (84.47 tonnes). 6. Summary 6.1. South Lanarkshire Council has made sustained progress in the planning, delivery, and monitoring of active travel infrastructure across the Council area, supported by external investment and aligned with national, regional, and local policy objectives. 6.2. Improvements to walking, wheeling, and cycling networks deliver health, environmental and accessibility benefits, while monitoring data and user feedback is helping to inform future priorities. 6.3 Subject to the availability of external funding, the Council will continue to develop, deliver, and evaluate active travel schemes to support modal shift, reduce reliance on private car use, and contribute to the creation of healthier, more sustainable communities across South Lanarkshire. This will be informed through engagement with residents, elected Members, and stakeholders on significant active travel schemes. 7. Employee Implications 7.1. Employee resources will continue to be required to progress further monitoring, funding applications, and design and implementation of active travel schemes. 8. Financial Implications 8.1. Progress on the implementation and monitoring of active travel schemes will continue to be dependent upon the availability of external funding. 9. Climate Change, Sustainability and Environmental Implications 9.1. The continued implementation of walking, wheeling, and cycling schemes 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 a range of policy areas including South Lanarkshire’s Sustainable Development and Climate Change Strategy. 9.2. 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. 10. Other Implications 10.1. There are no significant risks associated with this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no impact assessment is required. 141
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11.2. As future schemes come forward appropriate consultation will be built into any delivery programmes. Kevin Carr Executive Director (Community and Enterprise Resources) 17 February 2026 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 South Lanarkshire Cycling Partnership, 7 March 2022 South Lanarkshire Cycling Partnership, 28 November 2022 South Lanarkshire Cycling Partnership, 27 November 2023 South Lanarkshire Cycling Partnership, 25 March 2024 South Lanarkshire Cycling Partnership, 17 March 2025 South Lanarkshire Council, 1 October 2025 List of Background Papers Benefits of Active Travel | Transport Scotland Annual Cycling Monitoring Report 2024, Cycling Scotland Reaching Net Zero: The role of active travel, Walk Wheel Cycle Trust South Lanarkshire Council Active Travel Studies Cycling Scotland Open Data Portal Contact for Further Information If you would like 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 142
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Appendix 1 Bid title Brief summary Bid value 1.Safer school streets- Infrastructure to support 20mph limits for safer and active travel The project will develop concept designs for measures to improve conditions for active travel within the vicinity of the school tailored to each school’s context. Options may include signage, traffic-calming features, gateways, cycle parking and various minor improvements. £175k 2.Hamilton Black Path This project was identified within the Hamilton Active Travel Study as a key east to west link within the south of Hamilton area. Project is to prepare design options for the 3km path from Earnock Road to Strathaven Road and associated crossing points. £50k 3.Hamilton South Links This project was identified within the Hamilton Active Travel Study as a priority link within the Hamilton area. The 3km route extends from the centre of Hamilton to the Eddlewood estate south of the city centre. £50k 4.Bothwell (Raith) to Uddingston Identified as a core route within the Bothwell, Blantyre and Uddingston Active Travel Study. Project is to examine potential rerouting of NCN74 to connect Station Road to Langside Road and onto the cycleway that was constructed as part of the Raith Interchange. £50k 5.East Kilbride Community Growth Area to Town Centre Corridor Queensway to Hairmyres identified as a core route in the East Kilbride Active Travel Study. Project to examine design options along Eaglesham Road from A726 Queensway to Peel Road roundabout. £50k 6.East Kilbride Town Centre – West Mains Engagement to inform development of route options on West Mains Road (between its remote footpath connection with Creighton Grove and Priestknowe roundabout). £25k 7.Carluke Active Travel Study to develop design options and to undertake engagement in relation to the core north south route as identified in the Carluke Active Travel Study. £35k 8.Lanark Active Travel Study to develop design options and to undertake engagement in relation to the core cross town route as identified in the Lanark Active Travel Study. £35k 9.Rutherglen, Cambuslang to Blantyre The Cambuslang and Rutherglen Active Travel Study identified the A724/B768/A730 as an early priority corridor. Project is to further develop design options and to undertake engagement to complement and to enhance existing active travel infrastructure. £150k 10.NCN75 Newton to Uddingston (Westburn Road) Route was identified within the Cambuslang and Rutherglen Active Travel Study as a main east – west route which utilises the existing NCN75 route. Project is to examine options and design proposals for a potential off route. £50k 11.Cathkin Bypass to Mill Street Route was identified within the Cambuslang and Rutherglen Active Travel Study as a main north – south route through Rutherglen and Cambuslang. Project is to examine and design route options. £50k Bid total £720k 143
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Appendix 2 Table 1: Average daily and weekly counts of pedestrians and people cycling at count sites (Source: Cycling Scotland Cycling Open Data) Location Average Daily Average weekly Pedestrians Cycles Pedestrians Cycles A749 Rutherglen, Mill Street 122 24 854 168 A702 Nether Abington - 3 - 21 A71 Hyndford Bridge 1 4 7 28 A72 Larkhall, Carlilse Road 20 9 140 63 A724 Blantyre, Glasgow Road 13 16 91 112 A724 Cambuslang, Hamilton Road NBND 127 21 889 147 A724 Cambuslang, Hamilton Road SBND 81 9 567 63 A724 Clydeford Road (Northbound) 117 14 819 98 A724 Clydeford Road (Southbound) 148 23 1036 161 A730 Rutherglen, Glasgow Road 321 73 2247 511 A749 Rutherglen, East Kilbride Road 44 24 308 168 Ardochrig - 44 - 308 B7056 Yieldshields Road - 17 - 119 B7071 Hamilton, Bothwell Road 159 18 1113 126 B7076 Newton Farm (South of M74 Jct 14) 6 42 B7078 Netherton Farm (South of A70) - 20 - 140 B7078 North of Lesmahagow 37 38 259 266 B7078 South of Coalburn 7 42 49 294 B7078 South of Lesmahagow 7 70 49 490 B743 Glengavel Reservoir - 30 - 210 Blantrye Farm Road 29 11 203 77 Blantyre, Glasgow Road Southbound 10 9 70 63 Bothwell, Ferry Road 255 10 1785 70 Bothwell, North British Road 203 16 1421 112 Cambuslang, Clyde Pathway 44 25 308 175 Cathkin Bypass 42 23 294 161 Cornwall Street (East Kilbride) 338 22 2366 154 East Kilbride, Calderwood Road 104 23 728 161 East Kilbride, Pankhurst Road 81 12 567 84 East Kilbride, West Mains Road 253 37 1771 259 Hamilton - Mausoleum Drive 506 71 3542 497 144
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High Blantyre, Main Street - 27 - 189 Lanark, Hyndford Road - 36 - 252 Larkhall, Burnbrae Street 102 33 714 231 Lindsaylands Road - 10 - 70 Millheaugh Road - 3 - 21 Millwell Road - 38 - 266 North of Gilmourton (Westlinbank Farm) - 14 - 98 Old Wishaw Road (Carluke) 160 6 1120 42 Pettinain Road - 15 - 105 Rutherglen, Johnstone Drive - 88 - 616 Ryeflat Road (North of Carstairs) - 10 - 70 Sandilands - 10 - 70 Spital Road - 4 - 28 Station Road (Bothwell) 162 12 1134 84 Tinto Hill (ex Devonside Road) 8 56 Uddingston - North British Road Underpass 219 39 1533 273 TOTAL 3712 1117 25984 7819 145
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Appendix 2 Table 2: Average daily counts of people cycling at count sites 2021 – 2025 (Source: Cycling Scotland Cycling Open Data) Average Daily Cycle Count Year 2021 2022 2023 2024 2025 Location A749 Rutherglen, Mill Street 15 54 17 54 n/a A702 Nether Abington 2 3 7 8 2 A71 Hyndford Bridge 5 4 4 5 5 A72 Larkhall, Carlisle Road 6 n/a 11 9 17 A724 Blantyre, Glasgow Road 1 33 26 0 21 A724 Cambuslang, Hamilton Road Northbound 15 24 23 21 21 A724 Cambuslang, Hamilton Road Southbound 4 21 n/a 3 19 A724 Clydeford Road (Northbound) 25 25 50 4 19 A724 Clydeford Road (Southbound) 12 25 26 19 21 A730 Rutherglen, Glasgow Road 66 90 33 80 90 A749 Rutherglen, East Kilbride Road 18 27 26 25 27 Ardochrig 22 47 44 46 n/a B7056 Yieldshields Road 10 19 19 18 14 B7071 Hamilton, Bothwell Road 5 21 18 17 18 B7076 Newton Farm (South of M74 Jct 14) 6 7 6 6 7 B7078 Netherton Farm (South of A70) 15 37 26 8 9 B7078 North of Lesmahagow 56 41 35 31 33 B7078 South of Coalburn 15 38 63 57 93 146
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Average Daily Cycle Count Year 2021 2022 2023 2024 2025 B7078 South of Lesmahagow 89 36 53 199 55 B743 Glengavel Reservoir 31 42 32 25 35 Blantrye Farm Road 19 19 n/a 2 14 Blantyre, Glasgow Road Southbound 0 8 10 0 18 Bothwell, Ferry Road 1 13 10 n/a n/a Bothwell, North British Road 41 25 n/a 1 7 Cambuslang, Clyde Pathway 3 25 22 17 24 Cathkin Bypass 8 21 26 24 25 Cornwall Way (East Kilbride) 16 14 23 33 19 East Kilbride, Calderwood Road 19 21 20 24 24 East Kilbride, Pankhurst Road 16 13 12 11 10 East Kilbride, West Mains Road 21 48 28 n/a n/a Hamilton - Mausoleum Drive 37 73 76 68 77 High Blantyre, Main Street 12 18 47 16 n/a Lanark, Hyndford Road 50 46 40 27 14 Larkhall, Burnbrae Street 128 170 36 31 41 Lindsaylands Road 0 15 14 0 12 Millheaugh Road 3 6 5 5 2 Millwell Road 30 64 13 0 - North of Gilmourton (Westlinbank Farm) 8 16 15 14 8 Old Wishaw Road (Carluke) 4 9 8 1 9 Pettinain Road 12 18 3 14 19 Rutherglen, Johnstone Drive 0 114 111 29 5 Ryeflat Road (North of Carstairs) 6 10 13 11 8 Sandilands 7 16 20 1 12 Spittal Road 0 6 5 0 5 147
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Average Daily Cycle Count Year 2021 2022 2023 2024 2025 Station Road (Bothwell) 6 13 12 12 - Tinto Hill (ex Devonside Road) 7 8 8 8 10 Uddingston - North British Road Underpass 22 50 37 31 35 148
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of meeting: 17 March 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Bereavement Services Update 1. Purpose of Report 1.1. The purpose of this report is to:- provide an update on legislative changes impacting on Bereavement Services update members on the Bereavement Services Strategy, which was approved by the Executive Committee at its meeting held on 26 June 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the legislative changes within the Burial and Cremation (Scotland) 2016 Act and The Burial (Management) (Scotland) Regulations 2025 outlined in section 4 of the report, be noted; and (2) that the progress of the Bereavement Services Strategy outlined in section 5 of the report, be noted. 3. Background 3.1. South Lanarkshire Council operates a Bereavement Service that provides a dignified and sensitive burial and cremation service. 3.2. The key piece of legislation governing the service is the Burial and Cremation (Scotland) Act 2016 which was passed by the Scottish Parliament on 22 March 2016 and received royal assent on 28 April 2016. The 2016 Act fulfils the commitment of the Scottish Government to implement the recommendations made by:- The Burial and Cremation Review Group (2007) The Infant Cremation Commission (2014) The National Cremation Investigation (2016) 3.3. In July 2016 a working group headed by the Scottish Government was formed to work on the regulations of the Act and after prioritising Part 2 (Cremation) of the Act, the Cremation (Scotland) Regulations 2019 were introduced from 4 April 2019. 3.4. Having been hampered by the Covid 19 pandemic The Burial (Management) (Scotland) Regulations 2025 and the Burial and Cremation (Inspection) (Scotland) Regulations 2025 were approved by the Scottish Parliament on 8 January 2025. 3.5. Further updates to the regulations announced on 4 February 2026 with The Burial and Cremation (Applications and Registers) (Miscellaneous Amendment) (Scotland) Regulations 2025 will come into force on 2 March 2026. The Regulations amend the 18 149
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Cremation (Scotland) Regulations 2019 and the Burial (Applications and Register) (Scotland) Regulations 2024. 3.6. To support The Burial and Cremation (Inspection) (Scotland) Regulations 2025 a Funeral Sector Register (“the Register”) was introduced on 1 April 2025, this register acts as a single point of information about the funeral sector in Scotland and grants powers to Funeral Sector Inspectors to undertake inspections to ensure compliance with relevant legislation and requirements. 4. The Burial and Cremation (Scotland) 2016 Act and The Burial (Management) (Scotland) Regulations 2025 - Key Points 4.1. Sections 14 and 16 of the 2016 Act address the duration of burial rights and will come into force on 1 March 2026. These have wide ranging implications for residents who purchase lairs from this point onwards, as well as implications on how the Council manages lairs across cemeteries in South Lanarkshire. The new legislation will now mean that:- any new right of burial granted will no longer be held in perpetuity by the right holder. Instead, it will be held for an initial period of 25 years following this period, the right of burial can be extended for an additional 10 years, and further extensions of 10-year periods can be requested thereafter to ensure right holders are well informed, a notification will be sent to the contact address on the registers at least 3 months before the end of the burial right period. This notification will indicate the date on which the right is set to expire, inform the right holder of their option to apply for an extension, and clarify that the right will be extinguished if no extension application is made should the right of burial be extinguished, the rights will revert to the local authority if the right to burial is not extended, it is automatically extinguished. Where this happens with an unused lair, the burial authority may re-sell the right of burial in that lair. Where the lair is used or partially used the lair can be considered for re-use under sections 32 to 44 of the 2016 Act: Lair – Restoration to Use (when those sections of the 2016 Act come into force) 5. Bereavement Services Strategy Update 5.1. As part of the Strategy a new simple service was introduced at the crematorium and a reduction in the cost of the direct cremation to add to the options available for a bereaved family and at a lower cost which recognises the continued financial difficulties faced by so many in the community. This action has seen an increase in the uptake of the earlier service time slots as demonstrated below:- Financial Year Direct Simple Service Total % increase on previous year 8am and 8:15am Services 2023/2024 19 N/A* 19 N/A 2024/2025 27 1 28 47% 2025/2026 (to 18/2/2026) 25 10 35 25% *The simple service was introduced in November 2024 150
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5.2. A strategic approach has been taken by staff to identify lairs previously unused within existing boundaries to ensure all available land resources are being used. 5.3. A programme of works commenced to achieve maximum land use within our existing cemeteries within capacity increases as set out below:- identifying an area within Rutherglen Cemetery boundary which has increased the new lair available by 74 lairs new extension in Philipshill has been completed creating 932 new lairs in Strathaven cemetery potentially 27 new lairs have been identified within its existing boundaries A review of cemetery catchment capacities and demand is undertaken every 5 years, with the next review due in 2028. 5.4. A plan of action to re-claim burial ground where the right of burial was previously purchased but the rights have not been exercised is also being developed. The plan is being progressed in collaboration with colleagues in Legal Services and will include the following considerations:- re-purpose use of lairs in older sections of cemeteries which are generally narrower (measuring 3 feet in width). This narrowness limits the size of headstones, which may affect their appeal. Due to their size, it may be advantageous to repurpose these lairs for ashes only if the burial rights are terminated consideration of fully grassed areas without footpaths, which might be less attractive to some visitors as potential ashes only lairs compliance with the Equality Act 2010 is necessary to ensure reasonable adjustments for accessibility within the cemetery burial rights are not considered assets; only the original purchase amount should be refunded, with most lairs having been bought before decimalisation methods for contacting potential lair owners or their families to confirm rights (letters to last known addresses, social media/website, media) documentation requested from claimants to verify identify i.e. original lair certificates, death certificates if the owner is deceased, birth and/or marriage certificate 5.5. As work progresses to finalise the plan, updates will be provided to local members on any implications for cemeteries in their area. 5.6. In terms of modernising and transformation of the services IT systems, significant investment has been made to transition to a new cloud-based IT system. This system will modernise processes within the service, improve resilience and eventually enhance the customer experience by:- establishing an integrated mapping system allowing remote access to systems digitising existing paper-based processes and work instructions providing digital headstone inspection reports reducing data risk and increasing resilience 6. Employee Implications 6.1. None 151
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7. Financial Implications 7.1. The service is reviewing future budget requirements in line with the Strategy and considering income targets that are more aligned with service demand projections. 8. Climate Change, Sustainability, and Environmental Implications 8.1. The Bereavement Services Strategy will support delivery of the Council’s Climate Change and Sustainable Development Strategy and progress more sustainable options for delivery services such as alternatives to coffin and burial provision and woodland burials. 8.2. The crematorium is fully abated (abatement is where the toxic gases are removed and are not released into the atmosphere) and therefore has a low environmental impact which is in line with the Council’s and the Resources’ commitment to sustainable environment. The technology and equipment required for the abatement system was invested in the facility from the beginning with the sustainable environment commitment in mind. 9. Other Implications 9.1. There are no other significant implications as a result of the contents of this report. 10. Strategic Environmental Assessment 10.1. A screening determination was completed in relation to the Strategic Environmental Assessment (SEA) which confirmed there is no need for a sperate SEA for these proposals. 11. Equality Impact Assessment and Consultation Requirements 11.1. An equality impact assessment (EQIA) has been undertaken during the development of the proposals to identify and mitigate any negative impacts and seek opportunities to promote equality. 11.2. The assessment is that the proposals do not have any adverse impact on any of the protected characteristics groups. 11.3. No consultation was required in terms of the contents of this report. Kevin Carr Executive Director (Community and Enterprise Resources) 25 February 2026 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 towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Caring, connected, sustainable communities 152
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Previous References South Lanarkshire Council Cemetery Strategy 2023 to 2033 – Community and Enterprise Resources Committee – 30 May 2023 Recommendations Referred from Resource Committee – Executive Committee – 26 June 2024 List of Background Papers Bereavement Services Cemetery Strategy 2023 to 2033 – Community and Enterprise Resources Committee – 30 May 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin Reid, Grounds and Waste Operations Manager Facilities, Waste and Grounds Services Email: colin.reid2@southlanarkshire.gov.uk 153
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