Agenda Document Pack - Community and Enterprise Resources Committee - 09/08/2022
South Lanarkshire Council · 9 August 2022
Back to Community and Enterprise Resources Committee — 9 August 2022 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 01 August 2022 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, 09 August 2022 Time: 14:00 Venue: Hybrid - Council Chamber, The business to be considered at the meeting is listed overleaf. Yours sincerely Cleland Sneddon Chief Executive Members Robert Brown (Chair), Maureen Devlin (Depute Chair), Joe Fagan (ex officio), John Anderson, Ralph Barker, Walter Brogan, Andy Carmichael, Maureen Chalmers, Gerry Convery, Poppy Corbett, Andrea Cowan, Margaret Cowie, Colin Dewar, Gladys Ferguson- Miller, Ross Gowland, Graeme Horne, Cal Johnston-Dempsey, Martin Lennon, Richard Lockhart, Hugh Macdonald, Ian McAllan, Kenny McCreary, Davie McLachlan, Carol Nugent, Helen Toner, David Watson Substitutes Alex Allison, Ross Clark, Margaret Cooper, Allan Falconer, Alistair Fulton, Lynsey Hamilton, Ross Lambie, Lesley McDonald, Elaine McDougall, Mark McGeever, Richard Nelson, Graham Scott, David Shearer 1
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BUSINESS 1 Declaration of Interests Monitoring Item(s) 2 Community and Enterprise Resources - Revenue Budget Monitoring 2021/2022 Joint report dated 4 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 5 - 16 3 Community and Enterprise Resources - Revenue Budget Monitoring 2022/2023 Joint report dated 4 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 17 - 24 4 Community and Enterprise Resources - Capital Budget Monitoring 2021/2022 Joint report dated 20 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 25 - 30 5 Community and Enterprise Resources - Capital Budget Monitoring 2022/2023 Joint report dated 20 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 31 - 34 6 Community and Enterprise Resources - Workforce Monitoring - April and May 2022 Joint report dated 5 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 35 - 42 Item(s) for Decision 7 Planning and Building Standards - Additional Officers Joint report dated 25 July 2022 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached) 43 - 56 8 Hamilton Town Centre Business Improvement District (BID) Reballot Report dated 20 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 57 - 80 9 Community Benefit Funds – Renewable Energy Fund Grant Application Report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 81 - 84 10 Community Benefit Funds – Annual Report Report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 85 - 94 2
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11 Lanarkshire LEADER Programme and Replacement Report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 95 - 154 12 UK Shared Prosperity Fund Report dated 20 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 155 - 162 13 Scottish Government Regeneration Capital Grant Fund Proposal to Create a Rural Development Centre at Lanark Racecourse Report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 163 - 168 14 Scottish Government Vacant and Derelict Land Fund Programme 2022/2023 Report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 169 - 174 15 Renaming of Forth Recreation Ground to Jim Paton Recreation Ground Report dated 25 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 175 - 198 Item(s) for Noting 16 Realignment of Community and Enterprise Resources Senior Management Structure Report dated 25 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 199 - 206 17 Town Centre and Place Based Investment Programme Update and Funding Award 2022/2023 Report dated 25 July 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 207 - 220 Urgent Business 18 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Revenue Budget Monitoring 2021/2022 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 2021 to 31 March 2022 for Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Community and Enterprise Resources’ outturn position as at 31 March 2022 of an overspend of £4.507m, after approved transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the proposed budget virements as detailed in appendices B to G be approved. [1recs] 3. Background 3.1. This is the final revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2021/2022. 3.2. The report details the financial position for Community and Enterprise Resources in Appendix A for the full financial year 2021/2022 compared to the probable outturn position and the individual services’ reports in appendices B to F, including variance explanation. 3.3. Appendix G of the report details the additional costs incurred by the Resource in relation to COVID-19. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Year End Position as at 31 March 2022: The year end position is a reported overspend of £4.507m after approved transfers to reserves. Removing the overspend in respect of COVID-19 leaves an underspend of £0.515m in respect of the Resource’s core revenue budget. 2 5
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The total cost of COVID-19 for the resource is £5.022m. This includes additional unbudgeted costs of £3.177m, excluding Business Support Grant which are fully funded. These are outlined in Appendix G and relate to staff costs, cleaning materials, PPE, equipment, transport and increased costs for waste disposal. The Resource COVID-19 position also includes the impact of loss of income of £2.326m in relation to parking income, school meals, and private care of gardens. This is offset by unspent budget of £0.481m in the main relating to the food cost for school meals and budget for the fireworks event. 5.2 The core budget position for the Resource, an underspend of £0.515m, reflects an underspend in employee costs within Facilities, Streets and Waste and Fleet and Environmental and an over recovery of income within Planning and Economic Development offsetting an overspend in Fleet Services in respect of timing of efficiencies. Variance explanations for each individual service is detailed in appendices B to F. 5.3. The position reported in the paper includes approved transfers to reserves (as detailed in the appendices) that have been approved by the Executive Committee as part of the overall outturn position for the Council in June 2022. 5.4. Virements are proposed to realign budgets across budget categories and with other Resources. These movements are detailed in the appendices B to F of this report. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8 Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 4 July 2022 6
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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 31 March 2022. 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) E-mail: louise.harvey@southlanarkshire.gov.uk 7
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2022 (No. 14) Community and Enterprise Resources Summary Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/22 Actual BEFORE Transfers 31/03/22 Variance 31/03/22 % Variance 31/03/22 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 89,404 88,041 1,363 1,010 89,404 87,319 2,085 under 2.3% Property Costs 4,174 4,453 (279) (279) 4,174 4,935 (761) over (18.2%) Supplies & Services 16,766 17,397 (631) (671) 16,766 18,433 (1,667) over (9.9%) Transport & Plant 20,774 21,569 (795) (795) 20,774 21,908 (1,134) over (5.5%) Administration Costs 839 922 (83) (158) 839 923 (84) over (10.0%) Payments to Other Bodies 29,747 29,704 43 43 29,747 29,755 (8) over 0.0% Payments to Contractors 39,934 42,010 (2,076) (2,101) 39,934 43,218 (3,284) over (8.2%) Transfer Payments 604 604 0 0 604 604 0 - 0.0% Financing Charges 184 214 (30) (30) 184 271 (87) over (47.3%) Total Controllable Exp. 202,426 204,914 (2,488) (2,981) 202,426 207,366 (4,940) over (2.4%) Total Controllable Inc. (82,951) (80,696) (2,255) (2,485) (82,951) (84,599) 1,648 over recovered 2.0% Net Controllable Exp. 119,475 124,218 (4,743) (5,466) 119,475 122,767 (3,292) over (2.8%) Transfer to Reserves (as at 31/03/22) - 723 (723) - - 1,215 (1,215) over Position After Transfers to Reserves (as at 31/03/22) 119,475 124,941 (5,466) (5,466) 119,475 123,982 (4,507) over (3.8%) Variance Explanations Detailed in appendices B to G. Budget Virements Budget virements are shown in appendices B to G. Approved Transfers to Reserves Detailed in appendices B to G 8
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2022 (No. 14) Facilities, Streets and Waste (including Support) Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/22 Actual BEFORE Transfers 31/03/22 Variance 31/03/22 % Variance 31/03/22 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 58,819 57,728 1,091 738 58,819 57,303 1,516 under 2.6% 1,c,d,f Property Costs 2,428 2,305 123 123 2,428 2,536 (108) over (4.4%) 2,b,c Supplies & Services 8,063 8,503 (440) (440) 8,063 8,645 (582) over (7.2%) 3,a,c,e Transport & Plant 7,775 7,436 339 339 7,775 7,502 273 under 3.5% 4,c Administration Costs 243 281 (38) (38) 243 321 (78) over (32.1%) 5,b Payments to Other Bodies 121 115 6 6 121 102 19 under 15.7% b,c,e Payments to Contractors 14,252 14,335 (83) (108) 14,252 14,005 247 under 1.7% 6,c,g Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 76 73 3 3 76 90 (14) over (18.4%) 7 Total Controllable Exp. 91,777 90,776 1,001 623 91,777 90,504 1,273 under 1.4% Total Controllable Inc. (21,190) (20,427) (763) (763) (21,190) (20,478) (712) under recovered (3.4%) 8,b,c Net Controllable Exp. 70,587 70,349 238 (140) 70,587 70,026 561 under 0.8% Transfer to Reserves (as at 31/03/22) - 378 (378) - - 823 (823) over Position After Transfers to Reserves (as at 31/03/22) 70,587 70,727 (140) (140) 70,587 70,849 (262) over (0.4%) Variance Explanations 1. The variance is mainly due to the vacancies within School Crossing Patrollers, Catering and Cleaning services and vacancies within Business Support and Waste. 2. The overspend relates to the net effect of greater than budgeted expenditure on cleaning materials within Facilities, the upgrade costs of the CCTV system at the Castlehill Transfer station and water charges from previous years within Waste partially offset by rates, rent and contract cleaning charges being less than budget provision within Operations Management. 3. The overspend is mainly due to a higher level of spend on the purchase of bins, due to high demand for replacements and for new housing developments and an overspend on equipment repairs within Facilities. These costs are partially offset by an underspend on food purchases within Facilities and an over recovery in the sale of bins within Waste. 4. The underspend mainly relates to Streets, where leasing costs are less than budget due to the timing of replacing vehicles, fuel and vehicle maintenance costs. Those costs are partially offset by greater than anticipated charges for fuel within Grounds, both in terms of usage and price and greater than anticipated fuel charges within Waste. The latter partially offset by an underspend on hired vehicles and leasing. 5. The overspend mainly relates to the high level of medical referrals across the service. 6. The variance is mainly due to the rate of disposal for the fibre and container contracts being lower than budgeted within Waste due to market conditions. 7. The overspend is due increased IT leasing costs. 8. The under recovery of income is due to less cash received from the sale of school meals and coffee shops and also the demand for Private Care of Garden services being less than anticipated. The under recovery is partially offset by income from the provision of additional cleaning services, the recovery of costs in relation to 2021 elections and income from the hire of the banqueting suite as a vaccination centre within Facilities and within Waste where there is an increased demand from Housing and Technical Resources for additional Waste Clearance Services. In addition there is an over recovery in the sale of bins. Within Streets and Bereavement service there is an over recovery which reflects greater income recovered through the Street Cleansing Service as a result of a greater demand from Housing and Tech for additional service requests, partially offset by less income being recovered from Bereavement Services. Budget Virements a. Transfer of budget to Education in respect of Universal of Free School Meals. Net effect (£0.156m): Supplies and Services (£0.156m). b. Budget movement in respect of Utilities and Physio & Photography savings. Net effect (£0.005m): Property £0.058m, Administration (£0.061m), Income (£0.002m). c. Realignment of budgets to reflect service delivery. Net effect £0.000: Employees (£0.220m), Property £0.050m, Supplies and Services £0.557m, Transport and Plant £0.308m, Payment to Other Bodies (£0.067m), Payment to Contractors £0.057m, Income (£0.685m). d. Transfer from reserves in respect of funding for Grounds Seasonals staffing. Net effect £0.160m: Employees £0.160m. 9
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e. Transfer to reserves in respect of investments for Food Regulations and Climate change. Net effect (£0.542m): Supplies and Services (£0.215m), Payment to Other Bodies (£0.327m). f. Transfer of budget in relation to pay award and apprenticeship levy. Net effect £2.035m: Employees £2.035m. g. Budget transfer to capital for CFCR for allotments. Net effect (£0.138m): Payment to contractors (£0.138m) Approved Transfers to Reserves (£0.823m): i. Primary 4 and 5 Free School Meals (£0.273m) ii. Crematorium Sinking fund (£0.025m) iii. Good Food Nation/Food Development Officer (£0.080m) iv. Training Laptops (£0.062m) v. Office Accommodation Moves - Montrose House Staff (£0.050m) vi. Chatelherault - Rock Slope Inspection at (£0.026m) vii. Lammermoor (£0.005m) viii. Strategic Waste Fund (£0.302m) 10
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2022 (No. 14) Fleet and Environmental (Inc Projects) Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/22 Actual BEFORE Transfers 31/03/22 Variance 31/03/22 % Variance 31/02/22 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 9,233 8,660 573 573 9,233 8,558 675 under 7.3% 1,b,d,e Property Costs 206 215 (9) (9) 206 207 (1) over (0.5%) b,c Supplies & Services 289 338 (49) (89) 289 326 (37) over (12.8%) 2,a,b Transport & Plant 8,732 9,483 (751) (751) 8,732 9,922 (1,190) over (13.6%) 3, Administration Costs 78 100 (22) (22) 78 114 (36) over (46.2%) 4,b,c Payments to Other Bodies 153 92 61 61 153 88 65 under 42.5% 5,b Payments to Contractors 1,116 1,117 (1) (1) 1,116 1,160 (44) over (3.9%) 6,b Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 25 24 1 1 25 33 (8) over (32.0%) Total Controllable Exp. 19,832 20,029 (197) (237) 19,832 20,408 (576) over (2.9%) Total Controllable Inc. (20,294) (19,532) (762) (762) (20,294) (20,315) 21 over recovered 0.1% 7,b,e Net Controllable Exp. (462) 497 (959) (999) (462) 93 (555) over (120.1%) Transfer to Reserves (as at 31/03/22) - 40 (40) - - 70 (70) over Position After Transfers to Reserves (as at 31/03/22) (462) 537 (999) (999) (462) 163 (625) over (135.3%) Variance Explanations 1. The variance is mainly due to vacancies within the services that are actively being recruited, including mechanics, drivers and bus escorts as well as posts within Environmental services. 2. The overspend relates to IT costs with both Fleet and Environmental service and the purchase of office equipment and equipment repairs within Fleet. 3. The overspend mainly relates to the timing in the achievement of efficiencies and greater than budgeted expenditure within the workshop for materials and outside repairs, which is due to the vacancies in the service. 4. The variance relates to an overspend in medical costs and membership fees within Fleet and Environmental services along with the purchase of new mobile phones within Environmental services. 5. The variance relates to less demand for scientific services within Environmental services. 6. The variance relates to cost of clinical waste, which is demand led, and is offset by an over recovery of income. 7. The variance in income is mainly due to the over recovery of income within the workshop and the recovery of fuel within Fleet partially offset by an under recovery in taxi inspections due to demand levels following the pandemic and increased income from pest control and clinical waste within Environmental services. Budget Virements a. Transfer to reserves for FLARE system. Net effect (£0.035m): Supplies & Services (£0.035m). b. Realignment of budgets to reflect service delivery. Net effect £0.000: Employees £0.005m, Property £0.007m, Supplies and Services (£0.032m), Administration (£0.010m), Payments to Other Bodies (£0.105m), Payment to Contractors £0.198m, Income (£0.063m). c. Budget movement in respect of the Utilities increase and Physio saving deduction. Net effect £0.017m: Property £0.020m, Administration (£0.003m). d. Transfer of budget in relation to apprenticeship levy. Net effect £0.032m: Employee Costs £0.032m. e. Transfer of budget in relation to pay award. Net effect £0.166m: Employees £0.182m, Income (£0.016m). Approved Transfers to Reserves (£0.070m): i. Fleet Sinking fund (£0.025m) ii. Electric Sweeper - Payback (£0.015m) iii. Environmental Flare System (£0.030m) 11
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2022 (No. 14) Leisure and Culture Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/22 Actual BEFORE Transfers 31/03/22 Variance 31/03/22 % Variance 31/03/22 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 79 80 (1) (1) 79 80 (1) over (1.3%) a Property Costs 98 85 13 13 98 80 18 under 18.4% 1 Supplies & Services 0 0 0 0 0 0 0 - n/a Transport & Plant 0 0 0 0 0 0 0 - n/a Administration Costs 8 8 0 0 8 8 0 - 0.0% Payments to Other Bodies 80 60 20 20 80 60 20 under 25.0% 2 Payments to Contractors 19,890 19,890 0 0 19,890 19,889 1 under 0.0% b Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 0 0 0 0 0 0 0 - n/a Total Controllable Exp. 20,155 20,123 32 32 20,155 20,117 38 under 0.2% Total Controllable Inc. 0 (1) 1 1 0 (2) 2 over recovered n/a Net Controllable Exp. 20,155 20,122 33 33 20,155 20,115 40 under 0.2% Transfer to Reserves (as at 31/03/22) - - - - - - - - Position After Transfers to Reserves (as at 31/03/22) 20,155 20,122 33 33 20,155 20,115 40 under 0.2% Variance Explanations 1. The variance relates to lower than anticipated rates and service charges. 2. The variance relates to the cancellation of the Fireworks events as a result of the pandemic. Budget Virements a. Transfer of budget in relation to apprenticeship levy. Net effect £0.075m: Employee Costs £0.075m b. Transfer of budget in relation to pay award. Net effect £0.611m: Payment to Contractors £0.611m. 12
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2022 (No. 14) Planning and Economic Development Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/22 Actual BEFORE Transfers 31/03/22 Variance 31/03/22 % Variance 31/03/22 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,010 4,858 152 152 5,010 4,800 210 under 4.2% 1,a,c,e,f Property Costs 623 624 (1) (1) 623 692 (69) over (11.1%) 2,f Supplies & Services 119 116 3 3 119 149 (30) over (25.2%) Transport & Plant 33 31 2 2 33 27 6 under 18.2% Administration Costs 124 123 1 (74) 124 103 21 under 16.9% f Payments to Other Bodies 4,424 4,408 16 16 4,424 4,422 2 under 0.0% a,b,d,f,g, h Payments to Contractors 533 538 (5) (5) 533 529 4 under 0.8% f Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 34 38 (4) (4) 34 58 (24) over (70.6%) 3 Total Controllable Exp. 10,900 10,736 164 89 10,900 10,780 120 under 1.1% Total Controllable Inc. (8,671) (9,181)) 510 280 (8,671) (9,833) 1,162 over recovered 13.4% 4,a,d,f,g Net Controllable Exp. 2,229 1,555 674 369 2,229 947 1,282 over 57.5% Transfer to Reserves (as at 31/03/22) - 305 (305) - - 322 (322) - Position After Transfers to Reserves (as at 31/03/22) 2,229 1,860 369 369 2,229 1,269 960 under 43.1% Variance Explanations 1. This variance is mainly due to staff turnover and staff working reduced hours. 2. The overspend is within Building Standards in relation to dangerous buildings which is offset by an over recovery in income. 3. The overspend is due increased IT leasing costs. 4. The over recovery is mainly due to a greater demand for Planning and Building standard applications. Budget Virements a. Creation of budget in respect of external funding for Business Support for European Regional Development Funding, Community Renewal Fund, Levelling Up Fund and Covid-19 Business Support Funding. Net effect £0.000m: Employees £0.008m, Payment to Other Bodies £1.675m, Income (£1.683m). b. Transfer from reserves for Covid-19 Discretionary Funding and Business Support Grants. Net effect £0.995m: Payment to Other Bodies £0.995m. c. Transfer to reserves in respect of Get South Lanarkshire Working Investments. Net effect (£0.344m): Employees (£0.344m). d. Transfer of Covid-19 Grants from Planning and Economic Development to Covid Cost Centre Net effect (£5,411m): Payment to Other Bodies (£19,554m), Income £14,143m. e. Transfer of budget in relation to pay award and apprenticeship levy. Net effect £0.028m: Employee Costs £0.028m. f. Budget realignment to reflect service delivery in respect of Hamilton Towers, City Deal, Hamilton Palace Grounds, LEADER, Business Loans Scotland, Restoration Bonds, Get Lanarkshire Working, Strathaven CARS, Smarter Choices Smarter Places and Clyde Cycle Park Vacant and Derelict Land. Net Effect £0.000m: Employees (£0.041m), Property £0.016m, Administration £0.019m, Payment to Other Bodies (£3.078m), Payment to Contractor £0.004m, Income £3.080m. g. Establish budget for non-Capital spend. Net effect £0.000m: Payments to Other Bodies £1.467m, Income (£1.467m). h. Transfer budget to Capital in respect of Clyde Gateway. Net effect (£0.819m): Payment to Other Bodies (£0.819m). Approved Transfers to Reserves (£0.322m): i. Legal Costs – Planning Building Standards (£0.092m) ii. Approved Building Standard staffing structure (£0.230m) 13
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2022 (No. 14) Roads Total (Inc Roads Constructing Services) Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/22 Actual BEFORE Transfers 31/03/22 Variance 31/03/22 % Variance 31/03/22 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 16,179 15,856 323 323 16,179 15,772 407 under 2.5% 1,c Property Costs 819 972 (153) (153) 819 1,098 (279) over (34.1%) 2,e,f Supplies & Services 8,295 6,324 (29) (29) 8,295 9,202 (907) over (10.9%) 3 Transport & Plant 4,234 4,180 54 54 4,234 4,063 171 under 4.0% 4,e Administration Costs 386 401 (15) (15) 386 371 15 under 3.9% e Payments to Other Bodies 5,930 5,990 (60) (60) 5,930 6,044 (114) over (1.9%) 5,f Payments to Contractors 4,143 4,339 (196) (196) 4,143 6,030 (1,887) over (45.5%) 6,a,b,d,f Transfer Payments 604 604 0 0 604 604 0 - 0.0% Financing Charges 49 62 (13) (13) 49 73 (24) over (49.0%) 7 Total Controllable Exp. 40,639 40,728 (89) (89) 40,639 43,257 (2,618) over (6.4%) Total Controllable Inc. (18,569) (17,328) (1,241) (1,241) (18,569) (19,744) 1,175 over recovered 6.3% 8,d,f Net Controllable Exp. 22,070 23,400 (1,330) (1,330) 22,070 23,513 (1,443) over (6.5%) Transfer to Reserves (as at 31/03/22) - - - - - - - Position After Transfers to Reserves (as at 31/03/22) 20,070 23,400 (1,330) (1,330) 22,070 23,513 (1,443) over (6.5%) Variance Explanations 1. The variance relates to vacant posts and staff on reduced hours within the service. 2. The overspend mainly relates to water and repair costs for depots and higher than anticipated electricity costs for electric vehicle charging points as a result of increased demand. 3. The overspend is mainly due to a higher level of spend on road construction materials. 4. The variance is mainly the lower level of external hires within the Construction Unit, partially offset by the upkeep of vehicles and hires for winter. 5. The overspend mainly relates to payments made in respect of WoSLA being greater than predicted. This is offset by an over recovery in income. 6. The overspend is due to a greater requirement for sub-contractors to support Roads programmes, partially offset by staff turnover during the year and for specialist works. In addition, there were higher than anticipated costs in respect of reactive maintenance within Street Lighting. 7. The overspend is due to increased IT leasing costs. 8. The over recovery is the net effect of income greater than anticipated for dayworks and the aforementioned WoSLA, partially offset by reduced fee income being recovered within Parking. Budget Virements a. Transfer from reserves for Roads winter maintenance. Net effect £1.676m: Payment to Contractors £1.676m. b. Transfer to reserves in respect of Engagement Winter Resilience. Net effect (£0.255m): Payment to Contractors (£0.255m). c. Transfer of budget in relation to pay award and apprenticeship levy. Net effect £0.329m: Employees £0.329m. d. Budget realignment to reflect revenue works completed by the Construction Unit for Roads General Services as a result of the change to trading services. Net effect £0.000m: Payment to Contractor (£2.942m), Income £2.942m. e. Budget removal in respect of Utilities and Physio & Procurement Savings. Net effect (£0.044m): Property £0.008m, Transport and Plant (£0.041m), Administration (£0.011m). f. Budget realignment to reflect service delivery. Net effect £0.000m: Property £0.041m, Transport and Plant (£0.015m), Payment to Other Bodies £0.091m, Payment to Contractors £0.775m, Income (£0.892m). 14
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Appendix G SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2022 (No. 14) COVID-19 Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/22 Actual BEFORE Transfers 31/03/22 Variance 31/03/22 % Variance 31/03/22 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 84 859 (775) (775) 84 806 (722) over (859.5%) 1,a Property Costs 0 252 (252) (252) 0 322 (322) over n/a 2 Supplies & Services 0 116 (116) (116) 0 111 (111) over n/a 3 Transport & Plant .0 439 (439) (439) 0 394 (394) over n/a 4 Administration Costs 0 9 (9) (9) 0 6 (6) over n/a Payments to Other Bodies 19,039 19,039 0 0 19,039 19,039 0 - 0.0% b,c Payments to Contractors 0 1,791 (1,791) (1,791) 0 1,605 (1,605) over n/a 5 Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 0 17 (17) (17) 0 17 (17) over n/a 6 Total Controllable Exp. 19,123 22,522 (3,399) (3,399) 19,123 22,300 (3,177) under (16.6%) Total Controllable Inc. (14,227) (14,227) 0 0 (14,227) (14,227) 0 - 0.0% a,b Net Controllable Exp. 4,896 8,295 (3,399) (3,399) 4,896 8,073 (3,177) over (64.9%) Transfer to Reserves (as at 31/03/22) - - - - - - - Position After Transfers to Reserves (as at 31/03/22) 4,896 8,295 (3,399) (3,399) 4,896 8,073 (3,177) over (64.9%) Variance Explanations 1. The variance is directly related to employee costs associated with the Resources’ response to the pandemic. 2. The variance relates to additional cleaning costs and materials as a result of enhanced cleaning regimes. 3. The variance relates to additional costs for equipment, PPE and health and hygiene. 4. The variance relates to fuel and vehicles costs directly related to the COVID-19 pandemic. 5. The variance relates to domestic waste tonnage, fly tipping costs and additional disposal of tonnage at civic amenity sites as a result of the pandemic. 6. The variance relates to IT equipment leasing charges. Budget Virements a. Establish budget for COVID-19 Business Support Administration funding. Net effect £0.000m: Employees £0.084m, Income (£0.084m). b. Transfer of Covid-19 Grants from Planning and Economic Development to Covid Cost Centre. Net effect £5.411m: Payment to Other Bodies £19.554m, Income (£14.143m). c. Transfer to reserves COVID-19 Discretionary Funding. Net Effect (£0.515m): Payment to Other Bodies (£0.515m). 15
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Revenue Budget Monitoring 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 20 May 2022 for Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that an overspend of £0.001m as at 20 May 2022 on Community and Enterprise Resources’ revenue budget, as detailed in Appendix A of the report be noted; and (2) that the proposed budget virements, as detailed in appendices B to F, be approved. [1recs] 3. Background 3.1. This is the first revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2022/2023. 3.2 The report details the financial position for Community and Enterprise Resources in Appendix A and the individual services’ reports in appendices B to F. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. As at 20 May 2022, there is a reported overspend of £0.001m against the phased budget. 5.2. The report details the financial position for Community and Enterprise Resources in Appendix A and variance explanations for each service area are detailed in appendices B to F where appropriate. 5.3. Virements are proposed to realign budgets across budget categories and with other Resources. These movements are detailed in appendices B to F of this report. 3 17
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or environment in terms of the information contained in the report 7 Other Implications 7.1. The main risk associated with the Council’s Revenue Budget is that there is an over spend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 4 July 2022 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 20 May 2022. 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) E-mail: louise.harvey@southlanarkshire.gov.uk 18
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 2 Ended 20 May 2022 (No.2) Community and Enterprise Resources Summary Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 20/05/22 Actual 20/05/22 Variance 20/05/22 % Variance 20/05/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 89,744 89,744 0 10,086 9,836 250 under 2.5% Property Costs 3,539 3,539 0 162 219 (57) over (35.2%) Supplies & Services 16,695 16,695 0 1,242 1,238 4 under 0.3% Transport & Plant 21,407 21,407 0 3,702 3,903 (201) over (5.4%) Administration Costs 758 758 0 50 52 (2) over (4.0%) Payments to Other Bodies 9,806 9,806 0 1,383 1,382 1 under 0.1% Payments to Contractors 42,804 42,804 0 6,851 6,851 0 - 0.0% Transfer Payments 603 603 0 179 179 0 - 0.0% Financing Charges 185 185 0 5 6 (1) over (20.0%) Total Controllable Exp. 185,541 185,541 0 23,660 23,666 (6) over 0.0% Total Controllable Inc. (62,804) (62,804) 0 (13,534) (13,539) 5 over recovered 0.0% Net Controllable Exp. 122,737 122,737 0 10,126 10,127 (1) over 0.0% Variance Explanations Detailed within appendices B to F. Budget Virements Budget virements are shown in appendices B to F. 19
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 20 May 2022 (No.2) Facilities, Streets, Waste and Grounds (including Support) Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 20/05/22 Actual 20/05/22 Variance 20/05/22 % Variance 20/05/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 58,974 58,974 0 6,548 6,466 82 under 1.3% 1,a,b,c Property Costs 1,841 1,841 0 89 110 (21) over (23.6%) c Supplies & Services 8,029 8,029 0 706 702 4 under 0.6% a,b,c Transport & Plant 7,496 7,496 0 1,962 1,962 0 - 0.0% b Administration Costs 261 261 0 19 21 (2) over (10.5%) a,c Payments to Other Bodies 1,149 1,149 0 0 0 0 - n/a a Payments to Contractors 17,172 17,172 0 955 955 0 - 0.0% a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 77 77 0 3 3 0 - 0.0% Total Controllable Exp. 94,999 94,999 0 10,282 10,219 63 under 0.6% Total Controllable Inc. (18,961) (18,961) 0 (7,542) (7,517) (25) under recovered (0.3%) 2,a,c Net Controllable Exp. 76,038 76,038 0 2,740 2,702 38 under 1.4% Variance Explanations 1. The variance is mainly due to vacancies within School Crossing Patrollers, Catering, Cleaning and Janitors services within Facilities. 2. The under recovery of income is due to reduced hospitality income within Facilities and the decrease in uptake of the Care of Gardens service within Grounds, partially offset by the provision of additional services within Cleaning and Housing and income from the hire of the banqueting suite. Budget Virements a. Establish temporary budget to reflect transfer from reserves for 22/23 Disposal Tonnage Funding, Investment in Climate Challenge South Lanarkshire, Food Strategy Support Fund and Food Funding. Net effect £3.595m: Employees £0.119m, Supplies £0.462m, Administration £0.006m, PTOB £1.108m, PTC £1.900m. b. Transfer to reserves temporary budget in respect of Waste Management / Fly Tipping. Net effect (£0.395m): Employees (£0.107m), Supplies (£0.254m), Transport (£0.034m). c. Realign budget to reflect service delivery within Facilities. Net effect £0.000m: Employees £0.218m, Property £0.085m, Supplies and Services (£0.567m), Administration £0.009m, Income £0.255m. 20
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 20 May 2022 (No.2) Fleet and Environmental Services (Incl Projects) Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 20/05/22 Actual 20/05/22 Variance 20/05/22 % Variance 20/05/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 9,251 9,251 0 1,209 1,111 98 under 8.1% 1 Property Costs 181 181 0 13 11 2 under 15.4% Supplies & Services 260 260 0 31 32 (1) over (3.2%) Transport & Plant 9,585 9,585 0 1,014 1,213 (199) over (19.6%) 2,a Administration Costs 31 31 0 5 5 0 - 0.0% Payments to Other Bodies 122 122 0 5 4 1 under 20.0% Payments to Contractors 237 237 0 61 60 1 under 1.6% Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 25 25 0 0 0 0 - n/a Total Controllable Exp. 19,692 19,692 0 2,338 2,436 (98) over (4.2%) Total Controllable Inc. (18,862) (18,862) 0 (3,064) (3,121) 57 over recovered 1.9% 3 Net Controllable Exp. 830 830 0 (726) (685) (41) over (5.6%) Variance Explanations 1. The variance is mainly due to vacant posts within the services which are being recruited. 2. The overspend mainly relates to the timing in the achievement of efficiencies and fuel costs, which is offset by an over recovery in income. 3. The over recovery relates mainly to income from fuel and from the sale of vehicles, partially offset by an under recovery in taxi inspection income within Fleet. Budget Virements a. Establish a temporary budget for fuel price increases 22/23. Net effect £1.350m: Transport and Plant £1.350m. 21
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 20 May 2022 (No.2) South Lanarkshire Leisure and Culture Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 20/05/22 Actual 20/05/22 Variance 20/05/22 % Variance 20/05/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 4 4 0 1 1 0 - 0.0% Property Costs 98 98 0 13 13 0 - 0.0% Supplies & Services 0 0 0 0 0 0 - n/a Transport & Plant 0 0 0 0 0 0 - n/a Administration Costs 8 8 0 0 0 0 - n/a Payments to Other Bodies 80 80 0 0 0 0 - n/a Payments to Contractors 20,888 20,888 0 5,515 5,515 0 - 0.0% a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 0 0 0 0 0 0 - n/a Total Controllable Exp. 21,078 21,078 0 5,529 5,529 0 - 0.0% Total Controllable Inc. 0 0 0 0 0 0 - n/a Net Controllable Exp. 21,078 21,078 0 5,529 5,529 0 - 0.0% Variance Explanations No variances to report. Budget Virements a. Transfer to reserves temporary budget in respect of Community Led Activities for 23-24 expenditure. Net effect (£0.275m): PTC (£0.275m). 22
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 20 May 2022 (No.2) Planning and Economic Development Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 20/05/22 Actual 20/05/22 Variance 20/05/22 % Variance 20/05/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,165 5,165 0 590 564 26 under 4.4% 1,a, b Property Costs 623 623 0 0 0 0 - 0.0% a Supplies & Services 119 119 0 34 34 0 - 0.0% Transport & Plant 33 33 0 2 2 0 - 0.0% Administration Costs 64 64 0 8 8 0 - 0.0% Payments to Other Bodies 3,205 3,205 0 103 103 0 - 0.0% a,b Payments to Contractors 302 302 0 0 0 0 - 0.0% Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 34 34 0 1 1 0 - 0.0% Total Controllable Exp. 9,545 9,545 0 738 712 26 under 3.5% Total Controllable Inc. (5,987) (5,987) 0 (1,660) (1,670) 10 over recovered 0.6% 2,a Net Controllable Exp. 3,558 3,558 0 (922) (958) 36 over 3.9% Variance Explanations 1. The variance is mainly due to staff turnover and staff working on reduced hour contracts. 2. The over recovery is due to a greater demand in Planning and Building standard applications. Budget Virements a. Establish budget for Business Loans Scotland, City Deal, Levelling Up Fund, Community Renewal Fund, Business Ventilation Fund, Low carbon Vacant & Derelict Land Investment Programme, Clyde Cycle Park and Hamilton Towers Expenditure and Income. Net Effect £0.000m: Employee Costs £0.201m, Property £0.597m, PTOB £1.443m, Income (£2.241m). b. Establish budget to reflect transfer from reserves for Get South Lanarkshire Working investment. Net effect £1.409m: Employees £0.151m, PTOB £1.258m. 23
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 20 May 2022 (No.2) Roads Total (Inc Roads Constructing Services) Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 20/05/22 Actual 20/05/22 Variance 20/05/22 % Variance 20/05/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 16,350 16,350 0 1,738 1,694 44 under 2.5% 1 Property Costs 796 796 0 47 85 (38) over (80.9%) 2 Supplies & Services 8,287 8,287 0 471 470 1 under 0.2% Transport & Plant 4,293 4,293 0 724 726 (2) over (0.3%) Administration Costs 394 394 0 18 18 0 - 0.0% Payments to Other Bodies 5,250 5,250 0 1,275 1,275 0 - 0.0% Payments to Contractors 4,205 4,205 0 320 321 (1) over (0.3%) a, b,c Transfer Payments 603 603 0 179 179 0 - 0.0% Financing Charges 49 49 0 1 2 (1) over (100.0%) Total Controllable Exp. 40,227 40,227 0 4,773 4,770 3 under 0.1% Total Controllable Inc. (18,994) (18,994) 0 (1,268) (1,231) (37) under recovered (2.9%) 3,b,c Net Controllable Exp. 21,233 21,233 0 3,505 3,539 (34) over (1.0%) Variance Explanations 1. The variance is mainly due to staff turnover. 2. The over spend is in the main due to higher than anticipated electricity costs for Electrical Vehicle charging points. 3. The under recovery is due to less than anticipated income from maintenance works within the Construction Unit. Budget Virements a. Transfer of budget for capital funded from revenue. Net effect (£1.531m): Payment to Contractor (£1.531m). b. Establish temporary budget to reflect transfer from reserves for Parking income shortfall 22/23 and Investment Community Resilience Funding. Net effect £1.255m: Payment to Contractors £0.255m, Income £1.000m. c. Budget realignment to reflect revenue works completed by the Construction Unit for Roads General Services as a result of the change to trading services. Net effect £0.000m: Payment to Contractor (£11.940m), Income £11.940m. 24
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Report Agenda Item Report to: Community and Enterprise Resource Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Capital Budget Monitoring 2021/2022 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 2021 to 31 March 2022 [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 £41.903 million, and expenditure for the year of £34.685 million be noted. [1recs] 3. Background 3.1. This is the final capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2021/2022. 3.2. As noted in the last report to this Committee (7 December 2021), the budget for Community and Enterprise Resources for financial year 2021/2022, including carry forward, was £44.115 million. 3.3. Since that meeting, the Executive Committee (2 February 2022) has also agreed changes to the Community and Enterprise Resources’ Capital Programme totalling a net decrease of £2.212 million. The details are shown in Appendix A. This takes the Community and Enterprise Resources’ Programme for 2021/2022 to £41.903 million. 3.4. The report details the financial position for Community and Enterprise Resources in total in Appendix A. 4. 2021/2022 Capital Programme – Final Position 4.1. As detailed in Section 3.3, the total capital programme for Community and Enterprise Resources for 2021/2022 was £41.903 million. Total expenditure to the 31 March 2022 was £34.685 million, a difference of £7.218 million in comparison to the programme of £41.903 million. 4.2. The programme underspend of £7.218 million is mainly due to the timing of project spend on a number of projects. The main projects which are responsible for the underspend are: Place Based Investment Programme (£1.617m), Hamilton HUB – 4 25
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New Cross Shopping Centre (£0.970m), Vacant and Derelict Land (£0.563m), Contribution to Horsley Brae (£0.400m), Roads Participatory Budgeting (£0.329m), Roads Structures (Mousemill Rd, Clyde, Ponfeigh, Daer and Scrogton) (£0.473m), Cycling, Walking and Safer Streets (£0.238m), Cathkin Bypass (£0.328m) and Greenhills Road (£1.081m) along with a number of other minor movements. 4.3. Any underspend on these projects, along with the funding, will carry forward into next financial year as required. An update on the 2022/2023 programme is detailed in a separate report to this Committee. 4.4. Accounting Adjustments While sections 4.1 to 4.3 detail the position on the capital programme as set, Accounting Regulations mean that adjustments are required to report spend correctly as either capital or revenue for the purposes of publishing our Annual Accounts. This includes where spend is in relation to assets that are not owned by the Council and where the spend must be classed as revenue. There is no operational impact for projects from this adjustment – it is an accounting entry only. 4.5. £1.567 million of capital spend is required to be recorded as revenue spend. Conversely, £0.138 million of revenue spend should be recorded as capital. The transfers above mean that for the purpose of publishing our Annual Accounts only, there is capital spend of £33.256 million. 5. Employee Implications 5.1. There are no employee implications as a result of this report. 6. Financial Implications 6.1. The financial implications are detailed in section 4 of this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of an overspend is managed through four weekly Investment Management Meetings. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 26
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20 July 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Community and Enterprise Resources Committee, 7 December 2021 Executive Committee, 2 February 2022 List of Background Papers ▪ Financial ledger to 31 March 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 27
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Appendix A South Lanarkshire Council Capital Expenditure 2021/2022 Community and Enterprise Resources Programme For Period 1 April 2021 – 31 March 2022 Community and Enterprise Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Anticipated Spend £000 Actual Expenditure £000 Facilities, Waste and Grounds 3,375 1,350 (1,748) 2,977 2,977 2,176 Enterprise and Sustainable Development 13,099 200 (2,916) 10,383 10,383 7,217 Roads, Transport and Fleet 30,261 1,691 (3,409) 28,543 28,543 25,292 TOTAL 46,735 3,241 (8,073) 41,903 41,903 34,685 Accounting Adjustments Less Transfers to Revenue (1,567) Add Transfers to Capital 138 2021/22 Outturn Position (Accounting Basis Only) 33,256 28
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For Information Only Budget Adjustments presented to Executive Committee, 2 February 2022: Budget Adjustments Additional Funding Electric Vehicle Charging Infrastructure Roads – Structures Switched on Fleet Abington Campus for Enterprise Strathclyde Passenger Transport (SPT) – Bus Infrastructure Cambuslang Park & Ride Law Football Pavilion Upgrade and drainage to Sports Pitches Slippage Roads – Structures Switched on Fleet Country Parks – Horseshoe Bridge, Calderglen White Bridge Replacement, Chatelherault Country Park Abington Campus for Enterprise Leisure Centres Hamilton Palace Grounds – Play Area Renewal of Play Parks Cycling, Walking and Safer Routes City Deal – Cathkin Bypass Total Budget Adjustments £0.048m £1.721m £0.171m £0.200m £0.020m £0.060m £0.015m (£1.591m) (£0.213m) (£0.150m) (£0.221m) (£0.150m) (£0.480m) (£0.184m) (£0.268m) (£0.512m) (£0.678m) (£2.212m) 29
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Capital Budget Monitoring 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Community and Enterprise Resources for the period 1 April to 20 May 2022 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation:- [recs] (1) that the Community and Enterprise Resources’ Capital Programme of £64.423 million, and expenditure to date of £0.389 million, be noted. 3. Background 3.1. This is the first capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2022/2023. Further reports will follow throughout the year. 3.2. The budget of £64.423 million for Community and Enterprise Resources is based on the overall Capital Programme for 2022/2023, which was approved by the Executive Committee on 29 June 2022. 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. 2022/2023 Budget The total Capital Programme for Community and Enterprise Resources is £64.423 million. This budget is based on the original programme of projects approved by the Council in February 2022, updated to include budget carried forward from financial year 2021/2022 as well as additional funding received and used to fund expenditure incurred in 2021/2022. 5 31
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5.2. Previously Approved Adjustments: The 2022/2023 Capital Programme of £64.423 million also includes investment in a Footpaths and Roads Improvement Fund (£2.5m), which was approved as part of the 2022/2023 Revenue Budget. In addition, a Section 36c report approved additional funding of £3.750 million towards the replacement Clyde Bridge (2022/2023 - £3.491m, 2023/2024 - £0.259m). 5.3. Accounting Adjustments: Expenditure in relation to investment in roads carriageways is currently funded through the Roads Services Revenue budget but should be categorised as capital spend. As a result, roads carriageways revenue budget totalling £1.531 million has been transferred to the 2022/2023 Capital Programme. The total overall budget for Roads Carriageways across capital and revenue remains unchanged. These accounting adjustments are included in the programme of £64.423 million. 5.4. Additional Funding: The revised budget of £64.423 million also includes £5.042 million of additional funding for 2022/2023, which has been awarded to the Council since approval of the original budget in February 2022. The details of the projects awarded this additional funding are shown in Appendix A. 5.5. Period 2 Position Anticipated spend to date was £0.389 million and spend to 20 May 2022 amounts to £0.389 million. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 20 July 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 32
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Previous References South Lanarkshire Council (Special), 23 February 2022 Executive Committee, 29 June 2022 List of Background Papers Financial ledger to 20 May 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) Email: lorraine.o’hagan@southlanarkshire.gov.uk 33
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Appendix A South Lanarkshire Council Capital Expenditure 2022/2023 Community and Enterprise Resources For Period 1 April 2022 – 20 May 2022 Community and Enterprise Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Budget to Date £000 Actual Expenditure £000 Facilities, Waste and Grounds 8,841 514 0 9,355 87 87 Enterprise and Sustainable Development 20,543 2,040 0 22,583 51 51 Roads, Transport and Fleet 29,997 2,488 0 32,485 251 251 TOTAL 59,381 5,042 0 64,423 389 389 For Information Only Budget Adjustments approved by Executive Committee, 29 June 2022: Budget Adjustments Renewal of Play Parks Nature Restoration Fund Springhall Cage – Additional Play Equipment Coronation Crescent – Play Equipment Place Based Investment Programme Hamilton HUB Strathclyde Partnership for Transport (SPT) Electric Vehicle Charging Infrastructure Cycling Walking and Safer Routes Local Authority Direct Resource Grant Total Budget Adjustments £0.296m £0.188m £0.020m £0.010m £1.740m £0.300m £1.695m £0.060m £0.650m £0.083m £5.042m 34
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – April and May 2022 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for April and May 2022 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 April and May 2022 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 12 March 2022 [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 April and May 2022. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of May for Community and Enterprise Resources. The Resource absence figure for May 2022 was 6.3%, this figure has decreased by 0.6% when compared to the previous month and is 0.9% higher than the Council- wide figure. Compared to May 2021, the Resource absence figure has increased by 0.4%. Based on the absence figures at May 2022 and annual trends, the projected annual average absence for the Resource for 2022/2023 is 6.6%, compared to a Council- wide average figure of 5.5%. 6 35
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For the financial year 2022/2023, the projected average days lost per employee equates to 8.2 days, compared with the overall figure for the Council of 6.5 days per employee. 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. The attendance information contained in this report includes absences as a result of COVID-19, and employees are being supported through this difficult time to maintain attendance levels where they can. At the time of this report, the Council overall absence level was 4.73% with 1.07% of this relating to COVID-19 for sickness and special leave. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall, 230 referrals were made this period. This represents an increase of 17 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 21 accidents/incidents recorded within the Resource this period, no change when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 7 disciplinary hearings were held within the Resource, an increase of 6 when compared to the same period last year. No appeals were heard by the Appeals Panel. No grievance hearings were raised within the Resource, this figure remains unchanged when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There were a total of 24 leavers in the Resource this period eligible for an exit interview. This figure has remained the same when compared with the same period last year. Four exit interviews were conducted in this period, a decrease of 5 when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term post 4.7. Appendix 2a provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period April to May 2022, 75 (46.76 FTE) employees in total left employment, managers indicated that 70 (41.76 FTE) posts were being replaced and 5 posts (5.0 FTE) were due to the end of a fixed term contract. 36
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5. Staffing Watch 5.1. There has been a decrease of 69 in the number of employees in post from 11 December 2021 to 12 March 2022. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 5 July 2022 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 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: (Tel: 01698 454647) Email: Elaine.Maxwell@southlanarkshire.gov.uk 37
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2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 2020 / 2021 2021 / 2022 2022 / 2023 April 3.1 2.3 4.4 April 5.3 5.7 7.3 April 5.0 5.2 6.9 April 4.4 4.3 5.6 May 2.4 2.7 3.9 May 4.3 6.4 6.8 May 4.0 5.9 6.3 May 3.1 4.9 5.4 June 1.6 2.8 June 4.0 6.6 June 3.6 6.0 June 2.7 4.7 July 1.8 2.9 July 3.6 5.3 July 3.4 4.9 July 2.3 4.0 August 1.7 2.9 August 4.9 6.4 August 4.4 5.9 August 3.1 4.7 September 1.6 3.4 September 5.8 8.2 September 5.1 7.5 September 4.2 6.4 October 3.1 3.8 October 6.3 7.9 October 5.8 7.3 October 4.8 6.3 November 3.6 3.5 November 7.1 8.0 November 6.6 7.3 November 5.8 6.9 December 3.1 4.2 December 6.4 8.0 December 5.9 7.4 December 5.6 6.9 January 3.4 3.6 January 6.0 9.6 January 5.6 8.6 January 4.8 7.0 February 2.8 4.4 February 6.5 9.5 February 5.9 8.7 February 4.8 6.6 March 2.6 6.0 March 6.8 11.0 March 6.2 10.2 March 4.9 7.9 Annual Average 2.6 3.5 4.2 Annual Average 5.6 7.7 7.1 Annual Average 5.1 7.1 6.6 Annual Average 4.2 5.9 5.5 Average Apr-May 2.8 2.5 4.2 Average Apr-May 4.8 6.1 7.1 Average Apr-May 4.5 5.6 6.6 Average Apr-May 3.8 4.6 5.5 531 2958 3489 16196 For the financial year 2022/23, the annual average days lost per employee equates to 8.2 days. No of Employees at 31 May 2022 No of Employees at 31 May 2022 No of Employees at 31 May 2022 No of Employees at 31 May 2022 Appendix 1 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total 38
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COMMUNITY AND ENTERPRISE RESOURCES Apr-May Apr - May 2021 2022 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 55 67 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 2 0 TOTAL 213 230 Apr-May Apr - May 2021 2022 Specified Injuries* 0 0 Over 7 day absences 3 3 Over 3 day absences** 1 0 Minor 12 13 Near Miss 2 1 Violent Incident: Physical**** 1 0 Violent Incident: Verbal***** 2 4 Total Accidents/Incidents 21 21 Apr-May Apr - May 2021 2022 Total Number of Hearings 1 7 Total Number of Appeals 0 0 Appeals Pending 0 3 Time Taken to Convene Hearing Apr - May 2022 0-3 Weeks 4-6 Weeks Over 6 Weeks 4 0 Apr-May Apr - May 2021 2022 Number of Grievances 0 0 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 0 Number Resolved at Stage 3 0 0 Still in Progress 0 0 Apr-May Apr - May 2021 2022 Number of Incidents 0 0 Number Resolved at Informal Stage 0 0 Number Resolved at Formal Stage 0 0 Number of Appeals 0 0 Appeals in Process 0 0 Still in Process 0 0 Apr-May Apr - May 2021 2022 Number of Exit Interviews conducted 9 4 Total Number of Leavers Eligible for Exit Interview 24 24 Percentage of interviews conducted 38% 17% ****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. ANALYSIS OF REASONS FOR LEAVING RECORD OF DISCIPLINARY HEARINGS RECORD OF GRIEVANCE HEARINGS RECORD OF DIGNITY AT WORK CAUSE OF ACCIDENTS/INCIDENTS 75 *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 circumstance. ****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. 70 APPENDIX 2 79 86 2 7 39
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FTE* H/C** FTE H/C Number of Leavers 46.76 75 46.76 75 Replace Employee 41.76 70 41.76 70 Leave vacant pening savings review 0.00 0 0.00 0 Plan to remove for savings 0.00 0 0.00 0 Filling on a Temp Basis 0.00 0 0.00 0 Plan to transfer budger to another post 0.00 0 0.00 0 End of fixed term post 5.00 5 5.00 5 * Full time equivalent ** Head count/number of employees Appendix 2a April 2022 - May 2022 Cumulative total (Apr 22 - Mar 23) 40
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As at 12 March 2022 Total Number of Employees F/T P/T F/T P/T 1218 227 196 1473 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1.00 1457.77 404.52 231.45 48.73 17.00 3.00 5.00 0.00 2168.47 As at 11 December 2021 Total Number of Employees F/T P/T F/T P/T 1284 234 199 1466 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1.00 1505.27 413.60 233.95 48.05 17.00 3.00 0.00 0.00 2221.87 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3114 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3183 41
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Report: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Planning and Building Standards Service – Additional Officers 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] to update the Committee on the staffing changes to increase capacity within the Planning and Building Standards Service establishment seek approval to create 2.0 FTE permanent Planning posts and make 4.0 FTE existing fixed term Graduate Planner posts permanent, increasing the Planning establishment accordingly seek approval to reconfigure existing fixed-term Building Standards posts to create 5.0 FTE permanent Building Standards Inspectors, increasing the Building Standards establishment accordingly [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report be noted, and (2) that the additional Planning and Building Standards posts and other changes to the establishment, as detailed in section 7 of the report, be approved. (3) [purpose] 3. Background to the Planning issues 3.1. Following a review of the planning system by the Scottish Government, the Planning (Scotland) Act 2019 received Royal Assent in July 2019. It places the planning system in a central role in support of the Scottish Government’s objective of creating a more successful country with opportunities for all to flourish through increased wellbeing and sustainable and inclusive economic growth. However, to achieve the new sustainable development goals, the new legislation places a raft of new statutory duties and burdens on local Planning Authorities. 3.2. This comes at a time when the number of planning applications being received by the Council increased by 10.6% between 2019/2020 and 2021/2022. The 2021/2022 period alone showed a 12% increase in all categories of applications, including a 51% increase in the category of householder applications. 3.3. The profession is facing a nationwide skills shortage with experienced planners leaving the profession and insufficient new recruits entering it. The shortage of qualified planners has led to recruitment issues with councils competing for qualified staff and difficulties in filling temporary posts when permanent ones are being offered 7 43
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elsewhere. The Service has been operating with a number of vacancies since 2020 and recruitment has had only limited success. This has had a negative impact on performance. 3.4. Planning application fees increased from 1 April 2022. To ascertain what additional funding could be available to invest in the Service, an exercise has been carried out to apply the new fee regime to the more common types of application the Council received over the last 3 years. The outcome of that estimation exercise is set out in the tables in Appendix 1 to the report. 3.5. The changes to the fee regulations now permit Planning Authorities to introduce discretionary charging for non-material variation applications (NMV), the discharge of planning conditions and pre-application discussions. Finally, from 1 October 2022 Planning Authorities can apply a 25% surcharge to retrospective applications. This has still to be considered and may yield more funding in the future. This may be available to support the service in the future. 3.6. Irrespective of the outcome of this exercise, there has been a real time increase in fee income over last 2 years. The current 2021/2022 budget is £1.694 million and actual fees were £2.088 million, giving an over recovery on current applications of £0.394 million. 4. How fee income would be utilised to invest in planning staff 4.1. A detailed review of the capacity of the Planning Service has been carried out, looking at the availability of qualified staff, as well as what tasks are essential for efficient service delivery, with the aim of creating a fit for purpose and future proofed structure. This has resulted in proposals to increase capacity being identified and these are detailed below. 4.2. Graduate Planning Officers It is recommended that the 4 FTE existing fixed term Graduate Planning Officer posts (previously approved and currently part of the establishment) be added to the establishment on a permanent basis. This measure would help to attract more suitable candidates, while providing employment certainty for those already on temporary contracts and reduce staff turnover. 4.3. Creation of a Planning Assistant Post It is recommended that an additional post of 1.0 FTE Planning Assistant be added to the establishment. This role would involve carrying out a wide range of routine duties currently the responsibility of Planning Officers such as the validation of more complex planning applications, providing advice on minor enquiries, assisting with the implementation and maintenance of effective procedures for development management functions and providing technical planning support. This would free Planning Officer time to carry out assessment of applications more quickly. 4.4. Creation of an additional Advanced Planning Officer Post It is recommended that a new post of 1.0 FTE Advanced Planning Officer be added to the establishment. This role would largely focus on co-ordinating and managing the process of collecting and distributing developer contributions. This is considered especially relevant following the decision by the Planning Committee earlier this year to lower the threshold for seeking contributions from new housing developments from 20 units to 5 which will add to workloads in that area. It would be filled at Advanced Officer level and would include playing a proactive role between developers and the Council services benefitting from contributions. 44
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5. Building standards capacity issues 5.1. In the main, the issues with Building Standards Officer recruitment mirrors the pattern of Planning – experienced officers are retiring with insufficient new recruits entering the profession. The annual workforce data which the Building Standards Service collates for Scottish Government shows that 52% of staff are over 50, including 19% between 56 and 60 years of age. 5.2. The Building Standards’ function is primarily about safety and ensuring development is carried out in accordance with Building Regulations so that the safety of users of buildings and the general public is protected. In addition, new legislation in the form of changes to Building Regulations introduced by Scottish Government on 1 June 2022, have put a more onerous burden on the Service. New duties include assessing energy performance and ventilation standards, linked to climate change as well as workmanship, fire safety and suitability of materials – especially in the light of the Grenfell disaster. 5.3. Building Standards also has a statutory enforcement role involving the inspection of defective buildings and structures, taking remedial action where necessary. Recent examples include the gas explosion in East Kilbride and the demolition of a dangerous vacant building on Glasgow Road, Blantyre. This type of work is complex, due to property ownership issues and does not attract a fee income. However, the safety issues mean that this work must be given priority and given the increasing number of deteriorating buildings in South Lanarkshire, this activity is likely to increase in the future. 5.4. Finally, the Service also carries out a range of important but non-core business including emergency call-out cover, licensing activity, liaison with disability groups, participation in the operation Doric scheme which seeks to tackle doorstep crime and general advice and property searches. This is very valuable to colleagues, partners and the community. 6. Verification Appointment 6.1. The verifier role is an appointment by Scottish Ministers for Building Standards Authorities to process building warrant applications efficiently and timeously as well as conducting on-site inspections to ensure that development work is being carried out in accordance with the warrant and technical standards. The period of appointment as verifier is based on meeting key performance standards. 6.2. In March 2017, South Lanarkshire Council was re-appointed as verifier for the maximum 6-year period. That appointment was in recognition of the high performance of the Service between 2011 to 2017. The next verification period starts on 1 May 2023 and the Building Standards Division (BSD) of Scottish Government is currently assessing performance to ascertain this which can result in a maximum 6-year appointment for “strong” performers, 3 years for “good” performers, or “poor” performers gaining a one-year only rolling appointment with on-going scrutiny and adherence to a strict improvement plan 6.3. A report to the Community and Enterprise Resources Committee on 7 December 2021 explained the background to the upcoming Verification Re-appointment and explained the risks and reputational damage which the Council could face if appointed to a shorter period than previously, due to poorer performance. The report set out the reasons for the drop in performance standards –namely an increase in workload and a loss of capacity for the reasons mentioned in Section 5 of this report, above. 45
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6.4. The Committee approved 5 additional posts on 23 month fixed term contracts to be created – namely 3 Building Surveyors, one Building Inspector and a Building Standards Modern Apprentice. Subsequently the Service has experienced challenges in recruiting qualified staff due to a Scotland-wide lack of suitable candidates and experienced officers unwilling to leave permanent posts elsewhere for the uncertainty of a fixed term contract. 6.5. Current performance in terms of the key performance objectives (KPOs) reported to the Scottish Government is set out in Appendix 2 to the report and shows that in recent years it has been a challenge for the service to meet targets related to the timeliness of building warrant assessment. This is due to the increasing complexity in application assessment (for example, increased fire engineering solutions, alternative design solutions, use of innovative products and systems, and the assessment of the energy efficiency of buildings). There has also been an increase in general enquiries, provision of technical advice, support to other Council services and pre application discussions. An increasing focus is now on compliance checks (i.e., site visits) and means the current prioritisation of assessment tasks against inspection activity is no longer sustainable. 6.6. This shows that workload and capacity issues mean achieving the required targets is currently unachievable. The additional pressures on the service as outlined in Section 5 above exacerbates this further. The Head of the Building Standards Division (BSD) at the Scottish Government recently wrote to the Council to highlight that performance levels failed to meet several national targets in 2020/2021 and 2021/2022. 6.7. Consequently, the risk to verification re-appointment is now significant. The BSD does recognise that the position of South Lanarkshire Council is not unique and that workloads across Scotland have been higher than pre-pandemic levels. However, there remains an expectation that the Council will do all it can to invest in the Service. 6.8. This situation and the disappointing outcome of the recruitment exercise has led to a review of the Service, considering what could improve matters with a pragmatic look at what skills may be available in the job market and how capacity could be enhanced in a different way. The conclusion is that due to the high volume of house building underway in South Lanarkshire at the present Surveyors. 6.9. Inspectors can be drawn from a wider range of skills and backgrounds and could free up Surveyors’ time to concentrate on other aspects of the work by doing site inspections. At the present time 2 Building Inspectors appointed 4 years ago are currently undertaking a degree course, therefore, enabling us to “grow our own” skilled staff and future-proof the Service. 6.10. As a result, it is recommended that the 4 existing vacancies at Building Standards surveyor level are redesignated into Building Inspector posts, including converting 4 temporary posts within this category to permanent contracts; that the existing Building Standards Inspector post with a 23-month fixed term contract become permanent; and that an additional Building Standards Inspector on a permanent contract be created. 46
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7. Employee Implications 7.1. Planning The following posts should be added to the establishment as detailed below:- Post FTE - existing FTE - proposed Grade/ SCP Hourly Rate Annual Salary Gross Cost (inc on costs 31.5%) Total Graduate Planner (fixed term) 4.0 0 Grade 2 Level 4 SCP 55- 57 £16.35 - £16.85 £29,837.12 - £30,749.57 £39,266 - £40,466 Graduate Planner (permanent) 0 4.0 Grade 2 Level 4 SCP 55- 57 £16.35 - £16.85 £29,837.12 - £30,749.57 £39,250 - £40,451 £157,000 - £161,804 Planning Assistant 0 1.0 Grade 2 Level 1 - 3 SCP 34-48 £12.22 - £14.77 £22,300 - £26,954 £29,347 - £35,471 £29,347 - £35,471 Advanced Planning Officer 0 1.0 Grade 3 Level 8 SCP 79 - 80 £23.18 - £23.53 £42,191 - £42,830 £55,523 - £56,343 £55,523 - £56,343 7.2. Building Standards The following posts should be added to the establishment as detailed below:- Post FTE - existing FTE - proposed Grade/ SCP Hourly Rate Annual Salary Gross Cost (inc on costs 31.5%) Total Building Standards Surveyor (fixed term) 3.0 0 Grade 3 Level 2 - 4 SCP 63- 74 £18.44 - £21.46 £33,651 - £39,162 £44,268 - £51,518 Building Inspector (fixed term) 1.0 0 Grade 2 Level 3 SCP 46 - 48 £14.33 - £14.77 £26,151 - £26,954 £34,401 - £35,457 Building Inspector (permanent) 0 5.0 Grade 2 Level 3 SCP 46 - 48 £14.33 - £14.77 £26,151 - £26,954 £34,401 - £35,457 £172,005 - £177,285 7.3. The current and proposed Building Standards establishment is provided in appendices 3 and 4 respectively. The current and proposed Planning establishment is provided in appendices 5 and 6 respectively. 8. Financial Implications 8.1. The additional staffing requirements as detailed in 7.1 and 7.2 above have an annual cost of £0.254 million and up to £0.177 million respectively. When initial approval was given to recruit these posts temporarily, the funding was available through Planning and Economic Development reserve balances and that funding will continue to meet staffing costs in the short term. As these posts are now proposed to be recruited on 47
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a permanent basis, the additional fee income referenced at sections 3.5 and 3.6 will be used to cover the additional costs in the longer term. 8.2. There is a longer-term risk that the level of fee income will reduce if demand for service reduces. If fee income is insufficient to pay for these additional posts, the staffing structure will require to be reconsidered, however, this will be mitigated over the foreseeable future with reserve balances and current levels of fee income. 8.3. Further costs may be incurred associated with the preparation of the Local Development Plan and Open Space Strategy which will require to be funded via Planning fee income and from within existing resources. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a significant change to an existing policy, function, or strategy; therefore, no impact assessment is required. 10. Climate Change, Sustainability and Environmental Implications 10.1. Sustainability and climate change are at the heart of the Planning and Building Standards systems. Scottish planning policies, especially the Fourth National Planning Framework (NPF4) and new Buildings regulations will help to safeguard South Lanarkshire’s natural and built environment by embedding the impacts of climate change within the system and ensuring South Lanarkshire can develop in a sustainable way. David Booth Executive Director (Community and Enterprise Resources) Paul Manning Executive Director (Finance and Corporate Resources) 25 July 2022 Link(s) to Council Values/Priorities/Outcomes Working with and respecting others Ambitious, self-aware and improving Accountable, effective, efficient and transparent We will work toward 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 Previous References Community and Enterprise Resources Committee - 7 December 2021 – Building Standards Services: Additional Officers List of Background Papers None 48
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Pauline Elliott, Head of Enterprise and Sustainable Development Services / Head of Planning and Regulatory Services Ext: 5126 (Tel: 01698 455126) Email: Pauline.Elliott@southlanarkshire.gov.uk 49
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Appendix 1 2019/2020 Income – charges applicate at the time Income – if new charges had applied Householder £131,360 £195,600 Housing (up to 50 units) £489,334 £628,020 All major developments £333,585 £467,800 Wind farms £151,868 £182,500 This represents a 33.25% increase in income in 2019/2020 if the new charges had been in place. 2020/2021 Income – charges applicate at the time Income – if new charges had applied Householder £154,272 £229,200 Housing (up to 50 units) £268,375 £375,300 All major developments £211,280 £273,750 Wind farms £1,800 £8,000 This represents a 39.41% increase in income in 2020/2021 if the new charges had been in place. 2021/2022 Income – charges applicate at the time Income – if new charges had applied Householder £173,316 £257,400 Housing (up to 50 units) £221,485 £309,600 All major developments £565,638 £608,409 Wind farms £215,754 £156,500 This represents a 13.6% increase in income in 2021/2022 if the new charges had been in place. 50
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Appendix 2 TARGETS South Lanarkshire 95% of first reports (for building warrants and amendments) issued within 20 days Re-submissions - 90% of building warrants and amendments issued within 10 days from receipt of all satisfactory information. Application numbers submitted 2021/2022 Q4 85.99% 82.16% 694 2021/2022 Q3 87.52% 77.63% 605 2021/2022 Q2 78.06% 73.83% 732 2021/2022 Q1 65.74% 68.70% 799 2020/2021 Q4 92.27% 86.94% 714 2020/2021 Q3 95.05%* 88.68% 719 2020/2021 Q2 96.76%* 86.27% 639 2020/2021 Q1 96.55%* 84.21% 376 2019/2020 Q4 92.89% 85.25% 598 2019/2020 Q3 91.71% 82.62% 567 2019/2020 Q2 86.50% 66.91% 719 2019/2020 Q1 87.70% 74.68% 699 * Indicates periods where application numbers and site inspection requests reduced due to COVID-19 restrictions. 51
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Hamilton Town Centre Business Improvement District (BID) Reballot 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request the approval of the business proposal prepared by the Hamilton Business Improvement District (BID) for the period 1 November 2022 to 31 October 2027 and associated Council support 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- (1) that it be approved that the Council continues to work with the BID to deliver the objectives of the business proposal prepared by the Hamilton BID for Hamilton Town Centre, as set out in the BID Business Plan attached at Appendix 1 of the report; and (2) that the Council continues to actively support the BID through the range of measures set out at section 4 of the report. 3. Background 3.1. Hamilton BID represent the businesses in a defined area of the town centre and delivers a series of initiatives set out in their Business Plan. The BID is established through a ballot process and, if successful, remains in place for a period of 5 years. The BID’s second term is coming to an end and the BID will seek renewal though a ballot on 6 October 2022. The BID is funded by a levy from the businesses they represent which is collected on their behalf by the Council. 3.2. The Enterprise Resources Committee of 15 June 2011 and the Enterprise Services Committee of 19 June 2012 approved the Council’s support for the creation of a Business Improvement District (BID) for Hamilton Town Centre. Funding to assist in the creation of the BID and the costs associated with taking the proposal to a ballot of local businesses was also authorised. 3.3. Following a successful ballot on 12 0ctober 2012, a BID Company was established and has gone on to deliver a variety of projects and initiatives in partnership with the Council. These include the Christmas Lights Switch On, Ready Steady Gallop, The Big Stampede, Classic Car Event, “Spring into Hamilton” Event, Real Radio Campaigns and a variety of business initiatives. The BID held a successful reballot in 2017 which granted them a second term until October 2022. 8 57
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3.4. During this period the Council has been carrying out its statutory obligations to collect the BID levy from participating businesses. The transfer of monies raised through the levy to the BID Company is regulated by the statutory instruments regulating BIDs in Scotland. Alongside the statutory legal guidance, an Operating Agreement is in place which deals with the practicalities of the process. This agreement satisfies the requirements of the Council and its statutory obligations whilst providing a suitable mechanism for the BID. 3.5. The current 5-year term of the BID operation comes to an end on 31 October 2022. Under BID legislation the BID must hold a ballot to all members to establish whether they wish to renew the BID arrangements for a further 5 years or wind the BID company up. 3.6. The BID Business Plan (1 November 2022 to 31 October 2027) is attached at Appendix 1. The plan sets out the BID’s proposed projects, the BID area and the levy that will be payable by the businesses affected. The Council has an important role in supporting and working alongside the BID company to ensure that projects and initiatives are complementary and benefit the town centre. 4. Proposals 4.1. It is proposed that the Council continues to provide the following support to the BID:- Votes in favour of the BID in the ballot for each of the Council properties in the area. Continues to make the existing Palace Grounds service charge money, totalling £44,000, available to the BID. This is on the basis that the BID will continue to deliver a range of events to promote Hamilton town centre and enhance these through additional BID core funding. Economic Development Services staff will continue to take an active role in supporting these events. Continues to provide office accommodation for the BID team in Brandon Gate, or such other suitable premises, over the period of the BID. The Head of Property Services, in consultation with the Head of Administration and Legal Services, be authorised to conclude such legal agreements as necessary to continue to formalise this arrangement. This arrangement will be at no cost to the BID company. Continues to provide officer support in terms of a named liaison officer to coordinate all Council activity with the BID. Manages the ballot process in line with the appropriate statutory instruments. Continues to collect BID levy on behalf of the BID. The Council will not seek to recover the cost of collecting the BID levy or recovering arrears from the BID company. Provides representation on the BID Board through two elected members. 4.2. By supporting the BID in this way the Council will provide financial and organisational stability to the BID giving it the greatest prospect of successfully delivering its objectives to the mutual benefit of Hamilton’s businesses and the wider community. 5. Employee Implications 5.1. Economic Development Services will continue to be the principle point of contact with the BID and liaise on the day-to-day business from within existing staff resources. 5.2. Finance and Corporate resources will continue to manage the collection and onward payment of the levy through the non-domestic rates system from within existing staff resources. 58
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5.3. Finance and Corporate Resources will manage and carry out the ballot process from within existing staff resources. 6. Financial Implications 6.1. Funding will be made available to the BID through existing Palace Grounds Service Charge resources totalling £44,000 per annum, in line with the recommendations at section 4 of this report. 6.2. Any non-payment of the statutory levy will be dealt with under the existing procedures for managing debt within the Council. The level of bad debt provision will be kept under review with the BID Company advised periodically on collection levels. The BID Company has a provision for a non-payment in its business plan. 6.3. The IT collection system has a maintenance cost of £2,000 per annum. Funding for this has been identified from existing Community and Enterprise Resources’ budgets. 7. Climate Change, Sustainability and Environmental Implications 7.1. The appropriate use and management of the town centre will significantly contribute to the delivery of 20-minute neighbourhoods which will in turn support the Council’s targets under climate change and sustainability. 8. Other Implications 8.1. The risks associated with not supporting the proposal is that the BID company will be in a poorer financial position and have greater risk of failure in delivering the Business Plan. The support to Hamilton Town Centre could be lost, leading to potentially further decline and increased calls for the Council’s intervention and investment. The Council’s reputation could also be damaged if it is not seen to actively support and encourage business initiatives and investments in Hamilton Town Centre at a time of economic difficulty. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no Impact Assessment is required. 9.2. Extensive consultations have been co-ordinated by Regeneration Services with a range of Council Services who have an ongoing role in delivering services and initiatives in our town centres. This consultation and co-operation will continue throughout the duration of the BID. David Booth Executive Director (Community and Enterprise Resources) 20 July 2022 Links to Council Values/Priorities/Outcomes Fair, open and sustainable Focused on people and their needs Ambitious, self-aware and improving We will work to recover, progress and improve Caring, connected, sustainable communities 59
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Previous References Enterprise Services Committee June 2012, Hamilton Town Centre Business Improvement District (BID). Enterprise Resources Committee June 2011, Hamilton Town Centre Business Improvement District (BID). List of background papers Business Improvement District proposal Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Ross, Property Development, Regeneration Services Ext: 4227 (Tel: 01698 454227) Email: iain.ross@southlanarkshire.gov.uk 60
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Business Plan 2022 SHOP EAT PLAY STAY SHOP EAT PLAY STAY LOCALLOCAL 1st November 2022 to 31st October 202761
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Message from the Chair Our Town.. We are perhaps best known for our Digital Marketing and events. Whilst these are vital in driving footfall and promoting the town, there is so much more that we do, not so easily seen. From waste reporting, business advice and support, influencing the local authority to visual improvements and much more. We aim to work together to co-ordinate and provide support to you that otherwise would not take place. However, this year we need your support by voting YES at our renewal ballot. Joann Smith - Chair Hamilton Our Town I would like to take this opportunity to thank you for your interest in our business plan which outlines our aims in support of the Hamilton BID area for the next 5 years. Like you I am passionate about what happens in our town centre. This is why myself and the rest of the board have volunteered as board members for Hamilton Our Town. Our aim is to help deliver projects in support of business that otherwise simply would not take place. Of course, without the support from the business community in town none of our work would have been possible. I would like to thank you for the ongoing support and look forward to working with you over the next 5 years. We need a town that is inviting, vibrant and a great place for our community and businesses to thrive. Well documented challenges in town and city centres present ongoing concerns that will take dynamic, collaborative and determined approaches to tackle. Hamilton Our Town connects at grass roots level to the business and the local community. We listen to understand the issues first hand, and take action to support our town centre. 62
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The BID have really made a massive effort to improve Hamilton Mark Dugiud - Mark One Finacial services What is a BID? A Business Improvement District (BID) is a geographically defined area, where businesses come together and agree to invest collectively in projects and services the businesses believe will improve their trading environment. BID projects are new and additional projects and services; they do not replace services that are already provided by South Lanarkshire Council and other statutory bodies. Whilst the council collects the levy, they have no access to these vital funds. BIDs can support regeneration, grow local economies, create local employment and create a cleaner, safer trading environment. A key element to their success is that the local businesses take ownership and responsibility for their trading environment, identifying the projects necessary to resolve common problems and issues, and overseeing their implementation, whilst also contributing to the future direction of the town and its future development. Street lighting Car parking – availability and charging structure Waste removal Road maintenance Street cleaning Christmas decorations Planting and landscaping What we don’t do! South Lanarkshire Council and Hamilton Our Town have agreed on what services are council led baseline services and NOT within our remit. This ensures that services provided by Hamilton Our Town are in addition to those provided by the council. South Lanarkshire Council provide statutory and discretionary services in the town. These include: 63
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Why does Hamilton need a BID? Lisa Blair - The White Room Malcolm and the team have been extremely helpful. You can see they are passionate about making Hamilton a success. Heather Laurie Let's Lets We think the BID is very good for the town and there has been a noticeable improvement in recent years since they have been in place. Hamilton Our Town facilitate investment, work and focus into the area that otherwise would not exist and not just through levy payments. As a BID we also generate further additional income that simply would not be available for the town. Additional funding: In 2021 we submitted applications and won additional funding in excess of £30,000 enabling us to host the largest event schedule ever undertaken in town. The new events that incorporated participation from the businesses, local groups and the public generated an estimated 15,000 – 20,000 additional visitors to the area from August to December. Positive commercial impact and visitor experience were measured via survey results and visitor comments. Grant investment also supported our digital channels with a 200% increase in our town centre marketing reach in 2021. Vitally we were a key partner with South Lanarkshire council in obtaining funding of £400,000 for the redevelopment of the old Hamilton Advertiser site. Further to this we were also a key partner, again working with the local authority in a successful funding application for planned renovation work on the former Vogue Bingo Hall worth £100,000. In previous years Hamilton Our Town has successfully won grant awards and we would anticipate that further additional investment will be brought to the town through the next term. Hamilton needs a BID to continue the work, focus and investment in the area. No other group will take on the work currently in place and the future plans. 64
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What have we been doing? WORKING WITH THE LOCAL AUTHORITY TO ENSURE THE BID AREA IS MAINTAINED CORRECTLY RAISING BUSINESS CONCERN REGARDING PARKING ISSUES CHALLENGES RAISED REGARDING NEWCROSS CENTRE STATE OF DISREPAIR RAISING CONCERN REGARDING STATE OF REPAIR IN QUARRY PLACE TOWN CENTRE AUDITS AND REPORTING ADVICE AND SUPPORT STRATEGIC FRAMEWORK GRANT ADVICE / SIGNPOSTING SHOP FRONT IMPROVEMENT GRANT SCHEME VACANT PROPERTY SUPPORT FREE PPE SUPPLY / SOCIAL DISTANCING STICKERS MARKETING EVENTS INTRODUCTION OF PROFESSIONAL PHOTOGRAPHY SCHEME LOCKDOWN DIGITAL COMMERCE SUPPORT INTRODUCTION OF VIDEO MARKETING NEW WEBSITE LAUNCH JUNE 2021 WITH BUSINESS LISTING'S INTRODUCTION OF MAILING LIST MARKETING BUSINESS PROMOTIONAL PROFILES DIGITAL PLATFORM FOLLOWER INCREASE STRATEGY EXTENSIVE OUTDOOR MARKETING EXTENSIVE PRESS ADVERTISING NEW HAMILTON ADVERTISER COLUMN FRONT COVER TAKEOVER OF HAMILTON PEOPLE MAGAZINE RADIO ADVERTS WITH LANARKSHRE RADIO NEW PARTNERSHIPS WITH LOCAL GROUPS AND PEOPLE INTRODUCTION OF NEW EVENTS TO THE TOWN STRATEGIC MOVE OF EVENT ZONE TO CENTRAL BID AREA FULL MANAGEMENT OF LIGHT SWITCH ON EVENT 11 TOWN CENTRE EVENTS IN 9 MONTHS 21/22 WITH REPORTED AND EVIDENCED FOOTFALL INCREASES DIGITAL MARKETING BUSINESS VOICEIMPROVING THE LOOK COVERED THE BAIRDS BUILDING EYESORE IN A GRAPHIC WRAP WORKING WITH THE LOCAL AUTHORITY TO HIGHLIGHT CONCERNS AND OPPORTUNITIES LIGHTING INSTALLATION IN QUARRY PLACE NEW SIGNAGE AND CLEAN UP IN QUARY PLACE REPORTING OF ISSUES TO SLC AND ACTION WEEKLY FLY TIPPING & WASTE ISSUE REPORTING TOWN CENTRE PLANTER MANAGEMENT DIGITAL MARKETING MARKETING IMPROVING THE LOOK EVENTS ADVICE AND SUPPORT BUSINESS VOICE INTRODUCTION OF PROFESSIONAL PHOTOGRAPHY SCHEME LOCKDOWN DIGITAL COMMERCE SUPPORT INTRODUCTION OF VIDEO MARKETING NEW WEBSITE LAUNCH JUNE 2021 WITH BUSINESS LISTING'S INTRODUCTION OF MAILING LIST MARKETING BUSINESS PROMOTIONAL PROFILES DIGITAL PLATFORM FOLLOWER INCREASES EXTENSIVE OUTDOOR MARKETING EXTENSIVE PRESS ADVERTISING NEW HAMILTON ADVERTISER COLUMN FRONT COVER TAKEOVER OF HAMILTON PEOPLE MAGAZINE RADIO ADVERTS WITH LANARKSHRE RADIO BAIRDS BUILDING FRONT WRAP WORKING WITH THE LOCAL AUTHORITY TO HIGHLIGHT CONCERNS AND OPPORTUNITIES LIGHTING INSTALLATION IN QUARRY PLACE NEW SIGNAGE AND CLEAN UP IN QUARY PLACE REPORTING OF ISSUES TO SLC AND ACTION WEEKLY FLY TIPPING & WASTE ISSUE REPORTING TOWN CENTRE PLANTER MANAGEMENT NEW PARTNERSHIPS WITH LOCAL GROUPS AND PEOPLE INTRODUCTION OF NEW EVENTS TO THE TOWN STRATEGIC MOVE OF EVENT ZONE TO CENTRAL BID AREA FULL MANAGEMENT OF LIGHT SWITCH ON EVENT 11 TOWN CENTRE EVENTS IN 9 MONTHS 21/22 WITH REPORTED AND EVIDENCED FOOTFALL INCREASES STRATEGIC FRAMEWORK GRANT ADVICE / SIGNPOSTING SHOP FRONT IMPROVEMENT GRANT SCHEME VACANT PROPERTY SUPPORT FREE PPE SUPPLY / SOCIAL DISTANCING STICKERS WORKING WITH THE LOCAL AUTHORITY TO ENSURE THE BID AREA IS MAINTAINED CORRECTLY RAISING BUSINESS CONCERN REGARDING PARKING ISSUES CHALLENGES RAISED REGARDING NEWCROSS CENTRE RAISING CONCERN REGARDING STATE OF REPAIR IN QUARRY PLACE TOWN CENTRE AUDITS AND REPORTING What have we been doing? 65
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What have we been doing? 66
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WHAT WILL BE LOST? Life without a BID? Hamilton Our Town social media channels and website will stop Free public town centre wi-fi will be removed All planters around the town centre will be removed Planned events will not proceed including festive plans Town centre outdoor and digital marketing will stop Business marketing and photography schemes will stop Funding into the town through grants won by the BID will stop BID team contracts will end Lobbying in support of business in the area will stop All future planned BID projects and investment will not proceed Shop front improvement grant scheme will stop If the BID is unsuccessful with the ballot all services and activities will stop on the 31st October 2022. There is no alternative organisation to fund and continue the work and focus that the town centre receives now. Examples of what will stop from 31st October 2022 This is a sample of the activity that would no longer take place in the BID area. We need your vote for us to continue this work. Over 1,000,000 of funding will be lost from the area. 67
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What we will deliver... PRIDE £90,000 WE WILL ONLY ACCEPT THE HIGHEST STANDARDS FOR OUR TOWN WE WILL.. CONTINUE THE SHOP FRONT GRANT SCHEME INTRODUCE NEW BUSINESS SIGN POSTING AND SIGNAGE PROJECTS SET UP A VACANT PROPERTY REGISTER THAT WILL FEATURE ON OUR WEBSITE. WE WILL PROMOTE VACANT PROPERTY AND SUPPORT FINDING TENANTS AND ENCOURAGE NEW BUSINESS TO THE TOWN ENSURE THAT THE TOWN CENTRE WI FI WILL BE FREE TO USE SUPPORT THE PUB WATCH PROGRAMME AND AIM TO PROVIDE RESOURCE AND FUTURE PROJECT WORK IN SUPPORT OF THE SECTOR 68
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What we will deliver... VOICE WE WILL INFLUENCE AND CHALLENGE ON BEHALF OF BUSINESSES WE WILL.. REPRESENT BUSINESS VIEWS BY RAISING CHALLENGES AND WORKING WITH THE LOCAL AUTHORITY ON ISSUES SUCH AS PARKING ENCOURAGE AND FACILITATE NEW NETWORKING USE OUR MEDIA PLATFORMS INCLUDING PRESS TO PROMOTE, INFLUENCE AND REPRESENT BUSINESS CARRY OUT BUSINESS SAVING INITIATIVES WORKING WITH PARTNERS INFLUENCE AND WORK WITH THE LOCAL AUTHORITY TO REIMAGINE & REVITALISE THE TOWN CENTRE £65,000 69
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What we will deliver... SPOTLIGHT WE WILL DEVELOP OUR MARKETING PLAN TO ATTRACT NEW VISITORS AND SPENDING WE WILL... AIM TO INCREASE DIGITAL ENGAGEMENT LEVELS AND FOLLOWERS ACROSS OUR DIGITAL PLATFORMS ANNUALLY CONTINUE THE POPULAR BUSINESS PHOTOGRAPHY AND DIGITAL MARKETING SCHEME REVIEW OPPORTUNITIES TO INTRODUCE A GIFT CARD TO THE TOWN PRODUCE REGULAR CONTENT PROMOTING THE AREA FOR THE LOCAL PRESS AND ACROSS OUR CHANNELS INCLUDING OUR MAILING LIST PRODUCE PROMOTIONAL ACTIVITY TARGETING TOURISM OPPORTUNITIES £191,500 70
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What we will deliver... LIFE WE WILL DELIVER NEW, EXCITING AND INCLUSIVE EVENTS TO DRIVE FOOTFALL WE WILL.. CONTINUE THE WORK STARTED TO TRIAL MULTIPLE NEW AND VIBRANT EVENTS. THESE EVENTS WILL BE DESIGNED SPECIFICALLY TO MAXIMISE BUSINESS OPPORTUNITY WITH BUSINESS AT THE CENTRE OF THE EVENT DESIGN BUILD AN EVENT PROGRAM THAT PUTS HAMILTON ON THE MAP AS AN EXCITING DESTINATION FOR NEW, INCLUSIVE AND COMMUNITY ENGAGED EVENTS WORK WITH THE EVENING ECONOMY TO DEVELOP AN EVENTS PROGRAM THAT DELIVERS ACROSS MULTIPLE BUSINESS LOCATIONS IN TOWN WORK TO HIGHLIGHT AND SUPPORT OPPORTUNITIES TO EXTERNAL PROMOTERS AND ORGANISATIONS BRINGING NEW EVENTS INTO TOWN. £325,000 71
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Consultation What did you say? Hamilton Our town is set up by business for business. To truly represent the views of levy payers and in turn shape our plans accordingly, we need to listen and understand the ideas and priorities for the town. In December 2021 Hamilton Our Town launched a business consultation process. BID area surveys were distributed through multiple methods including by email, mail-shot by post and by hand. The survey was available on the Hamilton Our Town website home page, digital media channels and highlighted within a full-page article in the Hamilton Advertiser alongside x2 newsletters sent to businesses by post one of which included a hard copy survey. We received back a significant response which combined with face-to-face feedback enabled the production of a ‘Next Steps’ Document. This document which was distributed by post. Mailshot and made available on our website was produced to further engage with the business community and gain their feedback. After a successful ballot result on the 6th October 2022 the current term will end on 31st October 2022 and the new term will begin on the 1st November 2022. Projects as drawn from levy payer feedback will commence. We will deliver with energy, pace and dynamism these projects as set out by you starting with exciting town centre festive events at the end of November 2022. The list below sets out your priorities as captured on our recent survey... 1. Parking issue improvements 2. Strong and dynamic marketing 3. Networking and business collaboration 4. Improvements to signage 5. Fewer derelict buildings and a cleaner more attractive area 6. Business support and advice 7. Continuation of Hamilton Markets and events 8. A BID area loyalty card 9. Continuation of free Wi-Fi provided by the BID 10. Increase the size of the BID area 72
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What area do we represent? We will continue to represent all locations currently included in the BID area. We are proud to help make a difference in this important and central zone and look forward to a delivering our project for the area over the next 5 years. However, from our survey we can also see that there is high percentage of levy payers that would like to see the BID area extended. As a result, we will be ensuring that businesses from out with the central area can join on a voluntary basis following assessment whilst contributing income to our projects. This will enable us to assess for future opportunities to naturally extend the BID zone at a future point if this is what the levy payers ask us to do. The BID area Brandon Street (part) Chapel Street Quarry Street (part) Campbell Lane Duke Street Quarry Place Campbell Street Keith Street New Cross Shopping Centre Cadzow Street (part) Lamb Street Palace Grounds road (part) Castle Street (part) Leechlee road (part) Regent Way Bourne Street Townhead Street (part) 73
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Rateable Value Each Week Each Month Annual Levy No of Businesses Total 3,001 to 8,000 £3.85 £16.66 £200 87 £17,400 8,001 to 16,000 £4.81 £20.83 £250 129 £32,250 16,001 to 25,000 £6.73 £29.16 £350 75 £26,250 25,001 to 35,000 £8.65 £37.50 £450 32 £14,400 35,001 to 45,000 £12.50 £54.16 £650 11 £7,150 45,001 to 70,000 £16.35 £70.83 £850 17 £14,450 70,001 to 100,000 £21 £91.66 £1,100 11 £12,100 100,001 to 150,000 £32 £138.00 £1,650 8 £13,200 150,001 to 200,000 £48.07 £208.33 £2,500 0 0 200,001 to 300,000 £57.63 £250.00 £3,000 6 £18,000 300,001 to 400,000 £76.92 £333.33 £4,000 0 0 400,001 – 500,000 £96.15 £416.67 £5,000 2 £10,000 500,001 plus £115.38 £500,00 £6,000.00 1 £6,000 379 £171,200 Who pays the Levy? The past few years have been incredibly challenging for the business community and economic uncertainty remains a concern. Rising costs are impacting across all sectors and like most businesses we too have been impacted requiring new and innovative approaches. The majority of our funding is provided via levy payments and without these funds we could not continue. Given the economic uncertainty the BID board have agreed to freeze the BID levy across all levy bandings for the next 5 years. This will allow levy payers to plan with certainty around this aspect of expenditure over the period. Given price rises that we have all felt, this decision will require a continued dynamic management of the Hamilton Our Town BID to ensure that we deliver for the town. More detail on levy payment funding: Hamilton Our Town will be funded by a levy on all non- domestic properties within the BID area. This costed-out business plan has been developed based on the fee structure from the previous term. Exclusions: The BID Board decided to exclude premises that have a rateable value of less than £3,001. These premises can pay a voluntary levy and become an “associate member” should they wish by contacting Hamilton Our Town office on 01698453353. Alternatively, via the contact us section on our website at www.hamiltonourtown.co.uk The BID Board decided that there is no benefit from being part of the BID to the following categories of property and therefore are exempt from paying the levy. • Non-Retail Charities with a rateable value under £16,500 • Food Banks The Levy Table: 74
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Who pays the levy? The BID levy bill will be the liability of the non-domestic ratepayer for any period they are liable for non-domestic rates during the BID term. Where a property is occupied, the ratepayer/BID levy payer is the occupier, and where a property is vacant the ratepayer/BID levy payer is the landlord or owner. The non-domestic ratepayer is the entity shown as liable on South Lanarkshire Council’s non-domestic rates system. There will be no increase in the levy amount throughout the term of the BID or because of a non-domestic rateable revaluation occurring during the BID term. All eligible occupiers (of eligible properties) i.e., the eligible person liable to pay the non-domestic rate that are listed on the Local Assessors Valuation Roll on the ballot date will be liable to pay the levy. The levy payments are not linked to what businesses actually pay in rates but are based on the rateable value of the property. The levy must be paid either in one payment within 28 days from the date of the levy invoice or by instalments agreed with South Lanarkshire Council’s non- domestic rates team. If there is a change, in occupier to a property, until a new occupier is found, the property owner will be responsible for paying the levy. Any new property entered into the valuation roll during the BID term will have their BID levy bill based on the rateable value at that time. If a property is merged or split there will be no change to the BID levy bill for the original property. If a property is vacant on the date the levy is issued and for any subsequent vacant periods, the property owner will be liable for the full levy amount, which must be paid within 28 days. The levy will apply to properties with a rateable value of £3,001 and above. Levy bandings will be applied with a maximum banding at £500,001 and above. The BID levy will not be index-link to either the Retail Price Index (RPI) or the Consumer Price Index (CPI)] to take account of inflation, so that those liable to pay the levy can budget accordingly for the full five-year term. A BID levy is an equitable and fair way of funding additional projects and services, which the local authority and other statutory bodies are not required to provide. There are approximately 379 commercial properties in the BID area which will generate a BID investment levy income of approximately £171,200 per annum and an estimated total levy income of £856,000 over 5 years. It has been agreed by the BID Board the levy structure will remain the same banded system based on the rateable value (RV) of the property on the day of the ballot, 06.10.22 and throughout the 5-year term of the BID and: - Further information on the levy Collection of the BID Levy South Lanarkshire Council will collect the investment levy on behalf of the BID, as this will be an efficient, safe and cost-effective method of collection. South Lanarkshire Council will lodge the levy within a BID Revenue Account. The BID levy can only be drawn down by the Board of Directors of the BID to allow the delivery of the business plan. The BID Revenue Account and levy cannot be accessed by South Lanarkshire Council nor can it be used by the Council as an additional source of income. Enforcement In the event of any non-payment of the BID improvement levy, it will be strongly pursued by South Lanarkshire Council (as the billing body) using the recovery powers available to the Council to ensure complete fairness to all the businesses that have paid. South Lanarkshire Council will be entitled to charge an additional fee to the levy amount to meet any additional costs incurred in the recovery of the levy. 75
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Background information: What if I vote no? In the event that majority support is not achieved after the result is announced on Friday 7th October 2022, all BID activity will cease on the 31st October, the final day of operation under the current five year term of operation. The Board of Directors will officially wind up the company, projects and services will not be delivered, The BID Manager and Admin Assistant will no longer be available as their contracts will be terminated and the BID office will be closed. A no vote will result in over £1million of investment being lost to the town. The BID will only proceed if... For the ballot to be successful there must be a minimum turnout of 25% (the headcount) by number of eligible persons and by combined rateable value; and of those who turnout, the majority must vote in favour by number and rateable value. The Ballot and who is eligible to vote: All eligible persons (i.e., those persons liable to pay non-domestic rates) will have one vote or where a person is liable for non-domestic rates for more than one property, that individual shall be eligible to cast more than one vote however they will be required to pay the levy for each of the properties that they occupy. ·The ballot papers will be counted on 07/10/2022 and the results announced by South Lanarkshire Council within one week. ·Following a successful ballot, the BID will commence on 01/11/2022 and will run for a period of five years until the 31/10/2027. The Ballot: Ballot papers will be posted to the eligible person responsible for casting a vote within their business at least 42 days before the day ballot. In the case of national companies, the responsibility for voting may lie with head office. Prior to or on the date the ballot papers are issued the BID Proposer will provide to all those eligible to vote in the ballot, with a copy of the BID Business Plan. The Ballot Continued: The BID ballot is a confidential postal ballot conducted by South Lanarkshire Council on behalf of Hamilton BID and in accordance with Scottish BID legislation. Where an eligible property is vacant the voting papers will be sent to the property owner. In Hamilton BID case, voting papers will be issued no later than 25/08/2022. The last date for all ballot papers to be returned is 5pm on 06/10/2022.Papers received after this date and time will be deemed null and void and not be counted. ·Voting papers are easy to complete, simply place a cross on either “yes” or “no” to the question “are you in favour of a BID?” The ballot paper must then be signed by the person eligible to vote and returned in the pre-paid envelope. 76
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INCOME YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 TOTAL BID LEVY £171,200 £171,200 £171,200 £171,200 £171,200 £856,000 COUNCIL CONTRIBUTION £44,000 £44,000 £44,000 £44,000 £44,000 £220,000 INCOME TOTAL £215,200 £215,200 £215,200 £215,200 £215,200 £1,076,000 EXPENDITURE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 TOTAL A SPOTLIGHT ON OUR TOWN £38,300 £38,300 £38,300 £38,300 £38,300 £191,500 BRINGING LIFE TO OUR TOWN £65,000 £65,000 £65,000 £65,000 £65,000 £325,000 A VOICE FOR OUR TOWN £13,000 £13,000 £13,000 £13,000 £13,000 £65,000 TAKING PRIDE IN OUR TOWN £18,000 £18,000 £18,000 £18,000 £18,000 £90,000 ACCOUNTANCY £2,500 £2,500 £2,500 £2,500 £2,500 £12,500 MANAGEMENT COSTS £63,800 £63,800 £63,800 £63,800 £63,800 £319,000 CONTINGENCY £14,600 £14,600 £14,600 £14,600 £14,600 £73,000 TOTAL £215,200 £215,200 £215,200 £215,200 £215,200 £1,076,000 Finance summary Please find below our projected income and expenditure over the next 5 year term.. 77
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BID Board Joanne Smith Chair – Service sector Bill Reid Vice Chair – Retail Jim Gordon – Charity Joanne Hood – Church Andrew Liddell – Service sector Maurice Logie – Care sector Matt Meyerhoff – Retail / Fitness Bernard O’Neil – Hospitality Elected Official – Councillor Elected Official - Councillor Directors: Hamilton Our Town is set up as an independent organisation to support businesses in Hamilton town centre. The board are made of up of unpaid volunteers who give up their own time to help improve the fortunes of the town centre. The board represent a cross section of the business community in the area and includes locally elected councillors. 78
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Following a successful yes vote in the ballot, the management and operation of the BID will continue to be undertaken by Hamilton BID Ltd, a company limited by guarantee, which was formed in April 2012. The Board of Directors will be responsible for the strategic management of the BID and for all decisions associated to the BID. The Board of Directors structure will be representative of the types of business and stakeholders in the BID area, and will also include two elected members (to be nominated by South Lanarkshire Council). The Chairperson will be elected from the business members of the Board of Directors. All of these Director’s posts are on a voluntary basis and are not paid positions. Other members may be co-opted onto the Board of Directors at the Board’s discretion. The BID company will report results of annual auditing to the Board of Directors and the BID levy payers. Minor budget and project variations will be managed by staff and reported to the Board of Directors; major variations will be referred to the Board of Directors for approval. The BID Board of Directors will have the authority to adapt or alter the projects and services from year to year to reflect any change in economic circumstances or any new opportunities that may arise. This will be in the best interests of the levy payers and without recourse to an alteration ballot. Nominations of directors from outside of the BID, who do not pay the levy and who may or may not represent those making voluntary or other financial contributions toward the BID, will be strictly at the discretion of the Board of Directors. Day to day management will be led by a BID Manager with support from an Administration Assistant. Management of the BID Throughout the lifetime of the BID, all work on the BID projects will be monitored to ensure the projects proposed in the BID Business Plan achieve a high level of impact, and are progressing to the satisfaction of the businesses that voted for the BID. The BID Board of Directors will monitor and oversee the efficient delivery of the BID projects. Thank you for reading our business plan and please get in touch for further information: malcolm.thomasharley@hamiltonbid.org 79
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise) Subject: Community Benefit Funds – Renewable Energy Fund Grant Application 1. Purpose of Report 1.1. The purpose of the report is to:- consider a grant application to the Renewable Energy Fund (REF) from Leadhills Golf Club [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that a grant be awarded to Leadhills Golf Club of up to £48,768.28 from the Renewable Energy Fund to facilitate the Leadhills Golf Club ground maintenance machinery. 3. Background 3.1. Since 2004, the Council has collected and administered Community Benefit funding through Planning and Economic Development Services. The service is responsible for securing the contributions from 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 the best practices in grant provision and monitoring are undertaken to ensure the necessary support is delivered to eligible communities. 3.2. Grant awards above £20,000 require approval from Committee, awards below this level are approved by the Head of Service under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 4. Grant recommendations 4.1. Application Number 741 Leadhills Golf Club – project value £97,536.56. Proposed Grant award £48,768.28 Intervention rate of 50% The proposed REF grant of £48,768.28 will be funded from Andershaw windfarm which contributes into the REF. 4.2. By way of background, Leadhills Golf Club (LGC) is an established Charity with its purpose being:- to promote and encourage the sport of golf without any distinction of sex, colour, nationality or of political, religious or other opinions. The Club is a non-profit 9 81
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making organisation with all profits and surpluses being used to maintain and improve the Club facilities. The Club’s aim is to keep the facility and greens in good working order for all members and visitors to benefit from. Maintaining the grass to a high playing standard and offering good club facilities and institute and carry through annually, stroke and match play competitions for benefit of the members. The Club has also developed a footgolf course to run alongside to encourage more younger users and family activities. The Club endeavour to work in partnership with all local businesses, groups and schools to help promote and increase usage of its facility 4.3. The LGC has 11 management committee members, 3 regular volunteers, 49 members and it has consulted regarding the project to ascertain, co-ordinate and reflect the views of the community it represents. 4.4. The grant will allow LGC to replace and investment in new machinery the Club will be able to continue to maintain the course to a high standard. Providing sustainability by upgrading to cleaner more versatile machines, as well as protecting and enhancing the natural environment. This financial support will enable the success of the club to continue, attracting new members and visitors for the development of the whole village, encouraging a prosperous community. The Club endeavours to improve the vitality of Leadhills and the rural villages surrounding it. It works with local businesses to enhance tourism, attracting more visitors and it works well with the Primary School to encourage the younger residents to enjoy the game of golf. 4.5. The project requires capital funding to cover the purchase of new machinery, this will include 2 ride-on mowers to accommodate the fairway and rough, a walk behind mower to maintain the tees and greens and, a trailer to transport tools and equipment. The new equipment will allow LGC staff and volunteers to maintain and enhance the activities and opportunities the golf course provides for years to come. 4.6. The project has been established in response to community demand, it will improve rural exclusion, events and leisure activities for the area. 4.7. The application scored 28 and 30 out of 53 by the two appraisers during the assessment process which averages as 29 and which permits an intervention rate of up to 55% of eligible costs. 4.8. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 50% of the project value with the match funding as set out below. Funder Stage Value Clyde Wind Farm To be confirmed £48,768.28 SLC Renewable Energy Fund Grant (50%) £48,768.28 Total project value £97,536.56 4.9. The project is scheduled to commence in August 2022 and be complete by November 2022. Officers will work with the applicant to monitor progress and any impact on the timescales. 5. Employee Implications 5.1. There are no employee implications arising from this report. 82
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6. Financial Implications 6.1. The award will come from Andershaw windfarm which contributes to the Renewable Energy Fund to ensure sufficient reserves remain for future applications in 2021/2022. The funds have sufficient resources to meet the proposed grant award commitment detailed in this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. The project will help LGC longer term sustainability, reduce carbon emissions and allow the group to continue to support a very rural local community through providing leisure activities within the rural area. 8. Other Implications 8.1. The risks associated with the project are focused on the potential for cost overruns, delays to the projects or match funding not being secured and the long-term use of the asset. Work will continue with the applicant to help ensure match funding is secured and that projects are delivered broadly on time and within budget. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 19 July 2022 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References None List of Background Papers Completed REF Grant Application Form for application number 741 Completed REF Appraisal Scoring Sheet for application number 741 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) Tel: 07385428577 Email: colin.mcfarlane@southlanarkshire.gov.uk 83
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds – Annual Report 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Community Benefit Funds administered by Planning and Economic Development Services on behalf of the Council during 2021/2022 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Community Benefit Funds administered by the Council and the grants awarded under the Renewable Energy Fund, Clyde Wind Farm Fund and Quarry Funds in 2021/2022 be noted; and (2) that the completion of a publicity report for Community Benefit grants 2021/2022 be approved. 3. Background 3.1. The Council has a well-established mechanism for the collection and distribution of community benefit related to wind farm developments. This was initially established following the approval of a report by the Executive Committee entitled Community Benefit (Establishment of a Renewable Energy Fund) on the 3 March 2004. 3.2. The Council administers the community benefit element of the Renewable Energy Fund (REF) for 42 wind farms within South Lanarkshire and the community benefit for Clyde Wind Farm Fund (CWFF) and 5 operational quarries. Operators of larger windfarm developments provide recurring annual fund contributions, formalised through legal agreements, whilst smaller developments such as single wind turbines sites, may consider providing a ‘capitalised’ one off community benefit payment. Community groups, social enterprises, trusts, public organisations and not for profit organisations within 10km of contributing wind farm provider are eligible to apply. Over the seven-year period 2015/2016 to 2021/2022 the Council has made awards of £8.8m from the Community Benefit Funds to 645 projects. 3.3. The agreements around the provision of community benefit oblige the Council to administer these funds using the REF mechanism. This task is undertaken by Planning and Economic Development Services who are responsible for all aspects, from securing the contributions from the developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. The Service continually seeks 10 85
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ways to maximise the community benefit for all eligible communities across South Lanarkshire. 3.4. Between the various funds Planning and Economic Development Services administered £2.7m of community benefit income in 2021/2022. With the exception of one-off capitalised payments, the funds receive income for the duration of each wind farm’s operational life and, typically, recurring annual payments which rise in line with the Retail Price Index. The operation of the Council’s Community Benefit Policy, with emphasis on the renewable energy sector has proven to be a success with communities accessing funding for a diverse range of locally based projects. 3.5. Alongside these established wind farm developments and their associated community benefit funds, there is a number of other potential wind farm developments throughout South Lanarkshire which are being considered in the statutory planning process. It is, therefore, possible that, subject to appropriate agreements being put in place, the level of community benefit funding available to communities will increase over the next 10 years. If promoted and managed well, this increase will have a major positive impact on the eligible communities. 3.6. Although Planning and Economic Development Services lead in the delivery of community benefit funds, there is a significant level of consultation and cooperation across a wide range of Council services. This ensures that applicants receive support and advice to ensure the projects being developed meet the needs and aspirations of the community; are of a high quality and are delivered efficiently and effectively. 3.7. It should be noted that there are also windfarm funds within South Lanarkshire which are administered out with the scope of the Council’s Renewable Energy Fund. These include SSE Clyde extension, Auchrobert Community Benefit Fund, Ventient Galawhistle Community Benefit Fund, Ventient Glenkernie Community Benefit Fund and Kypemuir and Banks Kypemuir Community Benefit Fund. 4. REF Projects Approved During 2021/2022 4.1. There are currently 41 windfarm developments contributing to the REF operating across South Lanarkshire at the following locations:- Andershaw, Auchrobert, Bank End Rig, Blacklaw, Blantyre Muir, Burnbrae, Calder Water, Climpy, Couplaw, Dungavel, Dykehead, Eastertown, Gallawhistle, Garelwood, Greenwall, Greenhall View, Haspielaw, High Blackwood Yard, High Dyke, JJ’s Farm, Lampits, Letham, Millburn, Muirhall, Muirhall Extension, Middlemuir, Netherfauldhouse, Nether Kypeside, North Brackenridge, Nutberry, Pates Hill, Rench Farm, Tanhill, Upper Haywood, West Browncastle, Westtown, Whitehill, Whitelee, Woodlands, Yards Farm, Kypemuir, Douglas West. 4.2. During 2021/2022, contributions of £1,745,850 were received from the operating companies, incorporating both annual payments and “one off” payments. 4.3. A diverse range of projects across South Lanarkshire have been supported. A complete list of projects supported in the last financial year is attached at Appendix 1. A total of 52 projects have been supported with total grants of £1,068,935 towards total project costs of £2,129,851 giving an average grant award of £20,556 towards an average project cost of £40,958 at a 50% intervention rate. 4.4. At the Executive Committee on 21 November 2018 a series of amendments to the REF were approved. One of these was the introduction of a micro grant fund in 2019/2020 of up to £5,000 per annum available to Community Councils or equivalent 86
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community organisations to award small grants of up to £500 locally. This was established for an initial 2-year period and at the Community and Enterprise Committee of 16 February 2021 it was agreed to continue the micro grants after 2020/2021. In 2021/2022, 25 Community Councils or similar organisations such as resident associations and community trusts were awarded micro grants totalling £94,912. Details of these grant awards are set out in Appendix 2. 4.5. Taking REF grants and the micro grants awards together (52+25) a total of 77 grants were awarded during 2021/2022 with a total value of £1,163,847 (£1,068,935+£94,912). 5. Clyde Wind Farm Fund (CWFF) Projects - 2021/2022 5.1. During 2021/2022, the CWFF received total contributions of £975,046 from SSE. 5.2. The Fund supported 12 new projects with a combined grant award of £350,949 The overall value of these projects was £639,747 giving an average grant award of £29,245 towards an average project cost of £53,312 - a 55% intervention rate. A complete list of projects supported in the last year is attached at Appendix 3. 5.3. In 2017, a micro grant fund was introduced for 6 Community Councils within the area Biggar, Quothquan and Thankerton, Duneaton, Leadhills, Crawford and Elvanfoot and Symington. Community Councils could apply for up to a £5,000 grant per annum to award to small projects within their area at a maximum of £500. 5.4. During 2021/2022, 5 grants were made to Community Councils within the area totalling £16,349 details are provided in Appendix 4. 5.5. Taking Clyde grants and the micro grants awards together (12+5) a total of 17 grants were awarded with a value of £367,298 (£350,949+£16,349). 6. Annual Report Publicity 6.1. With the purpose of raising the awareness of the Community Benefit Funds and their support of communities a publicity document for 2021/2022 will be prepared highlighting projects funded in the year or recently completed. 6.2. This annual report will be circulated and publicised digitally, and 100 copies will be made available for Councillors and groups. This annual report will be part of the increased publicity of the funds. 7. Employee Implications 7.1. The administration of the fund and support to communities is undertaken by existing officers within Economic Development. 8. Financial Implications 8.1. There are no financial implications to the Council. No funding offers are issued without income from the respective developments being in place. 9. Climate Change, Sustainability and Environmental Implications 9.1. Environmental sustainability is one of the appraisal considerations and applicants are encouraged to consider and include good environmental practices within projects. In the current year there are a number of projects which have helped deliver environmental improvements or energy efficiency for groups. These include:- Community Action Lanarkshire Sustainable Travel Lunar gymnastics club New efficient boiler 87
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Crawford John Public Hall Solar Photo-Voltaic Panels with battery storage Community Action Lanarkshire Carbon Reduction 10. Other Implications 10.1. The risks falling on the Council in the administration of Community Benefits are reputational. Management of the funds are subject to the Council’s normal financial scrutiny and reporting arrangements. By not undertaking this work, the Council would not be acting consistently in support of its adopted policy and there would be a risk that funds would not be distributed timeously and equitably to eligible community organisations. 11. Equality Impact Assessment and Consultation Arrangements 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. 11.2. All necessary and appropriate consultations are undertaken within the Council, with partner organisations and community groups. David Booth Executive Director (Community and Enterprise Resources) 19 July 2022 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs 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 comminates People live the healthiest lives possible Previous References Community and Enterprise Resources Committee - 16 February 2021 - REF Micro Grants Fund Executive Committee - 24 June 2020 - Renewable Energy and Community Benefit COVID-19 update and extension Executive Committee - 13 May 2020 - Renewable Energy and Community Benefit COVID-19 Executive Committee – 21 November 2018 - Renewable Energy Fund Community Benefit Fund Proposed Amendments Enterprise Services Committee– Community Benefits Funds Annual Report -16 May 2020 Executive Committee – Clyde Windfarm Community Benefit Fund – Proposed Amendments to Fund Management and Administration 8 March 2017 Executive Committee 3 March 2004 – Community Benefit and the establishment of a Renewable Energy Fund 88
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List of Background Papers List of all projects supported by the REF Community Benefit Funds List of all projects supported by the Clyde Windfarm Community Fund REF Clyde COVID-19 Support Fund Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kenny Lean, Economic Development Manager (Rural and Funding) Tel: 07469 027925 Email:- Kenny.Lean@southlanarkshire.gov.uk 89
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Appendix 1 – REF Grants 2021/2022 Organisation Name Windfarm Type of Group Project Location Project Details Project Cost (£) Grant Approved (£) Intervention Rate % Douglas St. Bride's Community Group Andershaw Community Douglas PPE 7762.35 7762.32 100 Coalburn Silver Band Andershaw Community Coalburn Instruments 3035.21 2835.21 93 Crawfordjohn Public Hall Association Andershaw Community Crawfordjohn Feasibility Study 6480.00 6480.00 100 Rigside and Douglas Water Tenants and Residents Association Andershaw Community Rigside War Memorial 2278.80 2278.80 100 Douglas Water Golf Club Andershaw Sport Rigside Green Regeneration 9152.33 9152.33 100 Leadhills Family Action Group Andershaw Community Leadhills Podcast Production 9605.60 9605.60 100 Community Action Lanarkshire Andershaw Community Douglas Water Seating Solar Bins 7282.52 7282.52 100 Roberton Social Group - RSG Andershaw Community Roberton Hall Refurbishment 236071.89 102535.95 43 Lesmahagow Community Football Club Auchrobert Sport Lesmahagow Business Plan 9660.00 9660.00 100 Lesmahagow Bowling Club Auchrobert Sport Lesmahagow Disability Access 9440.00 7440.00 79 Lanark Community Development Trust Blacklaw Trust Lanark Sculpture 50000.00 19999.00 40 Milton Rover Youth Football Club Blacklaw Sport Carluke Covid Support 9521.00 9521.00 100 Carluke Development Trust Blacklaw Trust Carluke Community Garden 100078.00 15928.00 16 Discover Lanark Limited Blacklaw Community Lanark Christmas Events 18958.00 9479.00 50 Rotary Club of Lanark Blacklaw Community Lanark Christmas Tree Fixing 11689.97 5844.98 50 New Lanark Trust Blacklaw Trust Lanark Conference Equipment 22006.00 10000.00 45 Clydesdale Community Initiatives Blacklaw Community Lanark Barn Extension 195199.03 85000.00 44 Milton Rover Youth Football Club Blacklaw Sport Carluke Flood Lights 60164.00 19500.00 32 Carluke Development Trust - Blacklaw Trust Carluke Miller House Purchase 121261.54 9261.54 8 Families Like Us Blantyre Muir Community Hamilton Counselling Room 9960.00 9960.00 100 Strathaven Rugby Football Club Calder Water Sport Strathaven New Changing Facilities 484738.72 272126.22 56 Climate Action Strathaven Calder Water Community Strathaven Audio/Visual Equipment 2854.80 2854.80 100 Strathaven Town Mill Arts and Heritage Centre Calder Water Community Strathaven Theatre Sanitising 3432.00 3432.00 100 Creative Strathaven CIC Calder Water Community Strathaven Storage Facility 2453.00 2453.00 100 Avondale Radio (FRETS) Calder Water Community Strathaven Broadcast equipment 2299.00 2299.00 100 Families Like Us Clyde Dev Fund Community Hamilton Family Packs 4724.00 4724.00 100 Larkhall Thistle AFC Clyde Dev Fund Sport Larkhall Covid Support 1880.06 1880.06 100 East Kilbride Men's Shed Clyde Dev Fund Community East Kilbride Covid Support 2854.58 2854.58 100 Blackwood Estate Community Association Dungavel Community Blackwood Footpath Feasibility 5352.00 5352.00 100 90
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Organisation Name Windfarm Type of Group Project Location Project Details Project Cost (£) Grant Approved (£) Intervention Rate % Glassford Community Group Dungavel Community Glassford Asset transfer 90994.85 41394.85 45 Lunar gymnastics club Kype Muir Sport Lesmahagow Heating System 11407.00 10000.00 88 Stonehouse Scout and Guide Hall Committee Kype Muir Community Stonehouse Hall Refurbishment 43397.40 16397.40 38 Sandford Village Hall Association Kype Muir Community Sandford Hall Refurbishment 10597.00 5298.50 50 Hope Hub Blackwood and Kirkmuirhill Kypemuir Community Blackwood Sensory Garden 26781.86 14281.86 53 Coalburn Miners Welfare Charitable Society Kypemuir Community Coalburn Hall Refurbishment 130872.00 65872.00 50 Community Action Lanarkshire Middle Muir Trust Douglas Water Sustainable Travel 57731.00 19999.00 35 Glenbuck and Douglas Football Academy Middle Muir Sport Douglas Feasibility Study 5881.20 5881.20 100 Crawfordjohn Public Hall Association Middle Muir Community Crawfordjohn Solar/Batteries and Boiler 166259.08 124694.31 75 Douglas Victoria Bowling Club Middle Muir Sport Douglas Disabled Green Access 23212.00 10000.00 43 Biggar and District Men's Shed Muirhall extension Community Dunsyre Feasibility Study 7164.00 7164.00 100 St Mary's Parent Council Netherfauldhouse Eastertown Community Lanark MUGA Upgrade 32078.45 17078.45 53 Lesmahagow Farmers Society Nutberry Community Lesmahagow Annual Show Equipment 10049.00 10000.00 99 Douglas Community Development Company Nutberry Community Douglas Park Improvements 7584.00 1896.00 25 Coalburn Miners Welfare Society Nutberry Community Coalburn Signage 9956.40 9956.40 100 Green Action Trust West Brown Castle Trust East Kilbride Boardwalk Refurbishment 53297.73 19900.00 37 Kirktonholme Pavilion West Brown Castle Sport East Kilbride Irrigation 5274.00 5000.00 95 East Kilbride Indoor Bowling Club Whitelee Sport East Kilbride Refurbishment 8367.05 8367.05 100 Quarter Bowling Club Whitelee Sport Quarter Refurbishment 5400.00 5400.00 100 Calderwood Baptist Church Whitelee Community East Kilbride Sensory Garden 1251.83 1251.83 100 112th Lanarkshire Scout Group Whitelee Community Hamilton Feasibility Study 2040.00 2040.00 100 East Kilbride Community Trust Whitelee Trust East Kilbride Sensory Garden 7790.79 7290.79 94 Clyde Valley Orchard Cooperative Woodlands Community Lanark Awareness Raising 2270.00 2270.00 100 91
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Appendix 2 – REF Micro Grant Awards 2021/2022 Organisation Name Windfarm Type of Group Project location Award (£) Blackwood, Kirkmuirhill and Boghead Auchrobert (YGK50) Community Council Blackwood, Kirkmuirhill and Boghead 2100.00 Coalburn Community Council Auchrobert (YGK50) Community Council Coalburn 3765.00 Douglas Community Council Auchrobert (YGK50) Community Council Douglas 3683.80 Lesmahagow Community Council Auchrobert (YGK50) Community Council Lesmahagow 5000.00 Rigside and Douglas Water Auchrobert (YGK50) Residents Association Rigside 4440.00 Sandford and Upper Avondale Community Council Auchrobert (YGK50) Community Council Rigside and Douglas Water 5000.00 Stonehouse Community Council Auchrobert (YGK50) Community Council Stonehouse 5000.00 Carluke Community Council Black Law (YGK01) Community Council Carluke 5000.00 Forth Development Trust Black Law (YGK01) Trust Forth 5000.00 Tarbrax Community Council Black Law (YGK01) Community Council Tarbrax 1800.00 The Royal Burgh of Lanark Community Council Black Law (YGK01) Community Council Lanark 4543.62 Burnside Community Council Blantyre Muir (YGK29) Community Council Burnside 3170.00 Halfway Community Council Blantyre Muir (YGK29) Community Council Halfway 5000.00 Hillhouse Community Council Blantyre Muir (YGK29) Community Council Hamilton 5000.00 Uddingston Community Council Blantyre Muir (YGK29) Community Council Uddingston 2900.00 Auldhouse and Chapelton Community Council Calder Water (YGK24) Community Council Auldhouse and Chapelton 4400.00 Strathaven and Glassford Community Council Calder Water (YGK24) Community Council Strathaven and Glassford 5000.00 St. Leonards Community Council West Browncastle (YGK25) Community Council East Kilbride 500.00 Westwood Community Council West Browncastle (YGK25) Community Council East Kilbride 500.00 Blantyre Community Council Whitelees (YGK02) Community Council Blantyre 4995.00 Bothwell Community Council Whitelees (YGK02) Community Council Bothwell 5000.00 Cambuslang Community Council Whitelees (YGK02) Community Council Cambuslang 5000.00 East Mains Community Council Whitelees (YGK02) Community Council East Kilbride 2000.00 Jackton and Thortonhall Community Council Whitelees (YGK02) Community Council Jackton and Thortonhall 1115.00 Meikle Earnock Community Council Whitelees (YGK02) Community Council Hamilton 5000.00 92
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Appendix 3 – Clyde Windfarm Grants Organisation Name Windfarm Type of Group Organisation Town Project Cost (£) Grant Approved (£) Intervention Rate % Crawford Bowling Club Clyde Sport Crawford New Clubhouse 147383.76 147383.76 100 Roberton Social Group Clyde Community Roberton Hall refurbishment 236071.89 102535.95 43 Carmichael Community Council Clyde Community Carmichael Defibrillator 1425.00 1425.00 100 ELOSCN - (Biggar After School Club) Clyde Community Biggar After School Activities 7400.00 7400.00 100 Biggar Science Festival Clyde Community Biggar Festival Activities 5739.42 5739.42 100 Thankerton Bowling Club Clyde Sport Thankerton Green Irrigation System 1452.08 1452.08 100 Thankerton Improvement Group Clyde Community Biggar Defibrillator 6744.22 6744.22 100 Biggar Bowling Club Clyde Sport Biggar Club Refurbishments 10020.67 10000.00 100 Wiston Village Hall Association SCIO Clyde Community Wiston Feasibility Study 8730.00 8730.00 100 Symington Football Club Clyde Sport Symington Feasibility/Design Study 39060.00 29295.00 75 Crawfordjohn Public Hall Association Clyde Community Crawfordjohn Solar/Batteries and Boiler 166259.08 20782.38 12 The Biggar Institute Clyde Community Biggar Refurbishment Works 9461.80 9461.80 100 93
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Appendix 4 – Clyde Micro Grants 2021/2022 Organisation Name Windfarm Type of Group Project location Award (£) Biggar Community Council Clyde (YGK04) Community Council Biggar 3125.98 Carmichael Community Council Clyde (YGK04) Community Council Carmichael 5000.00 Thankerton and Quothquan Community Council Clyde (YGK04) Community Council Thankerton and Quothquan 5000.00 Crawford and Elvanfoot Community Council Clyde (YGK04) Community Council Crawford and Elvanfoot 2824.00 Duneaton Community Council Clyde (YGK04) Community Council Duneaton 400.00 94
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Lanarkshire LEADER Programme and Replacement 1. Purpose of Report 1.1. The purpose of the report is to:- provide a summary of the evaluation of the 2014 to 2020 Lanarkshire LEADER programme seek approval for the delivery of the new Rural Community Led Local Development (RCLLD) programme replacing LEADER 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the outcomes of the evaluation of the LEADER 2014 to 2020 programme be noted; (2) that the development and delivery of the Rural Community Led Local Development programme, as set out at sections 5.4 and 5.5, be approved; and (3) that the delivery of a rural conference as part of the consultation and community process, as set out at section 5.7, be approved. [recs] 3. Background 3.1. The Council has delivered rural Community Led Local Development through LEADER funding since 2002 through 3 iterations of the programme. LEADER is EU funding, the acronym 'LEADER'' derives from the French phrase "Liaison Entre Actions de Développement de l'Économie Rurale" which means, 'Links between activities for the development of rural economy''. The programmes aim was to engage the energy and resources of people and local organisations as development actors rather than beneficiaries, empowering them to contribute to the future development of their rural areas by forming area based Local Action Group (LAG) partnerships between the public, private and civil sectors. 3.2. For the 2014 to 2020 programme South Lanarkshire Council acted as the Lead Authority/Accountable Body, responsible for the overall management of the Lanarkshire LEADER Programme in terms of compliance and financial responsibility with a Service Level Agreement (SLA) with the Scottish Government (SG). For the first time the programme covered rural communities in North and South Lanarkshire as shown in Appendix 1, Figure 1.1, with an area of 3,298 kilometres and population of 116,741. 11 95
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3.3. The LEADER programme ran until December 2021 with a value of £4.04m with additional funding of £60k for staff costs provided from the Scottish Government until the end of June 2022. 3.4. The Local Development Strategy (LDS) for the Lanarkshire LEADER programme was developed at the start of the programme period following community consultation and broad engagement’s including rural conference’s and was approved by the Scottish Government. This plan set out the governance arrangements, resource requirements and priorities. The programme set the following Themes and Objectives:- Theme 1 Developing Communities Objectives Developing capacity and capability of rural communities. Establishing a support framework that seeks to create a strong community sector capable of delivering a range of priority services, learning from each other and ensuring communities consider their own priorities at community level. To provide a support framework that assists communities take on local community owned and/or managed assets. Improve mobility for rural residents Theme 2 Growing Business Objectives To support younger age group engagement and employment initiatives. Improve vitality and viability of town centres. To support collaborative initiatives that aim to improve the viability of the area’s agricultural sector. To improve rural access and customer entry to business support. Theme 3 Heritage Culture and environment Objectives To support collaborative visitor initiatives and connect to strategic interventions which protect and enhance natural and cultural heritage assets in Lanarkshire. 3.5. An important aspect of the LEADER ethos is the development of local partnerships for strategic direction and grant decision making through a Local Action Group (LAG). The Lanarkshire LAG developed from the previous programme had a maximum of 17 members and included representatives from the public, private and community sectors across Lanarkshire and it was a requirement of the programme that the LAG and decisions made by the LAG had a majority of non-public sector representation. 3.6. As part of the LEADER programme conditions of governance up to 25% of the funding could be used to fund staff costs to support delivery within the Lanarkshire programme, 21% of funding was used to fund staff resources and the programme was delivered by a small team within Community and Enterprise Resources. The team initially contained the following:- Programme Manager 0.8 FTE Project Officer 0.5 FTE Administration and Claims Officer 1 FTE Financial Management and Claims Officer 1 FTE 96
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This resourcing developed and in April 2022 the funding supported the following positions:- Programme Manager 1 FTE Project Officer 0.5 FTE Administration and Claims Officer 1 FTE The Financial Management and Claims officer secured another position within the Economic Development Service. 4. LEADER 2014 to 2020 Evaluation 4.1. As part of the Service Level Agreement with the Scottish Government an evaluation of the Lanarkshire LEADER program requires to be completed, this was undertaken in 2021 and submitted to the Scottish Government in early 2022. The evaluation helps assess the impact of the business plan and strategy of the programme but also informs the priorities for the new programme announced by the Scottish Government in May 2022. 4.2. In summary, the evaluation concluded that the programme was successful and delivered on time and in budget, fulfilling the Government’s conditions and focused on the priorities developed by the Partnership. The programme invested £3.1m through 40 projects over 6 years within the rural communities and levered in 84 pence per £1 of grant in additional funding. The programme supported 28 Social Enterprises or not for profit organisations and 11 businesses. The full evaluation and lessons learnt are attached within Appendix 1. A full list of projects is listed on page 52. 4.3. Overall the programme delivered a wide range of projects across the 3 Local Development Strategy (LDS) Themes (48% Developing Communities, 25.5% Heritage and Culture and 25.5% Growing business). Analysis of the projects show the largest number of projects delivered around 3 objectives Developing Community Capacity, Supporting Young People into Employment and Supporting Collaborative Initiatives (table 5.1 within the Appendix 1). 4.4. On interviewing grant recipients there was overall positive feedback on the grant funding and support offered by the staff there was, however, negative feedback on the LEADER programmes bureaucracy and the governments IT system (LARCS). 4.5. In summary, of the lessons learned that were reported to the Scottish Government, the following points were raised:- local grant decision-making works local decision-making panels requires multi sector cooperation and skills multi-sector nature of the LAG aids knowledge sharing, including investment opportunities rural Community Development needs financial resourcing rural Community Development need skilled local team resources rural Community Development need continuity over time vulnerable communities need consistent support over time communities and staff require continued training engagement of hard-to-reach groups such as youth is difficult and needs new approaches 97
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4.6. Recognised within the evaluation, which was key to the Lanarkshire LAG is the level of involvement and maturity and the breadth of experience and knowledge which would be a loss if not continued into future decision-making structures. While this is still true during the COVID-19 period and with less grant decisions to make a number of representatives have moved on and the LAG membership will require new members and participation to fully represent the communities and skills required to provide direction and decision making on grants. 5. Community Led Local Development Funding 2022/2023 5.1. In May 2022 the Scottish Government published guidance on funding to replace LEADER. The new programme Community Led Local Development (CLLD) had confirmed funding of £11.6m in 2022/2023 with £7.6m being allocated to LAG areas based on socio economic profile and population numbers. On 8 June Lanarkshire’s allocation for 2022/2023 was confirmed as £282,826 to cover 9 months between June 2022 and March 2023, this is a significant reduction in the average allocation of approximately £660,000 per annum under LEADER. 5.2. A primary purpose of the CLLD funding in 2022/2023 is on developing capacity and structures of the LAG for the delivery of future years funding. The Government guidance recognises the unique partnerships of public, private and third sector representatives on the LAGs and recognised that they are the best vehicle to deliver grassroot led decision making for rural communities and that it is an important element in promoting a national agenda for empowering rural communities. The governments ambition is to develop and deepen the LAG capacity and skill set over the next 2 to 5 years. 5.3. The Lanarkshire LAG met in May to provide direction for the development of a Rural Community Vision for Lanarkshire though 2022/23 for delivery in future years. This vision to align with the aims and purpose of the CLLD funding. The Scottish Governments guidance states Projects must demonstrate that they advance inclusion, equality and diversity, and support at least one of the overarching Scottish Government priorities from the list below:- Rural Poverty – especially child and fuel poverty Net Zero and Climate Emergency COVID-19 recovery Young Person’s Guarantee, Green Skills and Fair Work Community wealth building Local democracy and governance, community empowerment Wellbeing Economy Inclusive growth (includes Community-Led Tourism) Rural Entrepreneurial activity 5.4. During 2022/2023 the Council will deliver a Lanarkshire CLLD grant programme supporting the priorities set out in point 5.3. The programme administered by South Lanarkshire Council as the Accountable Body and supported by the existing team within Planning and Economic Development. The CLLD funding allows for up to a 15% of the total allocation or a maximum of £57,142 of the allocation to be used for staff costs. 5.5. The reduced budget and financial allowance for staff costs will impact on the resources available to support the delivery with a revised resource for the period June 2022 to March 2023 used to cover existing staff costs being the following:- 98
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Economic Development Officer 0.6 FTE £25,223 Administration and Claims 1 FTE £21,034 Total £46,257 This remains within the CLLD guidance and represents 16.3% of the total CLLD budget and will increase the Economic Development Officer (project) resource from 0.5 to 0.6 FTE. The Economic Development Managers post to be funded through the UK Shared Prosperity Fund (UKSPF) as set out in the report on the UKSPF. The guidance provided by the Scottish Government indicate this is the first year of a programme of funding over future years. However, the detail, value and confirmation of funding has not been confirmed at this time. The resource requirements for 2023/2024 will be reviewed following award of funding for CLLD from the Scottish Government for that financial year. 5.6. Awareness raising of the CLLD programme will commence in August and the development of project proposals will be supported by the team and using the existing Council Grantvisor system with decision making made by the LAG. 5.7. As part of the consultation and development of a rural vision for the fund it would be proposed to undertake a Rural Conference in October 2022 raising awareness of CLLD and other funding, sharing knowledge and the success of existing projects and building on previous pre COVID-19 conferences. The funding for the conference to be drawn from the CLLD programme. 5.8. As part of strengthening the LAG membership new participation from the community private and public sector partners will be sought over 2022/2023. This will be undertaken maintaining the minority representation from the public sector. 6. Employee Implications 6.1. The existing permanent staff will be funded through the new CLLD programme and UKSPF and there will be no change to the existing establishment within Planning and Economic Development as an outcome of the CLLD funding. 7. Financial Implications 7.1. As accountable body the Council has the responsibility for administering and reporting on the grant programmes. The systems and teams to deliver these programmes are in place and well developed. 8. Climate Change, Sustainability and Environmental Implications 8.1. One of the priorities of the CLLD programme is on net zero and Climate Emergency and the programme will be able to assist community projects in this policy area. 9. Other Implications 9.1. The failure to develop a CLLD vision for rural Lanarkshire would not maximise the opportunity of the fund to deliver support to Lanarkshire Communities. 10. Equality Impact Assessment and Consultation Arrangements 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. 99
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10.2. All necessary and appropriate consultations are undertaken within the Council, with partner organisations and community groups. David Booth Executive Director (Community and Enterprise Resources) 19 July 2022 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to put people first and reduce inequality Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kenny Lean, Economic Development Manager (Rural and Funding) Tel: 07469027925 Email:- Kenny.Lean@southlanarkshire.gov.uk 100
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1 Lanarkshire LEADER Programme 2014 -2020 Evaluation December 2021 Rural Lanarkshire view to Coulter 11 101
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2 Lanarkshire LEADER Programme 2014-2020 Evaluation Executive Summary The summary graphics and information below provide an overview of the projects and their contribution to the Local Development Strategy. Total LEADER Wiston Lodge Outdoor Classroom Project 57 Expressions of Interest were received and 40 progressed as projects to completion. Most projects 51% completed in 2021. Total LEADER grant value award was £3.149m with an average grant value of £79k, the smallest award was £75k and largest £331k. Every £1 LEADER grant attracted 84% additional funding 28 Social Enterprise projects supported, 11 Business support 102
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3 The 2 graphs below demonstrate Leader support by sector and by size of grants provided. The table below shows the impact of projects on the new National Priorities Projects across Lanarkshire were supported from Greengairs and Plains in North Lanarkshire to Leadhills and Tarbrax in South Lanarkshire. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Improve Local facilities and Services Stimulate the local economy Build Community capacity and create more vibrant… Benefit hard to reach groups Enhanced biodiversity and environmental sustainability Achieve partnership working and cooperation 41% 31% 44% 36% 15% 28% 33% 21% 23% 18% 18% 26% 10% 33% 21% 18% 33% 28% 15% 15% 13% 28% 33% 18% Projects contributions to National Priorities Significant Moderate Slight Not at all Social Enterprise 3rd sector 70% Private Sector, 27% Public, 3% Projects by Sector of Delivery Organisation Community sector Private Sector Public 0 2 4 6 8 10 12 £0 - £9,999 £10,000 - £24,999 £25,000 - £49,999 £50,000, £99,999 £100,000 + Projects by grant award Project supported locations Lanark, Abington, Greengairs, Leadhills, Tarbrax, New Lanark, Plains, Lesmahagow, Carluke, Auchengray, Chapelton, Wiston, Brocketsbrae, Caldercruix, Drumclog, Forth, Hawksland, Harthill, Kirkfieldbank, Kirkmuirhill, Strathaven, Greenrigg, Upperton, Woolfords 103
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4 Summary of Lessons Learnt Governance The Lanarkshire LEADER Local Action Group (LAG) was a well matured structure that had developed from previous LEADER programmes and the South Lanarkshire Rural Partnership. The decision to not become constituted maintained the LAGs independence and clear separation of duties. The wide inclusion of partners across the Community and Public sector was a strength as was the inclusion of VANL and VASLAN. Previously opportunities for development were attempted around youth engagement through the inclusion of Universal Connections (UC) South Lanarkshire Council youth organisation however the youth involvement on the LAG 2014 – 2020 didn’t progress. Key to the Lanarkshire LAG is the level of involvement and maturity and the breadth of experience and knowledge which would be a loss not to maintain into future decision-making structures. Systems Procedures and IT systems were a barrier to the uptake and efficient operation of the LEADER programme, especially in comparison to other grant funding available. Procedures such as requiring three quotes or proof of best value while challenging are not unfamiliar to medium sized applicants. However, they are challenging for small or new organisations. The lack of ability to assist with cash flow for projects through advance payments reflected negatively on LEADER in comparison to some other grants such as the local Community Benefit Funds and BIG Lottery. The LARCs system was a near universal issue for grant applications and grant payments again in comparison to other Government grant systems or local grants, resulting in the need for additional time and resource in assisting and advising project applicants in its navigation, in addition to the demands of project development and delivery Support and Guidance All organisations reported the knowledge, insight professionalism and ability to provide comprehensive support from community plan development to business plan and delivery was a large strength of the Lanarkshire LEADER Programme and are essential elements of local funding programmes. Theme Developing Community Lanarkshire LEADER built on a strong track record of community capacity support through all the stages of development. Links to local support agencies such as Business Gateway, VANL VASLAN provided a comprehensive network of local support and guidance. LEADER “seeded” many new communities led actions and groups through the Community Capacity contracts. Many small medium sized organisations were supported in developing and growing their capacity. The key finding though is that this is continuous work, all communities especially those with reduced local capacity are on the progression and the availability of support and financial resources through LEADER or other funding is required or communities will be left in limbo. Theme Growing Business The joined up and close working with the local Business Gateway contractor and local Economic Development teams in NLC and SLC for signposting and support worked well. Business support was a new aspect for LEADER locally and this was challenging in the pure farm diversification, business support in terms of navigating other funding options. The 104
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5 Objective delivered well on supporting rural businesses but also especially well in supporting Social Enterprises across area. The joining of Community and business grants and support was a success and growth for rural organisations. Theme Heritage Culture and the environment Culture and heritage are often important assets within communities. The work in this objective brought communities together behind common goals with common learning. Projects such as Clyde and Avon Valley Landscape Partnership worked with communities on a wide range of bottom-up training, volunteering, and improvement of assets. The work “seeded” or supported many projects to the next growth stage including Lanark and Carluke Development Trusts. In New Lanark and Lanark it was the “Seed” for the Lanark VISION, bringing together many aspects of culture, heritage and tourism. Other aspects of the environment such as energy saving carbon reduction through use of electric buses helped communities with a just transition further opportunities around this and “20-minute Neighbourhoods” for rural communities remain challenging. The environment in terms of Carbon reduction was addressed but sometimes as a secondary aspect not a primary motivator. Cooperation Lanarkshire LEADER has supported a range of projects with varying amount of success. For example, The Crowdfunding portal and mentoring project, experienced staffing issue, and was impacted severely by the Covid crisis. It is understood that other partner LEADER areas plan to continue with Crowdfunding portals, run by their local authorities. It is felt that for SLC this would be a burden to resource, with limited potential return, so will not be progressed. However, it will be used as a signpost for one element of funding support for certain business, social enterprise and community projects. Foraging Fortnight, a festival of wild foraging events in Autumn and Spring served as an opportunity to showcase local producers retailers, tourism and social enterprises producing and selling fresh local produce The project has helped to inform the development of SLC Food Strategy and continues to be promoted and hosted by Naturescot. As partners of The Rural Youth Conference Project Lanarkshire LEADER hosted the first of a series of conferences at Wiston Lodge, which led to the recruitment of a local young champion who maintained participation in the project as a Digital and Recruitment champion through the time of the project. These example projects involved multiple LAGs and third party bodies/contractors. The Dementia Connected and Supportive Communities Project, which was a Lanarkshire led project involved working in partnership with only one other LAG, a project manager and one other participating organisation Cooperation projects can be complex in communications, researching, development, delivery and management. The LAG found that they are resource heavy, which was a challenge for a small delivery team of 1.5 fte. Going forward, it is suggested that substantial forward planning and research is undertaken, and suitable partner LAGS and projects are identified at very early stages of any Programme delivery. National priorities Improving local facilities The programme was well resourced and delivered on improving many local facilities, such as Castlebank, Stanrigg Park and Auchengray hall. The key lesson is the need for time for these projects to plan and develop, with consistent support through the process. 105
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6 National Priorities Stimulating the local economy The integrated approach with partners locally was a strength, increasing education for those involved in the different barriers and opportunities to business growth in the rural area is important. More can be done in developing the local partnerships such as around IT infrastructure, training, farm diversification and initiatives such as Farm to Fork and Lanarkshire Larder. National Priorities Building Capacity and creating vibrant communities Lanarkshire LEADER is built on a strong tradition of capacity building. The landscape locally is changing with new community partnership networks but the base of learning within the LAG and LEADER team provides a strength for continued strong local engagement. Capacity support delivered locally with communities looking at the Community Wealth Building potential requires local resources and skills. National Priorities Benefiting hard to reach group Reaching harder to reach groups and communities requires consistent approach over time, many communities see a short life 1 – 2 year support appear in their community and disappear. Many projects funded through LEADER delivered 1-1 support in communities to the hardest to reach over 2 – 3 years. However that support post COVID has stopped due to lack of funding and leaves vulnerable rural groups more vulnerable, multi-year consistency of funding is essential. Generally youth activity was a secondary outcome of several projects but not a primary target for most. National Priorities Enhancing biodiversity and environmental sustainability The LEADER programme delivered energy efficiency programmes, landscape improvement programmes and energy efficient transport programmes. The challenge is that more needs to be done quicker around this work to assist rural communities to maintain their sustainability as communities. Additional training and awareness training is required to grow the capacity of communities to tackle climate change and ensure environmental sustainability at local community level. National Priorities Achieving partnership working and cooperation Decision making by local experienced multi agency partnership boards or LAGs provide robust oversight, improved joint working and scrutiny, and can be used for other national and local funding. Robust panels with strategic oversight and ability to cooperate and partnership work are essential for further funding development that supports rural communities. Lessons Learnt LEADER works. • Local decision-making works • Local decision-making panels requires multi sector cooperation and skills • Multi-sector nature of the LAG aids knowledge sharing, including investment opportunities • Rural Community Development needs financial resourcing • Rural Community Development need skilled local team resources • Rural Community Development need continuity over time • Vulnerable communities need consistent support over time • Communities and staff require continued training • Engagement of hard-to-reach groups such as youth is difficult and needs new approaches 106
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7 Contents EXECUTIVE SUMMARY..............................................................................................................2 1. INTRODUCTION .........................................................................................................9 1.1 LEADER ....................................................................................................................11 1.2 EVALUATION AIMS AND OBJECTIVES ..................................................................12 2. PROGRAMME DEVELOPMENT AND DELIVERY................................................................13 2.1 THE 2014-2020 PROGRAMME.................................................................................13 2.2 PROGRAMME OBJECTIVES ....................................................................................13 2.3 GOVERNANCE ARRANGEMENTS...........................................................................15 2.4 MANAGEMENT AND DELIVERY ARRANGEMENTS...............................................16 2.5 LAG MEMEBERSHIP FEEDBACK..............................................................................17 3. LDS PROGRAMME PERFORMANCE.......................................................................19 3.1 APPLICATION DATA..................................................................................................19 3.2 DETAIL ………………………………. ...........................................................................20 3.4 PERFORMANCE AGAINST TARGETS......................................................................23 4. FEEDBACK FROM GRANT RECIPIENTS .................................................................25 4.1 INTRODUCTION .........................................................................................................25 4.2 RESPONDENT PROFILE ...........................................................................................25 4.3 INITIAL AWARENESS.................................................................................................26 4.4 VIEWS ON THE EOI AND APPLICATION PROCESS.................................................27 4.5 EASE OF SECURE MATCH FUNDING .......................................................................28 4.6 SUPPORT FROM THE LEADER TEAM.......................................................................30 4.7 FOLLOWING PROJECT APPROVAL ..........................................................................31 4.8 LINKS TO LDS STRATEGY ..........................................................................................31 4.9 FUTURE CHALLENGES ..............................................................................................35 5. CONCLUSIONS ............................................................................................................40 5.1 INTRODUCTION ...........................................................................................................40 5.2 THE LEADER APPROACH...........................................................................................40 5.3 PROGRESS AGAINST LDS OBJECTIVES ...................................................................41 5.4 PROGRAMME IMPACT ……………………....................................................................41 5.5 NATIONAL AREAS OF IMPACTS..................................................................................43 5.6 LESSONS LEARNT CONCLUSSIONS ..........................................................................43 APPENDIX A: CASE STUDIES.......................................................................................................66 APPENDIX D: PROJECT LIST........................................................................................................52 107
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8 Auchengray Hall project New Lanark with 3 LEADER projects Rural Lanarkshire 108
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9 1. Introduction 1.1 Introduction The report presents the findings of the evaluation of the Lanarkshire LEADER programme 2014-2020. The Programme has been delivered on the basis of a Local Development Strategy (LDS) which set out a strategy to guide its implementation and objectives, as part of the Scottish Rural Development Programme. The geographic area covered by Lanarkshire LEADER Programme follows the boundaries shown in Figure 1.1. and covers rural areas in North and South Lanarkshire. Figure 1.1 Geography 109
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10 The Lanarkshire LEADER area includes part of two local authorities, North Lanarkshire Council and South Lanarkshire Council. The area has a strong post-industrial legacy and agricultural characteristics based primarily on livestock rearing, with some more specialised and mixed farming systems in the Clyde valley. Large parts of the rural area appear attractive, but there is a great deal of hidden disadvantage and a significant legacy of former mining activity. Several small settlements within this area suffer the double disadvantage of being isolated and, as former mining villages; much of their economic rationale has been lost. Issues of isolation from services, job opportunities and activities are in many cases exacerbated by the lack of public transport. The area’s population and economic structure has also changed in recent years with many people now living in the area without being part of the rural economy. The Lanarkshire LAG area also has a rich natural, cultural and built heritage, prominent within which are the Southern Uplands, the middle and upper reaches of the River Clyde and one of Scotland’s four UNESCO World Heritage Sites — New Lanark. The area also makes an enormous contribution to Scotland’s renewable energy targets through being home to a number of large wind farms. KEY FACTS AND FIGURES • Area 3,298 square kilometres, with a rural population density of 30 people per square kilometre. • The total population in the LAG area is 116,741 based on 2013 mid-year estimates. This is made up of 26,270 in North Lanarkshire, representing 22% of the total population and 90,471 in South Lanarkshire, representing 78% of the total population. • The area is characterised by small villages [over 60] with populations below 3,000. • The area has a strong post-industrial, mining legacy and agricultural characteristics. • The Lanarkshire LAG area has a rich natural, cultural and built heritage. • The area’s many wind farms contribute significantly to Scotland’s renewable energy targets. The general spatial pattern is one of two major pockets of disadvantage: one on North Lanarkshire and one along a corridor either side of the M 74 to the south of Lesmahagow. These areas contain some deeply disadvantaged areas, which include many of the mining dependent communities in central South Lanarkshire and in almost the whole of North Lanarkshire within the LAG. Some of the smaller former mining areas lack vibrancy. There are also concentrations of disadvantage in most of the towns. The lightly populated hill areas of rural south west Lanarkshire are also characterised by weak socio-economic performance 110
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11 1.1 The LEADER Programme LEADER The Scottish Rural Development Programme (SRDP) 2014-2020 funds economic, environmental and social measures for the benefit of rural Scotland and comprises a range of different schemes. This includes, LEADER (1), which is the European Union’s (EU) place- based, participatory and bottom-up approach to rural development. There are four main types of LEADER project: • Community: community-led projects that support community and business networks to build knowledge and skills, encourage innovation and support collaboration to tackle local development objectives • Enterprise: support for entities (of any form) engaged in economic activity – organisations of up to 49 employees • Farm Diversification: to support farmers/crofters, or members of a farm/croft household, to start-up a business into non-agricultural activities in rural areas • Cooperation: projects taking part across more than one LDS area, whether in the same country or elsewhere in Europe. Projects can be funded up to 100%, subject to State Aid considerations (2) Distinctively, LEADER takes a grassroots approach to delivering support to communities. At a local level, Local Action Groups (LAG) support delivery of area-based Local Development Strategies (LDS) and provide funding for projects that address its key objectives and priorities. There are 21 LAGs in Scotland, with support aimed at projects with a wide community benefit, and particularly those that show an element of originality or innovation and that complement other activities within the LDS. Each LAG has an Accountable Body, typically a local authority, responsible for the administration of LEADER activities in their region. In the current programme the Leader area was changed to create the Lanarkshire Leader area with south Lanarkshire Council as the Accountable Body. Local Development Strategies include actions that will allow individuals, communities and businesses to: • drive community action on climate change • enhance rural services and facilities, including transport initiatives • enhance natural/cultural heritage, tourism and leisure • support food and drink initiatives (for example short supply chains, community food); • building co-operation with other LAGs in Scotland, UK and Europe • create equal opportunities for all in our rural communities. All project approvals for LEADER were to be confirmed by 31st December 2019, and all projects were to be completed in line with the closure of the 2014-2020 Programme by 31st December 2020. This has been extended into 2021, initially to 31st March and then to 31st December, due to the delays caused by Covid-19 restrictions. This has allowed LAG areas some additional time to complete their programmes. 1 Liaison Entre Actions de Développement de l’Économie Rurale 2 SRDP/LEADER, General Guidance for Applicants 2014-20 v5Cairngorms LEADER 2014-2020: 111
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12 1.3 Evaluation Aims and Objectives The Lanarkshire LEADER Business Plan sets out a requirement for ongoing monitoring, review, development and evaluation of the Local Development Strategy (LDS). This evaluation forms part of that process. The approach to monitoring and evaluation has encompassed two main elements: at the LDS level and also its contribution to the wider SRDP. The objectives of the evaluation are to: • to assess the implementation of the LEADER 2014-2020 programme, and in particular stakeholder engagement and uptake • to assess delivery against Lanarkshire LEADER LDS objectives • to assist the local LEADER team to answer the seven nationally agreed LEADER evaluation questions • to assess impacts made by projects funded by the Lanarkshire LEADER 2014- 2020 Programme, and likely impacts of these projects in the future • to assess the extent to which the LEADER approach has been embedded in the Lanarkshire LEADER programme • to evidence the added value of the LEADER approach as applied in Lanarkshire • to combine lessons learned at a project, programme and policy level, including whether a dedicated rural funding programme is a successful model for Lanarkshire communities • the various forms of leverage which the LAG and LDS deliver • report on the lessons learned at a project and programme level. The report will detail the findings of the evaluation process. The report will: • Evaluate the impact of the Lanarkshire LEADER Programme, with particular reference to achievements against LDS and Scottish Government targets and priorities • Highlight key issues for consideration, including the efficiency and effectiveness of programme management and administration, and lessons learned from programme delivery. 112
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13 2. Programme Development and Delivery 2.1 The 2014-2020 Programme Developing the LDS Local Development Strategies are used to support and guide the work and decision making of Local Action Groups. Typically, the LDS sets out the social and economic needs and demands/opportunities of the area it covers, helping to establish priorities for funding. A set of objectives are then detailed, with target groups and quantifiable outcomes for each, together with guidance on what animation activity may be required to deliver it. As such, developing an LDS is one of the first steps undertaken by a LAG. With the 2007-2013 LEADER programme drawing to an end, the South Lanarkshire LAG submitted an Expression of Interest to the Scottish Government to continue delivery of the programme in the new Lanarkshire geography An LDS Working Group was established to bring together the key LEADER partners, with representatives from the outgoing LAG. South Lanarkshire Council took on the role of Accountable Body. The South Lanarkshire Rural Partnership initially provided a strategic overview of the delivery of LEADER in South Lanarkshire and integration with the Community Planning structures [CPP]. In the North this was through the Local Area Partnerships. The programme objectives were developed through consultation and a Community Rural Conferences. 2.2 Programme Objectives The Lanarkshire LDS had 3 linked strategic themes. The strategic themes and priorities of Lanarkshire LEADER reflected the regeneration needs and opportunities of rural Lanarkshire where: • Developing Communities • Growing Business (including social enterprise and entrepreneurship • Heritage, Culture and the Environment The community development and economic development rank highly as areas of concern within the LDS area. The theme encompassed 8 objectives to enable and empower local communities to act on tackling disadvantage and contribute to their own development, along with proactively addressing geographic disparity and levelling up community capability across the territory. The themes, objectives and targets are set out in Table 2.1 113
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14 Table 2.1 LDS Objectives THEMES AND OBJECTIVES BENIFICARIES TARGETS DEVELOPING COMMUNITIES 1 Developing Community Capacity Community organisations based in deprived areas, Existing 3rd sector services and support providers, Community groups and organisations in North Lanarkshire 15 projects within most deprived areas 5 projects linked to strategic initiatives such as CAVLP 20 no community awareness raising events 2 Support Communities to take on local community assets Community groups and trusts seeking to take on community assets, community owned renewable energy projects 5 asset transfer projects 3 Improve mobility of rural residents Community transport providers, older and younger residents of rural communities 3 community transport projects supported GROWING BUSINESS 4 Support Young People access employment 16-25 year olds living in rural areas especially those NEET, Rural social enterprise 5 youth employment projects supported 5 Improve Vitality viability of rural towns Develop community Trusts, Business and trader groups including Business Improvement Districts 4 Development Trust projects supported 2 BIDS supported 6 Support Collaborative initiatives that aim to improve agricultural sector Local food drink business, producer groups and farmer markets, Agricultural, sector support 3 collaborative projects that aim to create an inclusive support framework 7 Improve access to business finance Non Agri or para Agri rural business with identified growth potential, Social Enterprise 2 no social enterprises supported 5 businesses supported HERITAGE CULTURE and THE ENVIRONMENT 8 Support Collaborative visitor initiatives Communities and business groups wanting to connect with attractions, strategic partners, key attractions 3 community projects connected to major attractions 114
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15 2.3 Governance The business plan set out the delivery responsibilities as in Table 2.2 Table 2.2 Delivery Responsibilities DELIVERY MECHANISM ELEMENTS MAIN RESPONSIBILITY Preparation of strategy and business plan for Programme Programme Manager and current LAG Ongoing development of LAG operational strategy and action plan LAG and staff team Development of project quality appraisal standards LEADER staff and LAG Support for the development of projects that fit with the above strategy and criteria LAG partners and staff team Managing and administering the application process LEADER staff team Liaison with SG Rural Communities team LEADER staff team Accountable body Liaison with SNRN LEADER staff team LAG members Technical appraisal and eligibility check including State Aids issues LEADER staff team (appraisal & assessment separated to meet audit requirements) supported by Accountable Body Project monitoring and ensuring complementarity with wider programmes and strategies LEADER staff team, LAG, Accountable Body Assessment process, scoring recommendations LEADER staff team and LAG (appraisal & assessment separated to meet audit requirements) Monitoring implementation of equal opportunities Policy LEADER Manager and LAG Project assessment LAG Issuing of formal offer of grant letter with attached Conditions LAG, LEADER staff team, Accountable Body Formal letter of acceptance of grant offer and the associated conditions Project applicant Managing and administering the project claims process - financial and physical progress LEADER staff team and Accountable Body finance team Issuing payment of grant to applicants The Accountable Body finance team Programme monitoring through detailed tracking of individual project performance LAEADER staff team and LAG members Review of performance against the LDS and amending LDS accordingly LAG supported by LEADER staff team. SG agreement as required. Local Action Group LAG membership was by invitation basis based on set criteria, all prospective LAG members followed the same selection process. Selection was undertaken on a pragmatic basis– a balance between open and transparent and purposive. This was to be done using agreed selection criteria and a matrix of essential membership requirements to ensure there is suitable representation of the territory, the LDS thematic priorities, target groups or areas identified and the skills and capabilities required. In so far as is possible this would reflect the ‘thirds’ principle of community, business and public sectors. No more than 49% membership could come from any one interest group and at least 51% of votes from non-public sector members. 115
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16 The membership was 13 with 5 from the public sector and 8 from the Community sector. The Lag was relatively stable in membership with only a few leaving in 2021. These memberships weren’t replaced as all awards had been made by that time 2.4 Management and Delivery Arrangements Initially the delivery of the LEADER support was through a 3rd party contract, within the initial business plan drafts this was considered would continue however the AB and 3rd party the Rural Development Trust agreed to TUPE staff into the AB which happened in 2016. The LEADER staff team are employed by the SLC as Accountable Body. The original manager of previous programmes retired towards the end of 2018. A new manager was recruited who managed the contract from January 2019. Other members of the team were kept on by the SLC. This meant there was a high level of continuity in the transition from one programme to the next. At present there are four staff working on Lanarkshire LEADER: • Programme Manager (1.0 FTE) • Development Officer (0.5 FTE) • Claims and Admin and Support Officer (1 FTE) The table below outlines the proposed LAG applications and approvals process. Table 2.3 LAG application and approvals process Stage Process Description of activity 1 LEADER Officer Engages with potential applicants, animates and develops the project ideas into projects where appropriate 2 Pre Application Check Check applicant eligibility Check strategic fit and alignment with other support schemes Equal opportunities and sustainability checks 3 Application prepared By applicant with assistance / support from project officer / relevant partner to develop their capacity for the future. All eligible costs and match funding identified and confirmed. 116
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17 4 TechnicalAssessment by Programme Manager Projecteligibilityfor LEADERProgrammesupport Robustnessofprojectdescriptionand objectives Realismofoutcomesand outputs Soundnessof fundingpackage ConsiderReasonablenessofCosts Consideriftheprojectis additionaland willnotdisplaceexistingactivity Assessmentofapplicantprojectmanagementcapability Checkthat planningorotherregulatoryconsentsarein place Assessany child protectionissues Checkaccountsbeen providedthatshowtheorganisationhave adequatereservestomanagethecash flowrequiredfor a projectof thissizeand thatthereis a need for thegrant Checkthata viablestrategyis in placetocontinueafterLEADERfunding is completed AssessStateAids CheckVATstatus Checkmatchfundingin place Applyfor BRN / LocationCode [ifrequired] 5 Applicationsignedoff forconsiderationby LAG Applicationset as completeby LEADERstaff 6 Applicationpresented to LAGorLAGSub- Group Applicationand supportingdocumentscirculatedto themembersof theLAGorLAGSub-Groupelectronicallyfor fullconsiderationpriorto meeting. LAG scoresprojectagainstagreedcriteria. 7 Applicationconsidered by LAG Any conflictsofinterestidentifiedand excluded Scoresreviewedand variancesdiscussed Decisionreachedon approval,requestformoreinformationor rejection. Conditionsfor approvalwillbeconfirmed 8 Feedbackprovidedto applicant Where unsuccessful, constructive feedback will be provided to the applicantwhichmay resultin a revisedapplicationorprojectidea. 9 Approvalprepared A standard approval letter is used as the basis for all approvals and is tailored for any conditions. This is prepared by the LEADER team, approved by the Programme Manager and signed and sent out by the Accountablebody. Thisletter willalsocontainclaimpaperwork. The applicant is required to accept the grant offer in writing within 21 days 10 ManagingYourGrant Session This is a face to face meeting with the applicant and covers agreement on • Claimprocedure,monitoringand paymentschedules • Confirmationofoutcomesand evidencerequirements • Publicity • Financialinformationrequirementsforclaims 11 Monitoring The LAG receives activity reports at each meeting based on financial and physicalprojectmonitoring. The LAG will prepare an update report for each Rural Partnership meeting to advise of approvals and the financial position of the programme. 2.5 LAG membership feedback Feedback from LAG members was undertaken with the following feedback summarised. A belief the LAG had operated well during its decision-making term however latterly in 2020 and 2021 there was no need for meetings. 117
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18 A strong feeling the programme had delivered on is aims and objectives as set out within the LDS All LAG members agreed the purpose and role of the group was well established and clear and that all members were clear in their roles A particular feeling the programme had delivered on large strategic projects. A belief the programme had strengthened community development and links between organisations. A belief that co-operation projects had merit but were more difficult to measure the local benefit 118
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19 3 LDS PROGRAMME PERFORMANCE 3.1 Application data This section provides an overview of the demand and spread, and range of projects delivered by Lanarkshire LEADER programme. 3.2 Overview The summary graphics and information below provide an overview of the projects and there contribution to the Local Development Strategy. 57 Expressions of Interest were received and 40 progressed as projects to completion. Most projects 51% completed in 2021. Total LEADER grant value award was £3.149m with an average grant value of £79k, the smallest award was £7.5k and largest £331k. The total value of projects supported by LEADER in Lanarkshire was £5.4m was for every £1 of LEADER it attracted £ 0.84 pence match funding. 0% 20% 40% 60% 80% 100% Improve Local facilities and Services Stimulate the local economy Build Community capacity and create more… Benefit hard to reach groups Enhanced biodiversity and environmental… Achieve partnership working and cooperation 41% 31% 44% 36% 15% 28% 33% 21% 23% 18% 18% 26% 10% 33% 21% 18% 33% 28% 15% 15% 13% 28% 33% 18% Projects contributions to National Priorities Significant Moderate Slight Not at all Social Enterprise 3rd sector 70% Private Sector, 27% Public, 3% Projects by Sector of Delivery Organisation Community sector Private Sector Public 0 2 4 6 8 10 12 £0 - £9,999 £10,000 - £24,999 £25,000 - £49,999 £50,000, £99,999 £100,000 + Projects by grant award 119
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20 3.3 Detail A total of 57 EOI were received. Of these 42 progressed to approved projects (73%). Of these 2 did not deliver both finding alternative sources of finance (Biggar Gin and Apple Pie Bakery). The majority of EOI were received in 2017 and 2018 with none from 2019 onwards. Of the 41 projects one was a cooperation project and in addition Lanarkshire LEADER took part in 3 other Cooperation projects which did not go through the EOI process in Lanarkshire. No applications were rejected once they reached the LAG although some were required to rework or develop the application, Auchengray Church hall project being one such project. 71% of projects awarded funding and proceeding were community projects Figure 3.1 demonstrates the split with 28 Community led projects and 11 private sector led projects. Figure 3.1 Projects by Sector of Delivery organisation The total value of projects (40) delivered excluding Administration costs was £6.493m, with £3.149m grant. The total value of excluding Cooperation projects this £5.440m with match of £2.486m. The LDS set out an aim to maximise leverage of LEADER funding and achieved 0.84p additional investment for every £1 of grant a leverage of 84%. Match funding came from many sources including private sector and bank investment and other grant funders such as the local Community Benefit Funds. Grant awards were made of all value however the LAG and LEADER team focused on large scale projects and awards due partly to the administration requirements of the LEADER programme in 2014 – 2021 in comparison to earlier programmes. Figure 3.2 sets out the number of awards over a range of grant values. Figure 3.2 Grant awards progressed by grant value Community sector , 71% Private Sector, 27% Public, 2% Projects by Sector of Delivery Organisation Community sector Private Sector Public 120
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21 Grants to support the community where the largest proportion of LEADER spend the following Table 3.1 demonstrates the spread including Administration costs Table 3.1 SECTOR Value Administration £ 852,750 Community £ 2,265,717 Enterprise and Farm Diversification £ 687,900 Co-operation £ 195,823 The Figure 3.3 demonstrates the allocation by percentage of the total value, The national programmes targets of 5% cooperation’s spend was met and the administration costs were within the 25% allowed at 21%. The target of 20% Enterprise and farm diversification of 20% was not met at 17% this was partly due to 2 business failing to take up the LEADER grant and using commercial finance instead. 0 2 4 6 8 10 12 £0 - £9,999 £10,000 - £24,999 £25,000 - £49,999 £50,000, £99,999 £100,000 + 1 6 6 12 11 Projects by grant award 121
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22 Figure 3.3 LEADER Spend by sector The Lanarkshire LEADER area was an expanded geography from the previous programmes South Lanarkshire geography, specific measures were undertaken to ensure community capacity was supported within deprived areas across the Lanarkshire area but specifically in the North Lanarkshire areas. These areas were identified as particularly weak in community capacity and suffering from deprivation. A specific project was developed by the LAG “Developing Community Capacity” The work developed community capacity and Community Led Action Plans under one project for the following projects in North Lanarkshire Upperton, Plains, Caldercruix, Harthill, Eastfield and Greengairs and in South Lanarkshire the communities were Kirkfieldbank, Carstairs Junction, Lesmahgow, Brocketsbrae and Hawksland. This projects is listed as multi location within the Table 3.2. The table demonstrates a wide geographic coverage of LEADER projects with some Hibbing around communities with existing developing 3rd sector charity organisations in Lanark. Administration 21% Community 57% Enterprise and Farm Diversification 17% Co-operation 5% LEADER Spend be sector Administration Community Enterprise and Farm Diversification Co-operation 122
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23 Table 3.2 LEADER Projects Geographic locations Community Number Projects Auchingray 2 Carluke 2 Chapelton 1 Chatelherault 1 Douglas water 2 Drumclog 1 Dunsyre 1 Forth 2 Kirkfieldbank 1 Kirkmuirhill 1 Lanark 9 Leadhills 1 Multi Rural locations 3 New Lanark 4 Plains 1 Strathaven 2 Tarbrax 1 Wiston 1 36 3.4 Performance against targets The LAG agreed a set of targets for the Lanarkshire programme to aim for Table 3.3 sets out the targets and the actual numbers reached. The LAG agrees the programme was generally successful in its targeted aims Some significantly exceeded the target set, significantly the number of community awareness raising events set at 20 but achieved 45. The number of Social Enterprises supported set as 2 but achieved 6. The number of businesses supported set at 5 but achieved 9 and the stretch of LEADER into new areas 6 rather than the targeted 3. Areas that did not reach the target included youth employment projects which was 1 rather than the projected 4. This was due to close working between the LEADER team and SLC and NLC Employability Services projects were delivered in the rural area without the need for LEADER funding. The projected 3 Community Conferences became 1 this was partly due to COVID preventing physical conferences and no online conference being held. The number of community projects connecting to major attractions was 1 rather than 3 this was despite significant activity in tourism and communities however its not considered the measure of linking the two was reached. However in this case significant other progress was made with initiatives such as Lanark Vision a collaboration between New Lanark and Lanark Community Development Trust growing from the LEADER supported projects through 2021. 123
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24 Table 3.3 Performance against targets Targets Target Actual Variance 2x Social Enterprise Supported 2 6 4 5x projects linked to strategic landscape initiatives such as CAVLP and CSGN 5 5 0 15x projects within the most disadvantaged areas 15 15 0 4x Development Trust projects supported 4 4 0 2x BIDS supported 2 1 -1 5x youth employment projects supported 5 1 -4 3x collaborative projects that aim to create an inclusive support framework 3 2 -1 20x community awareness raising events 20 45 25 3x projects within new LEADER areas 3 6 3 5x asset transfer projects supported 5 3 -2 3x community transport projects supported 3 4 1 5x Businesses Supported 5 9 4 3x Community Projects Connecting to major attractions 3 1 -2 5x Community Conference 5 2 -3 COVID has impacted on projects both in terms of how projects were delivered and in terms of costs and timescales. A complete Risk register of the projects and risks was maintained and close contact with grantees through the period to assist with required changes. Some projects significantly changed their delivery such as the Dementia Co-operation project with Angus. Others required additional time to complete physical activity. Services delivered by social Enterprises such as Healthy Valleys were essential through the COVID period and LEADER funding supported these supporting families’ initiatives. 124
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25 4. Feedback from Grant Recipients 4.1 Introduction A total of 27 projects, 75% of all projects awarded funding from Lanarkshire LEADER responded to telephone interviews providing their experience on applying and managing LEADER funding. They were also asked to provide information on the project taken forward and what it has achieved as well as future support needs 4.2 Respondent Profile Figure 4.1 provides an overview of the organisations providing feedback through the survey. A representative mix of organisations was achieved. It should be noted that Scio, charity and the organisations listing themselves as Company Limited by guarantee are all within the 3rd sector and social enterprise sector and make up 77% of the respondents which is slightly higher than 71% of project value to the 3rd sector but broadly comparable and representative survey. Figure 4.1 Respondents by organisation type Figure 4.2 demonstrates the year projects were completed and the majority completed in 2021. 0 2 4 6 8 10 12 COMPANY LIMITED BY GURANTEE SCIO CHARITY PUBLIC BODY ALEIO PRIVATE BUSINESS 8 2 11 1 1 4 Type of organisation 125
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26 Figure 4.2 Year projects completed 4.3 Initial Awareness The 3 key ways organisations became aware of the LEADER programme were from previous experience (29%) word of mouth (25%) and attending events (19%). Some respondents reported multiple sources. Figure 4.3 How respondents first became aware of LEADER Funding 0 2 4 6 8 10 12 14 YEAR 2017 YEAR 2018 YEAR 2019 YEAR 2020 YEAR 2021 1 2 6 4 14 Year Project Completed 0 1 2 3 4 5 6 7 8 9 Signposted by another Organisation Word of Mouth Previous Experience Attended Events Was contacted by LEADER Team On LEADER management Group 3 8 9 6 3 2 Initial awareness of LEADER 126
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27 4.4 Views of Expression of Interest process The majority of respondents were happy with the early stages of the application process, including the ease of finding out about project funding (89% very good/good) and the process of completing the EOI (79% very good/good) – Figure 4.4. Views were more negative when it came to completing the full application, with 31% rating it as good, and 17% as very poor. Satisfaction with the LARCS system deteriorated the further applicants progressed through the process. With 75% of applicants responding that the ease of navigating the system was poor or very poor. Figure 4.4 Satisfaction with the EOI and Application Process A number of comments were received relating to the EoI and Application process, listed below. Common themes included frustration with aspects of the application process, particularly LARCs, and appreciation for the support from the Lanarkshire LEADER team, that was crucial in helping them through this. Comments • EOI could have been a simpler process. It appeared to be more focussed towards farming/agricultural sector • The LEADER team were supportive in completing applications. LARCs was beneficial but a bit clunky as it was trying to make an agricultural based system fit a third sector service delivery organisation. It was still useful to have a system that allowed upload of documents, see changes that the LEADER team had made etc 0 5 10 15 20 25 30 Ease of finding out about LEADER funding Clarity of the LEADER process and information required Ease of completing the LEADER EOI Ease of completing the full online LARCS application form Timescales for completing the LARCS application Ease of providing the supporting evidence (e.g., Quotes) Ease of accessing and navigating the IT System (LARCS Satisfaction with EOI and Application process Very Good Good Average Poor Very Poor 127
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28 • The Haven is an experienced, mature organisation with experienced staff, a smaller organisation might not have had the resource capacity to use LARCs and work through the systems. • The IT system very complex to navigate but the LEADER team were great at guiding us through it • LARCS system is a nightmare – completely user unfriendly. • Uncertainty early on about detail and system • Was a lot of work to complete the application form – all funding application have challenges – they system islet was very clunky, not intuitive. Every time you had to use it it felt like you were starting to learn it from scratch. • LARCs is a mess that created all sorts of problems e.g., where other funders allow a download of an application form that can then be uploaded when complete, LEADER was an online only version so progress would be lost if the internet went down or the network was busy. • LARCS was a challenge but the staff team were great at helping. • Considering who the funding was targeted at – rural/farming/agriculture – the IT system wasn’t a fit for how these sectors operate. • It wasn’t easy getting comparable quotes due to the different ways in which a piece of work could be undertaken. • Very clear support, guidance from the staff team (Chris, Yvonne) with emphasis on interview process rather than form completion. Clear that the team were looking to ensure that the organisation was viable (specifically could sustain payment in arrears, had a clear, realistic understanding of what we were intending to do • Seeking 3 quotes was problematic. We had previously engaged a specialist architect for the feasibility study who had experience with old churches, public buildings and getting to a state that they were functionally useable. Having to access quotes from additional architects was difficult as they essentially knew they weren’t getting this business but had to go through the process. • LARCS looked as if it had been made up as it went along. It wasn’t intuitive for an end user to operate. Other funders don’t work in the way that LARCs works. The system was pushed through to the end user but was not an end user friendly system. • LARCS was horrendous but the staff team helped. • Getting 3 quotes was a nightmare as the companies knew that they might not get the work out of it so it was a struggle to get them to turn up. This problem was exacerbated by the time restraints to get the application in. • EOI could have been a simpler process. It appeared to be more focussed towards farming/agricultural sector 4.5 Ease of securing match funding Projects were asked how easy they had found the process of match funding. Two projects were 100% funded by LEADER and did not have any difficulties, the majority were content with the level of difficulty. Some primarily the private sector had found it ease securing match funding from their own resources or bank loans. Of the projects that found it hard one had an exceptionally complicated range of match funders and timescales to coordinate grants and reporting was commented as challenges. Additional comments were gathered as summarised below an interesting comments was 128
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29 “LEADER shouldn’t be considered a funder of last resort (which is how it seems to have been presented locally). It was developed as a hook to bring in other funding. Perception of the Trust that there was a requirement to prove exhaustion of every other funding avenue before applying for LEADER.” Figure 4.5 Ease of finding match funding Additional Comments Initial match fund application was rejected so met match costs internally • The whole CAVLP programme required multiple match funders; each had different requirements which created challenges in complying • Community benefit windfarm money – directly to WATIF – was used as match. • The intervention rate was a challenge across all our LEADER projects with regards to balancing the rate with match funding e.g. where less match funding was awarded than requested. • Match fund requirement appears good in principle but not always easy and even a small match can cause problems. The match fund was sourced internally but it was a challenge to identify a match fund. • 17 Sourcing the match fund was a lot of work. We had good relationship with bank who was very supportive but we had to go down a few a different routes to secure all the match. LEADER grant helped to secure match fund as it reassured the bank. • Business gateway were helpful through the process, providing training with business plan including cashflow etc. • Renewable energy fund – relatively simple grant application process • team were very supportive and helped identify match funding. 0 2 4 6 8 10 12 Very Easy Easy Average Difficult N/A 100% LEADER funding 3 5 12 4 2 Ease at finding match funding 129
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30 4.6 Support from the LEADER Team Reflecting the comments provided on the EOI and application process, respondents rated their interaction with and support from the Lanarkshire LEADER staff team very highly. This included 93 % very good/good ratings for both experience and knowledge, helpfulness and feedback and overall quality of the interaction. – Figure 4.6. Figure 4.6 Satisfaction with support from the LEADER team Respondents provided additional comments which included Comments • Only a very good rating because fantastic isn’t an option! • LEADER team very understanding and supportive of the required change requests. • The experience and professionalism of the LEADER team were essential in assisting us to create, deliver and monitor this project. • Application process (q 3) was not ‘very poor’ because of the support available from the staff team. • The team were very supportive from the beginning through to the end of process, and they made the application doable • We had no doubts about the teams ability and friendliness; no issues whatsoever. We had tremendous support from Cheryl using LARCs for the claims process. • The whole team were incredibly helpful through the whole process. • Help with the claims process, they always offered to do more to help. Communication was always excellent and very friendly and supportive. • Really helpful team which made the whole process much easier for us • The Haven has worked with lots of funding teams and the LEADER team went over and above in terms of support, guidance and having a strong collaborative approach with the organisation. • The LEADER team were amazing when COVID restrictions impacted. At the time all 3 projects were still live but overnight they and our fundraising activities had to stop. The team were incredibly understanding of where we were as an organisation, and were open and supportive to changes that we needed to make to ensure continuity of the organisation and services. Very Good Average 0 5 10 15 20 25 30 Satisfaction with Support from LEADER staff team Very Good Good Average 130
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31 • The support of the team saved my sanity. We couldn’t have managed with the application, the claims process and the LARCs system without the LEADER team. • First class! • Despite the problems with the structures and processes of LEADER the staff team were all very good. The team provided huge amounts of support and advice on how to use/navigate the system. They were always quick with answers, feedback or requests. 4.7 Following Project Approval The majority of respondents were content with the time taken to receive a decision on any change requests that they made to the project (91% very good/good) and the process of change once a project had started at (82% very good/good). Some concerns were raised around the time it took for claims to be paid (43% very good/good), particularly as this is paid in arrears. Key issues were raised though around the ease of use of LARCS with only 11% reporting it as Very Good or Good and the majority 52% rating it as Very Poor. Figure 4,7 demonstrates the opinion of respondents. Figure 4.7 Opinion on process following appraisal 4.8 Links to LDS Strategy Respondents indicated where their project delivered on LDS strategy objectives with sometimes projects delivering against multiple objectives. The largest single outcome was support for Developing Communities at 19 responses and 48% Figure 4.8 demonstrates the even spread through objectives. 0 5 10 15 20 25 30 The Claim Process The Payment process Changes to project once it has started Time taken for change request to be approved Monitoring Requirements Ease of use of Larcs 7 4 8 10 6 2 3 16 11 12 14 1 7 6 3 2 3 3 7 1 2 7 3 1 3 14 Opinion on process folowing approval Very Good Good Average Poor Very Poor 131
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32 Figure 4.8 Projects by Local Development Strategy Objectives Respondents then went on to rate the significance against LDS Objectives Figure 4.9 demonstrates the impact with no respondent thinking their activity hadn’t contributed to the LDS strategy. The largest impacts were around Developing Communities where 83% believed their project had had significant impact. The second most significant was support collaborative visitor initiatives which is interesting as this was an area the targets achieved hadn’t reflected a high outcome. Finally support young people access employment had reported 91% which again was higher than the achieved targets indicated and may have been around Social Enterprise employing and supporting young people as a secondary outcome of their project. Figure 4.9 Significance of project by LDS Objectives Developing Communities, 48% Growing Business (Including Social Enterprise), 25.50% Heritage Culture and the Environment, 25.50% PROJECTS BY LOCAL DEVELOPMENT STRATEGY 0 5 10 15 20 25 20 3 3 4 3 1 1 8 2 4 1 7 1 3 3 Significance by LDS Objective Significant Moderate Slight Not at All 132
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33 Respondents provided comments of the benefits of LEADER to the local area and communities with the comments identifying better connections to the community and improved capacity to deliver more. Issues around COVID and community transport where also identified. The comments are summarised below: Comments • of the 3 developed business plans have resulted in significant community involvement in social enterprise activity. • The work has resulted in a stronger bond with our local community. The grounds were used extensively during COVID, providing outdoor space not just to locals but also the wider community who were visiting more outdoor spaces in their area. • We’ve been able to connect with other community led initiatives on the back of the LEADER funding. • The purpose of CAVLP project was to connect communities to the land and heritage of the Clyde Valley, in this it was successful and stimulated grass route community capacity. • Made a massive impact on the capacity to develop our aims and objectives and community action plan and to enable our community to become more sustainable in the long term. • This is already providing resources that improve the visitor experience e.g. an augmented reality app. • Impact low due to covid – normally carry out 4000 journeys a year (community bus trips), down to 12 last year. • LEADER funding provided vital support to the local business community. • We stock farming produce from the local area and have been part of creating Lanarkshire Larder. Lanarkshire didn’t have a food/local produce network group prior to this. • The shop and café encourages visitors from other areas of Lanarkshire and neighbouring areas and taps into the local cycling trail. Generally it’s about bringing more people into Strathaven – visit the shop/café and on the way back visit Strathaven Park or the town. There is a benefit/boost to the town centre of us being in the area. Something of good quality in the area has boosted the wider area. • Various benefits to the community of the Haven building and services being available and accessible for the local community; o Increasing use of local businesses when clients are in the area e.g. visiting local shops and potential for social enterprise activities/organisations at the space. o Made improvements in the area by building on old derelict ground o Providing ‘services on the doorstep’ approach, at home and outreach to other rural communities reduced the need for car journeys or not being able to access these services. People with life limiting illness previously may have had to travel outwith their locality to access specialist palliative care. o There’s a commitment in the local community to use/access the building – it’s their community asset • The funding has enabled greater community involvement in social inclusion and social enterprise activities • Local people were employed into the posts created through the funding. • Project wouldn’t have happened without LEADER funding. The project has opened up opportunities for a variety of further community initiatives e.g. climbing bolder can be used by local schools, paths improved and extended that link to other features. It was such a poor quality space it’s been transformed. 133
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34 • If we didn’t have LEADER support a lot of the significant community development (including the establishment of the new ONECAN group) would not have happened. Having an additional member of staff freed up time for the Trust to develop community services; developing food workshops, volunteering etc. All of these things have come from having the resource to commit the time to develop all the services that are now available. It provided the flexibility to deliver significant community investment and engagement. • Huge benefit – 70 families come every week to us which is incredible. All those families accessing long periods of time outdoors, especially during covid has had a huge impact. • We employ 12 staff / week from the local community. One of our main aims was to employ young people in local area. Comments were also gathered in regards how LEADER had helped the organisations Comments • CCI developed 2 sustainable long term social enterprise activities that continue to contribute to our work and future developments. • The funding has enabled the organisation to recruit more local staff; 3 young people via Community Job Scotland and 2 additional staff. • The organisation is benefiting from an additional classroom e.g. this is of interest to colleges to use as an external campus. • The project stimulated new community projects but in itself was a short life project. • Allowed us to develop our projects without a dependence or too high demand on volunteers/trustees time. • If we hadn’t received LEADER funding we wouldn’t have been in a position to employ a BID Manager and get the BID process up and running. It allowed this work to proceed. • Huge impact on the business. There’s a mortgage on the land so it’s almost impossible to generate an income from, therefore it’s essential to diversify. The shop and café are supporting the farm to run as a farm, it makes the farm a viable proposition. It also generates increase in revenue as it provides a direct market for our own produce. • The LEADER funding helped us to grow quicker that we would have and provide courses that are unique to Scotland. • This project allowed us to get our service model introduced and tested in a rural community. • We were able to engage directly with the community to establish what was needed from Haven services. • The community became very supportive of the organisation which is evidenced in the level of community fundraising and volunteer support. • It allowed us to expand our services all the way to edge of Clydesdale e.g. Leadhills which is something we could never have done from Blantyre. • The Centre generates income for the Trust through room lets and courses. • Without leader funding the work wouldn’t have happened. • The research undertaken identified and established good links with local groups. After launching initially we’ve kept good links with Scottish Autism, South Lanarkshire Alcohol and Drug Partnership, Clydesdale Foodbank, TSB. • Access to this funding has improved social enterprise viability and improved access to training and development for people experiencing exclusion to employment and wider community opportunities. • The funding helped organisation to grow as it created 3 new posts to the organisation that are still operational. 134
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35 • Project gave local credibility to the group (Plains Community Futures) by being involved in the delivery of a key local greenspace. It helped give them the confidence to enter the Keep Scotland Beautiful award where it has reached silver medal status, quite an achievement from a low base. • This focus on maximising income was an addition to Health Valley’s ongoing family support work, and it provided the opportunity to recruit an additional staff member. • Couldn’t have set up the nursery and delivered this work without the funding. Having the funding in place helped with things like progressing planning permission. • Funding was essential to get us going. It was half what we anticipated but essential to give the kick start we needed to access other funders. There’s a long way to go emerging from COVID, but we are in a position to support local community initiatives now. • LEADER funding allowed the work to go ahead in one go rather than it being a phased development for the business. • It has increased turnover, not as much as anticipated to date because of COVID but as restrictions have eased it’s anticipated that the business will continue to grow. • Allowed us to deliver the project: CLAPs • Took all the learning from the first 2 LEADER funded projects and allowed a test change of the dementia service beyond any geographical boundaries. Respondents were also asked as to the Legacy of LEADER funding with the following summarized responses Comments • Incredible legacy of this funding. The organisation has an increased balance sheet, increased asset value which allows them to borrow more. • It’s become the starting point of a programme of work that will go on for next 5 years. The outcomes are all about the outcomes and impact for the children and young people that use the centre rather than simply there being additional facilities on site. • It’s legacy is in what the communities took forward which was successful. • The experience of employing a Development Manager has provided essential learning for the organisation. This huge learning experience has brought us to now a different organisational structure and better understanding of roles and responsibilities needed from the role. It has increased our knowledge of what’s needed to fit with our aims and objectives. • The legacy of the LEADER funding is the improvement to facilities management and estates planning in the future. • We now have a long term flexible space with we didn’t have prior to LEADER intervention • Now its up and running we’re beginning to see benefits of having a bid - the town centre is more vibrant as a result of BID. • There’s a future for the farm and the family. If the kids want to take on the business, there’s a viable, thriving opportunity. • The legacy is that the courses will continue to be available and develop further. • LEADER funding accelerated our presence across Lanarkshire and opened the door to other opportunities e.g. as a partner with the Life Changes Trust. • LEADER support to adapt to the changing requirements as a result of COVID means that The Haven is not limited by geographical boundaries. We can support more organisations, families and individuals across Scotland because we don’t physically have to be there. • Involvement of schools in the space and the habitats 135
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36 • There’s a longer lasting impact for the families that we worked with who are better able to cope on limited income. • Given the current climate and impact on food and fuel poverty, long term funding is needed to support families who are struggling to make ends meet. • Can’t convey how valuable this fund was – it’s changed mindset of a whole community who now benefit from spending time outdoors. We’ve got a strong partnership with the Council and have changed minds about what a nursery could look like. • Over the next 2 – 3 years the business will grow and develop. It’s been well worth doing the work. • Enabled us to use the action plan work to leverage other funding and to deliver projects for communities. • Difficult to estimate due to covid impact and withdrawal of council funding – extremely difficult to keep afloat – it needs to turn quickly. 4.9 Future Challenges Respondents were asked their challenges and issues with delivering the LEADER project, most significant was the tender process and complying with securing 3 quotes for all works and activities given by 50% as significant or moderate issue and cash flow as LEADER funding was not prepared to provide a proportion of grants up front which 59% reported as a significant or moderate issue. Thirdly internal organisation resource was identified as an issue with 40% reporting that as an issue. The following Figure 4.10 demonstrates the responses. Figure 4.10 Challenges and Issues for Projects 0 5 10 15 20 25 3 4 1 2 5 4 3 9 9 1 3 4 6 3 1 5 2 5 4 3 5 11 6 16 13 11 12 14 Challenges and issues for projects Significant Moderate Slight Not at All 136
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37 Some comments of the challenges were the following: Comments • Delays to the construction process; delays in site start due to contractor and delayed progress due to supply chain problems (supply chain started to dry up in anticipation of Brexit) • COVID was significant challenge impacting on timescales for completion, staff furlough, accessing materials for the build, service delivery etc. • Availability of local trades people in very rural area is an ongoing challenge for work of this type. • Cash flow was a real down side of funding with LEADER as a bridging loan was needed to cover costs. As the project was delayed due of Covid that meant that costs of borrowing were significantly higher than projected. Financing cost the organisation close to 10k which is a lot for an organisation to find out of it’s own funds. An interest free bridging facility would be an ideal solution. • Co-ordinating multi-faceted community projects with other funders such as Heritage Lottery Fund and their conditions and their timescales was a constant challenge. With support from Council departments and other agencies it ended up being successful. • Finding the right person/skill set for the post in a rural location was a challenge • As mentioned previously is was difficult to access architect to provide a quote for work that they had a fair idea they wouldn’t get. • Without having an understanding Builder we couldn’t have done the project. He was very understanding with regards to how he billed us, the language, timing and detail required by LEADER for invoices etc • The Bank also had to be very understanding. They scheduled our injections of cash to meet the shortfall on LEADER cash not coming in quickly enough. • Delays to the construction process; delays in site start due to contractor and delayed progress due to supply chain problems (supply chain started to dry up in anticipation of Brexit) • Project went well – on time and on budget • LEADER appears to be more geared up to support capital projects (bricks and mortar) and isn’t necessarily supportive of revenue based work (community projects and programmes). • The amount of reporting and accountability for a relatively small amount of money is out of proportion. Accountability is disproportionate with levels of funding. • The system is inflexible and therefore is unable to adjust or adapt for the diverse range of work being funded. • Payments in arrears forces smaller voluntary sector organisations and community groups to struggle and places additional pressures on their finances. The practice would go against OSCR practice/regulations. • Not fit for purpose. • Local Authorities used the same procurement process they use across their other funds (the Councils internal procurement processes) and this creates huge difficulties for community organisations who don’t have anything near the capacity required to follow these processes. For a relatively low level of funding, the tender and procurement processes are ridiculous. No other funding that the CDT have accessed have had anything near the level of bureaucracy created with this fund. • The claims process was an ongoing bureaucratic marathon e.g. for a £2000 claim, 5 pieces of evidence had to be generated, signed by a volunteer director, scanned and submitted 137
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38 • Why were there no upfront payments when the fund was targeted at local community groups? Small groups wouldn’t have sufficient cashflow to pay upfront (staff, contractors, resources etc) and then wait 4 weeks (minimum) to receive payment. Organisations would have to try to seek match funding that could be paid upfront or approach the bank for a bridging loan. If LEADER was about distributing funds at a local level then why was there no possibility of even a proportion of a grant being paid upfront? • LEADER wasn’t integrated with other funding, it doesn’t collaborate with other funders e.g. lottery, trusts: this is left to groups to do. Funding should be part of a portfolio, instead LEADER sits in a vacuum. • Is it a catalyst fund or a fund of last resort? Future Outlook Respondents where asked to assess there future prospects for their organisations after COVID and LEADER Funding, just under half 48% forecast future growth, 22% reported a return to normal business and 29% forecast a reduced activity part of this was around COVID and changes on transport and visitors top certain areas. Figure 4.12 demonstrates the split. Figure 4.12 Organisations Future Outlook All organisations were asked if future Rural support grants of the form similar to LEADER were required and should continue 100% agreed they should. 4.10 Final Comments Respondents were asked to summarise their thoughts most agreed LEADER funding had been essential and had helped organisations grow and develop. Frustration in regard to the systems and bureaucracy and use of payment in arrears where frequently raised. Respondents expressed a fear of the loss of LEADER and lack of anything else taking its place. Future growth 48% Back to Normal 22% Reduced activity 30% FUTURE OUTLOOK FOR ORGANISATION 138
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39 Highlighted Comments included Without further rural development funding we will lose our community led projects and people in rural communities will start to feel ignored by Government. The capacity that we’ve built up thought LEADER, if not continued and supported will fade away. Bring back LEADER! Losing leader is a huge, huge loss to groups like ours. Experience with leader has all been very positive – has been a great thing for rural Scotland, no question. Nothing else has been set up in it’s place. I miss it tremendously. Rural investment into disadvantaged communities must work to diffuse the inequality gap between affluent towns and villages and the more disadvantage towns and villages. Post pandemic the need in these communities is greater than ever before e.g increases to mental health illness, food insecurity, and fuel poverty. Funding needs to be easier and more proactive in how it supports local groups to access it; a simplification of the language, the process, the rules...the rules were bonkers. Can’t put into words what the LEADER funding did for us and the wider community. Without the funding we wouldn’t be in the position we are today. 139
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40 5 Conclusion 5.1 Introduction This section presents our overall conclusions in line with the evaluation objectives. 5.2 The LEADER approach The LEADER approach has seven key principles: an area based LDS; • Area based Local Development Strategy • Bottom-up implementation of Strategies • Public, private partnership Local Action Groups • Innovation • Integrated and multi-sectoral action • Cooperation • Networking It is worth considering each for a full assessment of how effectively the LEADER approach was embedded within the Lanarkshire LEADER programme. The LDS was developed through public consultation events and partnership working. It reflected the conditions within Lanarkshire when it was developed. The LDS provided a robust framework for bottom-up support. LAG members were comfortable with the priorities and understood the strategy behind the Objectives. The large community led, and 3rd sector led delivery of projects demonstrates the bottom-up approach in Lanarkshire. The Lanarkshire LAG, in recognising the very high levels of deprivation and poor capacity within key communities, supported targeted work in these communities to “seed” longer term activity. This work is recognised as a legacy of LEADER. The Governance of the LAG group worked well with open discussion led by community participation in funding decisions and developments. All projects in Lanarkshire demonstrated levels of innovation particularly the approach to supporting deprived communities but also through introducing public milk vending machines and robust support of the Social Enterprise sector. Flowing from the multi sectoral LAG partnerships were formed between Social Enterprises, business and Community Organisations. Evidence of this would be the growth of Lanark VISION, a partnership between New Lanark Trust and Lanark Community Development Trust which has grown from support of both organisations. Lanarkshire LEADER worked in the spirit of cooperation at a local level and coordination and information sharing. Similar to cooperation the feedback from respondents is that the programme had helped them develop their local networking and through these helped organisations be stronger and grow. In summary the Lanarkshire LEADER programme has kept to and maintained the key LEADER principles at the heart of the LAG and decision making and delivery. 140
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41 5.3 Progress against LDS Objectives The LEADER programme made good progress towards the LDS Objectives as shown in Table 5.1, measures overachieved and some underachieved. The reasons for the under achievements are understood by the LAG and LEADER team and these reflect local changes too conditions at the time. Either capacity of groups such as BIDs to progress projects, changes to the employability environment, or the start of COVID. Table 5.1 Progress against LDS targets Targets Target Actual Variance 2x Social Enterprise Supported 2 6 4 5x projects linked to strategic landscape initiatives such as CAVLP and CSGN 5 5 0 15x projects within the most disadvantaged areas 15 15 0 4x Development Trust projects supported 4 4 0 2x BIDS supported 2 1 -1 5x youth employment projects supported 5 1 -4 3x collaborative projects that aim to create an inclusive support framework 3 2 -1 20x community awareness raising events 20 45 25 3x projects within new LEADER areas 3 6 3 5x asset transfer projects supported 5 3 -2 3x community transport projects supported 3 4 1 5x Businesses Supported 5 11 6 3x Community Projects Connecting to major attractions 3 1 -2 5x Community Conference 5 2 -3 5.4 Programme Impact The Lanarkshire LEADER programme has delivered significant benefits to the communities within the area as evidenced by the participant survey and comments fed back. The programme has delivered particular success in Developing Community Capacity a fundamental objective of LEADER and the LDS as shown in Figure 5.1. 141
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42 Figure 5.1 Significance by LDS Objective. Key themes from the response were • The support for the Social Enterprise and 3rd sector (77% of respondents) • The support and knowledge of the LEADER Team (92% stating this as very good) • The significant leverage LEADER has with funding every £1 of LEADER adds at least another 84% • The good spread of total projects through the 3 LDS objectives (48% Developing Communities, 25.5% Heritage and Culture and 25.5% Growing business) • Good spread through the geography • Good strong community collaboration • LEADERs impact in strengthening rural communities • LEADERS impact on supporting the social enterprises in Lanarkshire • Success in reaching hard to reach groups through organisations and projects Challenges identified include • Procurement • Cashflow • Organisational Resourcing issues • The difficulty of using the LARCS system • The Difficulty of the Claims process • Lack of inclusion of young people • Future funding especially for revenue and 3rd sector Overall the feedback from the LAG and participants was the programme had been successful and required a replacement programme of some sort without the bureaucracy but 0 5 10 15 20 25 20 3 3 4 3 1 1 8 2 4 1 7 1 3 3 Significance by LDS Objective Significant Moderate Slight Not at All 142
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43 with local direct and decision making. Decision close to those most in need and with best understanding of the communities. 5.5 National Areas of Impact During the Programme, the Scottish Government introduced national areas of focus, which would feed into an evaluation of the LEADER Programme in Scotland. How the existing projects fit against these national priorities and to what extent was undertaken with Figure 5.2 setting the results. The positive contribution may be slightly understated as the LEADER programme funded 4 feasibility projects which do not score generally well against this matrix however are essential for delivering the objectives for communities in the end. Figure 5.2 Lanarkshire LEADER projects contribution to National Priorities 5.6 Lessons Learnt Conclusions Governance The Lanarkshire LEADER LAG was a well matured structure that had developed from previous LEADER programmes and the South Lanarkshire Rural Partnership. The decision to not become constituted maintained the LAGs independence and clear separation of duties. The wide inclusion of partners across the Community and Public sector was a strength as was the inclusion of VANL and VASLAN. Opportunities for development were agreed around youth engagement and inclusion of Universal Connections S Lanarkshire youth organisation however this failed to receive the commitment required from the Universal Connections 0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100% Improve Local facilities and Services Stimulate the local economy Build Community capacity and create more vibrant communities Benefit hard to reach groups Enhanced biodiversity and environmental sustainability Achieve partnership working and cooperation 41% 31% 44% 36% 15% 28% 33% 21% 23% 18% 18% 26% 10% 33% 21% 18% 33% 28% 15% 15% 13% 28% 33% 18% Contributions to National Priorities Significant Moderate Slight Not at all 143
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44 . Key to local the Lanarkshire LAGS is the level of involvement and the maturity and the breadth of experience and knowledge of the body both of these the Lanarkshire LAG had and which would be a loss not to maintain into future decision-making structures. Systems Procedures and IT systems where were a barrier to the uptake and efficient operation of the LEADER programme, especially in comparison to other grant funding available. Procedures such as requiring three quotes or proof of best value while challenging are not unfamiliar to medium sized applicants. However, they are they are however challenging for small or new organisations. The lack of ability to assist with cash flow for projects through advance payments reflected negatively on LEADER in comparison to some other grants such as the local Community Benefit Funds and BIG Lottery. The LARCs system was a near universal issue for grant applications and grant payments again in comparison to other Government grant systems or local grants, resulting in the need for additional time and resource in assisting and advising project applicants in its navigation, in addition to the demands of project development and delivery. Support and Guidance All organisations reported the knowledge, insight professionalism and ability to provide comprehensive support from community plan development to business plan and delivery was a large strength of the Lanarkshire LEADER Programme and are essential elements of local funding programmes. Theme Developing Community Lanarkshire LEADER built on a strong track record of community capacity support through all the stages of development. Links to local support agencies such as Business Gateway, VANL VASLAN provided a comprehensive network of local support and guidance. LEADER “seeded” many new communities led actions and groups through the Community Capacity contracts. Many small medium sized organisations were supported in developing and growing their capacity. The key finding though is this is a continuous work, all communities especially those with reduced local capacity are on the progression and the availability of support and financial resources through LEADER is required or communities will be left in limbo. Theme Growing Business The joined up and close working with the local Business Gateway contractor and local Economic Development teams for signposting and support worked well. Business support was a new aspect for LEADER locally and this was challenging in the pure farm diversification, business support in terms of navigating other funding options. The Objective delivered well on supporting rural businesses but also especially well in supporting Social Enterprises across sectors. The joining of Community and business grants and support was a success and growth for rural organisations. Objective Heritage Culture and the environment Culture and heritage are often important assets within communities the work in this objective brought communities together behind common goals with common learning. Projects such as Clyde and Avon Valley Landscape Partnership worked with communities on a wide range of bottom-up training, volunteering, and improvement of assets. The work “seeded” or supported many projects to the next growth stage including Lanark and Carluke development Trusts. In 144
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45 New Lanark and Lanark, it was the “Seed” for the Lanark VISION, bringing together many aspects of culture, heritage and tourism. Other aspects of the environment such as energy saving carbon reduction through use of electric buses helped communities with a just transition further opportunities around this and “20-minute Neighbourhoods” for rural communities remain challenging. The environment in terms of Carbon reduction was addressed but sometimes as a secondary aspect not primary motivator. Cooperation Lanarkshire LEADER has supported a range of projects with varying amount of success. For example, The Crowdfunding portal and mentoring project, experienced staffing issue, and was impacted severely by the Covid crisis. It is understood that other partner LEADER areas plan to continue with Crowdfunding portals, run by their local authorities. It is felt that for SLC this would be a burden to resource, with limited potential return, so will not be progressed. However, it will be used as a signpost for one element of funding support for certain business, social enterprise and community projects. Foraging Fortnight, a festival of wild foraging events in Autumn and Spring served as an opportunity to showcase local producers retailers, tourism retailers, tourism and social enterprises producing and selling fresh local produce and linked. The project has helped to inform the development of SLC Food Strategy and continues to be promoted and hosted by Naturescot. As partners of The Rural Youth Conference Project Lanarkshire LEADER hosted the first of a series of conferences at Wiston Lodge, which led to the recruitment of a local young champion who maintained participation in the project as a Digital and Recruitment champion through the time of the project. Both these these example projects involved multiple LAGs and third party bodies/contractors. The Dementia Connected and Supportive Communities Project, which was a Lanarkshire led project involved working in partnership with only one other LAG, a project manager and one other participating organisation. Cooperation projects can be complex in communications, researching, development, delivery and management. The Lag LAG found that they are resource heavy, which was a challenge for a small delivery team of 1.5 fte. Going forward, it is suggested that substantial forward planning and research is undertaken, and suitable partner LAGS and projects are identified at very early stages of any Programme delivery. National priorities Improving local facilities The programme was well resourced and delivered on improving many local facilities, Castlebank, Stanrigg Park and Auchengray hall. The key lesson is the need for time for these projects to develop and consistent support through the process. National Priorities Stimulating the local economy The integrated approach with partners locally was a strength, education those involved in the different barriers and opportunities to business growth in the rural area is important. More can be done in developing the local partnerships such as around IT infrastructure, training, farm diversification and initiatives such as Farm to Fork and Lanarkshire Larder. National Priorities Building Capacity and creating vibrant communities Lanarkshire LEADER built on a strong tradition of capacity building, the landscape locally is changing with new community partnership networks but the base of learning within the LAG and LEADER team provides a strength for continued strong local engagement. Capacity 145
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46 support delivered locally with communities looking at the Community Wealth Building potential requires local resources. National Priorities Benefiting hard to reach groups Reaching harder to reach groups and communities requires consistent approach over time, many communities see a short life 1 – 2 year support appear in their community and disappear. Many projects funded through LEADER delivered 1-1 support in communities to the hardest to reach over 2 – 3 years however that support post COVID has stopped due to lack of funding and leaves vulnerable rural groups more vulnerable, multi year consistency of funding is essential. National Priorities Enhancing biodiversity and environmental sustainability The LEADER programme delivered energy efficiency programmes, landscape improvement programmes and energy efficient transport programmes. The challenge is that more needs to be done quicker around this work to assist rural communities to maintain the sustainability as communities. Additional training and awareness training is required to grow the capacity of communities and ensure environmental sustainability to tackle climate change at local community level. National Priorities Achieving partnership working and cooperation Decision making by local experienced multi agency partnership boards or LAGs provide robust oversight, improved joint working and scrutiny, and can be used for other national and local funding. Robust panels with strategic oversight and ability to cooperate and partnership work are essential for further funding development that supports rural communities. Lessons Learnt • LEADER works. • Local decision-making works • Local decision-making panels requires multi sector cooperation and skills • Rural Community Development needs financial resourcing • Rural Community Development need skilled local team resources • Rural Community Development need continuity over time • Vulnerable communities need constant support over time • Communities and staff require continued training • Engagement of hard-to-reach groups such as youth is difficult and needs new approaches Partnership working - Multi-sector nature of the LAG aids knowledge sharing, including investment opportunities 146
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47 Appendix A CASE STUDYS Theme: Developing Communities - Community capacity building 1. Project Name – Auchengray Church Centre Refurbishment Location – Auchengray Project Costs – £480,493.85 Grant - £99,275.47 Auchengray Church and Community Hall. This exterior and interior refurbishment project was complex due to a wide ranging funding package from multiple funding bodies, and due to the historical heritage and the condition of the B-listed building. Works included installation of a ground source heat system and new supporting boiler, improved insulation and interior building fitout, ensuring a more environmentally and financially sustainable building. Prior to supporting the capital works phase of project, the LEADER team and LAG assisted the applicant organisation with essential pre-planning, taking them through a second stage costing and tendering process. This exercise informed the funding packages (LEADER and other match funders, including REF) for the capital works, to which signposting and advice was also offered, resulting in a major investment to the facility that serves the cluster of remote hamlets of Auchengray, Tarbrax and Woolfords that historically experience barriers to accessing funding. Successfully completed, with only a slight delay due to Covid, the project, which project links strongly with the Developing Communities theme, is providing a further enhanced community facility used by a wide range of community organisations and individuals, including the young pupils of the adjacent primary school, local families, and the older members of the community. 2. Project Name – Clydesdale Community Hub Location – Lanark Approved Costs - £341,562.82 Grant - £176,385.82 147
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48 Supported by Lanarkshire LEADER, Clydesdale Housing Association built and fitted out the Clydesdale Community Hub offering a base for the outreach delivery of services and activities and a meeting base for groups to hire. The aim of this project is to provide new facilities, services and activities of benefit to all residents of Lanark and the wider Clydesdale area. Led by CHA, the project will target those in greatest need, providing a means of referral and joint working with other partners to offer support and opportunities to help disadvantaged people overcome hardship. The project will aim to empower people by access to training and community action activities which will increase the skills, confidence and wellbeing of participants. CHA consulted with its tenants, wider stakeholders representing community, voluntary and public sector agencies and wider community. This helped to establish priorities, ensure new services and programmes complement the work of partners and to fill gaps in provision of facilities and services. The Community Hub comprises a reception area containing 3 three computers with high speed broadband access for public use, a multi-purpose space with presentation equipment and video conferencing to accommodate up to 30 people, two smaller confidential meeting rooms ideal for individual consultations and outreach worker hot desking, accessible kitchen, toilets and baby change, free high speed broadband Wi-Fi. Going forward the CHA continues to work with a range of partners representing voluntary and public sectors to offer services and support to be made available from the Hub targeting the most vulnerable residents. Joint initiatives will be in place to allow CHA to make better referral routes for tenants and wider public with partner agencies that will use the base for services. Theme: Growing Business (including social enterprise and entrepreneurship) 1. Project Name - Marshill Milk Vending Location – Kirkmuirhill/Clyde Valley Project Costs - £146,601.95 Grant Approved - £67,569.71 The project provides a direct supply of milk from the business’s organic dairy farm to the public using milk vending machines. LEADER funded enabled the agri-business to install a small- scale milk pasteuriser to process milk from the dairy herd to be sold via automated milk vending machines, located at key distribution points in the rural Lanarkshire. The project supplies organic milk produced on farm at Marshill located on the edge of Blackwood/Kirkmuirhill. It provides an opportunity for the business to add value to its organic milk, currently the other vending machines are marketing milk at £1.50 per litre (farm gate price is around 35 pence per litre). The system has a low carbon footprint – the milk is organic, the pasteurisation process uses heat from an existing biomass boiler system on the farm, the electricity needed is provided by on farm wind energy. The project experienced technical issues: Due to a bereavement the project was postponed but proceeded following a cost and delivery review. 148
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49 Post COVID-19 for Marshill aims to site more vending machines around rural Lanarkshire, offering affordable fresh milk to local communities. It is also proposed to use an electric delivery van that can be recharged on the farm using wind energy. 2. Project Name - Heron Farm Shop and Cafe Location - Strathaven Project Costs - £387,771.37 Grant Approved - £149,620.00 LEADER funding enabled a farm business of 375 acre mixed livestock and Christmas tree farming to diversify by opening a farm shop and café on the farm. Operated by Kindrochet Ltd, The Heron sells a selection of home grown and local / regional farm produce, with an emphasis on food provenance, seasonality and freshness. It also stocks a small selection of rural themed giftware operating alongside an 85-cover café. Farm produce is showcased on the café menu and available to buy in the farm shop, where shop stock near the end of its shelf life can be utilised in the café, creating operational efficiency and minimising waste. The primary aim of the farm would now be to supply produce to the farm shop and café over the year, and to manage the offering according to seasonality. The enterprise is expected to be a boost to local rural employment; with the expectation of creating 9 FTE roles, excluding Emma and farm labour, by the end of the first year of trading. As a ‘destination’, it is also expected that the farm shop/cafe will increase visitors to the local area from nearby conurbations, benefitting local businesses including those in Strathaven. Supplying produce to the farm shop is expected to increase the productivity and profitability of the farming enterprise, and to require additional farm staff to enable this e.g. a market gardener and stockman. This has not been included in this business plan. The project experienced some issues due to delays in building warrant and contract negotiations to costs increasing due to changes in building plans but was successfully completed. During COVID-19 hit the business offered a pickup service of goods. Now open fully again they also offer speciality nights like Curry Nights. Steak Nights, flower arranging and Christmas wreath making workshops, which helps promote the business out with the Strathaven area. Theme: Heritage, Culture and the Environment 1. Project name: Castlebank Park Location: Lanark Project cost:£189,598.45 Grant Approved - £112,612 Located close to Lanark town centre and the River Clyde, this project involved the regeneration of derelict Sawmill buildings within Castlebank Park, an 18th Century parkland, into a Horticultural and Environmental Training Centre. The project is part of a wider vision for Lanark, creating a vibrant, economic culture. It links with the natural and historical built heritage of the Park, enhancing the local communities’ and visitors’ experience and enjoyment. 149
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50 A vibrant multi-use community space promotes social cohesion and offers learning and development opportunities. Workshops in growing and learning are offered, alongside accredited training, therapeutic gardening for a range of groups, messy play for schools and younger children, parties and activities for specific groups. A partnership approach between the Lanark Community Development Trust and South Lanarkshire Council has been vital to the planning and implementation of the project. Both the buildings and the land are owned by SLC and LCDT has a twenty-five-year lease. SLC is committed to improving the Park: over the last 5 years, it has worked closely with the Trust and other partners to develop a master plan to restore the park as a community asset. A core aim of the project remains to continue to link with local community and public organisations and agencies to enable creating employability and volunteering opportunities, delivering meaningful training, in the fields of horticulture, environment, hospitality, event planning, marketing and administration. Accredited training will be available in environmental conservation and horticulture. 2. Project name: New Lanark World Heritage Site - Electric Vehicles Approved Costs – £294,284.44 Approved Grant - £181,797.10 This project aimed to reduce pressure on the infrastructure, negate the negative impact traffic has on New Lanark Village and World Heritage Site, and improve the visitor experience, through car parking improvements and an electric bus service. New Lanark WHS welcomes over 300,000 visitors annually to explore the site’s rich history, iconic architecture and spectacular landscape setting. Whilst around 80,000 of visitors make use of the paid Visitor Attraction, more than two thirds of visitors enjoy the site for free. Visitor numbers increased from 298,000 in 2013 to 360,600 in 2017- an average of 12,520 per year. As New Lanark continues to see an increase in the popularity of its outstanding scenic area, we will also experience a further increase in traffic volume, causing more pollution and disruption to the local residents. Access to local shops is also an ongoing issue for the residents. Essential parking and access improvements were implemented, including CCTV and lighting to encourage visitors’ usage and parking bollards in the village to prevent parking in pedestrian areas. The electric bus service would comprise two buses doing loops from the car park to the village of New Lanark and the town of Lanark, making both more accessible to visitors and locals alike. This project not only aims to encourage visitors and enhance their visitor experience but also minimises disruption to the village's residents and lowers carbon emissions Going forward it is suggested that the project will create a more resilient community that is more engaged with the work of New Lanark Trust and understands how the Trust strives to balance the requirements of the site as a tourist attraction but also as a living, working community, better linked to the town of Lanark and the services provided there Co-operation 150
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51 Project name: Dementia Connected and Supportive Communities Project Project cost = £72,097 Lanarkshire =£64,887.30 Angus = £7,209.70 This LEADER Co-operation project between Lanarkshire and Angus LAGs awarded 100% funding, which was in line with both the Lanarkshire and Angus LAGs agreed intervention support level for cooperation projects, and met with the guidelines provided by Scottish Government. Lanarkshire was the lead LAG and contributed 90% of total project costs against 10% from Angus. The project demonstrated a clear linkage to the Local Development Strategies of both Lanarkshire and Angus, with the shared theme of developing communities as integral to the overall vision of creating more sustainable rural communities that will improve the quality of life and address rural disadvantage and inequalities. Driven by the community, the project focusses on developing capacity in the rural community, improving third sector delivery of priority services supporting local communities. The project partners are located in similar rural areas, with similar target beneficiaries and challenges for local people: rural mental health; isolation/loneliness; aging population; pockets of SIMD; limited access to services; growing need for Dementia support services and wider understanding of challenges Dementia brings. The project used a partnership approach between The Haven Centre, Forth and Kirrieconnections, Angus, to pilot the Dementia Connected and Supportive Communities Project that will build capacity within 6 communities (5 in Rural Lanarkshire and 1 in Angus to create strong dementia supportive communities where families affected by Dementia are connected to specialist local support. In doing so helping families and communities become better able to manage the emotional and practical impact of Dementia, and reduce isolation and loneliness in rural areas. Key outcomes saw the • Delivery of inter-territorial cooperation project • Creating new jobs • Strengthen networks and connections to specialist Dementia support services • Capacity building of target communities, supporting families affected by Dementia • Share and disseminate learning with key partners and stakeholders The project also linked with: National Wellbeing Outcomes, Scottish Mental Health Strategy 2017-2027; Scotland’s National Dementia Strategy 2017-2020; and A Connected Scotland – Tackling social isolation and loneliness and building stronger social connections The Covid crisis impacted on the management and delivery of the project. The Haven Centre and the project partner Kirrieconnections Centre were closed. Project activities such as workshops/awareness raising events could not be conducted. Training and development were conducted as virtual meetings and or by telephone, and email. The project completion the Lessons learned and Knowledge Sharing Event, which is integral to the project was conducted virtually as per Governmental Health guidance. 151
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52 Going forward The Haven is now exploring funding opportunities to further develop the project and is being assisted in this by the South Lanarkshire Council Funding Team. APPENDIX B PROJECT LIST Company Project Name Project Cost Grant Auchengray Church Centre Trust Auchengray Church Centre Improvements Design Phase £ 25,150 £ 24,955 Auchengray Church Centre Trust Auchengray Church Centre Improvements Design Phase £ 492,873 £ 99,275 Carluke Development Trust Carluke High Mill Community Growing & Learning Project £ 47,012 £ 22,870 Clydesdale Community Initiative Clydesdale Environmental Volunteering £ 97,723 £ 68,406 Central Scotland Green Network Trust Stanrigg Park - Improving Community Access £ 229,021 £ 135,965 Clydesdale Community Initiative Business Plan for Social Enterprise £ 18,220 £ 18,220 Clydesdale Community Initiative Streetscape Industrial Unit £ 81,232 £ 56,360 Clydesdale Housing Association Limited Clydesdale Community Hub £ 341,961 £ 176,386 Envirosan Business Growth £ 149,697 £ 74,848 Forth Valley & Lomond Local Action Group Crowdfunding Coaches - LEADER Co-operation Project £ 402,100 £ 44,710 Healthy Valleys Healthy Valleys Resilient Families £ 73,943 £ 73,943 Healthy Valleys Healthy Valleys Community Health Matters £ 225,390 £ 156,948 Jennifer Gilchrist T/A Romanno Stud Romanno Purrfect Palace £ 60,125 £ 30,063 152
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53 Kindrochet The Heron Farm Shop and Cafe £ 385,829 £ 149,620 Lanark Community and Development Trust Lanark Vision and BID Development £ 54,547 £ 30,047 Lanark Community and Development Trust Feasibility - St Kentigerns £ 7,455 £ 7,455 Lanark Community and Development Trust Castlebank Horticultural and Environmental Training Centre £ 189,598 £ 112,612 LEAP Avondale Hands On Project £ 195,946 £ 131,446 Lowther Hills Ski Club Community Interest Company Lowther Hills Ski Club Mountain Lodge £ 88,956 £ 49,066 New Lanark Trust New Lanark Exhibition Gallery £ 158,996 £ 79,468 New Lanark Trust New Lanark Built Environment Study £ 43,375 £ 32,500 New Lanark Trust New Lanark WHS electric vehicle and car park upgrade(Capital costs) £ 478,413 £ 181,797 New Lanark Trust NLT Funding and Development Officer £ 17,482 £ 12,237 Rural Development Trust Building Community Capacity £ 331,431 £ 331,431 Rural Development Trust Rural Transport Infrastructure £ 98,190 £ 68,733 Rural Development Trust North Lanarkshire Community Led Plans £ 16,931 £ 16,931 Skills Exchange Scotland CIC Moving On 2 £ 147,820 £ 99,212 South Lanarkshire Council Clyde and Avon Valley Landscape Partnership £ 161,440 £ 90,422 South Lanarkshire Leisure and Culture Experience Chatelerhault £ 19,250 £ 18,250 The Biggar Gin Company Limited Biggar Gin The Haven Caring Counselling Communication Centre The Haven - Engaging the Community £ 142,892 £ 106,451 The Haven Caring Counselling Communication Centre The Haven Children and Young Peoples support service £ 64,042 £ 59,542 The Nature Nursery The Nature Nursery £ 65,198 £ 32,304 The Rissco Collection Strathaven Hotel £ 93,504 £ 39,945 Thomas R Anderson Broadlees Golf £ 358,300 £ 100,000 Wat If Development Manager £ 97,647 £ 34,479 Wiston Lodge Wiston Lodge - Growing the Business £ 271,147 £ 162,688 Cooperation project Foraging Fortnite £ 145,150 £ 19,282 153
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54 Cooperation project Rural Youth Cooperation Project £ 418,700 £ 44,234 The Haven Caring Counselling Communication Centre Dementia connected and supportive communities project £ 87,597 £ 87,597 154
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: UK Shared Prosperity Fund 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Committee of the launch of the UK Shared Prosperity Fund (UKSPF) and to outline a proposed approach for the Council input into the proposed Glasgow City Region Investment Plan 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the publication of the UKSPF prospectus, including the associated financial allocations, be noted; (2) that the general approach to the development of the Glasgow City Regional Investment Plan as outlined in sections 7 and 8 of the report be approved; (3) that the priorities for South Lanarkshire as set out in Appendix 1 be approved; and (4) that further reports will be brought to this Committee on the detailed outcome of the Investment Plan and progress on delivery. 3. Background 3.1. The UK Shared Prosperity Fund (UKSPF) is the UK Government’s main intended replacement for EU Structural Funds. 3.2. Although the concept of the UKSPF was first outlined in 2017, very little substantive information was made available until the “pre-launch guidance” was published on 2 February 2022. This was followed up by the publication of a full prospectus on 13 April 2022 by the UK Government. 3.3. The UKSPF forms part of the UK Governments’ Levelling Up Strategy targeting funding at the areas most in need. The UKSPF overall aim is levelling up economic opportunity across the regions and building “Pride of Place” through economic actions. 4. UKSPF Budget 4.1. The UK Government the Spending Review of 27 October 2021 confirmed a 3-year UKSPF budget of £2.6 billion with an annual financial profile as indicated below:- 12 155
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Year 2022/2023 2023/2024 2024/2025 Revenue £0.4 billion £0.6 billion £1.3 billion Capital £0.0 billion £0.1 billion £0.2 billion TOTAL £0.4 billion £0.7 billion £1.5 billion 4.2. The figure of £1.5 billion per year (broadly the equivalent of EU Structural Fund receipts in the 2014 to 2020 period) is only reached in the final year. The UK Government has repeatedly committed to ensuring that the sums received in the devolved territories match those allocated under previous EU Structural Fund Programmes. 4.3. Within this overall budget a sum of £559 million across the UK has been earmarked to fund the “Multiply” adult numeracy initiative. To meet the UK Government’s priority of enhancing adult numeracy, each area will be required to invest a ring- fenced amount of the fund in local Multiply interventions. Of this £559 million, £129 million will be managed centrally by the UK Department for Education for a UK-wide digital platform for adult numeracy, as well as a programme of evaluation. 4.4. The UKSPF allocations by area that accompanied the publication of the prospectus resulted in Scotland being assigned £212 million of the available budget. At 8.5% of the UK total, the share accruing to Scotland is broadly equivalent to its share of EU Structural Funds for the 2014 to 2020 period. 4.5. The prospectus gave an allocation by individual local authority and by regional economic partnership area. The outcome for the Glasgow City Region was an allocation of £73.9 million and for South Lanarkshire £12.2 million. Further detail is given below. South Lanarkshire Year 2022/2023 2023/2024 2024/2025 Total Main Programme £1,227,089 £2,454,179 £6,429,949 £10,111,217 Multiply £638,087 £736,254 £736,254 £2,110,595 TOTAL £1,865,176 £3,190,433 £7,166,203 £12,221,812 4.6. The UKSPF guidance gives provision for up to 4% administration costs and sets a minimum to be used on capital of 10.4% in year one rising in following years to 17.9% but no maximum percentage. 5. UKSPF Investment Priorities 5.1. The UKSPF identifies 3 investment themes, namely:- Communities and Place Supporting Local Business People and Skills These are similar to the priorities of the UK Community Renewal Fund (UKCRF) the application round for which took place between March and June 2021. This was a one-off fund and approved projects including one (elevator E3 hubs) submitted by the Council and have until the end of 2022 to complete activity and spend. One of the aims of UKCRF was to inform the development of the UKSPF. 156
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5.2. The objectives of the Communities and Place Investment Priority are:- to strengthen social fabric and to foster a sense of local pride and belonging through investment in activities that enhance physical, cultural and social ties and access to amenities such as community infrastructure and local green space and community led projects to build resilient, healthy and safe neighbourhoods through investment in quality places in which people want to live work play and learn through targeted improvements to the built and natural environment together with innovative approaches to crime prevention 5.3. The objectives of the Supporting Local Businesses Investment Priority are:- to create jobs and boost community cohesion, through investments that build on existing industries and institutions and range from support for starting businesses to visible improvements to local retail, hospitality and leisure sector facilities to promote networking and collaboration, through interventions that bring together businesses and partners within and across sectors to share knowledge, expertise and resources and stimulate innovation and growth to increase private sector investment in growth enhancing activities, through targeted support for small and medium sized businesses to undertake new to firm innovation, adopt productivity enhancing energy efficient and low carbon technologies and techniques, and to start or grow their exports 5.4. The objectives of the People and Skills Investment Priority are:- to boost core skills and support adults to progress in work by targeting adults with no or low-level qualifications and skills in maths and upskill the working population, yielding personal and societal economic impact and by encouraging innovative approaches to reducing adult education barriers to reduce levels of economic inactivity through investment in bespoke intensive life and employment support tailored to local need. Investment should facilitate the join-up of mainstream provision and local services within an area for participants, through the use of one-to-one keyworker support, improving employment outcomes for specific cohorts who face labour market barriers to support people furthest from the labour market to overcome barriers to work by providing cohesive, locally tailored support including access to basic skills to support local areas to fund gaps in local skills provision to support people to progress in work, and supplement local adult skills provision for example, by providing additional volumes; delivering provision through wider range of routes or enabling more intensive/innovative provision, both, qualification based, and non-qualification based. This should be supplementary to provision available through national employment and skills programmes 5.5. Beyond the earmarked allocation for Multiply there is flexibility regarding the funding allocations to these themes. The UKSPF guidance provides a menu of 51 investment options with linked outputs and outcomes for local authorities to choose priorities from. 6. Process and timescales 6.1. Following the publication of the prospectus, lead authorities are invited to submit Investment Plans to the UK Government. The timetable envisaged for this process is outlined below:- 157
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DATE ACTIVITY 13 April 2022 Fund Launch April to May 2022 Engagement sessions with local authorities and other local partners to support the investment plan process. April to June/July 2022 Lead local authorities work with stakeholders to develop local investment plans. Summer 2022 Further guidance published including guidance on monitoring benefits and evaluation, assurance, subsidy control, branding and publicity. Application processes and templates for Northern Ireland will be published – these may be used by lead local authorities in England, Scotland and Wales where desired. 1 August 2022 Initial deadline for submission of investment plans to the UK Government. 1 September 2022 Extended deadline to allow Scottish authorities to receive political approval. July to September 2022 Indicative investment plan assessment period for UK Government. October 2022 onwards Anticipated date for first investment plans to be approved. October 2022 onwards Anticipated first payment to be made to lead local authorities 31 March 2025 3-year funding period ends 7. Approach in the Glasgow City Region 7.1. The pre-launch guidance encouraged, but did not mandate, the use of regional economic partnership (largely based on city/growth deals) as the spatial basis for preparing Investment Plans in Scotland. 7.2. Accordingly, the Glasgow City Region cabinet, at its meeting held on 15 February 2022 agreed:- (a) in principle to pursue a regional approach to management of SPF and to authorise the Director of Regional Economic Growth to formally notify the UKG of this approach (b) that the Investment Plan be developed in conjunction with all 8 Member Authorities, with all necessary approvals at both regional and local level prior to final submission in Summer 2022 7.3. Since then, a Glasgow City Region Head of Shared Prosperity Fund has been appointed and a working group of the UKSPF Officer leads in each local authority established and now meets on a regular basis. 7.4. It should also be noted that while the intention is to submit a single Investment Plan covering the City Region, much of the delivery and project management will remain at local authority level. There may be some limited interventions, linked to the priorities identified in the Regional Economic Strategy, that might be undertaken at a City Region level. 8. Developing the UKSPF in South Lanarkshire 8.1. The Council has flexibility in the interventions that can be supported in the authority area as part of the City Region Investment Plan. It is suggested that the Council 158
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should aim to develop interventions of broadly equal scale under all three investment objectives set out in the prospectus, Place, Business and People. 8.2. Officers in Economic Development leading the development of the Investment Plan have undertaken awareness sessions and briefings across the Council and with partners including the Lanarkshire Economic Forum, South Lanarkshire Employability Partnership, South Lanarkshire Community Planning Partnership, South Lanarkshire Community Learning Development Partnership, Lanarkshire Local Action Group, and the third sector partners through VASLAN. 8.3. The Council, for many years, has managed operations in area of employability and business competitiveness with the support of EU Structural Funds. The UKSPF provides an opportunity to maintain this “offer” in both fields and to refine the proposed interventions to conform to the actions identified in the Council’s Draft Economic Strategy for 2022 to 2027. 8.4. The development of the Investment Plan is an ongoing exercise to meet the deadline for submitting the Glasgow City Region Investment Plan to the UK Government before the 1 September 2022. A full list of the Council’s chosen investment priorities is included within Appendix 1. 9. Employee Implications 9.1. The UKSPF allows for 4% of the allocation to be used for the management and administration of the fund. In year one this will be used to fund existing staff with a review of the resourcing requirements undertaken as the programme delivery methods and audit and compliance requirements are fully assessed. It is anticipated this will be done within existing Council staffing resources. 10. Financial Implications 10.1. The UKSPF represents additional resources to deliver the Council’s economic strategy. 11. Climate Change, Sustainability and Environmental Implications 11.1. Across the 3 Investment Priorities there are interventions that could support the green agenda and progression to net zero these will form part of South Lanarkshire’s Investment Plan. 12. Other Implications 12.1. There will be a formal agreement between UK Government and Glasgow City Region upon approval of the Investment Plan. 13. Equality Impact Assessment and Consultation Arrangements 13.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 13.2. All necessary and appropriate consultations are undertaken within the Council, with partner organisations and community groups. David Booth Executive Director (Community and Enterprise Resources) 20 July 2022 159
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Ambitious, self-aware and improving Working with and respecting others 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 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:- Kenny Lean, Economic Development Manager (Rural and Funding) Tel: 07469027925 Email:- Kenny.Lean@southlanarkshire.gov.uk 160
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Appendix 1 Communities and Place Interventions S1: Place based investments for regeneration and town centre improvements, which could include better accessibility for disabled people, including capital spend and running costs. S2: Support and improvement of community assets and infrastructure projects, including those that increase communities’ resilience to natural hazards, such as flooding, and support for decarbonisation of facilities, energy efficiency audits, and installation of energy efficiency and renewable measures in community buildings (including capital spend and running costs) S4: Design and management of the built and landscaped environment. S5: Support for sport, arts, cultural, heritage and creative activities, projects and facilities and institutions. S6: Funding for active travel enhancements and other small scale strategic transport projects. S7: Funding for the development and promotion of wider campaigns which encourage people to visit and explore the local area S9: Investment in capacity building, resilience (including climate change resilience) and infrastructure support for local civil society and community groups. Local Business Interventions S14: Funding for the development and promotion (both trade and consumer) of the visitor economy, such as local attractions, trails, tours and tourism products more generally. S15: SME development grants and support, aligned with local and regional sectoral priorities and growth potential. This could include, providing tailored expert advice, matched grants and leadership training to enable manufacturing SMEs to adopt industrial digital technology solutions including AI artificial intelligence; robotics and autonomous systems; additive manufacturing; industrial internet of things; virtual reality; data analytics. The support is proven to leverage high levels of private investment into technologies that drive growth, productivity, efficiency and resilience in manufacturing. S20: Support for expert business advice and support programmes at the local and regional level, including support for decarbonisation, climate adaptation and circular economy advice. This could include funding for new and improvements to existing training hubs, business support offers, ‘incubators’, ‘accelerators’ and other forms of developmental environments for local enterprise (including social enterprise) which can support entrepreneurs and start-ups/high growth potential firms through the early stages of development and growth by offering a combination of services including: e.g. - account management, advice, resources, training, mentorship, coaching and access to workspace. S22: Support for growing the local social economy, including community businesses, cooperatives and social enterprises S26: Business support measures to drive employment growth, particularly in areas of higher unemployment. 12 161
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S27: Funding to support relevant feasibility studies. People and Skills Intervention S31: Employment support for economically inactive people: Intensive and wrap-around one-toone support to move people closer towards mainstream provision and employment, supplemented by additional and/or specialist life and basic skills (digital, English, maths* and ESOL) support where there are local provision gaps. S32: Courses including basic skills (digital, English, maths (via Multiply) and ESOL), and life skills and career skills** provision for people who are not economically inactive and who are unable to access other training or wrap around support detailed above. This could be supplemented by financial support for learners to enrol onto courses and complete qualifications. S35: Support for employability programmes and advice, places should have regards for No One Left Behind agenda, the Young Person’s Guarantee, Fair Start Scotland and Scottish employability pipeline. This could include tailored support to help people in employment, who are not supported by mainstream provision to address barriers to accessing education and training courses. S39: Support for education and skills targeting vulnerable young people leaving school, places should have regards for the Young Person’s Guarantee, modern apprenticeships and related policy. S40: Support for community learning and development Multiply Adult Numeracy Intervention S43M: Courses for parents wanting to increase their numeracy skills in order to help their children, and help with their own progression. S45M: Courses designed to increase confidence with numbers for those needing the first steps towards formal qualifications. S49M: Courses designed to help people use numeracy to manage their money. S51M: Activities, courses or provision developed in partnership with community organisations and other partners aimed at engaging the hardest to reach learners - for example, those not in the labour market or other groups identified locally as in need. 162
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Scottish Government Regeneration Capital Grant Fund Proposal to Create a Rural Development Centre at Lanark Racecourse 1. Purpose of Report 1.1. The purpose of the report is to:- inform and update Committee about revised proposals for delivery of a Rural Development Centre following the successful application for funding from the Scottish Government Regeneration Capital Grant Fund (RCGF) seek approval to progress with the project in line with these revised proposals outline the wider work being implemented to support Lanark Racecourse 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed changes to the project be noted and the revised delivery of the project be approved; (2) that the ongoing work of the Economic Development Service, in consultation with Legal and Property Services, to implement Common Good consultations, secure approvals and agreements with parties including Lanark Lanimer Committee and Healthy Valleys, which will be subject to reports to the appropriate Committees be noted; (3) take forward the investment of the RCGF to create a Lanimer Shed and business space to form a Rural Development Centre on land at Lanark Racecourse; and (4) that it be noted that consultancy work is being undertaken to consider the future use and management of the wider racecourse asset. 3. Background 3.1. In October 2015, South Lanarkshire Council submitted an application to the Scottish Government’s RCGF to support the development of a Clydesdale Rural Development Centre in Lanark. The Council received the formal offer of grant on 19 May 2016 for £1 million against a project cost of £2 million, the remaining funds coming from grants. 3.2. The project submitted followed a community consultation, market appraisal and preparation of a detailed feasibility plan working with Lanark Community Development Trust, Healthy Valleys and Lanark Lanimer Committee. The original proposal undertook to purchase a derelict site (Alston’s Yard) on Ladyacre Road and the building of new office accommodation, refitting an existing shed and creation of shared car parking for the centre and new park and ride parking. 13 163
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3.3. The project submitted had the following outputs:- creation of 3 new jobs 6 FTE construction jobs 14 existing jobs supported (within Healthy Valleys) 200 training places supported for volunteer and community groups focused around health and wellbeing 1 building refurbished 312m² of new build business space created 812m² building refurbished 0.207 hectares derelict land remediated community facilities for the Lanimer Committee through Lanimer Shed, Healthy Valleys, through offices and community space, and for Lanark Community Development Trust through the availability of small and medium sized enterprises (SME) support space 3.4. During 2016, negotiations to purchase the site reached an impasse. Having exhausted these discussions, it was clear the project could not be delivered on the Alston’s Yard site. Other options for delivery were considered culminating in a report to the Community and Enterprise Resources Committee in March 2018 with proposals to locate the facility at the stone rotunda at Braidfute retail park. 3.5. Despite best efforts from officers and community partners the project could not be delivered in that location due to a change of ownership in the property and the new owners taking a different approach to their management strategy. 3.6. Consequently, there was a need to explore other options and identify an alternative site to retain and fulfil the intention of the grant and deliver a workable project for the town. Through working with colleagues in Estates, an opportunity at the Racecourse on the site of a demolished building has been identified as the best solution. This opportunity has been discussed with colleagues at the Scottish Government who have confirmed they are content for the project to be progressed in this way. Discussions have also taken place with community representatives and potential occupiers who have all indicated their support in principle for the revised project. 4. Proposals 4.1. The Scottish Government has confirmed their agreement to the Council extension to deliver the Lanimer Shed and Rural Business centre and after an exhaustive search an area of land at Lanark Racecourse has been identified. The site, part of the Common Good, which is of sufficient size to accommodate both buildings comprise the footprint of a former stable block and is currently a concrete pad and a soft landscaping and car parking area. (See Plan 1) 4.2. The racecourse site benefits from further areas of adjacent developable land and existing car parking provision with the proposed uses being appropriate to the rural location. The revised proposal is to develop the identified site, delivering the Lanimer Shed and Rural Business centre projects along with car parking and associated landscaping which will be let to the occupying organisations. The first key stages will be to carry out appropriate Common Good consultations and appoint an architect Team who will develop a scheme for tendering and implementation, subject to all statutory consents being in place. 164
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4.3. Consultation has taken place with colleagues in Estates and Legal Services to confirm that the Council is able to enter into agreements of this nature in principle and the steps required to obtain the relevant Common Good approvals. These discussions will continue as the details of the project and these agreements are developed, implemented and concluded. 4.4. As the proposed site is part of the Lanark Common Good there will be appropriate time included in the programme to allow for completion of the important Common Good consultation process, now underway with the community, to fulfil the requirements of the Community Empowerment (Scotland) Act 2015. 4.5. Once fully designed, approved, costed, tendered and all consents are in place, a contract will be agreed for the delivery of the Rural Development Centre project with no direct expenditure from Council Budgets, but instead maximising the available grant from the Scottish Government Regeneration Capital Grant Fund. 4.6. The detailed terms of the legal agreements between the Council, Lanark Lanimer Committee and Healthy Valleys are still to be finalised and will be subject to appropriate approvals through the Finance and Corporate and Housing and Technical Resources Committees as required or existing available delegated authority powers. 4.7. The change of site and the scale of investment has resulted in changes to the anticipated outputs. The Scottish Government has indicated in early discussions that these are acceptable. The new project outputs are now:- 4 FTE construction jobs 14 existing jobs supported (within Healthy Valleys) 200 training places supported for volunteer and community groups focused on health and wellbeing ~250m² of new build business space created ~500m² of storage space for Lanark Lanimer Committee 0.05 hectares of brown field land redeveloped 2 community facilities for the Healthy Valleys through offices and community space and for Lanark Community Development Trust through the availability of business space 4.8. In conclusion, progressing the project on the above terms will deliver a storage shed for Lanark Lanimer Committee, a new compact community and business space within rural South Lanarkshire, supporting local community organisations, securing jobs and training opportunities at no capital or revenue cost to the Council. 5. Wider Development 5.1. Discussions around the development of the 2 facilities has highlighted the significance of the Lanark Racecourse facility as a local asset which is greatly valued by all that use it. An opportunity via the Place Based Investment Fund has become available to create a plan for future investment in the overall area and the Lanark Racecourse Masterplan and Priority Project study will soon commence. This will be an extensive piece of work, acknowledging the Common Good status of the land and working closely with the community and site users through several consultation events. The results will be reported in 2023. 165
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6. Employee Implications 6.1. There are no employee implications arising from this report. 7. Financial Implications 7.1. The current budget from the Scottish Government Regeneration Capital Grant Fund is £800,000 and the construction contract will be tailored to enable delivery within the available RCGF grant. 7.2. Maintenance costs, both external and internal for the Lanimer Shed and Rural Development Centre will be met by the Tenants under the terms of their leases. 7.3. The project plan will ensure there is no capital or ongoing revenue costs to the Council. 8. Climate Change, Sustainability and Environmental Implications 8.1. The projects and initiatives identified in this report will be delivered using a range of sustainable techniques and models, having regard to best practice and current construction industry guidance. 8.2. There are no implications for sustainability in terms of the information contained within this report. 9. Other Implications 9.1. The risks associated with the project are focused on the potential for cost overruns or delays to the programme. Any cost increases will be managed within the present budget subject to agreement on any changes to the proposed project. This is highly unlikely to have an impact on the Council. 10. Equality Impact Assessment and Consultation Arrangements 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. Extensive consultations have been co-ordinated by Regeneration Services with a range of Council Services who have an ongoing role in delivering services and initiatives associated with the site. This consultation and co-operation will continue throughout the delivery of the project and as noted regular consultation with the community will be undertaken at key milestone. David Booth Executive Director 19 July 2022 Links to Council Values/Priorities/Outcomes Working with and respecting others We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Previous References None 166
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List of background papers Community and Enterprise Resources Committee - 6 March 2018 - Scottish Government Regeneration Capital Grant Fund – Update on Proposal to Create a Rural Development Centre 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 Tel: 07867 348630 E-mail: john.archibald@southlanarkshire.gov.uk 167
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Plan 1 168
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Scottish Government Vacant and Derelict Land Fund Programme 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Committee of progress made during 2021/2022 in implementing the South Lanarkshire Delivery Plan for the Scottish Government financed Vacant and Derelict Land Fund (VDLF) seek approval for the VDLF Programme for 2022/2023 [purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress made during 2021/2022 in delivering the agreed Vacant and Derelict Land Fund Programme in South Lanarkshire be noted; and (2) that the allocation of funds in the 2022/2023 Vacant and Derelict Land Fund Delivery Plan, as set out in paragraphs 5.1 and 5.2, be approved. 3. Background 3.1. The Scottish Government allocation to South Lanarkshire for the Vacant and Derelict Land Fund for the financial year 2021/2022 was £737,000. A Local Delivery Plan was produced and approved by Committee on 28 September 2021 to implement the key objectives of the Vacant and Derelict Land Fund which are to:- tackle long-term vacant and derelict land stimulate economic growth and job creation develop a diverse, sustainable environment with a focus on temporary and permanent greening support communities to flourish and tackle inequalities 3.2. The Council acknowledges that vacant, derelict, and contaminated land acts as a major constraint to the re-development of land and impacts on the quality of life of many residents. 3.3. The Scottish Government Vacant and Derelict Land Fund is available to a small number of local authorities in Scotland – South Lanarkshire Council, Fife Council, Glasgow City Council, North Ayrshire Council and North Lanarkshire Council. The eligibility criteria for projects require the following conditions to be met:- 14 169
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Sites have been on the Vacant and Derelict Land Register for a minimum of 15 years. Eligible sites must be more than 0.1 hectares in size. VDLF will not support housing related projects on eligible sites. Sites on the Vacant and Derelict Land Register which are privately owned are subject to State Aid / Subsidy Control rules on grant support amounts. South Lanarkshire’s continued inclusion on the short list of Councils who are in receipt of VDLF awards is primarily down to the existence of large and complex vacant and derelict sites within the Clyde Gateway boundary in our Council area. Other funds such as Place Based Investment Fund, Town Centre Regeneration Fund, Clyde Mission and Vacant Derelict Land Investment Programme are being accessed by the Council and community-based organisations to tackle sites that are vacant and derelict but would not qualify for support under the VDLF criteria. 4. Progress Achieved in 2021/2022 4.1. The 2021/2022 Local Delivery Plan was designed to build on the work that has been undertaken over recent years on key projects located within South Lanarkshire as follows:- Cuningar Loop Phase 2 The successful development of the award-winning Cuningar Loop Urban Park has been a collaboration between South Lanarkshire Council, Clyde Gateway URC and Forestry and Land Scotland over the last 10 years. To date the park has welcomed over 600,000 visitors. The Phase 2 proposals were successful in attracting £4million of funding from Clyde Mission and Green Infrastructure Fund. Whilst the site works did not commence until Autumn 2021 due to ecological issues the additionality directly associated with the introduction of £500,000 of VDLF enabled it to provide the following elements:- an extended riverside boardwalk linked woodland walkways with seating and picnic areas an orientation point with local maps highlighting zones for birds, bats and butterflies an arts walk with river viewpoints an education zone with interpretation points explaining and describing the site and its historical legacy additional car and mini-bus parking with associated EV charging points an improved public access road and footpath for visitors The main works completed in July 2022 and the improvements to the car park access road and pedestrian footpath will be completed by the end of July 2022, it is anticipated that it will be open to the public for the end of August 2022. The VDLF funding was conditional on Clyde Gateway URC reaching agreement with Forestry and Land Scotland on the future management and maintenance of the Phase 2 site and this agreement has progressed and will be implemented on conclusion of the Phase 2 site works. From a VDLF perspective these works aligned with the VDLF ‘sustainable environment and greening’ priority set out Section 3.1. 170
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Cuningar Loop Phase 3 This project at Cuningar Loop, to the south east of the Phase 2 site, has been developed to provide much needed food growing space in the Rutherglen area. Food growing spaces are instrumental in helping to improve the quality of life and wellbeing of those in disadvantaged communities. This vacant and derelict former landfill site will be regenerated into food growing space, including, allotments and raised beds. The site development works were held up as a result of delays experienced in implementing the Cuningar Phase 2 proposals and will be undertaken on completion of the upgrading works to the car park access road. In the meantime, design work has been progressed to enable the provision of up to 50 allotments along with raised beds, a car park for allotment users, storage provision, associated paths and shelters for users to utilise during inclement weather conditions. Clyde Gateway will transfer control of the site to SLC at the appropriate time to allow the project to be completed. From a VDLF perspective the provision of allotments and food growing facilities align with the VDLF ‘greening’ and ‘supporting communities’ priorities set out Section 3.1. 5. 2022/2023 VDLF Proposal 5.1. The Scottish Government allocation to South Lanarkshire for the Vacant and Derelict Land Fund for the financial year 2022/2023 is £737,000. A Local Delivery Plan (LDP), compiled following a review of site opportunities that comply with the eligibility criteria for the Fund, has now been produced and submitted to Scottish Government to implement the key objectives of the Vacant and Derelict Land Fund as follows:- Clyde Gateway URC, Cuningar Loop Phase 3 Greening This project, in conjunction with the SLC food growing proposal, will complete the development of Cuningar Loop Woodland Park in Rutherglen, South Lanarkshire by providing the community access to 27 hectares (ha) of accessible riverside woods and parkland. It will deliver, over a currently vacant and derelict 4 ha site, the final series of woodland paths, biodiverse habitats, remediated landscapes and healthy outdoor activity and learning hubs, all within accessible walking and cycling distance for Clyde Gateway’s deprived communities in Rutherglen and the East end of Glasgow. It will provide enhanced maintenance infrastructure to bolster the long-term sustainability of the park and opportunities will be investigated to benefit from the British Geological Society’s (BGS) £9m geothermal research station located on the Loop. South Lanarkshire Council Food Growing Facility, Cuningar Loop Phase 3 As noted in Section 4.1 the development of up to 50 allotments, raised beds and associated facilities is being developed for implementation early in 2023. Following a review of the proposals and programme, in order to secure the full implementation of the scheme additional funding will be required. Over the last year we have emerged from the COVID-19 pandemic, are managing supply chain issues arising from Brexit and dealing with the issues that continue to arise from the Russia / Ukraine conflict. The construction industry has experienced unprecedented impacts on its subcontractor supply chain, skills availability, raw material prices and construction material availability. This has resulted in a significant rise in construction cost inflation and pressure on construction market capacity. Estimated costs for the project have increased significantly and the additional request for funding in this delivery plan reflects the current funding requirements for the project. 171
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Project Objectives to create new functioning green space for growing, planting and relaxing to complete the remediation of a regionally important woodland park and thereby removing the final area from the Vacant/Derelict Land Register to continue to encourage biodiversity to flourish within the park to encourage the local community and visitors to engage with nature and open space to improve health and wellbeing Project Outcomes complete the removal of Cuningar Loop from the Vacant and Derelict Land Register provide a local and regional greenspace in the heart of the City Region 5.2. The above projects represent a balanced programme of activities which address Scottish Government priorities. The allocation of funding on these projects is proposed as:- £500,000 - Clyde Gateway, Cuningar Loop Phase 3 Greening, Rutherglen £237,000 – South Lanarkshire Council, Cuningar Loop Phase 3, Rutherglen - Food Growing Space – increase to existing budget due to current construction market conditions 6. Employee Implications 6.1. There are no employee implications. Proposed workstreams can be managed using existing staff resources. 7. Financial Implications 7.1. The VDLF programme will be funded from the Scottish Government Vacant and Derelict Land Fund allocation. 8. Climate Change, Sustainability and Environmental Implications 8.1. The initiative identified in this report will be delivered using a range of sustainable techniques and models, having regard to best practice and current construction industry guidance. 9. Other Implications 9.1. The key risks associated with these projects are focussed on the potential for cost overruns or delays to the programme. These risks will be managed by Clyde Gateway URC in respect of the Cuningar Loop Phase 3 greening project and by Community and Enterprise Resources on the Cuningar Loop Phase 3 food growing project. An appropriate level of contingency funding is included in the project budget to mitigate risk. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 10.2. This report has been prepared in consultation with Finance and Corporate Resources. Liaison with Clyde Gateway URC will continue utilising the Council’s existing monitoring arrangements and attendance at URC Stakeholder meetings and Board meetings. 172
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David Booth Executive Director (Community and Enterprise Resources) 19 July 2022 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities Good quality, suitable and sustainable places to live People live the healthiest lives possible Previous References None List of Background Papers Community and Enterprise Resources Committee - 28 September 2021 South Lanarkshire Council 2021/2022 Proposed VDLF Delivery Plan – June 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ken Meek, Project Manager, Enterprise and Sustainable Development Services Tel: 07385347906 E-mail: ken.meek@southlanarkshire.gov.uk 173
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Renaming of Forth Recreation Ground to Jim Paton Recreation Ground 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] to seek approval to rename the recreation ground at Forth [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the recreation ground behind Willie Waddell Sports Centre (area marked on Appendix attached) be renamed ‘Jim Paton Recreation Ground’; and (2) that a sign, funded by Forth Development Trust, is erected with the new name. [1recs] 3. Background 3.1. Councillor McClymont received a request form Forth Development Trust following the death of a gentleman called Jim Paton to name the Recreation area after him in recognition of all the work he has done over many years working with youths in the village. 3.2. Forth Primary School are dedicating an annual shield in memory of Jim, the “Jim Paton Football Shield”. This is in honour of the work, commitment and dedication that Jim gave to all the children at Forth Primary School. His work, commitment and dedication by Jim to the villagers of Forth and District had led to requests that he is remembered within the village. 3.3. Forth Development Trust obtained permission from the family at the outset which was then followed by Community Consultation by inclusion in the most recent Forth Grapevine Newsletter (see attached electronic copy) this proposal was also promoted at the Community Open Day on 14 May where no objections were raised. 4. Employee Implications 4.1. There are no employee implications associated with this report. 5. Financial Implications 5.1. There are no Financial implications for the Council associated with this report. If the report is approved the funding for new signage will be met by Forth Development Trust. 15 175
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability or environmental implications associated with this report. 7. Other Implications 7.1. There are no risk implications associated with this report. 8. Equality Impact Assessment and Consultation Arrangements 8.1. There are no equality impact assessment or consultation arrangements associated with this report. 8.2. Forth Development Trust have consulted with the local community on the renaming proposals and Ward 2, Clydesdale North Councillors have also been consulted, with no objections received. David Booth Executive Director (Community and Enterprise Resources) 25 July 2022 Link(s) to Council Values/Priorities/Outcomes Working with and respecting others Focused on people and their needs Caring, connected, sustainable communities Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Judith Gibb, Change and Development Adviser Tel: 07795453544 E-mail:- judith.gibb@southlanarkshire.gov.uk 176
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FORTH GRAPEVINE NEWSLETTER FORTH & DISTRICT DEVELOPMENT TRUST Hello to each and everyone in Forth and District, and hope you had a great Christmas & New Year. It’s been a trying 2 years for everyone but now that we are moving out of the Covid horror and hopefully into what we can call normality again, we must all continue to stay safe and follow all Government Guidelines. We at the Development Trust hope everyone will get involved in the activities that are offered by the various groups in our area to improve our Health & Wellbeing. Please come along and join us at our Community Open Day on Saturday 14th May commencing 10.00am until 14.00pm in the Willie Waddle Sports and Community Centre, get involved and let us know what you would like to see happening in your village. ALAN McGARVA CHAIRPERSON FORTH & DISTRICT DEVELOPMENT TRUST SO LET’S :- 15 179
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IF YOU ARE SOMEONE WHO HAS FOUND IT DIFFICULT TO TAKE THAT STEP OUT INTO THE COMMUNITY AGAIN, WHY NOT JOIN OTHERS IN SMALL GROUPS AT THE BOWLING CLUB FOR GAMES, A CHAT, TEAS/COFFEES AND A LAUGH. THE DEVELOPMENT TRUST ARE OFFERING THIS ON MONDAYS, WEDNESDAYS AND FRIDAYS 1PM TO 3PM. TRANSPORT WILL BE AVAILABLE ON REQUEST BUT FOR MORE INFORMATION, PLEASE CONTACT 01555 812756 OR EMAIL : isabel@forthdevelopmenttrust.com 180
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WILLIE WADDELL SPORTS & COMMUNITY CENTRE MONDAY - RETURN TO FITNESS 10am – 10.45am CIRCLE DANCING 11am – 12pm SHIFT 6pm – 6.30pm LIFT 6pm - 7pm TUESDAY CIRCUITS 9.30am – 10.15am HIIT 10.30am – 11.15am ACTIVE TUESDAYS 1pm - 3pm BOXERCISE 6.15pm – 7.15pm SPIN FIT 7.30pm – 8.15pm THURSDAY SHIFT 9.30am – 10am LIFT 10.15am - 10.45pm ACTIVE THURSDAYS 1pm - 3pm CIRCUITS 6pm - 7pm ADULT BADMINTON 7pm – 9 pm SPIN FIT 7pm - 7.45pm STRETCH & TONE 7.45pm - 8.30pm FRIDAY PILATES 9.15am -10.15am BODY COMBAT 6pm - 6.45pm SUNDAY ADULT BADMINTON 1pm – 3pm FOR FURTHER INFORMATION ON ANY OF THE ABOVE, PLEASE CONTACT 01555 812058 or email: williewaddellsportsandcommunitycentre@southlanarkshireleisure.c o.uk 181
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Forth Primary School Outdoor Learning In August we had two poly tunnels installed in our playground and every week since September we have had groups of children out in the poly tunnels working with Sammy who is a Family and Youth Worker from South Lanarkshire Council. Sammy has been leading our Thursday Club groups who have worked hard to set the poly tunnels up ready for growing in, they have been using lots of different kinds of tools and problem solving skills to build raised beds, install potting benches and lay flooring. Thanks to their hard work our poly tunnels are now almost ready to start growing in for the spring and summer seasons. Getting outdoors in all weathers has been of huge benefit to our children and they have all loved being part of the process. Each class now has a timetabled block with Sammy to help them learn how to grow a variety of fruits, vegetables and flowers. Alongside our Thursday Club we have also had an outdoor after- school club running for two blocks. The children who have attended this club have learned how to use tool safely to chop wood and how to safely light a small campfire to cook on. The children made s’mores and fire bread using their campfires. Our Eco Committee are planning to get the while school out to the community this term as part 182
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of their Keep Scotland Beautiful work. We are hoping that we will be able to do a litter pick around our local community to make it a more pleasant place to live and work. Mental Health Week Our whole school celebrated Mental Health Week in February which saw lots of great learning take place across the school with a focus on how we can improve our mental health. Some classes joined together for paired reading activities, others did some mindfulness colouring while Primary 6 had wellbeing stations with nail painting and hot chocolate. HELP THE TRUST HELP YOU Covid has had a huge impact on everyone as individuals but also on the Development Trust, causing delays to plans and projects. In an effort to address the needs of the community, we need your help to ensure that as we review the impact of Covid on our friends and neighbours, we deliver support and services based on your comments. We would be grateful if you could complete the Online Survey for Forth & District Development Trust by using the link or QR code provided in the flyer which we delivered with this edition of Forth Grapevine. If you, or a friend/neighbour would prefer a paper copy to complete at your leisure, these are available at the Willie Waddell Sports & Community Centre and will also be available at the Community Open Day on 14th May from 10am - 2pm. You can have a paper copy delivered by calling 01555 812756. Survey to be completed by Saturday 30th April 2022. A box is in the Sports Centre for completed paper copies. THANK YOU 183
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FORTH CYCLING CLUB FORTH RUNNING CLUB FORTH WALKING CLUB If you are interested in joining one or all of the above, you can register giving your name and age at the Sports Centre (we hope for a suitable group for all ages). 184
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Forth & District Development Trust have received funding for the provision of benches which will be sited within the village/s. We hope these will encourage and make it easier for those residents who would like to walk short distances initially to build up their stamina for bigger and better things. Why not use these to meet up with your friends for a chat and make it a regular thing. If you need help to take that first step, please contact 01555 812756. WATCH THIS SPACE FOR THE BENCHES. ------------------------------------------------ 185
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FORTH BABY & TODDLER GROUP COST : £2.50 All 0 To 5’s welcome For more information, please contact Helen on 07846433973 A member of Support for Play & Early Learning in Lanarkshire (SPELL) Tel: 01698 768933 emaiI: spell.org@btopenworld.com website: www.spell-lanarkshire.com Find us on Facebook IJ 186
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FORTH & WILSONTOWN BOWLING CLUB Due to open its doors for the start of the new season, this Club was one of the few in the district to keep its doors open for its members during Covid. They enjoyed a safe environment to get out and meet with other members. New members of all ages will be made welcome again this year and if you are at school but don’t find other activities suit you, then come along to the Green and have a go. Bowls will be made available, just wear a pair of flat shoes. Call 01555 812756 for more information. ---------------------------------------------------------------- THE INNS 50 MAIN STREET FORTH TEL : 01555 811788 OPENING HOURS 9.30AM – 10.30PM HOT FOOD AND TAKEAWAYS AVAILABLE 9.30AM – 7PM DAILY 187
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Forth St Paul’s: news from the pews… For those of you who may not know these are very uncertain times for all churches and Forth is no different, the Church of Scotland is currently reviewing all its churches; basically they need to reduce the number of charges by 40% and reduce the number of buildings by 40% over the next few years. A huge reduction. Added to this is the anticipation that within the next five years, 25-30% of ministers will retire therefore, they are looking for radical new ways of doing things. Since Rev Elspeth MacLean retired from ministry in July 2021, we are unable to call for a minister until the outcome of this review has concluded. A short video clip is available to explain the process for anyone interested at https://youtu.be/wO9pxwXy1O0 or speak to Margaret Hunter for further information. Congregations will get a chance to feed comments into this process with the conclusion to be agreed by December 2022. Please pray for all churches and communities, for our parish of Forth which encompasses Braehead, Climpy, Wilsontown, Auchengrey and Tarbrax that we may be guided in a clear way forward to a thriving future for faith within Forth: St Paul’s Parish. On a more positive note, things are returning to some normality with groups meeting again and our new café now up and running, here’s a quick update on what’s on: Sunday Services –Join us anytime, our service is at 11am every Sunday and you’d be made very welcome. If you can’t make it to church you can always join us live by watching our livestream on YouTube just search Forth St Paul’s Church or listen to a recording of the service by visiting our website at www.forthstpauls.com JIGSAW meet every Sunday in the hall for kids aged 3-11, some weeks the kids join us in church for a short while, they have storytelling, drama and various other activities. Sunday Café our new addition – pop in and try out our café; it’s open after our service, with homemade soups, toasties, rolls, coffees, teas… it’s getting great reviews. We’ve been fortunate enough to have a few social events including an evening of local entertainers and good food, with Ruby finishing the night of with a rendition of ‘A Swallit a Peanut’. We held our Pancake Night with our usual quiz to tease out the brainier locals… we’re still looking but the pancakes were good! And currently we have an evening of gospel music and stories planned for Wednesday 30 March at 7pm and many other events to come so keep a look out for them and join us if you can. 188
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Church Shop we’re gearing up for our next shop due to open between Monday 4/4/22 – Wednesday 13/4/22, (taking donations from Wednesday 30/3/22 so look out all your unwanted items). Cinema - sadly the launch of our cinema in December had to be postponed due to ‘you know what’ but we will be scheduling in some movie magic shortly. Knit and Natter Group which is held on Monday mornings between 10-12 has started back again following the winter break. It’s a happy wee group and everyone is made welcome, call Rena on 811747 and she will tell you more, remember though, you don’t need to be able to knit to go along. The Guild has welcomed new members this year and have a full syllabus for the remaining meetings this term they meet every fortnight in the small hall. Mainly Music meets every Tuesday during school term time for parents/toddlers, with plenty to amuse the adults as well as the children, come along and try it out. Planet Earth Clubs sadly haven’t yet been able to resume but we are working towards this very soon. Rainforest Café for high school pupils meet every Friday from 1pm onwards, with a drop-in café, games and a chill out space, it’s been a big hit and we’re happy to welcome any high school pupils who fancy coming along. Slimming World are running classes on a Tuesday night in the church hall, so for anyone wanting to shift some lockdown pounds give Marilyn a call for details on 07770736964. Halls available for hire – you can hire our halls for your event/meeting/children’s birthday party. Currently Rev Louise MacKay in acting as Interim Moderator at Forth: St Paul’s she can be reached on 01555 661936 and by email lmackay@churchofscotland.org.uk or Margaret Hunter can be reached on 07867482303 or by email sclerkforthstpauls@outlook.com, or check out our Facebook page for more contact information. 189
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We provide help with: • any enquiries where you have been told to ‘do it online’ and you are unsure or do not have a computer, including banking, DVLA, passports, shopping • work club activities including making CVs, developing interview skills, digital job searching, self-employment • IT skills using computers, tablets, laptops or mobiles including internet, email, video calling, facebook, online shopping, etc. We host Activity Cafés for Older People every day of the week including exercise, dance, meet-ups, IT and crafts, bringing folks together to socialise and have fun. We manage other community arts and environmental projects and work with volunteers. Monthly Community litter picks restart in March – give us a call if you want to volunteer. Located at 57 Hawkwood Terrace, our office is open weekdays from 10am to 2pm and our services are available to everyone in the community; our telephone number is 01555 811002 and there is an answering machine if you call out-of-hours; our email is fcrc@btconnect.com; for more information and other helpful advice please ‘like’ us on facebook if you can. FORTH COMMUNITY RESOURCE CENTRE Proud to be part of 190
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Please drop in and visit us or contact myself for further information David Condie 07825333432 or email scotiatkd@aol.com 191
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FORTH COMMUNITY FOOTBALL Forth Community Football Club currently run two teams for age groups 2009 & 2012. Training runs on a Monday & Wednesday from 5.45pm - 6.45pm for 2012’s and Monday & Wednesday from 7.00pm - 8.30pm for the 2009’s Both teams play within the West Lothian Leagues with the 2009’s playing 11-aside and the 2012’s playing 7-aside. This is a great way for kids to meet new friends and develop their football skills. We aim to expand the club and are looking for new coaches to develop different age groups. For more information please contact Jennifer Chalmers - 07779023142 or send a message via the Facebook page Forth Community Football Club 192
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JIM PATON 1939-20212 A well known face to the villagers of Forth and District, Jim sadly passed away on 23rd December 2021 having battled with cancer over a number of years. Jim’s passion in life was all things sports. He was the first amateur runner in a professional race to win Carnwaths Famous Red Hose Race. Jim ran marathons all over Britain, including London, with his favourite being The Great North Run. He also ran marathons abroad including The Malta Challenge. Jim took part in many charity events, his main one being with his friends and colleague’s from Carstairs State Hospital; in July 1987 where the six of them ran from Lands End to John O’Groats, 874 miles in 10 days, this was in aid of Stanmore House. Through his love of running he was one of the founder members of Forth Road Runners which then branched out into becoming a Children’s running club, which Jim ran for 33 years. Jim also loved Badminton and coached children, his love of badminton led Jim to becoming a volunteer at the Commonwealth Games in Edinburgh in 1986. He also loved football, from playing the game he moved into coaching and managing the Forth Amateurs, Forth Wanderers and then Coltness United Juniors. He also loved coaching the Forth Primary School Football Team and from this he introduced the first mix team allowing girls to be part of the team. Jim also loved coaching all the kids at school for athletics and took he them to participate in many competitions. Jim got so much pride watching the youngsters of the village progress in their achievements in all walks of life. With his girls, grandchildren and the school kids he always tried to install his own values, “it’s nice to be nice”, “if you don’t have anything nice to 193
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say, say nothing” and his famous “a smile costs nothing”. These values were also respected during his time as a nurse at Carstairs State Hospital. Through Jim’s dedication to coaching the kids he received multiple awards and from Sport Scotland for Volunteer of the Year. He was extremely proud to be asked by the village to be Gala Day Chairman in 2000 and he was then asked to switch on the Village Christmas tree lights in 2014. Also in 2014 the Commonwealth Games returned to Scotland with Jim and the family extremely proud that he had been asked to carry the Queen’s Baton. At this time Jim’s health had started to decline, but on the day he completed this with the biggest smile that he could muster, after all a smile costs nothing as Jim would say. A large number of local’s turned out to watch Jim doing this honour. Since his retirement Jim and Isabel have enjoyed many holidays with lots of great friends over the years and these memories will be treasured and remain in Isabel’s heart forever. Jim battled with ill heath after his diagnosis of Prostate Cancer in 2014. The past year has proved to be very difficult, however, he remained upbeat, smiled throughout and was always doing well to anyone that asked him. Sadly Jim passed away in the early hours of 23rd December 2021 with Isabel, as always by his side. Forth Primary School are dedicating an annual shield in memory of Jim, the “Jim Paton Football Shield”. This is in honour of the work, commitment and dedication that Jim gave to all the children at Forth Primary School. Indeed this work, commitment and dedication by Jim to the villagers of Forth & District had led to requests that he is remembered within the village. Forth and District Development Trust, together with the support and permission from Jim’s family propose that the Recreation Park is renamed to the “Jim Paton Recreation Park”. This Park encompasses everything in sport that Jim loved, the Astro turf multi sports area, everything within the Willie Waddell Sports & Community Centre, the running track, the football parks and the Wanderers Park. Everything located at that area sums up Jim Paton, a local legend and superstar. 194
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A process of Community Consultation must take place for this to happen. If you wish to air any objections to this proposal, please contact the Development Trust before 21st April. COMMUNITY OPEN DAY Prior to Covid 19, arrangements were in hand for Forth & District Development Trust to hold another Community Open Day in The Willie Waddell Sports & Community Centre. This event, like many others was cancelled and we transformed an area in the Sports Centre into a Support Hub for the benefit of the Community during such a terrible time. Looking ahead, we hope to celebrate all that Forth & District has to offer its community, so join Forth & District Development Trust on: SATURDAY 14th May 2022 10AM – 2PM WILLIE WADDELL SPORTS & COMMUNITY CENTRE GROUPS AND BUSINESSES WILL BE DISPLAYING AND DEMONSTRATING THEIR SERVICES. HAVE YOUR SAY ON LOCAL ISSUES MUSIC – TEAS/COFFEES - SNACKS 195
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CLIMPY TO KILAMANJARO! My name is Stacey McCallum & I love a challenge. I leave the UK for Africa on the 11th August 2022, then set off on the hike on the Marangu route on 14th. The trip is completely self funded & my training is well underway. I'm a bit worried about the altitude but fingers crossed everything will be ok. I hope to raise at least £5,000 through individual & company sponsorship as well as holding fundraising events right up until I go. Please get in touch if you can help me reach my target in any way. You can follow me on my journey be adding me on facebook & you can support me at: Stacey McCallum is fundraising for Guide Dogs (justgiving.com) Why Guide Dogs? I've raised thousands over the past 10 years for charities very close to me & this time I want to give to Guide Dogs. This is mainly down to the legend & an amazing friend of mine - that is Scott Cunningham MBE. Scott sadly lost his sight back in 1993 over a 3 week period and with the help of his Guide Dog is able to ski, runs marathons and climbs mountains. I had the privilege of meeting Scott & working with him for a number of years. He's one of the most inspiring people I've ever met. 196
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Nominated by Councillor Catherine McClymont, Isabel Gray has received the Provosts’s Community Award for the work she does in Forth & District. She thanks everyone who sent their congratulations but feels this also goes to all our local heroes who have stepped up during Covid to look out for family, friends and neighbours who were shielding and self-isolating during the worst of times. We have volunteers who continue to help in the community and I’m sure they would agree it can be very worthwhile. If you would like to contribute your knowledge and skills for the benefit of the community, why not contact Forth & District Development Trust as your expertise would be welcomed by all. Many Thanks again to Catherine, Stuart Smith who came along to represent The Trust and of course, Provost Ian McAllan. 197
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Realignment of Community and Enterprise Resources Senior Management Structure 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] update Committee on the realignment of the senior management structure for Community and Enterprise Resources (CER) [1purpose] 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. 3. Background 3.1. Over the last year, there have been significant changes across all areas of the Community and Enterprise Resources senior management structure, with most Heads of Service retiring over the course of the year. 3.2. The changes at senior management level provide an opportunity to review and modernise the management structure of the Resource, including the remit of Heads of Service, to meet the challenges of a dynamic operational environment and to better align with the emerging direction of the Council. 4. Current Senior Management Structure 4.1. The original CER senior management structure was formed when Community Resources (i.e. Facilities, Waste, Grounds, Fleet, Environmental Services) and Enterprise Resources (i.e. Roads, Transportation, Planning and Economic Development) merged in 2011. Any subsequent changes in Head of Service remits over the years that followed remained along pre-merged Resource lines and were triggered by one-off retirals or specific operational drivers rather than through an opportunity to set a new overall strategic direction. 4.2. The Resource was originally set up with the following Heads of Service posts:- Head of Roads and Transportation Services Head of Facilities, Waste and Grounds Head of Planning and Economic Development Head of Fleet and Environmental Services 16 199
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4.3. The large-scale changes in senior management outlined in 3.1. provide a unique opportunity to realign Services within the Resource on a strategic and fully integrated basis, in a way that reflects the emerging direction of the Council and takes account of the changing national, regional, and local perspective. 4.4. Appendix 1 outlines the current structure. 5. The Case for Change 5.1. A different approach is required as South Lanarkshire emerges from the COVID-19 pandemic, adjusts to a different economic environment, and contends with the knock-on effects of the changing global landscape resulting from the situation in Ukraine. 5.2. The operational environment has also changed through new legislation and a range of recent initiatives at a national and regional level, such as the Climate Change Act 2019, the Scottish Government Programme for Government, Community Wealth Building, 20-Minute Neighbourhoods, Town Centre First and the Glasgow City Region Economic Strategy and City Deal, to name but a few. 5.3. Community and Enterprise Resources, by virtue of its scale and diversity, can influence the lives of everyone in South Lanarkshire. The Resource’s universal reach, therefore, makes it uniquely placed when taking account of the above factors, to have a positive impact on the prosperity, health, and wellbeing of our residents by creating a sustainable place where people want to live, work, visit and prosper. 6. Structural Analysis 6.1. The following areas of Service realignment have been developed on a cost neutral basis and aim to address the issues outlined in section 5 of this report. 6.2. Roads, Transportation and Fleet Services The activities delivered by the Roads and Transportation Service have a natural synergy with those of Fleet Services. The Services each have a mix of operational and strategic elements across a generally comparable subject matter. For this reason, Fleet Services has been aligned with Roads and Transportation Services to create Roads, Transportation and Fleet Services. 6.3. Some of the projected key areas of delivery for Roads, Transportation and Fleet Services are:- implement Transport Scotland Act actions decarbonisation and rightsizing of Council Fleet roll out of electric vehicle (EV) charging support economic growth active travel roads related infrastructure introduce new winter maintenance arrangements 6.4. Facilities, Waste and Grounds Services: The range and scale of services delivered by Facilities, Waste and Grounds Services mean that they all have a direct impact on the day to day lives of residents of South Lanarkshire. Provision across this Service is similar in that each element consists of heavily operational, high-volume activities operating at pace within a 200
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dynamic but often regulated operating environment. Consequently, these services rely on meticulous logistical planning. For these reasons, there are no proposals to restructure the core elements of Facilities, Waste and Grounds. 6.5. It should be noted, however, that this Service currently has responsibility for Support Services for the Resource and the Performance and Policy Development Team, which includes activities related to sustainability and climate change. These services have been realigned to the newly designed Enterprise and Sustainable Development Service as detailed in points 6.9 to 6.14 of this report. 6.6. Some of the projected key areas of delivery for the Facilities, Waste and Grounds Services are:- Zero Waste Plan National Litter Strategy deposit return scheme roll out free school meals new food regulations community growing tackle Ash Dieback 6.7. Planning and Regulatory Services: Several services that are regulatory in nature sit within Community and Enterprise Resources, in particular, Planning, Building Standards and Environmental Services. There are, therefore, clear synergies between the regulatory services within the Resource and, consequently, Planning, Building Standards and Environmental Services have been placed under a single Head of Service to create Planning and Regulatory Services. 6.8. Some of the projected key areas of delivery for Planning and Regulatory Services are:- Planning Act and National Planning Framework 4 Local Plans, and Local Development Plan Building Regulations 2022 exit from European Union (EU) EU Food import Controls Air Quality Action Plan Contaminated Land Strategy increase performance across Planning and Building standards 6.9. Enterprise and Sustainable Development: Economic development activities have recently increased in priority, as evidenced through the budget setting process and the increasing level of external funding opportunities being brought forward by the UK and Scottish Governments, which the Council wishes to maximise. 6.10. It is incumbent on the Council as an anchor organisation, to provide leadership when recognising the stresses placed on the business community through COVID-19, the changed economic environment, the Ukrainian situation and the resultant impact on costs, supply chains and other operational and financial drivers. 201
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6.11. In addition to this, the Council has recently embarked on an ambitious programme to tackle climate change, which can be fully realised when fused with the ‘green economy’ and a range of net zero infrastructure projects across the public and private sectors. Creating sustainable communities extends beyond measures to deal with climate change and includes economic viability and community cohesion and sufficiency. 6.12. The Council itself aspires to deliver services in new and innovative ways, generating additional income where it is appropriate to do so, and providing optimum operating models that help direct available resources to areas of most need and where maximum impact can be achieved. This includes exploring business development opportunities that exploit the potential for commercialisation of services, joint ventures and other service delivery models for example, EV charging and renewables. 6.13. Taking all of this into account, consideration has been given to augmenting the mainstream economic development activities with council business development and sustainable development, providing a focused and more integrated approach across each area of activity to provide cumulative benefit. To achieve this, a new Service has been established called Enterprise and Sustainable Development, led by a dedicated Head of Service. 6.14. Some of the projected key areas of delivery for Enterprise and Sustainable Development are:- develop and implement new Economic Strategy Community Wealth Building 20-minute neighbourhoods tourism development Town Centre investment and development Rural Economic Development and the Renewable Energy Fund (REF) UK and Scottish Government funding including new funding opportunities (Levelling Up, Shared Prosperity funding, Community Renewal Fund etc.) Council business development, investments and commercialisation City Region activity sustainability and climate change Good Food Strategy community infrastructure support services 6.15. The proposed revised structure for the Resource is set out in Appendix 2. 7. Financial Implications 7.1. The proposed new CER senior management structure maintains the same number of Heads of Service and the structural changes would, therefore, be cost neutral. 8. Employee Implications 8.1. The current Head of Planning and Economic Development retired on 29 July 2022. The current post of Head of Fleet and Environmental Services is vacant. The above posts have been transformed into the following new Heads of Service:- Head of Planning and Regulatory Services Head of Enterprise and Sustainable Development 202
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8.2. Recruitment for the above posts is currently underway. 8.3. Detailed discussions on the new structure will also be undertaken with each Service within the Resource. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no direct climate change, sustainability or environmental implications associated with the proposals in this paper. However, this revised structure will improve the Council’s position in terms of supporting the green economy and related external funding opportunities. 10. Other Implications 10.1. The strategic remodelling of the CER senior management structure provides the Council with the opportunity to look across its wider management structure and realign service provision where areas of common benefit can be identified. 11. Equality Impact Assessment and Consultation Arrangements 11.1. This report does not introduce a new policy, function or strategy or recommend a significant change to an existing policy, function or strategy, and, therefore, no impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 25 July 2022 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Ambitious, self aware and improving We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References 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:- David Booth, Executive Director (Community and Enterprise Resources) Tel: 01698 454798 E-mail: David.Booth@southlanarkshire.gov.uk 203
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Appendix 1 Current Structure 204
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Appendix 2 Realigned Structure 205
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 9 August 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Town Centre and Place Based Investment Programme Update and Funding Award 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the year one Place Based Investment Programme (PBIP) update members on the allocation of the year 2 PBIP. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the progress in the year one project delivery of the PBIP be noted; and (2) that the outcome of the year 2 application and assessment process to date be noted. [1recs] 3. Background 3.1. The Scottish Government announced in their Programme for Government in February 2021 that they proposed to implement a place-based investment programme over the 5-year period of the next parliament. The funding is targeted at addressing some of the challenges faced by Scotland’s places across the country. The Government confirmed the details of the allocation of the funds to each local authority in a letter dated 10 May 2021 which included its proposal to allocate the funds on a weighted formula based on the number of towns and population in a local authority area and deprivation indices. 3.2. The Council PBIP award of £2.003m for the first financial year 2021/2022 is fully committed and projects are in the process of being completed (Appendix 1). 3.3. The Council has now received the PBIP allocation totalling £1.74m for the second financial years 2022/2023. The Council has also received confirmation of £1.213m in each of the remaining 3 years of the programme, thereby providing a funding programme in the region of £7.382m over the 5-year period 3.4. The objectives of the fund are linked to the improvement of places rather than being focussed on town centres. Nonetheless, it is important to note that the constraints around completing spend within the relevant financial year remain, and, therefore, year 17 207
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2 funding approximately £1.74m must be spent and/or fully committed by 31 March 2023 with future years following a similar structure. 3.5. The Place-Based funding allocation widened the eligible centres with the fund now covering all towns, villages and settlements in South Lanarkshire. This includes neighbourhood centres which were not previously eligible and has allowed the appraisal process to recognise areas and assets beyond designated town centres, which are valued and supported by local communities. This may have to be revisited and widened further in future years as more communities are successful in obtaining funding and reflecting on any lessons learned. However, for year 2 the criteria will remain the same. Any changes in this will be reported to a future Committee for consideration and approval. 4. Current Position and Next Steps 4.1. Following Committee approval of June 2021, officers in Economic Development have engaged with the individual year one project leads to progress projects. This has resulted in a series of projects which are in the final stages of delivery (Appendix 1). 4.2. The Committee approval of June 2021 agreed that due to local elections in 2022, it was necessary to launch the year 2 PBIP application process and make awards via delegated powers granted to the Executive Director (Community and Enterprise Resources). This allowed groups the maximum time to have the required information to successfully complete their projects and that the agreed bidding process be used for the largest part of the funding, mirroring that used for the Town Centre funding over 2019 and 2020. 4.3. The approved year 2 project list summary is attached at Appendix 2. All applicants both successful and unsuccessful have been notified of the decision and an offer of grant letter issued. 4.4. Officers from Economic Development Services will work with each of the successful groups to complete the projects in line with their project plans and agreed timescale. This will include the initial baseline surveys requested by the Scottish Government to ensure the monitoring of the projects is accurate and in line with fund requirements. 4.5. Economic Development Officers will process external claims through the Grantvisor system, internal projects will be managed as per existing capital project arrangements with other services. All projects will be managed in consultation with colleagues in Finance and Corporate Resources. 4.6. Economic Development Officers will update this Committee with 6 monthly reviews, annual reports, and project end review in line with the Scottish Government requirements. This will also form the basis of 6 monthly Committee updates. 5. Employee Implications 5.1. The continued development and implementation of this and future years of the PBIP will be taken forward by officers within Economic Development Services, in consultation with colleagues across all other Council resources and CPP partners as appropriate. 6. Financial Implications 6.1. The year 2 funds, where appropriate, will be brought into the Council’s General Services Capital Programme and will be subject to the normal monitoring and financial 208
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processes. This will feed into requirements of the Scottish Government to report on progress and identify spend. 6.2. The proposals in this paper will allow the Capital Programme funding allocation application process for year 2 of the PBIF to be launched as per the terms and conditions set out at approval in June 2021. 6.3. In respect of the size of the applications many of the groups involved will not have the cash flow to finance their planned project and may request advance funding to allow their project to progress. Officers have been clear that forward funding of projects is not available. 7. Climate Change, Sustainability and Environmental Implications 7.1. The projects and initiatives identified in this report will be delivered using a range of sustainable techniques and models, having regard to best practice and current construction industry guidance. It is also noted that many of the projects will result in the redevelopment of vacant buildings and land. 8. Other Implications 8.1. Due to the diverse portfolio of projects, the timescales within which projects have been developed and the capacity of groups involved assessed, however, there is a risk that some projects may not proceed in the way envisaged and fail to meet the timescales required. 8.2. Ultimately, this could result in grant not being expended in the relevant time frame and opportunities to implement these specific projects will not be maximised. This may result in project funding being withdrawn. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no Impact Assessment is required. 9.2. Consultations have been co-ordinated by Economic Development Services with a range of other Council Services who have an ongoing role in delivering services and initiatives in our Town Centres. This consultation and co-operation will continue throughout the duration of the initiative. David Booth Executive Director (Community and Enterprise Resources) 25 July 2022 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 209
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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, 29 June 2021 – Place Based Investment Programme List of Background Papers Application Guidance Weekly FAQ reports Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Ross Project Manager, Economic Development Services Ext: 4227 (Tel: 01698 454227) E-mail: Iain.ross@southlanarkshire.gov.uk 210
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Appendix 1 2021/2022 – Curent Progress Report Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG 1 TCCF Royal Oak, Lanark Social rented housing development on the site of a derelict hotel. Development has all statutory consents in place and work began on site in April 2021 with completion expected in mid-2022 £345k / c£4m Funding element Completed Complete 2 TCCF Former Hamilton Advertiser Building, Hamilton Social rented housing development on the site of a former print works Demolition works are complete, and the main works are progressing well. Completion spring 2022. £300k / £3.2m Funding element Completed Complete 3 TCCF East Kilbride Shared Workspace To create 10,000 sq. ft. of business start- up space on floor 7 of Plaza Tower. Funds of £200k reallocated to the Civic Centre feasibility project Private sector match funding could not be secured, project not proceeding n/a n/a Cancelled and funds re- allocated 4 TCCF Vogue Site, Hamilton Social rented housing development on the site of a former bingo hall Progress has been slower than anticipated due to COVID-19 restrictions and changes in personnel however programme should still be achievable. Planning application lodged. Site investigations and essential repairs carried out. Contracts in place to proceed. Council approval to dispose of site to RSL obtained March 2021. £440k c£4.3m Funding Element Completed Complete 17 211
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Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG 5 TCCF Former Poundstretcher, Hamilton Redevelop the Poundstretcher site as a mixed use residential/retail development. Funds of £180k put back into the programme to support phase 1 delivery. Property could not be secured - project not proceeding n/a n/a Cancelled and funds re- allocated 6 TCCF Cambuslang Streetscape Streetscape improvements including pavement resurfacing. Works progressing well despite some delays around materials. Completion mid 2022 £845k Phase 1 completed Q2 2022 Completed 7 TCCF South Lanarkshire Heritage App Development of a South Lanarkshire wider town centre App. Second phase role out in progress with the 7 more towns part of the launch. Promotional activity underway. £150k / £240k Phase 2 completed Q1 2021 Completed 8 TCCF Forth Café and Cinema To create a cinema and kitchen café in town centre hall for community town centre events and increase town centre footfall. Works complete £60k Completed Q1 2021 Completed 9 TCCF Carnwath site assembly Acquisition of a derelict site to facilitate a community project. Acquisition will be finalised on completion of remediation works by existing owner. Development subject to other funding which is now in place. £336k / £650k Q4 2021 Q4 2022 Green 10 TCCF Hunters Close, Lanark Removal of a derelict building and creation of town Works complete £275k Completed Phased Completed 212
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Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG centre car parking / market space. Q1 – Q3 2021 11 PBIP Rankin Gait, Carluke Regenerate the Rankin Gait Precinct creating the Rankin Gaitway Community Space. Design and procurement work progressing in line with programme £100k Q1 2022 – Q2 2022 - Green 12 PBIP Carnwath Community and Enterprise Hub) Acquire retail premises and hold for the future benefit of the community. Initial delay regarding issues in relation to ownership issues. Checked and corrected. Negotiations and legal work being finalised. £25k Q2 2022 Green 13 PBIP Forth Business and Outdoor Development Creation of an outdoor space to expand the Rainforest Cafe at Forth St Paul's church and provide a safe space for various activities. Design complete and procurement works progressing. legal search uncovered sale issue. Being progressed £95k Q4 2022 Amber 14 PBIP Welcome to Larkhall The project aims to improve the appearance of the main shopping street, making it more attractive to shoppers and visitors. Project 1 heating complete Project 2 streetscape – Progressing material hold up. Project 3 – consultation on John street completed £100k Q2 2022 Green 15 PBIP Rutherglen Town Centre Business Creation of a business hub providing space for new starts and/or Works completed April 2021 £100k Q2 2021 Completed 213
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Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG Support existing business. A design improvement to extend the frontage of the shopping centre to include all shops. 16 PBIP Development of the Thomson Suite in the Town Mill, Strathaven Development of the Thomson Suite in the Town Mill, provision of a tourist information point in the town centre and further development of the Strathaven InsideOut App. Strathaven Mill 90%complete Tourist point 50% complete Strathaven heritage app addition 100% complete £100k Q2 2022 Green 17 TCCF PBIP RCGF Newcross Centre Hub Community/business/ enterprise hub which will include office space, private and shared facilities for businesses, a community café, youth activities and business start -up space Cost saving exercise required which has delayed programme. Design complete and works out to tender £550k / 1.57m Phased Q1 2021 – Q2 2022 Amber 18 TCCF EK Civic Masterplan Feasibility work regarding the potential to move out of the Civic Centre which is underutilised and no longer fit-for-purpose investigate, and commission design work aimed at relocating remaining Council services into the East Kilbride shopping mall. Negotiations proceeding with Town Centre Owners and design progressing Following a period of transition, the new asset team representing the Town Centre have renewed the commitment to working with the council to £201k / TBC Q1 2022 Amber 214
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Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG deliver on this programme. 19 TCCF Near to Home Working Pilot project to provide flexible business space for people who are working from home. Transport Scotland have put the project on hold due to concerns over budget and the availability and cost of materials. Alternative proposals are being progressed with the Town Centre Owners and will be reported in next update report. £175k n/a Amber 20 RCGF EK Zone Community / business / enterprise business space alongside other public and voluntary sector partners. Funding application unsuccessful. Project on hold until alternative funding secured. Refreshed application being prepared for RCGF 2021 N/A Q4 2022 Red 21/1 PBIP (feasibility) Lesmahagow Lesmahagow Development Trust . Feasibility planning for Mc Curdy Park and town centre streetscape improvements. Group not able to complete application and works in required Now in 2022/2023 project costs n/a Green 215
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Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG timescale, slipped to 2022/2023 programme 21/2 PBIP (feasibility) Rutherglen Grow 73 Feasibility of additional community garden at allotment site £10k Q2 2022 Green 21/3 PBIP (feasibility) Blackwood Blackwood Estate Community Organisation Delivery of access to outdoor learning areas at Loch Wood, Blackwood Estate £10k Q2 2022 Green 21/4 PBIP (feasibility) Lanark Discover Lanark Feasibility on options for outdoor seating £10k Q2 2022 Green 21/5 PBIP (feasibility) East Kilbride Kirktonholme pavilion Feasibility for improvements to make DDA compliant – £10k Q2 2022 Green 21/6 PBIP (feasibility) Hamilton Regent Centre Master- planning project £50k Q2 2022 Green 21/7 PBIP (feasibility) Cambuslang Silverbank car park – Adjacent to Cambuslang town centre. Car Park Resurfacing £50k Q4 2021 Completed 21/8 PBIP (feasibility) Bothwell Library CAT Asset transfer agreed £28k Q2 2022 Green 21/10 PBIP (feasibility) Allanshaw Industrial Estate Entrance Signage Improvements Specialist legal issues re existing signage, procurement delayed by 12 months. Currently being costed Now in 2022/2023 project costs n/a Green 216
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Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG 21/11 PBIP (feasibility) Allanshaw Industrial Estate Roads design and repair Completed £25k Completed Q4 2021 Completed 21/12 PBIP (feasibility) Biggar Solar energy pilot Community group not in a position to complete n/a n/a Cancelled 21/13 PBIP SLLC Bid Avon Bridge design and procurement Survey of structure to assess repair needs. Specialist procurement delayed by 12 months. Currently being costed to include necessary repairs Now in 2022/2023 project costs Q2 2022 Green 22 PBIP Halfway Community Council Park refurbishment at Halfway Park including play equipment, drainage, and paths Design and procurement work progressing. Material and tendering delay post COVID-19 due to price £100k Q2 2022 Green 23 PBIP David Livingston Centre Allow works which had to be removed from the original scope to achieve cost savings to be reinstated. These include external features such as landscaping, play and picnic areas and paths linking to the Clyde and town centre. Design and procurement work progressing in line with programme £400k Q2 2022 Green 24 PBIP Mitchell Arcade Rutherglen Bring forward a package of improvements which will support the town centre, business and social enterprise. Design and procurement work progressing in line with programme £370k Q2 2022 Green 217
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Project Number FUND Name Summary Update Project Value Grant / project value Target grant spend / Project completion BRAG 25 PBIP Newcross Centre HUB (Project 17) Allow works which had to be removed from the original scope to achieve cost savings to be reinstated. See project 17 Q1 2022 Green 26 PBIP Bothwell Community Council Support projects in the Bothwell Futures community plan. Design and procurement work progressing in line with programme £150k Q2 2022 Green Totals Total Project value PBIP £2,033,000 TCCF £3,377,000 RGCF £1,020,000 218
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Appendix 2 2022/2023 - Proposed Project List Project Number and Fund Name Summary Update Project Value Target grant spend / Project completion BRAG 30 PBIP Larkhall South Lanarkshire Leisure and Culture - Larkhall Leisure Centre Support for construction of new Leisure Centre on site of existing pool facility. £550,000 Q4 2022 Green 31 PBIP Carluke Carluke Development Trust- Feasibility Feasibility study of town centre derelict properties for Asset Transfer and refurbishment. £10,000 Q4 2022 Green 32 PBIP East Kilbride East Kilbride United – Kirktonholme pitches Kirktonholme all- weather sports field designed specifically for use by disabled athletes. (Now potential 2023/2024 project) / Q4 2022 Red 33 PBIP East Kilbride East Kilbride United – Kirktonholme - changing rooms Upgrade and environmental improvements to separate the showers and toilet areas to allow full use by male, female, older and disabled members, athletes and visiting clubs. £185,000 Q4 2022 Green 34 PBIP Biggar Feasibility - Biggar Youth Project - Biggar Youth Project (BYP)'s premises refurbishment to improve insulation and energy efficiency and redesign the internal space. £55,000 Q4 2022 Green 35 PBIP Lanark Discover Lanark - Outdoor space construction 0n High Street The construction of an outdoor community space in the town centre. Successfully trialled during COVID- 19. £289,000 Q4 2022 Green 37 Hamilton £50,0000 Q4 2022 Green 219
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Project Number and Fund Name Summary Update Project Value Target grant spend / Project completion BRAG PBIP SLC - Allanshaw Signage Project brought forward from 2021 38 PBIP Hamilton SLC - Avon Bridge Assessment and repair project brought forward from 2021. £126,000 Q4 2022 Green 39 PBIP Rutherglen Grow 73 - Allotment space New community growing space (now 2023/2024 potential project) / Q4 2023 Red 40 PBIP Forth Forth Development Trust – Asset Transfer and improvements Asset transfer from the church of Scotland to the community and roof repair of church hall £160,000 Q4 2022 Green 41 PBIP Hamilton SLC - Quarry Street 18 – 22 Quarry Street purchase £75,000 Q4 2022 Green 42 PBIP Rutherglen SLC - Fernbrae Enlargement of the car park £60,000 Q4 2022 Green 43 PBIP Lesmahagow Feasibility - Lesmahagow Development Trust – Upgrade and environmental improvements to Billy's store. Development trust owned asset on Main Street to RIBA Stage 4. Moved from 2021/2022 £60,000 Q4 2022 Green 22 - PBIP Halfway Community Council SLC - Park refurbishment at Halfway Park including play equipment, drainage, and paths Design and procurement work progressing. Material and tendering delay post COVID-19 due to price. Moved from 2021/2022 £100,000 Q2 2022 Green 44 PBIP Lanark SLC - Lanark racecourse Masterplan Support delivery of a masterplan for Lanark Racecourse site. £20,000 Q4 2022 Green Totals PBIP 2022/2023 budget £1,740,000 £1,740,000 220