Agenda Document Pack - Community and Enterprise Resources Committee - 04/10/2022
South Lanarkshire Council · 4 October 2022
Back to Community and Enterprise Resources Committee — 4 October 2022 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Friday, 23 September 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, 04 October 2022 Time: 14:00 Venue: Hybrid - Council Chamber, Council Offices, Almada Street, Hamilton, ML3 0AA 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 2 Minutes of Previous Meeting Minutes of the meeting of the Community and Enterprise Resources Committee held on 9 August 2022 submitted for approval as a correct record. (Copy attached) 5 - 18 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2022/2023 Joint report dated 7 September 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) 19 - 28 4 Community and Enterprise Resources - Capital Budget Monitoring 2022/2023 Joint report dated 14 September 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 29 - 32 5 Community and Enterprise Resources – Workforce Monitoring – June and July 2022 Joint report dated 6 September 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 33 - 40 Item(s) for Decision 6 Community and Enterprise Resources Workforce Plan 2022 to 2025 Report dated 13 August 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 41 - 50 7 Economic Development - Additional Officers Joint report dated 7 September 2022 by the Executive Directors (Community and Enterprise Resource) and (Finance and Corporate Resources). (Copy attached) 51 - 54 8 Investment Fund Projects - Temporary Employees Joint report dated 15 September 2022 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached) 55 - 58 9 Community Benefit Funds - Renewable Energy Fund Grant Applications Report dated 15 September 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 59 - 64 10 Blantyre Town Centre Strategy and Action Plan Report dated 14 September 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 65 - 88 Item(s) for Noting 2
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11 Community and Enterprise Resource Plan - Quarter 4 Progress Report 2021/2022 Report dated 24 August 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 89 - 120 12 Community and Enterprise Resource Plan 2022/2023 Report dated 25 August 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 121 - 140 13 Community and Enterprise Resources - Notification of Contracts Awarded - 1 October 2021 to 31 March 2022 Report dated 16 September 2022 by the Executive Director (Community and Enterprise Resources). (Copy attached) 141 - 148 Urgent Business 14 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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COMMUNITY AND ENTERPRISE RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 9 August 2022 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Andy Carmichael, Councillor Ross Clark (substitute for Councillor Maureen Chalmers), Councillor Gerry Convery, Councillor Poppy Corbett, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Joe Fagan (ex-officio), Councillor Ross Gowland, Councillor Cal Johnston-Dempsey, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Davie McLachlan, Councillor Carol Nugent, Councillor Helen Toner, Councillor David Watson Councillors' Apologies: Councillor Maureen Chalmers, Councillor Gladys Ferguson-Miller, Councillor Graeme Horne Councillor Also Attending: Councillor Allan Falconer Attending: Community and Enterprise Resources D Booth, Executive Director; K Carr, Head of Facilities, Waste and Grounds Services; T Finn, Area Manager (HQ); K Lean, Economic Development Manager (Rural and Funding); K Meek, Project Manager; C Park, Head of Roads, Transportation and Fleet Services; I Ross, Project Manager Finance and Corporate Resources N Docherty, Administration Assistant; L Harvey, Finance Manager; E-A McGonigle, Administration Officer; E McPake, Human Resources Business Manager; L O’Hagan, Finance Manager (Strategy); S Somerville, Administration Manager; L Wyllie, Administration Assistant 1 Declaration of Interests The following interests were declared:- Councillor(s) Item(s) Nature of Interest(s) Dewar and McLachlan Hamilton Town Centre Business Improvement District (BID) Reballot Board Members of Hamilton BID 2 Community and Enterprise Resources - Revenue Budget Monitoring 2021/2022 A joint report dated 4 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted comparing actual expenditure at 31 March 2022 against budgeted expenditure for 2021/2022 for Community and Enterprise Resources. The year end outturn position was an overspend of £4.507 million after approved transfers to reserves. The total cost of COVID-19 for the Resource was £5.022 million. Details of the additional costs incurred by the Resource in relation to COVID-19 were provided in Appendix G to the report. Removing the overspend in relation to COVID-19 left an underspend of £0.515 million in respect of the core revenue budget position. 2 5
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Details were also provided on proposed budget virements in respect of Community and Enterprise Resources to realign budgets. The Committee decided: (1) that the Community and Enterprise Resources’ outturn position as at 31 March 2022 of an overspend of £4.507 million, after approved transfers to reserves, as detailed in Appendix A of the report, be noted; and (2) that the budget virements, as detailed in appendices B to G of the report, be approved. [Reference: Minutes of 7 December 2021 (Paragraph 3)] 3 Community and Enterprise Resources - Revenue Budget Monitoring 2022/2023 A joint report dated 4 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted comparing actual expenditure at 20 May 2022 against budgeted expenditure for 2022/2023 for Community and Enterprise Resources. At 20 May 2022, there was an overspend of £0.001 million against the phased budget. Details were also provided on proposed budget virements in respect of Community and Enterprise Resources to realign budgets. The Committee decided: (1) that the overspend on the Community and Enterprise Resources’ revenue budget of £0.001 million as at 20 May 2022, as detailed in Appendix A of the report, be noted; and (2) that the budget virements, as detailed in appendices B to F of the report, be approved. 4 Community and Enterprise Resources - Capital Budget Monitoring 2021/2022 A joint report dated 20 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted advising of progress on the Community and Enterprise Resources’ Capital Programme 2021/2022 and summarising the expenditure position at 31 March 2022. Following changes to the capital programme agreed by the Executive Committee at its meeting on 2 February 2022, the revised capital programme for 2021/2022 amounted to £41.903 million, a net decrease of £2.212 million. The final expenditure position at 31 March 2022 was £34.685 million. The underspend was mainly due to the timing of project spend on a number of projects detailed in the report. The underspend on those projects, along with the funding, would carry forward into 2022/2023 as required. The Committee decided: that the Community and Enterprise Resources’ Capital Programme of £41.903 million, and expenditure for the year of £34.685 million, be noted. [Reference: Minutes of 7 December 2021 (Paragraph 4)] 6
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5 Community and Enterprise Resources - Capital Budget Monitoring 2022/2023 A joint report dated 20 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted advising of progress on the Community and Enterprise Resources’ capital programme 2022/2023 and summarising the expenditure position at 20 May 2022. The Capital Programme for 2022/2023 amounted to £64.423 million and was based on the overall Capital Programme for 2022/2023 which was presented to the Executive Committee on 29 June 2022. The total Capital Programme was based on the original programme of projects that had been approved by Council on 23 February 2022 which had been updated to include budget carried forward from financial year 2021/2022 and additional funding received and used to fund expenditure incurred in 2021/2022. Expenditure at 20 May 2022 was £0.389 million. The Committee decided: that the Community and Enterprise Resources’ capital programme of £64.423 million, and expenditure to date of £0.389 million, be noted. [Reference: Minutes of South Lanarkshire Council (Special) of 23 February 2022 (Paragraph 4) and Minutes of the Executive Committee of 29 June 2022 (Paragraph 5)] 6 Community and Enterprise Resources - Workforce Monitoring – April and May 2022 A joint report dated 5 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted on the following employee information for Community and Enterprise Resources for the period April and May 2022:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases analysis of leavers and exit interviews staffing watch as at 12 March 2022 The Committee decided: that the report be noted. [Reference: Minutes of 7 December 2021 (Paragraph 5)] 7 Planning and Building Standards Service – Additional Officers A joint report dated 25 July 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted:- providing an update on the staffing changes to increase capacity within the Planning and Building Standards Service establishment seeking 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 seeking approval to reconfigure existing fixed-term Building Standards posts to create 5.0 FTE permanent Building Standards Inspectors, increasing the Building Standards establishment accordingly 7
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Following a review of the planning system by the Scottish Government, the Planning (Scotland) Act 2019 had received Royal Assent in 2019. It placed 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 had placed a number of statutory duties and burdens on local Planning Authorities. Additionally, the number of planning applications received by the Council had increased and the profession was facing a nationwide skills shortage. The Service had been operating with a number of vacancies since 2020 and this had a negative impact on performance. Planning application fees had increased from April 2022 and to establish what additional funding could be available to invest in the Service, an exercise had been carried out to apply the new fee regime to the more common types of application to the Council over the last 3 years. The outcome of that exercise was detailed in Appendix 1 to the report. The changes to the fee regulations permitted Planning Authorities to introduce discretionary charges for non-material variation applications (NMV), the discharge of planning conditions and pre-application discussions. From October 2022, a surcharge of 25% could be added to retrospective applications. This had still to be considered and could yield more funding in the future. To deliver on the objectives of the Planning Service and to create a future proofed structure, it was proposed that the following posts be added to the current Service, as detailed in section 7.1 of the report:- 4 fixed term posts of Graduate Planner on Grade 2, Level 4, SCP 55-57 (£29,837.12 to £30,749.57) be made permanent 1 additional post of Planning Assistant on Grade 2, Level 1 to 3, SCP 34-48 (£22,300 to £26, 954) 1 post of Advanced Planning Officer on Grade 3, Level 8, SCP 79-80 (£42,191 to £42,830) The Council’s statutory role as Building Standards Authority for its area was undertaken by the Building Standards Service and, in the main, the issues with recruitment mirrored that experienced in the Planning Service. The Building Standards Service was responsible for:- ensuring development was carried out in accordance with Building Regulations and associated Technical Standards assessing energy performance and ventilation standards, linked to workmanship, fire safety and suitability of materials statutory enforcement involving the inspection of defective buildings and structures and seeking remedies for unauthorised or defective work a range of important, non-core business activities, all linked to public safety supporting the Council in delivering commitments outlined in the Resource Plan the current and future role in addressing effects of climate change by ensuring compliance with energy standards In March 2017, the Council was re-appointed by Scottish Ministers as verifier for the Council area for the maximum period available of 6 years. The next verification appointment would begin from 1 May 2023 and the Building Standards Division (BSD) of the Scottish Government was currently assessing performance. This could result in a maximum of 6 year appointment for strong performers, 3 years for good performers and one year rolling appointment for poor performers. 8
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A report to the Committee on 7 December 2021 explained the background to the upcoming Verification reappointment and explained the risks and reputational damage which the Council could face if appointed to a shorter period than previously. An increased workload and a loss of capacity, as set out at section 5 of the report, were cited as the main reasons for a drop in performance standards. Current performance in terms of the key performance objectives (KPOs) reported to the Scottish Government was detailed in Appendix 2. The Head of the Building Standards Division (BSD) and the Scottish Government had recently written to the Council to highlight that performance levels had failed to meet several national targets in 2020/2021 and 2021/2022. Consequently, the risk to verification re-appointment was now significant. To deliver on the objectives of the Building Standards Service, it was proposed that the following posts be added to the current Service, as detailed in section 7.2 of the report:- 3 existing vacancies at Building Standards Surveyor level on Grade 3, Level 2-4, SCP 63- 74 (£33,651 to £39,162) be redesignated into Building Inspector posts on Grade 2, Level 3, SCP 46-48 (£26,151 to £26,954) on permanent contracts 1 existing post of Building Standards Inspector on Grade 2, Level 3, SCP 46-48 (£26,151 to £26,954) be made permanent a Building Standards Inspector on Grade 2, Level 3, SCP 46-48 (£26,151 to £26,954) on a permanent contract The establishment of the Planning and Building Standards posts would have an annual cost of £0.254 million and up to £0.177 million respectively. Funding had initially been available through Planning and Economic Development reserve balances and that would continue in the short term. The additional income fee referenced at sections 3.5 and 3.6 of the report would be used to cover the costs in the longer term. The current and proposed Building Standards establishment was provided at appendices 3 and 4 of the report respectively. The current and proposed Planning establishment was provided at appendices 5 and 6 respectively. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the contents 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. [Reference: Minutes of 7 December 2021 (Paragraphs 9 and 10)] 8 Hamilton Town Centre Business Improvement District (BID) Reballot A report dated 20 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted requesting Council support for the business proposal prepared by the Hamilton Business Improvement District (BID) for the period 1 November 2022 to 31 October 2027. Hamilton BID represented the businesses in a defined area of the town centre and delivered a series of initiatives as set out in its Business Plan. The BID was established through a ballot process and, if successful, would remain in place for a period of 5 years. The BID’s second term was coming to an end and the BID would seek renewal through a ballot on 6 October 2022. The BID was funded by a levy from the businesses it represented which was collected on its behalf by the Council. 9
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The Enterprise Resources Committee of 15 June 2011 and the Enterprise Services Committee of 19 June 2012 had approved the Council’s support for the creation of a 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. The BID was established on 12 October 2012 following a successful ballot and went on to deliver a variety of projects and initiatives in partnership with the Council. A successful reballot in 2017 granted a second term until October 2022. During this period, the Council had carried out its statutory obligations to collect the BID levy from participating businesses. Along with the statutory legal guidance, an Operating Agreement was in place which dealt with the practicalities of the process. Following a consultation exercise, a business proposal and business plan, as detailed in the appendix to the report, had been prepared and those would form the basis of the strategy of the BID for the next 5 years. It was proposed that the Council support the BID on the basis of the proposals detailed in section 4 of the report in order to provide financial and organisational stability to the BID. The Economic Development Service would continue to be the principal point of contact with the BID within existing staff resources. Finance and Corporate Resources would continue to manage the collection and onward payment of the levy through the non-domestic rates system and manage and carry out the ballot process from within existing staff resources. Funding would be made available to the BID through existing Palace Grounds Service Charge resources totalling £44,000 per annum, as per the proposals at section 4 of the report. Non payment of the statutory levy would be dealt with under the existing procedures for managing debt in the Council. The IT collection system had a maintenance cost of £2,000 per annum which would be met from existing Resource budget. The Committee decided: (1) 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. [Reference: Minutes of Enterprise Services Committee of 19 June 2012 (Paragraph 5)] Councillors Dewar and McLachlan, having declared an interest in the above item, withdrew from the meeting during its consideration 9 Community Benefit Funds – Renewable Energy Fund Grant Application A report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted on a grant application to the Community Benefit Fund. Community Benefit Funds had been established to provide funding to suitable projects providing community benefit in eligible areas. It was proposed that, subject to the applicant providing written confirmation that all other additional funding for the project had been secured, a grant of up to £48,768.28 towards eligible costs associated with facilitating the Leadhills Golf Club ground maintenance machinery be awarded from the Andershaw Windfarm Renewable Energy Fund (REF). 10
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The Committee decided: that, subject to the applicant providing written confirmation that all other additional funding for the project had been secured, a grant be awarded of up to a maximum of £48,768.28 towards eligible costs associated with facilitating the Leadhills Golf Club ground maintenance machinery from the Andershaw Windfarm Renewable Energy Fund. [Reference: Minutes of 7 December 2021 (Paragraph 11)] 10 Community Benefit Funds – Annual Report A report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted on grants awarded in 2021/2022 from the Community Benefit Funds administered by the Council’s Planning and Economic Development Service. The Community Benefit Funds had been established to provide funding to suitable projects providing community benefits in eligible areas. Details of the grants awarded in 2021/2022 were provided in appendices 1 to 4 to the report. A publicity document for 2021/2022 would be prepared with the purpose of raising awareness of the Community Benefit Funds and their support of communities. This annual report would be circulated and publicised digitally, with 100 copies made available to councillors and groups. Officers answered a member’s question in relation to whether awards could be increased if the profits of the windfarms increased. The Committee decided: (1) that the Community Benefit Funds administered by the Council and the grants awarded under the Renewable Energy Fund (REF), Clyde Wind Farm Fund (CWFF) and Quarry Funds in 2021/2022 be noted; and (2) that the completion of a publicity report for Community Benefit Funds grants 2021/2022 be approved. [Reference: Minutes of 4 May 2021 (Paragraph 8)] 11 Lanarkshire LEADER Programme and Replacement A report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted:- providing a summary of the evaluation of the 2014 to 2020 Lanarkshire LEADER Programme seeking approval for the delivery of the new Rural Community Led Local Development (RCLLD) Programme replacing LEADER The Council had delivered a rural Community Led Local Development via LEADER funding since 2002 through 3 iterations of the Programme. LEADER was EU funding and the Programme aimed to empower people 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. 11
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The Council had acted as the Lead Authority/Accountable Body for the 2014 to 2020 Programme and was 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. The Programme ran until December 2021 with a value of £4.04 million and additional funding of £60,000 for staff costs until the end of June 2022. The Local Development Strategy (LDS) for Lanarkshire LEADER Programme was developed at the start of the Programme following community consultation and broad engagements, including rural conferences, and had been approved by the Scottish Government. The Programme set the following themes and objectives:- Theme 1 – Developing Communities Theme 2 – Growing Business Theme 3 – Heritage Culture and Environment An evaluation of the LEADER Programme had been undertaken and was submitted to the Scottish Government in early 2022. The full evaluation and lessons learned were attached as Appendix 1 to the report. The evaluation had helped to assess the impact of the business plan and strategy of the Programme as well as inform the priorities for the new Programme which was announced by the Scottish Government in May 2022. Guidance had been published on the new Community Led Local Development (CLLD) Programme in May 2022. Lanarkshire’s allocation of funding had been confirmed as £282,826 to cover 9 months between June 2022 and March 2023. The primary purpose of the 2022/2023 funding was to develop capacity and structures of the LAG for delivery of funding in future years. The Scottish Government had stated that projects must demonstrate that they advanced inclusion, equality and diversity. The overarching principles were set out at section 5.3 of the report. South Lanarkshire Council would administer the Programme as the Accountable Body and would be supported by the existing team in Economic Development. The CLLD funding had allowed for up to 15% of the total allocation or a maximum of £57,142 of the allocation to be used for staff costs and the reduced budget had impacted on the resources available to support delivery. This was detailed at section 5.5 of the report. As part of the consultation and development of a rural vision, it had been proposed that a rural conference be delivered in October 2022 which would raise awareness of CLLD and other funding. The funding of the conference would be drawn from the CLLD Programme. The Committee decided: (1) that the outcomes of the evaluation of the LEADER 2014 to 2020 Programme, as detailed in the appendix to the report, 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 of the report, 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. 12 UK Shared Prosperity Fund Investment Plan A report dated 20 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted advising of the launch of the UK Shared Prosperity Fund (UKSPF) and outlining the proposed approach for the Council’s input into the proposed Glasgow City Region Investment Plan. 12
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The UKSPF was the UK Government’s intended replacement for the EU Structural Funds. The concept was first outlined in 2017, however, little substantive information was made available until the “pre-launch guidance” was published on 2 February 2022. This was followed by the publication of the full prospectus on 13 April 2022 by the UK Government. The UKSPF formed part of the UK Government’s Levelling Up Strategy which targeted areas most in need. The overall aim of the UKSPF was levelling up economic opportunity across the regions and to build “Pride of Place” through economic actions. The UK Government had confirmed a 3 year UKSPF budget of £2.6 billion. There was a commitment to ensure that the sums received in the devolved nations matched those allocated under the previous EU Structural Fund Programmes. Within the budget, £559 million had been earmarked to fund the “Multiply” adult numeracy initiative and each area would need to invest a ring-fenced amount of the fund in local Multiply interventions. Of the £559 million, £129 million would be managed centrally by the UK Department of Education for a UK-wide digital platform for adult numeracy and a programme of evaluation. Scotland had received 8.5% of the UK total, which was broadly equivalent to the EU Structural Funds received in the period 2014 to 2020. The prospectus provided an allocation by individual local authority and by regional economic partnership area. Glasgow City Region had received an allocation of £73.9 million and the allocation for South Lanarkshire was £12.2 million. The UKSPF identified 3 investment themes as follows:- Communities and Place Supporting Local Business People and Skills Following the publication of the prospectus, lead authorities were invited to submit Investment Plans to the UK Government and the timetable for the process was detailed at section 6 of the report. The pre-launch guidance had 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. Accordingly, the Glasgow City Region Cabinet at its meeting on 15 February 2022 had agreed that:- in principle, a regional approach should be pursued to the management of the UKSPF and that the Director of Economic Growth should be authorised to notify the UK Government of the approach the Investment Plan should be developed in conjunction with all 8 member authorities with all necessary approvals at both regional and local level before the final submission in summer 2022 A Glasgow City Region Head of Prosperity Fund had since been appointed and a working group of the UKSPF officer leads in each local authority had been established which met on a regular basis. While the intention was to submit a single Investment Plan which covered the City Region, much of the delivery and project management would remain at local authority level. The Council had flexibility in the interventions that could be supported in the authority area as part of the City Region Investment Plan. It was suggested that the Council should aim to develop interventions of broadly equal scale under the 3 investment objectives of the UKSPF. A full list of the Council’s chosen objectives was included within Appendix 1 of the report. Officers answered members’ questions on various aspects of the report. 13
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The Committee decided: (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 it be noted that further reports would be submitted to the Committee on the detailed outcome of the Investment Plan and progress on delivery. 13 Scottish Government Regeneration Capital Grant Fund Proposal to Create a Rural Development Centre at Lanark Racecourse A report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on revised proposals for delivery of a Rural Development Centre following the successful application for funding from the Scottish Government Regeneration Capital Grant Fund (RCGF) seeking approval to progress with the project in line with the revised proposals outlining the wider work being implemented to support Lanark Racecourse The Council had submitted a successful application to the Scottish Government’s RCGF in October 2015 and had received £1 million to support the development of a Clydesdale Rural Development Centre in Lanark. The project submitted had followed community consultation, market appraisal and a detailed feasibility plan which had been prepared together with Lanark Community Development Trust, Healthy Valleys and Lanark Lanimer Committee. The original proposal had been to purchase a derelict site (Alston’s Yard) on Ladyacre Road. During 2016, negotiations had reached an impasse and it was clear that the project could not be delivered at this site. The Committee had considered a report in March 2018 with proposals to locate the facility at the stone rotunda at Braidfute Retail Park. Despite best efforts from officers and community partners, the project could not be delivered at this location due to a change of ownership in the property and a subsequent change in approach in the owners’ management strategy. Alternative options had been explored and, through working with colleagues in Estates, an opportunity had been identified at Lanark Racecourse on the site of a demolished building. The Scottish Government had confirmed its agreement to the revised proposal and for an extension to deliver a Lanimer Shed and Rural Business Centre. Discussions had also taken place with community representatives and potential occupiers who had all indicated their support of the project. The revised project plan would ensure that there was no capital or ongoing revenue costs to the Council. The site was part of the Common Good and was detailed at the appendix to the report. Appropriate Common Good consultations, to fulfil the requirement of the Community Empowerment (Scotland) Act, would need to be carried out and an architect team appointed who would develop a scheme for tendering and implementation, subject to all statutory consents being in place. 14
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Discussions had taken place around the development of the 2 facilities and had highlighted the significance of the Lanark Racecourse facility as a local asset which was greatly valued by all who would use it. An opportunity via the Place Based Investment Fund had become available to create a plan for future investment in the overall area. The Lanark Racecourse Masterplan and Priority project would commence soon. This would be an extensive piece of work, acknowledging the Common Good status of the land, and consultation events would be held to ensure close working with the community and users of the site. The outcome, following consultation, would be reported in 2023. It was noted that the last bullet point at section 4.7 of the report referred to Lanark Community Development Trust (LCDT), however, this should have been the Lanimer Committee. Although the LCDT had played a key part of the project in earlier iterations, it did not currently have an active role in the delivery but confirmed its ongoing interest and support for the project at the racecourse. The Committee decided: (1) that the proposed changes to the project to deliver a Clydesdale Rural Development Centre in Lanark 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 would be subject to reports to the appropriate committees, be noted; (3) that the investment of the RCGF to create a Lanimer Shed and business space to form a Rural Development Centre on land at Lanark Racecourse be taken forward; and (4) that it be noted that consultancy work was being undertaken to consider the future use and management of the wider racecourse asset. [Reference: Minutes of 6 March 2018 (Paragraph 12)] 14 Scottish Government Vacant and Derelict Land Fund Programme 2022/2023 A report dated 19 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted was submitted on:- the progress made during 2021/2022 in implementing the South Lanarkshire Delivery Plan for the Scottish Government financed Vacant and Derelict Land Fund (VDLF) the proposed VDLF Programme for 2022/2023 The Scottish Government had allocated £697,000 to the Council for the VDLF in 2020/2021 and a Local Delivery Plan had been approved by the Committee on 31 March 2020 to implement the following key objectives:- tackle long-term vacant and derelict land stimulate economic growth and wealth creation develop a diverse sustainable environment with a focus on temporary and permanent greening support communities to flourish and tackle inequalities Details were provided on the progress achieved in 2021/2022. 15
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The Scottish Government allocation to South Lanarkshire for the VDLF in 2022/2023 was £737,000. A Local Delivery Plan had been submitted to the Scottish Government. Details of the Delivery Plan were provided in the report and it was proposed that allocation of funding would be as follows:- Clyde Gateway URC, Cuningar Loop Phase 3 Greening - £500,000 South Lanarkshire Council Food Growing Facility, Cuningar Loop Phase 3 - £237,000 The Committee decided: (1) that the progress achieved 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. [Reference: Minutes of 28 September 2021 (Paragraph 9)] 15 Renaming of Forth Recreation Ground to Jim Paton Recreation Ground A report dated 20 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted on renaming the recreation ground at Forth. In recognition of the significant work of Jim Paton with youths in the village, Forth Development Trust had requested permission from the Council to change the name of Forth Recreation Ground to Jim Paton Recreation Ground. A sign, funded by Forth Development Trust, would be erected with the new name. Forth Primary School would also be dedicating an annual shield in memory of Jim, the “Jim Paton Football Shield”. Forth Development Trust had obtained permission from the family at the outset which was followed by community consultation by inclusion in the Forth Grapevine Newsletter, a copy of which which was attached as an appendix to the report. The proposal had also been promoted at the Community Open Day on 14 May 2022 and no objections were raised. The Committee decided: (1) that the recreation ground behind Willie Waddell Sports Centre be renamed ‘Jim Paton Recreation Ground’; and (2) that a sign, funded by Forth Development Trust, be erected with the new name. 16 Realignment of Community and Enterprise Resources’ Senior Management Structure A report dated 25 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the realignment of the senior management structure for Community and Enterprise Resources. Over the last year, significant changes had occurred across all areas of the Community and Enterprise Resources’ senior management structure, with most Heads of Service retiring over the course of the year. The changes at senior management level provided an opportunity to review and modernise the management structure of the Resource. This included 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. 16
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The current structure for Community and Enterprise Resources was provided in Appendix 1 to the report and the proposed revised structure was provided in Appendix 2 to the report. The proposed new senior management structure of the Resource maintained the same number of Heads of Service and, therefore, would be cost neutral. The case for change was set out at section 5 of the report and the following areas of Service realignment had been developed:- Roads, Transportation and Fleet Services Facilities, Waste and Grounds Services Planning and Regulatory Services Enterprise and Sustainable Development The Committee decided: that the contents of the report be noted. 17 Town Centre and Place Based Investment Programme Update and Funding Award 2022/2023 A report dated 25 July 2022 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on the Place Based Investment Programme (PBIP) for 2021/2022 providing an update on the year 2 allocation from the Scottish Government In February 2021, the Scottish Government had announced, in its Programme for Government, that a PBIP would be implemented over the 5-year period of the next parliament. The funding was targeted at addressing some of the challenges faced by Scotland’s places across the country. The Council had been awarded £2.003 million for the financial year 2021/2022 and this had been fully committed. A comprehensive update on the current status of projects funded in year one from the following funding streams was provided in Appendix 1 to the report:- Place Based Investment Programme Town Centre Capital Fund Regeneration Capital Grant Fund The Council had now received the PBIP allocation totalling £1.74 million for the second year of the Programme, 2022/2023. Confirmation had also been received that £1.213 million of funding would be allocated in the remaining 3 years of the Programme. Total funding over the 5-year period would amount to approximately £7.382 million. The objectives of the fund were linked to the improvement of places rather than being solely focused on town centres. Consequently, the allocation of the fund could cover all towns, villages and settlements in South Lanarkshire. This included neighbourhood centres which were not previously eligible and had allowed the appraisal process to recognise areas and assets beyond designated town centres. This might need to be revisited and widened in future years, but for year 2, the criteria would remain the same. Any changes made to the criteria would be reported to the Committee. As agreed at the meeting of this Committee held on 29 June 2021, a process of direct allocation of funding projects had been used in the first year and it was proposed that a bidding process would be used for the allocation of funding in future years, commencing in the financial year 2022/2023. Due to the local government elections in May 2022, the Executive Director (Community and Enterprise Resources) was given delegated authority to award funding in line with the previously accepted criteria. 17
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The approved year 2 project list was attached at Appendix 2 to the report. All applicants, both successful and unsuccessful, had been notified of the decision and an offer of grant letter issued, where appropriate. Officers from the Economic Development Service would work with the successful applicants to ensure projects were completed in line with project plans and agreed timescales. This would include the initial baseline surveys requested by the Scottish Government to ensure the projects were accurately monitored and in line with the fund requirements. The Committee would be updated with 6 monthly reviews, annual reports and project end reviews in line with the Scottish Government requirements. Officers responded to members’ questions on various aspects of the report. A full discussion followed on the East Kilbride Civic Masterplan and the Executive Director (Community and Enterprise Resources) advised that work was ongoing and that an interim report would be presented at the next meeting of this Committee or the East Kilbride Area Committee, dependent on the progress made. The Committee decided: (1) that the progress in year one of project delivery of the PBIP be noted; (2) that the outcome of the year 2 application and assessment process to date be noted; and (3) that an update be provided on the East Kilbride Civic Masterplan at either the next meeting of this Committee or the East Kilbride Area Committee, dependent on the progress made. [Reference: Minutes of 7 December 2021 (Paragraph 7)] 18 Urgent Business There were no items of urgent business. 18
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 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 12 August 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 £0.050 million as at 12 August 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 second revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2022/2023. The report reflects the new senior management and service structure for Community and Enterprise Resources. 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 12 August 2022, there is a reported overspend of £0.050 million 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. 3 19
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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. 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 overspend. There are inflationary and budget pressures including utilities and fuel (as well as general inflation pressures) this year which increase the risk of overspend, however, we have mitigated this going forward by providing additional funds in future years’ budget strategy, and in this year, through some reserve funds available There are also emerging underspends in employee costs which will help offset increasing inflationary pressures. 7.2. We will also continue to monitor the actual impact 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) 7 September 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 12 August 2022 20
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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 21
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 5 Ended 12 August 2022 (No.5) Community and Enterprise Resources Summary Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 88,984 88,984 0 30,006 29,338 668 under 2.2% Property Costs 3,642 3,642 0 521 794 (273) over (52.4%) Supplies & Services 17,070 17,070 0 4,727 4,653 74 under 1.6% Transport & Plant 22,665 22,665 0 7,984 8,342 (358) over (4.5%) Administration Costs 804 804 0 164 172 (8) over (4.9%) Payments to Other Bodies 9,732 9,732 0 3,354 3,355 (1) over 0.0% Payments to Contractors 44,415 44,415 0 17,198 17,198 0 - 0.0% Transfer Payments 603 603 0 302 302 0 - 0.0% Financing Charges 185 185 0 9 12 (3) over (33.3%) Total Controllable Exp. 188,100 188,100 0 64,265 64,166 99 under 0.2% Total Controllable Inc. (65,471) (65,471) 0 (22,394) (22,245) (149) under recovered (0.7%) Net Controllable Exp. 122,629 122,629 0 41,871 41,921 (50) over (0.1%) Variance Explanations Detailed within appendices B to F. Budget Virements Budget virements are shown in appendices B to F. 22
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 12 August 2022 (No.5) Facilities, Waste and Grounds Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 55,398 55,398 0 18,847 18,671 176 under 0.9% 1,c Property Costs 1,749 1,749 0 225 232 (7) over (3.1%) a,c Supplies & Services 8,081 8,081 0 2,009 1,891 118 under 5.9% 2,a,c Transport & Plant 8,310 8,310 0 3,466 3,465 1 under 0.0% b,c Administration Costs 173 173 0 41 47 (6) over (14.6%) a Payments to Other Bodies 41 41 0 3 3 0 - 0.0% Payments to Contractors 17,172 17,172 0 5,326 5,326 0 - 0.0% Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 45 45 0 4 4 0 - 0.0% Total Controllable Exp. 90,969 90,969 0 29,921 29,639 282 under 0.9% Total Controllable Inc. (18,503) (18,503) 0 (9,139) (8,926) (213) under recovered (2.3%) 3,c Net Controllable Exp. 72,466 72,466 0 20,782 20,713 69 under 0.3% Variance Explanations 1. The variance is mainly due to vacancies that are being actively recruited within School Crossing Patrollers, Catering, Cleaning and Janitors services within Facilities. 2. The variance is due to an under spend on school meals food purchases and is offset by an under recovery in school meal income. 3. The variance is due to an under recovery in school meals income, income from Horizons restaurant, hospitality and cleaning service movements, a decrease in uptake in the Care of Gardens service within Grounds partially offset by income from the provision of additional conference & banqueting services for Vaccination centre. Budget Virements a. Removal of funding for procurement savings in 2022/2023. Net effect (£0.018m): Property (£0.008m), Supplies (£0.008m), Administration (£0.002m). b. Transfer from reserves temporary budget in respect of funding for red diesel and fuel price increases. Net effect £0.822m: Transport £0.822m. c. Realign budget to reflect service delivery within Facilities, Grounds and Streets & Bereavement. Net effect £0.000m: Employees (£0.567m), Property £0.111m, Supplies and Services £0.301m, Transport £0.037m, Income £0.118m. 23
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 12 August 2022 (No.5) Planning and Regulatory Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 7,317 7,317 0 2,478 2,288 190 under 7.7% 1,a,b ,c Property Costs 36 36 0 2 0 2 under 100.0% Supplies & Services 265 265 0 73 75 (2) over (2.7%) b,c, d Transport & Plant 126 126 0 18 16 2 under 11.1% b Administration Costs 126 126 0 49 46 3 under 6.1% c,d Payments to Other Bodies 245 245 0 13 14 (1) over (7.7%) c,d Payments to Contractors 1,624 1,624 0 378 378 0 - 0.0% c,d Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 46 46 0 2 2 0 - 0.0% Total Controllable Exp. 9,785 9,785 0 3,013 2,819 194 under 6.4% Total Controllable Inc. (4,773) (4,773) 0 (1,513) (1,714) 201 over recovered 13.3% 2,c,d Net Controllable Exp. 5,012 5,012 0 1,500 1,105 395 under 26.3% Variance Explanations 1. The variance is mainly due to vacant posts within the services which are being recruited. 2. The over recovery in income is due to a greater demand for planning and building standards applications. Budget Virements a. Transfer of budget from Planning and Regulatory Services to Enterprise and Sustainable Development for Head of Service post. Net effect (£0.134m): Employees (£0.134m). b. Transfer from reserves temporary budget in respect of funding for fuel price increases and Covid employees. Net effect £0.093m: Employees £0.051m, Supplies and Services £0.039m, Transport £0.003m. c. Establish budget in respect of Air Quality Projects. Net effect £0.000m: Employees £0.015m, Supplies and Services £0.001m, Administration £0.036m, Payments to Other Bodies £0.031m, Payment to Contractors £0.421m, Income (£0.504m). d. Realign budget to reflect service delivery within Environmental Services. Net effect £0.000m: Supplies and Services £0.041m, Administration £0.014m, Payments to Other Bodies (£0.055m), Payment to Contractors £0.664m, Income (£0.664m). 24
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 12 August 2022 (No.5) South Lanarkshire Leisure and Culture Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 4 4 0 1 1 0 - 0.0% Property Costs 98 98 0 29 29 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 20,898 20,898 0 10,655 10,655 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. 21,088 21,088 0 10,685 10,685 0 - 0.0% Total Controllable Inc. 0 0 0 0 0 0 - n/a Net Controllable Exp. 21,088 21,088 0 10,685 10,685 0 - 0.0% Variance Explanations No variances to report. Budget Virements a. Transfer from reserves temporary budget in respect of funding for fuel price increases. Net effect £0.010m: PTC £0.010m. 25
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 12 August 2022 (No.5) Enterprise and Sustainable Development Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,198 5,198 0 1,724 1,720 4 under 0.2% a,b,e Property Costs 794 794 0 152 153 (1) over (0.7%) Supplies & Services 258 258 0 88 88 0 - 0.0% b, Transport & Plant 47 47 0 1 0 1 under 100.0% e Administration Costs 99 99 0 20 20 0 - 0.0% Payments to Other Bodies 4,113 4,113 0 790 790 0 - 0.0% c,d,e Payments to Contractors 43 43 0 43 43 0 - 0.0% b,c Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 44 44 0 1 1 0 - 0.0% Total Controllable Exp. 10,596 10,596 0 2,819 2,815 4 under 0.1% Total Controllable Inc. (3,423) (3,423) 0 (1,612) (1,606) (6) under recovered (0.4%) c,e Net Controllable Exp. 7,173 7,173 0 1,207 1,209 (2) over (0.2%) Variance Explanations No variances to report. Budget Virements a. Transfer of budget from Planning and Regulatory Services to Enterprise and Sustainable Development for Head of Service post. Net effect £0.134m: Employees £0.134m. b. Transfer from reserves temporary budget in respect of the Food Development Post, Ring Doorbells and Chatelherault Rock Slopes. Net effect (£0.084m): Employees £0.056m, Supplies and Services £0.002m, Payment to Contractors £0.026m. c. Establish temporary budget for planning gain, Strathaven CARS project, Hamilton Palace Grounds and Levelling Up Fund. Net Effect £0.000m: Payment to Other Bodies £0.137m, Payment to Contractors £0.017m, Income (£0.154m). d. Transfer of budget for capital funded from revenue, Climate Challenge Investment to Nature Restoration Capital Fund. Net effect (£0.146m): Payment to Other Bodies (£0.146m). e. Realign budget to reflect service delivery within Economic Development. Net effect £0.000m: Employees £0.155m, Transport (£0.002m), Payments to Other Bodies (£0.041m), Income (£0.112m). 26
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 12 August 2022 (No.5) Roads, Transportation and Fleet Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 12/08/22 Actual 12/08/22 Variance 12/08/22 % Variance 12/08/22 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 21,067 21,067 0 6,956 6,658 298 under 4.3% 1,c Property Costs 965 965 0 113 380 (267) over (236.3%) 2 Supplies & Services 8,466 8,466 0 2,557 2,599 (42) over (1.6%) Transport & Plant 14,182 14,182 0 4,499 4,861 (362) over (8.0%) 3,b, Administration Costs 398 398 0 54 59 (5) over (9.3%) a Payments to Other Bodies 5,253 5,253 0 2,548 2,548 0 - 0.0% Payments to Contractors 4,678 4,678 0 796 796 0 - 0.0% c Transfer Payments 603 603 0 302 302 0 - 0.0% Financing Charges 50 50 0 2 5 (3) over (150.0%) Total Controllable Exp. 55,662 55,662 0 17,827 18,208 (381) over (2.1%) Total Controllable Inc. (38,772) (38,772) 0 (10,130) (9,999) (131) under recovered (1.3%) 4,b Net Controllable Exp. 16,890 16,890 0 7,697 8,209 (512) over (6.7%) Variance Explanations 1. The variance is mainly due to staff turnover and vacancies within Roads and Fleet which are being recruited. 2. The overspend is in the main due to higher than anticipated electricity costs for Electrical Vehicle charging points and the upkeep of Roads depots. 3. The overspend is mainly due to the timing of efficiencies and greater than anticipated expenditure within the workshop within Fleet. 4. The under recovery is mainly due to the net effect of a less than anticipated income from maintenance works within Roads and an under recovery in taxi inspection income partially offset by income recovered from the sale of vehicles within Fleet. Budget Virements a. Removal of funding for procurement savings in 2022/2023. Net effect (£0.001m): Administration (£0.001m). b. Transfer and establish budget in respect of funding for red diesel and fuel price increases. Net effect £0.399m: Transport £1.749m, Income (£1.350m). c. Realign budget to reflect service delivery within Roads Construction. Net effect £0.000m: Employees (£0.474m), Payment to Contractors £0.474m. 27
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 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 12 August 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 £64.540 million, and expenditure to date of £6.505 million, be noted. 3. Background 3.1. This is the second 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. As noted in the last report to the Committee on 9 August 2022, the budget for Community and Enterprise Resources for financial year 2022/2023 was £64.423 million. 3.3. Since that meeting, the Executive Committee (24 August and 21 September 2022) has also agreed changes to the Community and Enterprise Resources’ Capital Programme totalling a net increase of £0.117 million. The details are shown in Appendix A. This takes the Community and Enterprise Resources’ programme for 2022/2023 to £64.540 million. 3.4. 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. As detailed in Section 3.3, the revised capital programme for Community and Enterprise Resources for 2022/2023 is £64.540 million. 4 29
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5.2. Period 5 Position Anticipated spend to date was £6.225 million and spend to 12 August 2022 amounts to £6.505 million, an overspend of £0.280 million. This mainly reflects the timing of spend on the Hamilton Palace Grounds Play Area project, which is now nearing completion, along with the new Jackton Primary School project within the Glasgow City Region City Deal Programme. 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 Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact the supply chain for the foreseeable future. The impact of this will continue to be monitored through the four weekly investment management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 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) 14 September 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Community and Enterprise Resources Committee, 9 August 2022 Executive Committee, 24 August 2022 Executive Committee, 21 September 2022 List of Background Papers Financial ledger to 12 August 2022 30
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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 31
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Appendix A South Lanarkshire Council Capital Expenditure 2022/2023 Community and Enterprise Resources For Period 1 April 2022 – 12 August 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 1,949 660 0 2,609 113 223 Enterprise and Sustainable Development 27,435 2,145 (174) 29,406 2,345 2,516 Roads, Transport and Fleet 29,997 2,528 0 32,525 3,767 3,766 TOTAL 59,381 5,333 (174) 64,540 6,225 6,505 For Information Only Budget Adjustments approved by Executive Committee, 24 August 2022: Budget Adjustments approved by Executive Committee, 21 September 2022: Budget Adjustments Country Parks - Horseshoe Bridge, Calderglen Total Budget Adjustments (£0.174m) (£0.174m) Budget Adjustments Nature Restoration Fund South Lanarkshire Lifestyles - Eastfield - Floodlighting Synthetic and Grass Pitches - Hamilton Palace Grounds Sports Pitches Leadhills Village Active Travel Improvements Place Based Investment Fund Larkhall Leisure Centre Total Budget Adjustments £0.146m £0.054m £0.041m £0.050m (£0.550m) £0.550m £0.291m 32
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – June and July 2022 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for June and July 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 June and July 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 11 June 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 June and July 2022. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of July for Community and Enterprise Resources. The Resource absence figure for July 2022 was 5.6%, this figure has decreased by 1.1% when compared to the previous month and is 1.0% higher than the Council- wide figure. Compared to July 2021, the Resource absence figure has increased by 0.7%. 5 33
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Based on the absence figures at July 2022 and annual trends, the projected annual average absence for the Resource for 2022/2023 is 7.4%, compared to a Council- wide average figure of 6.1%. 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 4.8% with 0.5% 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, 178 referrals were made this period. This represents a decrease of 8 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 22 accidents/incidents recorded within the Resource this period, a decrease of 1 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 19 disciplinary hearings were held within the Resource, an increase of 13 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 22 leavers in the Resource this period eligible for an exit interview. This figure has decreased by 6 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 June to July 2022, 122 (58.39 FTE) employees in total left employment, managers indicated that 118 (57.45 FTE) posts were being replaced and 4 posts (0.94 FTE) were due to the end of a fixed term contract. 34
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5. Staffing Watch 5.1. There has been an increase of 71 in the number of employees in post from 12 March 2022 to 11 June 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) 6 September 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 Previous References Community and Enterprise Resources Committee – 9 August 2022 List of Background Papers Monitoring information provided by Finance and Corporate Resources 35
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 36
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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 3.5 June 4.0 6.6 7.2 June 3.6 6.0 6.7 June 2.7 4.7 5.3 July 1.8 2.9 3.9 July 3.6 5.3 5.9 July 3.4 4.9 5.6 July 2.3 4.0 4.6 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 4.0 Annual Average 5.6 7.7 8.0 Annual Average 5.1 7.1 7.4 Annual Average 4.2 5.9 6.1 Average Apr-Jul 2.2 2.7 3.9 Average Apr-Jul 4.3 6.0 6.8 Average Apr-Jul 4.0 5.5 6.4 Average Apr-Jul 3.1 4.5 5.2 537 2935 3472 16062 Manual Workers Resource Total No of Employees at 31 Jul 2022 No of Employees at 31 Jul 2022 No of Employees at 31 Jul 2022 No of Employees at 31 Jul 2022 Appendix 2 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Community and Enterprise Resources APT&C Council Wide 37
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COMMUNITY AND ENTERPRISE RESOURCES Jun-Jul Jun-Jul 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 52 46 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 186 178 Jun-Jul Jun-Jul 2021 2022 Specified Injuries* 0 0 Over 7 day absences 2 4 Over 3 day absences** 0 0 Minor 14 13 Near Miss 5 2 Violent Incident: Physical**** 1 1 Violent Incident: Verbal***** 1 2 Total Accidents/Incidents 23 22 Jun-Jul Jun-Jul 2021 2022 Total Number of Hearings 6 19 Total Number of Appeals 0 0 Appeals Pending 0 5 Time Taken to Convene Hearing Jun - Jul 2022 0-3 Weeks 4-6 Weeks Over 6 Weeks 9 4 6 Jun-Jul Jun-Jul 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 Jun-Jul Jun-Jul 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 Jun-Jul Jun-Jul 2021 2022 Number of Exit Interviews conducted 9 4 Total Number of Leavers Eligible for Exit Interview 28 22 Percentage of interviews conducted 32% 18% ****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 70 *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. 67 APPENDIX 2 60 59 4 6 38
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FTE* H/C** FTE H/C Number of Leavers 58.39 122 105.15 197 Replace Employee 57.45 118 99.21 188 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 0.94 4 5.94 9 * Full time equivalent ** Head count/number of employees Appendix 2a Jun - Jul 2022 Cumulative total (Apr 22 - Mar 23) 39
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As at 11 June 2022 Total Number of Employees F/T P/T F/T P/T 1300 231 196 1458 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1.00 1543.77 402.16 227.38 45.73 17.00 2.00 5.00 0.00 2244.04 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 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3114 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3185 MALE FEMALE TOTAL 40
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources Workforce Plan 2022 to 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on the Community and Enterprise Resources Workforce Plan 2022 to 2025 and highlight the key strategic actions required in relation to workforce planning [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-[ (1) that the content of the report be noted; and (2) that the Community and Enterprise Resources Workforce Plan (Appendix 1) be approved. [1recs] 3. Background 3.1. The Workforce Strategy for the Council was reported to Executive Committee in 2016 and following this Resources developed workforce plans covering the period 2017 to 2022. 3.2. Workforce plans outlined the strategic actions required to ensure that services have the right people, in the right place at the right time to enable delivery of the Council objectives. 3.3. The review of workforce plans has been delayed due to COVID-19 impact and Resources have produced plans covering the period 2022 to 2025. 4. Workforce Planning Toolkit 4.1. The plans were developed using the Workforce Planning toolkit. 4.2. There are 4 planning stages outlined in the process:- Stage one - Determine the Business Strategy This stage is to undertake an analysis of the key internal and external drivers for the Resource and determine how these will inform the services to be delivered and the numbers and skills required in the workforce to achieve the desired outcomes. 6 41
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Stage two - Analyse and discuss relevant data This stage is about assessing relevant and available data relating to the current profile of the workforce and any observations and predictions around future resourcing requirements. Stage 3 – Agree objectives of the plan Using the information from Stage 1 and 2 to identify what the plan is trying to achieve, which will then need to be reviewed against available resources. Stage 4 – Agree actions and implement plan This stage is the culmination of stages 1 to 3 where Resources and the HR Business Manager develop an action plan based on key areas of the workforce to address risks have been identified in relation to ability to deliver business objectives. 5. Workforce Plan Overview 5.1. The workforce plan, including the action plan, for Community and Enterprise Resources is attached as Appendix 1. The plan provides an overview of the services delivered by the resource, the service demands and a workforce profile. This along with the strategic plans and drivers were used to identify the objectives and action required. 5.2. For Community and Enterprise Resources the key themes for workforce planning that have been identified are:- the demographic of the workforce and the impact on succession planning the ability to recruit and retain employees in key front line and professional areas the development of current workforce to ensure skills are available to deliver in key strategic areas maintaining employee wellbeing and resilience 5.3. In terms of actions specified to address the challenges the key activities are:- revised recruitment practices to attract and retain employees a graduate apprenticeship approach to recruitment establish links with schools and colleges to encourage those to consider a role with the Council establish methods to grow our own talent and future proof the workforce Robust Succession Planning, across several key areas a review of working practices and business delivery models optimise the efficiency of the existing workforce including staff absence cover: application of employee supports/wellbeing; application of Maximising Attendance processes and maintaining a solution-focused approach to complex issues 5.4. This aligns with the general common themes from all Resource action plans which are:- increased demand and a reduced workforce pool this is a national issue demographic challenges – increased turnover, employees retiring earlier than expected and succession planning employee well being 42
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6. Risk Implications 6.1. The actions identified will assist the Resource achieve the right people with the right skills to deliver service, however, there are risks if these actions cannot be delivered. These are:- Reduced workforce supply is a risk to delivering the actions identified and this can be reduced by adapting services to be delivered within workforce available. Ability to maintain service requirements given the time taken to train and develop employees to achieve the required skills mix given the complexity of skills set required across the different roles. Competing recruitment drives across authorities could mean a reduced staffing level in some areas. 7. Monitoring the Plan 7.1. The action plan will be monitored through the Resource management team as the arrangements on national initiatives emerge and any significant changes will be reported though the Corporate Management Team. 8. Employee Implications 8.1 Having a proactive workforce planning process in place ensures an effective workforce is in place to deliver our services. 9. Financial Implications 9.1. There are no costs associated with undertaking the workforce planning process and any financial implications that have been detailed in the action plan will be met within existing resources 9.2. Planning for appropriate workforce arrangements demonstrates effective and efficient use of resources. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for Climate Change, sustainability or the environment in terms of the information contained in this report. 11. Other Implications 11.1. The risks associated with the workforce plan are outlined in Section 6 11.2. There are no other issues associated with this report. 12. Equality Impact Assessment and Consultation Arrangements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 12.2. There is also no requirement to undertake any additional consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 13 September 2022 43
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Previous References Community and Enterprise Resources Committee, 3 October 2017 Executive Committee of 13 April 2016 - Workforce Planning Strategy Executive Committee of 8 March 2017 – South Lanarkshire Council Workforce Plan, 2017- 2020 List of Background Papers none Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: 845 4647 (Phone: 01698 454647) E-mail: elaine.maxwell@southlanarkshire.gov.uk 44
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Community and Enterprise Resources Workforce Plan 2022 - 25 1) Introduction and Background The purpose of this plan, is to outline the key strategic drivers for the Community and Enterprise Resources workforce to the current and future challenges and ensure these are aligned to the current and future Council challenges, risks and new developments. 2) Resource Overview The Executive Director following a recent restructure of services, oversees the following four service areas: Facilities, Waste and Grounds Services provides key services within schools and council premises, including cleaning, catering, receptionist, janitorial, concierge, and crossing patrol services. The Service is responsible for keeping our streets clean and maintaining and developing public parks, open spaces, tree stock, fixed play areas, sports fields, golf courses, allotments, and food growing opportunities, collecting and disposing of waste and encouraging recycling. Managing and maintaining the councils’ cemeteries and crematorium, providing bereavement services, and ensuring the provision of burial ground Roads, Transportation and Fleet Services provides services in maintaining our roads and transportation network to support safe and effective transport and promoting active travel procuring and managing the council’s vehicle fleet, including refuse collection, roads maintenance, street sweeping and passenger transport. Planning and Regulatory Services provides planning and building standard services which guide and control physical development and land use in the area, ensure the health and safety of persons in or about buildings, ensure the conservation of energy and the achievement of sustainable development as well as protecting public health through the delivery of environmental health services and providing trading standards to protect consumers and communities. Enterprise and Sustainable Development Services supports promoting economic development and delivering support for local businesses supporting town centres and physical regeneration as well as leading the council in developing and promoting sustainability, supporting the transition to a net zero carbon economy, and addressing climate change, and leading the council in promoting and developing a fair, healthy, and sustainable food system’ The resource also has a significant role to play in managing the relationship between the council and South Lanarkshire Leisure and Culture (SLLC). SLLC deliver leisure and cultural services on behalf of the council and promote the health and wellbeing of South Lanarkshire residents through libraries, cultural venues, museum, arts centres, indoor and outdoor sports and leisure centres, community halls and country parks. 6 45
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Resource Overview The Community and Enterprises Resource Plan (2022/23) has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. Key areas of focus are: • Covid recovery • Economic Development and Renewal • Fair, Healthy and Sustainable Food System • UK Government Levelling Up and Shared Prosperity Funding • Health and Wellbeing • Climate change and sustainability • Legislative and Policy Changes Strategic Drivers The Resource plan sets out the key areas of focus, as well as strategic drivers and policy frameworks that will have an impact on Community and Enterprise Resources and the workforce and these are detailed below: • Financial savings and efficiencies • Covid recovery - A continued response to the impact of COVID pandemic and ensure resilience in the workforce to respond to future outbreaks • Recruitment and retention There is increased number of retirals, flexible working requests and turnover which results in a reduced workforce availability. • Pay and reward Increased demands to ensure that pay and reward remains competitive and attractive to employees Strategic Plans All of the above is factored into the key strategic plans which Community and Enterprise Resources is a key contributor or partner to. The main plans covering each of these areas are: • South Lanarkshire Community Plan 2017-27 • South Lanarkshire Council Plan 2022 - 27 • South Lanarkshire Children’s Services Plan 2021-23 • Input to the Sustainable Development and Climate Change Strategy • Community and Enterprise Resource Plan and associated Service Plans 3) Current Workforce and People Skills Required The Resource has 2665.03 FTE employees, the number or employees can vary depending on seasonal recruitment, which are broken down as follows: Service FTE Facilities, Waste and Grounds 1878.05 Roads, Transportation and Fleet 464.96 Planning and Regulatory Services 125.44 Enterprise and Sustainable Development 103.99 46
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General Workforce information: For 21/22 the absence rate was 7.1% and the turnover was 9.04% 58% workforce is 50 years old or over. In 2021/22 there have been an increase in the number of retirals, requests for flexible working and reduction in working hours. Workforce Challenges At present, there are a number of workforce challenges for Community and Enterprise Resources directly impacting on the ability to fully meet current demand, as summarised below: • Workforce availability – there are insufficient applications being made to fill roles for Planning and Economic Development Officers, Environmental Health Officers, Mechanics, Operatives in Waste, Grounds and Roads with the necessary HGV licences, specialised skilled areas such as Arboriculture, Bereavement Services and Sustainable Services, this has led to increased pressure on the existing workforce, along with the continued recruitment for turnover in front line facilities services. • Ageing workforce – the profile of the workforce in South Lanarkshire is working against demand, with a significant proportion of the workforce being in the 50-70 age bracket (49%). As a result of the COVID pandemic people are re-evaluating priorities with a potential further increase in earlier retirals 4) Objectives of the Plan The objectives of this workforce plan are to consider how the above strategic priorities and areas of service demand can be mitigated against and managed over the course of the next 5 years. Delivering more of the same will not necessarily solve these challenges, and the services will have to consider new ways of working, inclusive of transformational change. Some of the principles underpinning how this will shape the workforce moving forwards have already been set out in the strategic plans referred to above. 5) Actions and Recommendations From the above, a number of key actions require to be taken forward in a workforce planning context to manage the demands and challenges of today and going forward over the next 5 years. Notably, the main ones are: • Review existing recruitment practices inclusive of adverts, use of social media and refreshed and updated job descriptions, where applicable • Consider development of a graduate apprenticeship approach for securing professional roles • Consider contacts with Schools and Colleges to encourage more applicants • Strengthen links with employability to access a wider audience • Look across the Council to access routes to ‘Grow our own’, future proof our workforce 47
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• Look at the existing structures and skills or skills base as well as business delivery models and consider what is required to deliver the services moving forwards across all areas • Succession planning across a number of key areas, and building leadership capacity • Optimise the efficiency of the existing workforce including staff absence cover: application of employee supports/wellbeing; application of Maximising Attendance processes and maintaining a solution-focussed approach to complex issues. 48
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Community and Enterprise Resources Workforce Action Plan 2022 - 2025 Appendix 1 Priority/Identified Needs. What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver each priority? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Workforce / HR Increased demand and reduced workforce pool Revised recruitment practices, greater use of social media and campaign approach, consider graduate apprenticeship approach and opportunities to develop current staff Fill vacancies Heads of Service / HR Business Manager HR advisers Annual none Pay and reward Promote benefits of working in SLC Recruitment and retention Heads of Service / HR Business Manager Ongoing Savings and Efficiencies requirements Identify savings requirements and continue to make efficiencies, review working practices and business delivery models Efficient deployment of resources to deliver service, smarter use of people resources Executive Director Heads of Service and HR Business Manager Annual Increased number of retirals Quantify likely turnover Succession Planning, Develop entry options into posts. Recruitment to maintain agreed staffing levels Head of Service HR Business Manager Annual review 49
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Increased flexible working requests Monitor impact Review criteria Reduce impact on service delivery Heads of Service / HR Business Manager HR Business Manager 2022/23 Increased career break requests Monitor impact Review criteria Reduce impact on service delivery Heads of Service / HR Business Manager HR Business Manager Ongoing Employee Health and Well being Maintain support and explore additional support methods Improved attendance, retention Heads of Service / HR Business Manager HR Business Manager Ongoing 50
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Economic Development – Additional Officers 1. Purpose of Report 1.1. The purpose of the report is to:- seek approval to make 4.0 FTE existing temporary Economic Development Officers permanent, increasing the Economic Development establishment accordingly seek approval to make 1.0 FTE existing temporary post of Marketing and Events Assistant, seconded to the Supplier Development Programme (SDP), permanent [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted; (2) that it be approved that the 4.0 FTE temporary Economic Development Officer posts on Grade 3, Level 2-8 (£33,651 to £42,830) in the Economic Development establishment; as detailed in section 5 of this report, be made permanent; and (3) that it be approved that the 1.0 FTE temporary post of Marketing and Events Assistant on Grade 2, Level 1-4 (£22,300 to £30,749), seconded to the Supplier Development Programme, as detailed in section 5 of this report, be made permanent. 3. Background 3.1. The importance of the Council’s Economic Development Service has been underlined during recent economic shocks, not least in delivering the emergency response to the COVID-19 pandemic. At the same time the introduction of the Community Wealth Building agenda and the National Strategy for Economic Transformation has highlighted that Economic Development is fundamental to achieving the ambitions of both the Council and 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. 3.2. Our new Economic Strategy and associated Action Plan has been drafted to take account of a rapidly changing economy at international, national, and local levels which is increasingly influenced by a number of key economic policies and emerging funding streams at UK Government, Scottish Government and City Region level 3.3. In order to address these areas of work a number of temporary posts have been created to focus on economic development and recovery and specifically on business 7 51
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engagement, key sector development and support and inward investment. The shortage of skills and experience has led to recruitment issues with several Councils competing for qualified staff and difficulties in filling temporary posts when permanent ones are being offered elsewhere. It has been necessary to readvertise posts to recruit candidates with the required skills and experience. This situation is not unique to South Lanarkshire. 3.4. Currently, officers on temporary contracts have been recruited to deliver on priority key sector areas of Tourism, Food and Drink, Social Enterprise and Inward Investment. These officers have made a valuable contribution to engaging and supporting businesses and liaising with partner agencies and are making strides in the development of Tourism and Social Enterprise Strategies and action plans which will be reported to the subsequent Committee in December. 3.5. There is currently funding available to retain these officer posts and this is expected to continue to be the position with the emergence of Levelling Up and UK Prosperity Funding through to April 2025 and beyond. 3.6. Workforce Planning data shows that within the Economic Development Service, 60% of employees are over 50. Making these employees permanent will provide employment security for those on temporary contracts and assist with workforce planning for anticipated turnover, including age retirements. 4. Supplier Development Programme 4.1. The Supplier Development Programme (SDP) is a business support initiative which aims to help Small Medium Enterprises (SMEs) improve their performance in winning contracts with public sector organisations through offering information, support and training events to help them compete in the tendering process. South Lanarkshire Council has ‘hosted’ the Supplier Development Programme, (SDP,) taking over this role from Glasgow City Council, since 2014. 4.2. The Programme was founded initially by 3 local authorities (Glasgow, East Renfrewshire and South Lanarkshire) in 2005 and is set up as a not for profit company limited by guarantee. The Programme activities and running costs are funded by the 32 local authority members’ subscriptions, contributions from new member subscribers, income generated through events and Scottish Government contributions. 4.3. Since the SDP has been hosted in South Lanarkshire it has grown membership to include all 32 local authorities, Scottish Government and over 14 Government agencies and introduced private sector associate membership. It has delivered increased events and training sessions to support Councils and other members throughout the COVID-19 crisis. The SDP is facilitating engagement with local suppliers and upskilling local business to improve their capability and skills and to tender for public and private sector opportunities. SDP therefore is making a major contribution to the Community Wealth Building agenda to increase the number of local SMEs, third sector and supported businesses bidding and winning public sector contracts. It is within this context that the Scottish Government has provided funding support to meet this increasing demand. 4.4. Marketing and Events Assistant The Marketing and Events Assistant is responsible for assisting with the delivery of training, workshops/webinars and the increasing programme of Meet the Buyer events and exhibitions. The role also supports the SDP Team deliver increased social media outputs, raising the profile of SDP and, in particular, its aligned tender training 52
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webinars which are run on behalf of the councils and other SDP member organisations to ensure that they are widely promoted to the local business base of SMEs, third sector and supported businesses. Annual Scottish Government funding of £24,000 is available to SDP to fund this post and to support delivery of these activities. 5. Employee Implications 5.1. The following posts should be added to the Economic Development establishment on a permanent basis. Post title Number of posts Grade/ SCP Hourly Rate Annual salary Gross Cost (inc on- costs 31.5%) Total Economic Development Officer 4 FTE Grade 3 Level 2- 8 SCP 63–80 £18.44 - £23.47 £33,651 - £42,830 £44,251 - £56,321 £177,004 - £225,284 Marketing and Events Assistant 1 FTE Grade 2 Level 1- 4 SCP 34-57 £12.22 - £16.85 £22,300 - £30,749 £23,574 - £40,451 £23,574 - £40,451 Total £200,578 - £265,735 6. Financial Implications 6.1. The proposed Economic Development staffing requirements, set out in 5.1 above, have an annual cost of up to £0.225 million. This would be funded from existing Strategic Investment funding and Business Loans Scotland funding already approved, through to 2024/2025, and in future years via new expected sources of funding including Levelling Up Fund and UK Prosperity Fund programmes. If these funds do not continue then consideration will be made to reducing establishment accordingly. 6.2. The proposed SDP staffing requirements have an annual cost of up to £0.040 million and Scottish Government funding for SDP supports this activity in part and the remaining costs will be managed through existing SDP funding streams in line with current practice. 7. Climate Change, Sustainability and Environmental Implications 7.1. Sustainability and climate change are at the heart of the Economic Strategy and action plan and are material considerations in work to support our businesses and in investment in our economic assets, ensuring the South Lanarkshire economy can grow in a sustainable way. 8. Other Implications 8.1. None. 53
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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. David Booth Executive Director (Community and Enterprise Resources) Paul Manning Executive Director (Finance and Corporate Resources) 7 September 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 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: - Stephen Keating (Property Development Manager) E-mail: stephen.keating@southlanarkshire.gov.uk 54
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Investment Fund Projects – Temporary Employees 1. Purpose of Report 1.1. The purpose of the report is to:- to update the Committee on the staffing changes and proposals within the Waste Service to deliver the approved strategic investments in Waste Services seek approval to temporarily increase the Waste Services establishment by 2.5 FTE for 23 months 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 temporary increase in Waste Services establishment, as detailed in section 5 of this report, to facilitate 2 projects aimed at reducing residual waste and increasing recycling, be approved. 3. Background 3.1. The majority of domestic properties in South Lanarkshire have been provided with a means of presenting food waste separately; however, there are approximately 5,000 properties in rural areas that, because of environmental and economic reasons, were not provided with a food waste collection service. Householders in these areas are expected to use their residual waste bins to dispose of food waste. 3.2. Waste Services have been allocated funding for the strategic investments as part of the 2022/2023 revenue budget strategy to purchase hot composters which are to be provided, free of charge, to residents in rural areas who do not receive a food waste collection service. The project includes the recruitment of a waste services operative to deliver the composters to rural properties. 3.3. It is estimated that over 30% of properties in South Lanarkshire are flats, the majority of which have been provided with a single recycling bin for ‘co-mingled’ recycling because of space restrictions. Residents with a co-mingled recycling collection present paper, card, cardboard, plastic containers, cans and tins in a blue bin. The material collected in co-mingled bins from flats is generally of insufficient quality to be recycled and the waste, meaning the waste has to be treated as residual waste. 8 55
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3.4. This project will result in the re-designation of bins at flats as ‘paper and card’ only bins. This will provide Waste Services with an opportunity to engage with individual householders in flats. It will also mean that South Lanarkshire will have collections consistency (i.e. all blue bins will be used to collect the same material) making future waste awareness messaging less confusing for residents. Waste Services has been awarded £15,470 from the Climate Change Fund to develop communications material to support this project. In the second phase of the project, properties that do not have recycling bins will be assessed and the recycling service will be provided where space and accessibility allow. 3.5. 2 Waste Services Assistants (Waste Awareness) for 23 months will be required to progress the 2 projects. 4. Investment Proposals 4.1. Hot composters will be delivered to residents within rural areas who request them. The costs of delivering this service are based on the use of an existing public sector procurement framework to procure the hot composters. A range of options for delivery have been considered, including the supplier delivering hot composters direct to residents, however, the most cost-effective option is for the stock of composters to be held at the Council’s Forrest Street depot in Blantyre, with the Council delivering directly to residents as required. 4.2. Anticipated costs for the proposals are as follows:- Project 1 Annual Over 3 Years Composters £54,600 £163,800 Transport (1 Luton Van) £14,000 £42,000 4.3 The costs of the recycling project, before staffing, are as follows:- Project 2 Annual Over 2 Years Transport (1 Electric Vehicle) £7,200 £14,400 4.4. Staffing implications for both investment projects are outlined below. 5 Employee Implications 5.1. If approved, the following posts will be added to the Waste Services establishment as detailed below for a 23 month period:- Post FTE Grade/SCP Hourly Rate Annual Salary Gross Cost (inc on costs 31.5%) Total (23 months) Waste Operative 0.5 Grade 1 Level 3 SCP 25-27 £10.78 - £11.08 £10,398 - £10,687 £13,678 - £14,059 £26,217 - £26,947 Waste Service Assistant (Waste Awareness) 2.0 Grade 2 Level 1 SCP 34-35 £12.22 - £12.42 £22,300 - £22,665 £58,672 - £59,632 £112,454 - £114,294 56
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Total (23 months) £138,671 - £141,241 6. Financial Implications 6.1. The two projects have an anticipated total cost of £0.293 million. This comprises staffing costs of £0.141 million and further costs of £0.076 million per year covering the cost of bins and transport costs. All costs will be drawn from the strategic investment funding of £0.682 million, approved as part of the 2022/2023 revenue budget. Funding will be allocated over this financial year and 2023/2024 based on programme implementation. 6.2. The balance of the strategic investment fund will be allocated on a phased basis, as the projects develop and associated costs are identified. 7. Climate Change, Sustainability and Environmental Implications 7.1. The projects aim to reduce the amount of residual waste and increase the quantity and quality of recyclable waste collected from households in South Lanarkshire and as such support the council’s climate change and sustainability ambitions. 8. Other Implications 8.1 None. 9. Equality Impact Assessment and Consultation Arrangements 9.1. There are no equality impact assessment implications arising for this report. David Booth Executive Director (Community and Enterprise Resources) Paul Manning Executive Director (Finance and Corporate Resources) 15 September 2022 Link(s) to Council Values/Priorities/Outcomes Fair, open and sustainable We will work towards a sustainable future in sustainable places Previous References None List of Background Papers None 57
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Kirsty McGuire Waste Services Manager Tel: 01698 717748 E-mail: Kirsty.McGuire@southlanarkshire.gov.uk 58
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds – Renewable Energy Fund Grant Applications 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] consider a grant application to the Renewable Energy Fund (REF) from Sandford and Upper Avondale Community Council consider a grant application to the REF from Sandford Village Hall Association [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Sandford and Upper Avondale Community Council of up to £61,066 from the Renewable Energy Fund to facilitate the refurbishment of Gilmourton Park; and (2) that a grant be awarded to Sandford Village Hall Association of up to £49,167.20 from the Renewable Energy Fund to facilitate the village hall refurbishment. [1recs] 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 Enterprise and Sustainable Development under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 4. Grant recommendations 4.1. Application Number 774 Sandford and Upper Avondale Community Council – project value £101,777. Proposed Grant award £61,066 Intervention rate of 60% The proposed REF grant of £61,066 will be funded from Calder Water windfarm which contributes into the REF. 9 59
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4.2. By way of background, Sandford and Upper Avondale Community Council (SUACC) is a rural Community Council representing the area of Sandford and Upper Avondale. They represent the whole community, facilitate and support projects and events which benefit the health and wellbeing of all residents and have responsibility for communicating community views on wider issues to any relevant stakeholders:- The objectives of SUACC are, to ascertain, co-ordinate and reflect the views of the community which it represents, to liaise with other community groups within the area, and to fairly express the diversity of opinions and outlooks of local people, in relation to matters that directly affect the interests of the community and to take such action in the interests of the community. 4.3. The SUACC has a 8 management committee of 8, 20 regular volunteers 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 SUACC to develop an inclusive playpark, including inclusive play equipment, accessible gate and access pathway within the Gilmourton Park area with facilities for all ages and abilities. The plans for the park also include picnic areas, tree planting and improved pathways thereby ensuring it is an attractive, year-round location for local children, families and other residents to use. It will be a focal point for the community, providing a meeting area for children and parents alike, and a location for community events. This will ensure that everyone can enjoy all the qualities and social benefits that a park can provide. 4.5. The project requires capital funding to develop Gilmourton Park in partnership with SLC. The Playpark has limited, poor quality equipment and is, therefore, uninviting to local children and families. The refurbishment project will provide a great new area for children to play and will encourage social interaction for children who can be isolated. The development will create accessible pathways secure gates, play equipment includes swings, seesaw, roundabout, and a multi-play structure (contributed by SLC Landscape Services). 4.6. The project has been established in response to community demand, it will improve rural exclusion, events and leisure activities for the area. The project will support Theme one of the REF priorities, Stronger Communities. 4.7. The application scored 29 and 37 out of 53 by the two appraisers during the assessment process which averages as 33 and which permits an intervention rate of up to 62% of eligible costs. 4.8. All Renewable Energy Fund awards are subject to suitable match funding being secured. The REF grant sought is 60% of the project value with the match funding as set out below. Funder Stage Value EB Scotland Landfill Fund To be confirmed £24,971 Kype Muir Windfarm Fund To be confirmed £10,027 Snabe Quarry To be confirmed £5,713 SLC Renewable Energy Fund Grant (60%) £61,066 Total project value £101,777 60
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4.9. The project is scheduled to commence in November 2022 and be complete by February 2023. Officers will work with the applicant to monitor progress and any impact on the timescales. 5. Grant recommendations 5.1. Application Number 748 Sandford Village Hall Association – project value £88,867.20. Proposed Grant award £49,167.20 Intervention rate of 55% The proposed REF grant of £49,167.20 will be funded from Kype Muir windfarm which contributes into the REF. 5.2. By way of background, Sandford Village Hall Association (SVHA) is an established Social Enterprise with its purpose being: The Objects of SVHA are, to promote and encourage the health and wellbeing, the advancement of education of the residents of Sandford and surrounding district, without distinction of race, religion, political or other opinions using Sandford Village Hall. The hall association looks after the maintenance and general upkeep of the hall including the taking hall bookings, opening, closing and cleaning. Bookings are also accepted for one-off events such as family celebrations. Full membership of the Association shall be open to all residents aged 18 and over in the village of Sandford and surrounding district. Membership will also be open to members over the age of 18 of Sandford Bowlers, Sandford WRI, Avondale Young Farmers and such other clubs, groups or associations as meet regularly in the Hall and are approved by the Management Committee. Membership will be renewed annually. 5.3. The SVHA has a management committee of 9, 4 regular volunteers and it has consulted regarding the project to ascertain, co-ordinate and reflect the views of the community it represents. 5.4. The grant will allow SVHA to refurbish the hall and comply with disability access. Sandford Village Hall was last upgraded in 2000. The fabric of the hall internally/externally has deteriorated to the point where a full programme of repairs/refurbishment are required as evidenced in a condition survey in 2021 completed by HOLLIS. The survey also identified areas where the hall is non- compliant with disability access legislation. accessible toilet dimensions; internal door widths; gravel parking area and the access/egress paths. 5.5. The project requires capital funding to cover project management fees to coordinate the construction and refurbishment works, which will include a disabled access toilet, replacement internal doors and standards to comply with wheelchair access, replacement windows, interior décor and gravel a parking area with wheelchair access and egress paths. 5.6. The project has been established in response to community demand, it will improve rural exclusion, events, and leisure activities for the area. The project will support Theme three of the REF priorities, Healthy and Active Communities. 5.7. The application scored 27 and 32 out of 53 by the 2 appraisers during the assessment process which averages as 29.5 and which permits an intervention rate of up to 55% of eligible costs. 61
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5.8. All REF awards are subject to suitable match funding being secured. The REF grant sought is 55% of the project value with the match funding as set out below. Funder Stage Value Banks Kypemuir Community Fund Confirmed £39,700 SLC Renewable Energy Fund Grant (55%) £49,167.20 Total project value £88,867.20 5.9. The project is scheduled to commence in October 2022 and be complete by June 2023. Officers will work with the applicant to monitor progress and any impact on the timescales. 6. Employee Implications 6.1. There are no employee implications arising from this report. 7. Financial Implications 7.1. The awards will come from Calder Water and Kype Muir windfarms 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. 8. Climate Change, Sustainability and Environmental Implications 8.1. The projects will support the sustainability of rural villages of Gilmourton and Sandford and strengthen rural wellbeing by providing improved leisure activities and facilities within the rural communities. 9. Other Implications 9.1. The risks associated with the project are focused on the potential for cost overruns, delays to the projects or match funding not being secured 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. 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. David Booth Executive Director (Community and Enterprise Resources) 15 September 2022 Link(s) to Council Values/Priorities/Outcomes Working with and respecting others Ambitious, self-aware and improving Accountable, effective, efficient and transparent Focused on people and their needs We will work toward a sustainable future in sustainable places We will work to recover, progress and improve 62
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Previous References None List of Background Papers Completed REF Grant Application Form for application number 774 Completed REF Appraisal Scoring Sheet for application number 774 Completed REF Grant Application Form for application number 748 Completed REF Appraisal Scoring Sheet for application number 748 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 63
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Blantyre Town Centre Strategy and Action Plan 1. Purpose of Report 1.1. The purpose of the report is to:- update the Committee on the outcomes of the Blantyre town centre consultation and request approval of the town centre Strategy 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the outcome of the consultation process be noted; (2) that the amendments to the Blantyre Town Centre Strategy, as detailed in section 4.3 of the report, and the Strategy be approved; and (3) that the Executive Director (Community and Enterprise Resources) be authorised to proceed with implementation of the Strategy. 3. Background 3.1. Members may recall that that this town centre Strategy and Action Plan for Blantyre is the last in a rolling programme of 4 town centre Strategies for Hamilton, Cambuslang, Larkhall and Blantyre. These Strategies seek to engage with local businesses and communities throughout South Lanarkshire and create a dynamic Action Plan to tackle issues within the various town centres and help repurpose them for the future. 3.2. The nature of town centres across the UK is in a transitional stage. The range of issues involved in the challenge’s town centres are facing are broad and complex. Factors such as previous economic downturns, the COVID-19 crisis, internet shopping, the growth of out-of-town shopping malls, changes in retailer’s business models and consumer expectations have resulted in a decline in town centre footfall. 3.3. Strategies and Action Plans have already been approved for Hamilton, Cambuslang and Larkhall and approval is now being requested in this report for the attached Strategy for Blantyre. 3.4. To produce the Strategies, audits have all been completed in consultation with Scotland’s Towns Partnership and this has helped to inform the Strategies and Action Plans along with a specifically designed community engagement and consultation process which now required to be undertaken for Blantyre as the latest town to be covered by the programme. 10 65
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3.5. Some of the issues are local and specific to individual towns, however, many are issues seen across the country influenced by wider economic patterns, consumer behaviour and corporate decisions. 3.6. Supporting our town centres remains a Council priority and we continue to work closely with the appropriate groups and organisations in each town through a partnership approach to achieve our common goals. In the case of Blantyre, the key partner is the Blantyre Business Community and Blantyre community council with a focus on town centre regeneration. 3.7. Local communities remain supportive of their town centres and have a desire to see them thrive. The way in which they use their town centres is, however, very different to that of a generation ago. It is broadly accepted that the traditional function of a retail town centre needs to change to meet the needs and expectations of modern communities. 4. Current Position and Next Steps 4.1. South Lanarkshire’s town centres support a diverse range of economic, social, and civic functions. In common with the rest of the UK, our town centres have felt the effects of both the previous economic downturns of town centres and changes in shopping patterns. 4.2. Despite these challenges Blantyre town centre retains numerous assets that provide a solid foundation to help develop the centre to adapt to societal changes and provide a place that people will continue to wish to visit and spend time. 4.3. Following the completion of the consultation, officers updated Blantyre elected members and the Blantyre Community Council to consider the consultation feedback. In this regard it was noted that the outcomes from the consultation broadly supported the priorities and actions set out in the Strategy for the Town Centre, but additional information was provided that impacts the wider community plan. The following alterations have been made to the Strategy:- insertion of the findings of the consultation remarks to related sites out with the town centre sphere of influence but that have potential impact 4.4. The Blantyre Town Centre Strategy and Action plan (Appendix 1) sets out a range of initiatives which the Council will pursue with partners to support the vitality and viability of the town centre. The private sector has a key role in providing shopping services and leisure offers that will attract and meet the needs of the local community. Private sector support coupled with strengthening links between local businesses and the community will provide a strong base from which to drive town centre activity forward. 4.5. The Strategy lays out a series of objectives for which Blantyre which are consistent with the with the activity being promoted by Scottish Towns Partnership (STP) and others, namely a collaborative approach across all sectors is the only way to bring meaningful and sustainable regeneration. 4.6. Subject to the approval by the Committee, Officers from Economic Development will implement the plan and liaise with other Services and partner organisations to deliver the outcomes agreed. 66
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4.7 Finally, the Strategy presents a town centre Action Plan which captures the priorities for Blantyre and illustrates where resources and activities should be focused. The action plan will remain a live document with projects and priorities being delivered on an ongoing basis. 5. Employee Implications 5.1. The implementation of the Plan will be taken forward by officers within Economic and Sustainable Development Services. 6. Financial Implications 6.1. Implementation of the Strategy will focus on the co-ordination of activity and events that will be funded through existing resources. The financial resources required to deliver the objectives of the Action Plan will be considered on a project-by-project basis. In addition, the strategy provides a basis to support funding bids from a range of sources however it is important to note that much of success of the plan will relate to support and investment from the private sector and the buy in from the community by increasingly using their town centre. 7. Climate Change, Sustainability and Environmental Implications 7.1. The recommendations in this report and the content of the strategy and action plan aim to align with the Council’s climate change and sustainability policies and bring forward meaningful change in the town centre in support of these aims. 8.1 Other Implications 8.1. The risks associated with not supporting the proposal is that Blantyre Town Centre will not have a coordinated approach to the challenges it faces. The support and partnership working within Blantyre Town Centre could be lost leading to a loss of activity in the town centre. The Council’s reputation could also be damaged if it is not seen to actively support and encourage business initiatives and investments in Blantyre Town Centre. 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) 14 September 2022 67
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Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resource Committee 7 December 2021- Blantyre Town Centre Strategy and Action Plan - Consultative Draft - List of Background Papers Blantyre Town Centre Strategy and Action Plan (Appendix 1) Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Ross, Planning & Economic Development - Montrose House, Hamilton Ext: 4227 (Tel: 01698 454 227) E-mail: iain.ross@southlanarkshire.gov.uk 68
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A strategy for Blantyre town centre Blantyre 10 69
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Contents Introduction Blantyre town centre map Background context A vision for Blantyre Aims and objectives Opportunities and challenges Consultation with Stakeholders Consultation outcomes Town centre action plan Theme one - Physical environment Theme two - Accessiblity and transport Theme three/four/five - Attractive Community and Business Environment Monitoring and reporting Next steps 1. 2. 3. 4. 5. 6. 6a. 7. 8. 9. Page 1 Page 2 Page 3-4 Page 5 Page 6 Page 7-8 Page 9 Page 10-11 Page 12-15 Page 16 Page 17 70
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1. Introduction South Lanarkshire Council (SLC), working with Blantyre Community and town centre partners, seek to support change that promotes additional vibrancy and vitality within the town centre and support its sustainable future. To support this, SLC commissioned a ‘Your Town Audit’ (YTA), conducted by Scotland’s Towns Partnership and EKOS, which was completed in June 2018 and provides a comprehensive audit of Blantyre. Although the YTA study was pre COVID-19 the underlying issues are still relevant and will continue to influence the town centre post pandemic, and as such is a relevant base point to use. This is a five-year strategy from 2022 supporting actions to assist in the development of Blantyre town centre to respond to the current and future issues. The strategy seeks to support and coordinate action aimed at revitalising Blantyre town centre, keeping relative to the community’s needs whilst supporting local business to develop and grow. It is a partnership between public and private sector for mutual benefit, creating a range of supports that are relevant and enjoyed by local people. This strategy document sets out a range of initiatives which will contribute both in the short and long term to town centre activity by establishing a welcoming, safe, and attractive centre to encourage footfall, create and support employment, and generate additional spend. Critical to the success of the strategy is partnership working. This will help to secure project goals and coordinate combined effort across public, private, third sectors and the local community for its successful delivery. Town centres are a key part of successful places and have an increasingly important role in building stronger, more sustainable communities. Alongside towns across the UK, Blantyre has been challenged by changing patterns of use and shopper behaviours and this, plus the current pandemic issues have all impacted on their ability to support their community. To maintain their vitality and relevance, town centres must now react to social and economic changes and consider their offer, purpose, and value to communities. Page 171
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Blantyre town centre St Andrews 15 28 10 96 90 14 37 26 82 30 1 to 11 El Sub Sta 5 to 39 32 BOSWELL DRIVE 8426 75 8 5 33 13 to 19 CALDER STREET 36 71 2 235 237 43 5 62.8m 68.6m CALDER STREET 78a 118 2 24 34 30 12 129 98 19 28 15 74 MAYBERRY GRANGE Library El Sub Sta Parish Hall 21 1 18 20 40 31 6 to 12 15 29 39 BLANTYRE 30 CAMELON CRESCENT 76 272 to 137 61.3m 261 STONEFIELD ROAD 18 30 St Joseph's Church PH 233 271 7 PH Willie Devine Health Centre Elm Court 13 HERBERTSON STREET 2 Industrial Estate Church 30 Posts CHURCH STREET Centre Police Station 21 St Andrew's 3 9 9 3 ROSENDALE WAY 19 7 Works 60.5m Tank 17 32 26 Telephone Posts 22 Community 9 35 38 28 11 6 Church ESS Skateboard Bowl Shelter 4 to 6 Mast Filling Station 82a ESS Livingstone Memorial 249 Shelter Surgery Presbytery Nursing Home 244a (Football Ground) 94 100 42 1 to 7 61.3m 1 Sub Sta 59.2m El 36 JOHN STREET GARDENS 12 Council Offices 57.1m 19 45 21 Blantyre Public Park 3 STONEFIELD PARK 37 18 VICTORIA STREET Parkholm 22 to 28 63 87 10 17 133 Car Park 40 to 56 241 262 254 1 243 21 34 5 LB 148 2 12 1 3 PH 285 4 32 131 287 22 to 32 10 to 20 22 33 to 49 33 to 39 15 to 31 8 2 PLACE 295 67.4m to 38 Miners Welfare Post Office 1 to 5 Institute Tank Shelter 21 15 8 ESS 251 251a Tank 6 75 Surgery 242a 26 26 13 14 3 1 103 101 102104 NEIL GORDON GATE 23 21 17 88 86 244 to 248 2 to 12 Primary School Auchinraith 4 to 28 15 to 25 Calderside Academy 251 253 El Sub Sta 2 239 258 PRIORY STREET 252 20 264 266 1 to 3 229 82b ESS Centre El Sub Sta2 34 77 to 83 38 18 to 24 11 1 to 7 28 63 76 to 92 70 72 76 39 STATION ROAD Hall Primary School Clydeview Cottage Woodend Centre El Sub Stas Shelter Clydeview Shopping Ruin Shelter Line of Posts Mast 131 to 133 Play Area Ps DEVLIN Works GROVE TCB 12 13 39 25 17 24 9 7 8 Posts 1 to 11 Auchinraith Exchange 11 8a Sports Centre 1 Church Hall 30 2 JOHN STREET 15 2ELM STREET Pavilion GLASGOW ROAD 14 PARK LANE Castle Park 4644 23 44 42 38 36 40 45 18 5 El Sub Sta 26 242 32 223a NORDIC GARDENS 15 5 1 8 1a Filling Station 24 120 270 140 138 16 92 2 to 8 8 to 15 Roxburgh Place to 38 to 44 1 13 23 34 16 31 to 37 4 33 COLDSTREAM 4 9 78 69 10 38 1 61 65.8m 265 VALERIO COURT 28 223b 2 223c CALDER STREET 289 225 to ROWAN PLACE 142 Hall Shelter 250 256 274 260 Church 239 23 16 1 GLASGOW ROAD 13 65.5m 57 20 St Joseph's 268 4 26 14 Calderside Nursery 259 MAYBERRY 49 STREET Dental 16 JOANNA TERRACE CAMELON CRESCENT 69 Page 2 Road to Railway Station Council offices Leisure Centre Asda Car park Police Station Health Centre Stonefield Park Blantyre Social Care Community Hub Library Schools Care Home St Josephs Church Improved Retail Space Thistle Credit Union Post Office (Londis) Town centre boundary KEY Stonefield Park Calderside Academy Auchinraith Primary School 800 yds to train station and David Livingstone Centre © Crown copyright and database rights. Ordnance Survey 100020730 Victoria House Care Home 72
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Page 3 2. Background context Blantyre is a suburban town approximately fifteen miles south-east of Glasgow. It is bounded by the River Clyde to the north, the Rotten Calder to the west, the Park Burn to the east (denoting the boundary with the larger adjoining town of Hamilton) and the Rotten Burn to the south. The town is very well connected by bus and rail to Hamilton, Glasgow, Central Scotland, and the wider South Lanarkshire. Blantyre’s core retail area is focused on Glasgow Road, a busy A-class road leading to Hamilton and Cambuslang in either direction which connects to the East Kilbride Expressway and M74 motorway onward to Glasgow and wider West Central Scotland. The town centre area provides access to local services which, alongside a mix of retailers and business services, includes a library, police station, youth with proposed new modern units which will help encourage businesses back to this part of the town centre. The current town centre has a mix of goods and services available to the consumers including convenience stores, charity shops, hairdresser, beauty salon, post office, health clinics, travel agent and a florist. There are also several leisure facilities located in and around the town centre including Blantyre Leisure Centre, Dance Central as well as a children’s play area, skate park and football pitches located at a large public park known as Stonefield Park. The YTA conducted in 2018 found that 70% of retailers are independently owned alongside several national chains including ASDA, Greggs, and Optical Express accounting for c.30% and of the total businesses in the town centre, 50% serve the evening rather than day-time economy. In line with other town centre’s across the UK, the Blantyre town centre has experienced challenges due to several factors such as previous economic downturns and austerity measures, the current coronavirus (COVID-19) crisis, decreasing consumer confidence and disposable income, the rise of convenience culture and the progressive rise of internet sales and digital high street. Although the Your Town Audit reported that 21% of the town centre retail units are vacant, this vacancy rate has reduced with the redevelopment of the Clyde-view Shopping Centre and ASDA store. The findings of the 2019 Community Action Plan have also been considered as part of this strategy and the findings have been used to influence the findings and outcomes. centre, community centre, credit union and Post Office (within Londis convenience store). The town centre provides a focus for local peoples and within walking distance of the town centre is the rail hub, with connections to Glasgow and wider central Scotland and the David Livingston Centre, a national heritage attraction. One of the highlights in town every summer is Blantyre Gala Day, providing a weekend of fun and entertainment. The popularity of this event shows the potential appetite for similar events to be scheduled throughout the year to encourage footfall in the town centre. The redevelopment of the Clydeview Shopping Centre area in 2019 saw improvements and upgrades made to the ASDA store, adjoining car park and petrol station. The vacant retail and office units on Glasgow Road have been demolished and will be replaced 73
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The town’s population has grown over the past decade and is projected to grow further. The YTA audit confirms that the population of the town has increased by 2% over the ten year period from 2006-2016 which contrasts with the average 5.7% increase recorded from other YTA audited towns. At 3%, the town centre has a slightly higher housing vacancy rate that the 2% average across Blantyre as a whole, meaning there is opportunity to increase the town centre population base and its customer base. Although retail remains a fundamental part of a healthy town centre, leisure activity, café culture, evening economy and local services for local communities have an increasing role and importance within the town centre. As highlighted in the previous section, Blantyre is well served with a range of goods and services it presents to its consumers. The opening of the Costa Coffee drive- thru, granted planning permission on the 6 June 2019 will add to the daytime provision of ‘café culture’. In addition, the re-opening of David Livingstone Centre in July 2021 will reinstate one of Blantyre’s iconic attractions. Following a £9.1 million regeneration, the Centre now includes a new exhibition space in historic shuttle row tenements where the Blantyre has the potential to be a more thriving and successful centre. explorer was born and raised, a newly refurbished shop and café, new children’s play park and 11 hectares of free to access parkland. This strategy and action plan will focus on a range of short and long term actions that will make the town centre more attractive to a local customer base by encouraging private sector involvement, enhancements to the physical environment and softer regeneration initiatives such as marketing and events. South Lanarkshire Council, together with a range of partners and stakeholders have an interest and role in reacting to changing behaviours and recognising that Blantyre town centre must diversify its offer to give users the broadest range of reasons to visit and spend time there. The private sector has a key role in providing a shopping, service and leisure offer that will attract and meet the needs of the local community. The public sector has a role in ensuring that planning, investment, development, and other relevant policies maximise the attractiveness of the business environment. The wider community must be encouraged to support local business and safeguard the vitality of the town centre. Page 4 The regeneration of Blantyre town centre is a collective responsibility 74
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3. A vision for Blantyre The vision statement reflects the wider South Lanarkshire aspirations and the outcomes of the Community plan for Blantyre town centre providing a direct link from wider Scottish/South Lanarkshire strategy to the community aspirations for their local centre to be a focal point for social and community activity for their town. Page 5 The vision for Blantyre is of an attractive, commercially successful, community focused, welcoming town centre which generates a sense of civic pride in its citizens. Blantyre town centre has the potential to develop the quality and breadth of its offer and the appeal of place. The town centre must build on its strengths, celebrate its heritage, town centre connectivity and facilities associated with its town centre core. The town can build on a range of current initiatives and trends such as local shopping and more specialist markets, associated with the increasing appeal of place and the importance of connections to modern living. A sense of place is the collection of qualities and characteristics that define a location. Sense of place is what makes Blantyre distinctive and creates its appeal. Blantyre has well developed social networks and an active community. It has excellent accessibility and good quality greenspace close at hand, including a current application for a local nature reserve on the outskirts of town. The town needs to ensure that it can promote these advantages and present itself as a great place to live, shop, work and play. The vision for Blantyre town centre therefore seeks to build on these strengths to create: Capturing investment, building confidence in the business community, engaging residents, and strengthening enterprise activity can all be better supported through collective action with South Lanarkshire Council, businesses and local community interests all committed to facilitating the delivery of the strategy through further engagement. An attractive, safe, and welcoming town centre providing a focal point for all sectors and age groups of the community to connect. A successful town that meets the needs of the community it serves. A town that remembers and retains its heritage. • •• 75
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4. Aims and objectives The aim of the Blantyre Town Centre Strategy is to create a town centre that is an attractive, commercially successful, sustainable, and vibrant place for people to live, work and socialise. The Scottish Government have completed a wide range of work identifying good and best practice to support the quality of local and regional centres. Key initiatives include: Business Improvement Districts The Scottish Governments Town Centre Action Plan and Toolkit A policy framework based on Designing Places, Designing Streets Town Centre Audits •••• Objective one: To support sustainable town centre growth, mixed use development and investment opportunities through planning and economic development initiatives in line with the Town Centre First policy initiative. Objective two: To ensure that the town centre accessibility and movement is inclusive and supports all modes of transport and meets the needs of users through measures to ensure convenient and safe access by foot, cycle, car, and public transport. Objective three: To ensure that the town centre has a welcoming, safe, and attractive physical environment that supports the needs of both business and town centre users and provides a focus for community life and events. Objective four: To improve the commercial viability of the town centre by supporting enterprise through business advice, training, events, marketing, finance, and other support measures for existing and potential new businesses. Objective five: To exploit the opportunities of digitalisation for business growth and usage of the town centre. Objective six: To create conditions for social regeneration and improve the health and wellbeing of the community, particularly through the reduction of fear of crime and anti-social behaviour - creating a town centre that is welcoming to all and safe with strong sense of community. The links to these objectives are shown in column five of the action plan in section eight. Page 6 The strategy seeks to set out a range of objectives for Blantyre Town Centre and outlines in the Action Plan where resources and activities should be focused to deliver the desired outcomes. There is no one solution or intervention which will address all the issues facing the town centre. The issues and solutions are wide ranging, interrelated and complex. The approaches and actions adopted will need to be given time and progressed as a coordinated suite of measures to deliver the most effective impact. Regeneration requires long term sustained activity and initiatives and these actions need to be delivered flexibly. Scotland’s Towns Partnership, who completed the Your Town Audit (YTA), also provide a useful resource at sharing best practice. South Lanarkshire Council, together with partners and stakeholders believe that the Strategy and related actions should be framed through the following objectives. These objectives reflect national, regional, and local policy and the commitment of the council and town centre partners to supporting inclusive growth through the Local Outcome Improvement Plan. This strategy takes the theme from the 2019 Community Action Plan and wider strategic documents to detail actions to be considered for mutual benefit. This thread runs through all the hierarchy of plans below, taking the broad aspirations to a logical and achievable outcome. Promoting inclusive growth (SL Community Partnership, Community Plan) Support the local economy by providing the right conditions for inclusive growth (SLC Connect Plan 2017-2022) Glasgow Road and shopping facilities (Blantyre Community Action Plan theme) Blantyre Town Centre Strategy South Lanarkshire Development Plan 2- Chapter 4 Economy - The support of Blantyre as a strategic centre and the policy to safeguard and support them in adapting to the changing needs of occupiers and technology. 76
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Page 7 5. Opportunities and challenges Opportunities Good access to local services Good road and rail links to central Scotland and the wider South Lanarkshire area Local greenspace (Stonefiled Park) Close proximity to M74 Proximity to East Kilbride Expressway and M74 motorway onward to Glasgow and West Central Scotland Growing population Distinctive local heritage (David Livingstone) Strong community involvement Sport and Leisure Facilities Civic Pride Gala Day Event Youth Centre (Terminal One) More working from home Challenges Use and control of town centre parking Perception of High Blantyre and Blantyre Attractiveness of Blantyre Town Centre Cycle parking facilities A safe environment COVID-19 issues High levels of deprivation in small pockets of the town centre Communication strategy to market events Ensuring the town centre is accessible to all sectors and age groups of the community Lack of programme for social and leisure events COVID-19 issues Physical/Environmental Physical/Environmental •• ••• •••••• Social/cultural Social/cultural •••••••• ••• •• On the 23 March 2020, the COVID-19 pandemic led to high streets, town and city centres effectively close for business as a ‘Stay at Home’ order was announced by the Government. Most retailers, offices, restaurants, coffee shops, cultural and leisure destinations shut their doors, as only essential stores were allowed to stay open. Following months of on and off coronavirus lockdown, non-essential retailers were able to re-open their doors. However, the evolving COVID-19 situation is complex with retailers having to adapt their operations and commercial decision making to rapidly to reflect the new day to day reality. The impact of COVID-19 is still not known at this time and as such the Town Centre Strategy needs to encourage and support the development of new actions and flexible plans to respond to not only the challenges but the opportunities to out-perform their less agile competitors, increasing the focus on improving the experience at Blantyre Town Centre as an attractive place to dwell, shop, see friends and run errands. The specific opportunities and challenges that relate to Blantyre Town Centre are as follows: 77
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Page 8 Opportunities Vacancy rate is low at the time of writing Strong evening economy High proportion of independent traders - opportunity for distinctive offerings Local banking provision Commitment of relevant partners SLC Business Support team SLC Community Planning Partnership Opportunity to coordinate town centre activity through the strategy Challenges Daytime economy is not as strong as the evening economy Competition from within and edge of town supermarket and discount retailers Lack of mix of use Online competition Traditional shopping hours (no late-night shopping 5-8pm) No town centre wifi Vacant units and the ability to attract a diverse range of businesses to balance day and evening COVID-19 issues Limited local authority and central government funding available Ensuring that all public and private investment in Blantyre directly benefits the town and its community Economic/Commercial Economic/Commercial ••• • •• ••••• • Policy Policy •••• •• The above assessment indicates that the challenges for Blantyre are broad and varied however there are a number of areas of opportunity which can be exploited to the benefit of the town centre. Blantyre has a mix of opportunities and constraints that impact on the appeal and functionality of the centre. Many of the opportunities and challenges result from a legacy of historic conditions (shop closures, street patterns) and business practices (retail mix/shop opening hours) and changes in consumer buying behaviour (digital shopping). Key areas to review and address include: Strengthening the appeal and the experience of the centre and not only making it a more attractive but safe place to visit and mix leisure/retail experiences with the evolving COVID-19 pandemic situation. Reviewing town centre parking and sustainable modes of transport arrangements that could address any perceived barriers to accessing and using the centre. Building on Blantyre’s heritage and community spirit with a targeted program of events, marketing, and softer regeneration initiatives. Adapting to the new day to day reality with the evolving COVID-19 pandemic. • • • • 78
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6. Consultation with stakeholders As the local authority South Lanarkshire Council has powers and resources in key areas of planning, investment and business support that influence economic growth. Decision making and resource allocation in these areas will support the strategy. Page 9 Importantly, there are partners and stakeholders whose commitment is required to work towards a common goal of improving the physical, economic, and social conditions of the town. These include: MP, MSP’s, and local Councillors Scottish Government Scotland’s Towns Partnership South Lanarkshire’s Community Planning Partnership Business owners/managers Property owners Blantyre Community Police Scotland (local community policing team) Local social media groups and networks • • • • • • • • • Successful delivery of the strategy will require commitment from all stakeholders working in partnership with SLC to support fundraising and project delivery of elements of the action plan. As part of the development of the strategy the following groups were involved in discussions; Blantyre Community Council, Blantyre Futures, Blantyre Community Committee, Blantyre Volunteer Group, Blantyre Miners Welfare, Blantyre Soccer Academy, Community Links, Hyper Cyber, Lanarkshire Credit Union, Liber8/Beacons and Terminal One. We would like to thank them and all who took part, for their assistance in completing this strategy. 79
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6a. Consultation outcomes To ensure that the strategies outcomes are matched to the community’s wishes, a public consultation was planned for February March 2022. Due to uncertainty regarding the status of COVID-19 the decision was made to hold this as a virtual consultation supported by an online town hall and notice board App, local flyers with copies of the draft strategy made available in town centre businesses and public spaces. This was held from the 28th February to the 3rd April 2022 and resulted in 419 visits to the site and 217 survey responses. The responses are summarised below. The split in response was 69% female and 30% male 1% with no preference. The key age group participation was between 35-44 years old at 33% followed by 55-64 and 45-54, both at 19%. 52% came from the wider Blantyre area with 36% identifying as residing in the town centre area itself. 49% stated they visited the town centre most days with an additional 35% at least once a week with 64% coming by car and 31% walking. The challenges facing the town centre were listed as per the draft strategy and participants were asked for comment on the most urgent. From this the 1st ranking issue was vehicle parking followed by the current economic conditions and empty buildings, used either as shops or housing, both adjacent and above shops. However, after parking a cluster of challenges were close in ranking and as such all these should be considered. These are: Vehicle Parking Doesn’t cater for the communities needs Empty upper spaces in buildings The current economic conditions Edge of town supermarkets The changing economic conditions • • • • • • When proposed projects to help support the town centre, the main point brought up were activities to support a reduction in crime/ greater safety followed by redesigning the street parking to provide short term drop off collection and loading space and redesign the streetscape. The top answers are below: A reduction in crime, greater safety Redesign the streetscape Redesign street parking to provide short term collection and loading space Create a Civic space for public use and events When asked to rank all the choices for solutions relating to the action plan the lead items changed but were similar. A review of parking arrangements was the highest priority followed by the list below: Review of Town Centre parking arrangements Review of car accessibility in town centre Review of interaction between wheeled and pedestrian traffic Introduction of cycle ways • • • • • • • • • Page 10 80
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When asked how easy it was to use Blantyre Town centre by car it was a mixed response with 48% though it was easy or very easy with 47% stating it was difficult or very difficult. The question of disabled access although answered by fewer participants showed 22% or responders stating it was difficult or very difficult against 12% stating easy or very easy. Overall 63% of participants thought that it was easy or very easy to navigate through the town centre to a destination of they’re choice. When asked, 48% of responders stated they used public transport in Blantyre town centre with 66% agreeing or strongly agreeing that the town is well served by public transport. The question was asked if they agreed that bringing more residential property into the town centre and 56% of responders either agreed or strongly agreed. The question was asked if events and promotions and events would impact on their decision to visit the town centre and 70% stated it would make them more or much more likely to visit. When asked which type of event the spread was even with 79% interested in markets, 64% in community events and 62% for seasonal events. The question asking if there was enough activity for young people came back with an 89% disagree or strongly disagree answer. The same question for older people was an even split between agree and disagree. When the question was asked is Blantyre suitable for older people the response was 47% agreed or strongly agreed and 53% disagreed or strongly disagreed. When asked if the local retail and service market catered for their needs 64% responded that the local market doesn’t cater for their needs. 92% of people were unaware of any availability in the town centre, however when asked if free Wi-Fi would make the town more attractive to visit 65% said no. In addition, a submission on the future for the town centre and wider areas was provided by Blantyre Community Council and the relevant sections for this has been used to refine the Strategy and action plan. Included in this submission were issues relating to parking and community facilities for areas out with the remit of the Town Centre Strategy. These will be passed to SLC Officers dealing with the wider Community Plan and sites concerned for appraisal and response. The conclusions to this are that wheeled traffic and the associated issue of parking access are important and there is support for the development of the streetscape to support a better mixed use for wheeled access. The community support the setting up of events to increase the use of the town centre, providing increased footfall for the existing businesses and to attract new people to the town centre. There is a strong feeling that there needs to be more focussed activity for younger people to attract them to the town centre. The action plan has been adjusted to support these findings. Page 1181
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Page 12 Initiative Project Actions/progress - 2021 Lead Town Centre TCAP Timescale partner Objective (TCO) Shopfront improvement scheme Funding plan Greenspace improvements Upgrade of leisure facility Refreshing of shopfronts (cleaning for cosmetic purposes) Development of funding package for the Action Plan Improvement/upgrading of existing greenspace Upgrading of Blantyre Leisure Centre Consultation with landlords and business owners Identification of funding options and timetable for submitting bids Discuss the options for greenspace improvements Based on the report presented at South Lanarkshire Council meeting 25 March 2020 assess options and funding issues Business community SLC and partners SLC and partners All 1/3 All 3 3 VLE All VLE VLE 24 months 6-12 months 6-12 months 36 months Action Plan theme one: Physical Environment The tables below detail the range of projects and initiatives along with the potential framework of delivery, although this will be dependent on several factors such as COVID-19 restrictions, availability of funding and market research. The action plan is broken down into three main themes: • Physical Environment • Accessibility and Transport • Attractive Community and Business Environment Each project within the theme are listed relating to the initiative they support followed by project details, progress to date, partners links to council and government objectives and finally timescale. Column five relates to the objectives on page six, and the initials in column six shows the link to the Scottish Government’s Town Centre Plan (TCAP) objectives and the category under which they would fall. These categories are: Town Centre Living (TCL), Vibrant Local Economies (VLE) , Enterprising Communities (EC), Accessible Public Services (APS), Digital Towns (DT) and Pro-active Planning (PaP). 82
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Page 13 Action Plan theme two: Accessibility and Transportion Initiative Project Actions/progress - 2021 Lead Town Centre TCAP Timescale partner Objective (TCO) Parking provision Active travel Review of park and ride strategy across South Lanarkshire Parking demand management review Residents Parking Permit Zones (RPPZs) Provision of cycling parking. Promotion of walking/cycling routes to improve physical and mental health Agreed at SLC Community and Enterprise Resource Committee 04/02/2020, further consideration will be given to expanding parking opportunity at nearby park and ride facilities at Newton Station Agreed by SLC Community and Enterprise Resources Committee 22/01/19, Blantyre is included in Phase three of the review (timescale tbc) Agreed by SLC Community and Enterprise Resources Committee 04/02/2020, to bring forward localised restrictions in the short term Agreed by SLC Community and Enterprise Resources Committee on 15/09/2020, Active Travel Projects 2020/2021 report outlining Cycling parking provision on Glasgow Road, Blantyre programmed for completion in the coming months Active Travel Studies to be commissioned and carried out for Blantyre Spaces for People initiative which provides support to town centre’s, to enable the local community to make essential trips by active travel methods Further publicity campaigns, building on the first to again encourage local shopping is to be undertaken in the coming weeks/months SLC SLC SLC SLC 2 2 2 VLE VLE VLE ongoing 12 months ongoing 24 months 83
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Page 14 Initiative Project Actions/progress - 2021 Lead Town Centre TCAP Timescale partner Objective (TCO) Business forum Town centre marketing Town centre event programme Commercial Strategy Promotion of SLC service support (Business Gateway and Business Support Team) Town centre hanging baskets and murals Creation of a wifi zone Development of a Blantyre Business Forum Development of marketing strategy for Blantyre business sector Development of events strategy - weekly, monthly and annual program of community events to attract visitors to the town centre throughout the year Development of commercial strategy Support for existing and potential businesses with advise on property, grants and funding, business cases Brighten up the environment with town centre hanging baskets and murals Delivery of free wifi network Identify lead for business forum. Possible development of a newsletter or business forum Creation of a town centre app Consult with businesses and residents on potential events and identify funding options Identify lead for strategy development. Collation of ideas, innovation, business gaps, good practice from possibly other towns and resources Provide an overview of SLC service support and access options available Identify and review options Look at feasibility of creating a town centre wifi zone providing a free town centre network Business group SLC SLC and business group Business group SLC Community Council SLC and partners 4 3 3 4 4 3/6 5 VLE VLE VLE EC EC VLE EC 6-18 months 6-18 months 6-18 months 12 months ongoing 24 months 24 months Action Plan theme three/four/five: Attractive Community and Business Environment 84
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Page 15 Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) Digital Skills Training Crime and antisocial behaviour Blantyre ‘Something for All ‘ Provision of training for businesses and residents Reduction of fear and crime and anti-social behaviour Consider initiatives which will make the town centre more attractive to young families/young people and community in general Identify and review options Regular meetings between the local community and Police Scotland Identify and review options 5 6 3 DT TCL VLE 36 months ongoing 12-18 months SLC and partners Blantyre Futures Group SLC and partners 85
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• • 8. Monitoring and reporting Page 16 Objective Indicator Source of information 1 Progress with improvement in appearance of shopfronts SLC/C/BG 2 Progress with improving parking demand management SLC 2 Progress with provision of cycling parking and promoting SLC walking/cycling routes 3 Progress with improving/upgrading of existing greenspace SLC/CG 3 Progress with Town Centre Marketing Plan SLC/C/BG 3 Progress with Events Strategy SLC/C/BG 3 Progress with town centre murals/Hanging baskets CG 3 Progress with communication strategy SLC/C/BG 3 Progress with initiatives to make the Town Centre more SLC/C/BG attractive to young families/young people and community in general 4 Progress with developing commercial strategy SLC/C/BG 4 Business support provided for existing and new businesses SLC/C/BG 4 Progress with developing a business forum SLC and Business Group 4 Progress with the provision of community facility for SLC/C /BG hot desking 5 Progress with developing wifi strategy and training SLC/C/BG 5 Progress with provision of digital skills training SLC/C/BG 6 Progress with initiatives undertaken by Police Scotland Police Scotland The key indicators for assessing the results of the Action Plan, over a five year period are as follows: Indicator Data Source Baseline Retail profile - diversity/range of shops SLC/SG data Your Town Audit 2018 Vacancy rate (trend relative to average) SLC/SG data Your Town Audit 2018 Employment in town centre SLC/SG data Your Town Audit 2018 Community perceptions of town centre Blantyre Community Blantyre Community Action Plan Action Plan Residents living in town centre SLC/SG data Your Town Audit 2018 86
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9. Next steps Coordinated and sustained activity is key to supporting Blantyre Town Centre. The delivery of the range of projects and initiatives will require agreement across the range of partners and stakeholders but also a coordinated approach to delivery. Page 17 This needs to reflect the resources available across the partners, the alignment and deliverability of the various proposals and timescales. It is therefore proposed that the strategy provides a basis to consult with a range of partners and the local community. The consultation will have three main elements: These three elements will run concurrently. This combined approach will allow feedback from those in the town but also independent feedback from those in the town but also independent feedback from place-making professionals who can bring learning and best practice from across the country. The finalized plan for Blantyre Town Centre will be implemented in conjunction with local groups and organisations. The full findings of the consultation have been benchmarked against the action plan and will provide a strong baseline from which to benchmark the current performance of the town, measure the success of the plan going forward and give the ability to and knowledge to update/revisit when appropriate. The strategy will be used to engage with key stakeholders and to support funding bids and submissions for specific projects. Funding may be available through a variety of sources including the Regeneration Capital Grant Fund, Town Centre Community Funds and funds associated with any developer contributions, grants and public and private sector programs. Engagement and sharing the Town Centre vision, objectives and strategy with local people and is important to building a broad base of support for action. The ongoing events, consultations and facilitated workshops, taken together, will provide all parties with a clear understanding of the vision of the town over the next 5-10 years and allow all to work in a collective approach to delivery. • • • Regular Partner and Community Council engagement - sharing the plan with partners for initial feedback on the content Stakeholder’s engagement facilitated by SLC and partners Public engagement organized by SLC and partners through regular consultation to allow the community to consider the progress and feedback 87
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If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk Printed on 100% post-consumer-waste recycled paper. Published and designed by Planning and Economic Development Services, South Lanarkshire Council, September 2022. All material © Crown Copyright South Lanarkshire Council unless otherwise stated.88
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan - Quarter 4 Progress Report 2021/2022 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Community and Enterprise Resource Plan Quarter 4 Progress Report 2021/2022, for the period 1 April 2021 to 31 March 2022 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- [ (1) that the Community and Enterprise Resource Plan Quarter 4 Progress Report 2021/2022 as summarised in paragraph 5.2. and attached as Appendix 2 of this report, be noted; (2) that the key achievements made by the Resource up to Quarter 4, as detailed in paragraph 5.3. of this report, be noted; (3) that the areas for improvement and associated management actions as detailed in paragraph 5.4. of this report, be noted; and (4) that the additional scrutiny of changes in BRAG status between Quarter 2 and Quarter 4 as summarised at paragraph 5.5 and detailed at Appendix 3 of this report, be noted. 3. Background 3.1. The Community and Enterprise Resource Plan 2021/2022 was approved by the Executive Committee on 28 April 2021 and noted by the Community and Enterprise Resources Committee on 29 June 2021 and sets out the objectives and actions to be managed and delivered by the Resource for the financial year 2021/2022. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the Priorities set out in the Council Plan Connect 2017 to 2022. 3.3. Despite the easing of social distancing and other restrictions, the council continues to face financial and other impacts resulting from COVID-19. At times during the pandemic a number of services had to be suspended or reduced due to government advice, and the Council was also obliged to redirect resources so that it could deliver vital new services and supports for individuals, communities and businesses. There was an inevitable impact on performance in some areas, with some effects ongoing. 11 89
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4. Resource Outcomes 2021/2022 4.1. The Resource established a number of outcomes to support the delivery of the Connect Priorities in 2021/2022. These are detailed at Appendix 1. 5. Quarter 4 Progress Report 2021/2022 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 Progress Report 2021/2022, attached as Appendix 2. This report has been produced from the Council’s performance management reporting system IMPROVe, and uses a traffic light format with the following definitions to give a status report on each measure:- Status Definition Blue Project complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available Contextual Included for ‘information only’, to set performance information in context 5.2. The overall summary of progress is as follows:- Status Measures Statistical Project Number % Blue 0 7 7 14.3% Green 11 17 28 57.1% Amber 1 4 5 10.2% Red 1 0 1 2.0% Report later/Contextual 8 0 8 16.4% Totals 21 28 49 100.0% (Data correct as at: 28 April 2022) 5.3. Key achievements for 2021/2022 are noted below:- 5.3.1. Connect Priority Promote sustainable and inclusive economic growth and tackle disadvantage Resource Outcome Achievement All roads, footways and bridges and associated infrastructure are safe and fit for purpose The Road Condition Index (RCI) results (published in January 2022), indicate that 29.7% of our road network should be considered for treatment, compared to our previous figure of 30.6%. This is a further improvement, and our RCI figure for the network condition is 4.5% better than the Scottish average (34.2%). This places South Lanarkshire in 10th position for the 32 local roads authorities There has been a reduction in the number of road casualties in South Lanarkshire. In 2021, there were 252 road casualties according to the provisional road casualty figures, which is a significant reduction from 317 casualties in 2020, and 431 in 2019. These annual figures are an essential indicator to help us identify areas of concern. South Lanarkshire £22.11 million in additional sales was generated by 90
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is an attractive place to start, grow and locate a business businesses as a direct result of economic development intervention during 2021/2022. A reduced annual target of £5 million had been set in anticipation of a downturn in activity due to COVID-19, however, there are high projections of turnover growth by those businesses who are now engaging with economic development, seeking to invest in business recovery and growth. A fairer, inclusive, sustainable and low carbon economy The Full Business Case for Jackton Primary School was approved at Executive Committee on 2 February 2022, City Deal Chief Executive's Group (CEG) meeting on 3 February 2022, and City Deal Cabinet on 15 February. The contractor has commenced works on site. The new build school will be for residents of the East Kilbride Community Growth Area (CGA) and the surrounding area. Connect Priority Ensure communities are safe, strong and sustainable Resource Objective Achievement Successful and sustainable communities The consultative draft of the Blantyre Town Centre Strategy was presented to Community and Enterprise Resources committee in December 2021 (adding to those previously produced for Hamilton, Cambuslang and Larkhall). The strategy presents a town centre action plan which captures the priorities for Blantyre and illustrates where resources and activities should be focused. The action plan will remain a live document with projects and priorities evolving over time. Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth The Community Growth Area (CGA) sites in Newton, Ferniegair, Hamilton and Larkhall have had significant completions during 2021/2022, and the main part of East Kilbride has also now commenced. On average, each CGA is building faster than anticipated which shows that there is a demand for new build private housing across South Lanarkshire. In addition, the 'affordable' elements associated with the CGAs continues to add to the social rented stock, helping the council meet its affordable housing need targets. 5.4. Areas for improvement One measure has been classified as “red” (major slippage against timescale or shortfall against target). This is detailed below, together with the reason why, and the management action being taken. Ensure communities are safe, strong and sustainable Resource Outcome: Successful and sustainable communities Measure Comments/Progress Action by Manager Percentage of total household waste that is recycled The figure of 41.50% for 2021 is higher than the 2020 figure (40.5%) but remains below the target figure of 50.00%. Higher residual waste tonnages collected at the kerbside due to COVID-19 and home-working, high residual waste content in A project to improve recycling in tenement properties is due to commence in 2022/2023, funded via council’s investment initiatives fund. Furthermore, should 91
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bulk uplifts (black bag waste accepted), and more non- recyclable waste being disposed of in Household Waste Recycling Centres, are all factors that need to be taken into account when understanding the household waste recycling performance. more people start to return to work (rather than working from home) this may also have a positive impact on this measure. 5.5. Scrutiny of change in measure status (Blue, Red, Amber Green (BRAG)) A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed BRAG status from Quarter 2 to Quarter 4. A summary of the measures falling into this category of further scrutiny is included at Appendix 3. 5.6 2 measures were being monitored for contextual purposes only this year (primary and secondary school meal uptake). 6 measures have a ‘report later’ status, of which, four will be reported via the Local Government Benchmarking Framework in early 2023. Carbon emission data for 2021/2022 will be reported via the Climate Change and Sustainability Committee, and the 3 year business survival rate figure will be reported within a future Resource Plan progress report, once the data becomes available. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 6.2. Absence statistics are monitored and reported through the council-wide workforce monitoring report which is presented to each Resource Committee and the Employees Issues Forum. The absence rate for Community and Enterprise Resources from April 2021 to March 2022 was 7.7%, which is higher than the Council-wide figure of 5.9%. 7. Financial Implications 7.1. The outcomes within the Resource Plan are reflected in the respective annual Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change or environmental implications as a result of this report, however, a number of actions within the Resource Plan contribute positively to the Council’s Sustainable Development and Climate Change Strategy. 8.2. The Resource Plan takes into account Resource responsibilities in relation to sustainable development and climate change. 9. Other Implications 9.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 92
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10. Equality Impact Assessment and Consultation Arrangements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. David Booth Executive Director (Community and Enterprise Resources) 24 August 2022 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes 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 Quarter 4 Progress Report 2020/2021: 28 September 2021 List of Background Papers Council Plan Connect 2017 to 2022 – endorsed by the Executive Committee on 8 November 2017 and approved by the full Council on 6 December 2017: mid-term review of Connect endorsed by the Executive Committee 24 June 2020 Community and Enterprise Resources Plan 2021/2022 – approved by the Executive Committee on 28 April 2021 and noted by Community and Enterprise Resources Committee on 29 June 2021 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Gillian Simpson (Development Adviser) E-mail: gillian.simpson@southlanarkshire.gov.uk 93
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Appendix 1 Community and Enterprise Resource Outcomes 2021/2022 Connect Priority Resource Outcomes Ensure communities are safe, strong and sustainable • High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest • Successful and sustainable communities • The council addresses climate change by reducing carbon emissions, adapting to the impacts of climate change, and acting sustainably • Consumers and communities are protected, and public health is safeguarded • Vacant, derelict and contaminated land is brought back into productive use • Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Promote sustainable and inclusive economic growth and tackle disadvantage • A fairer, inclusive, sustainable and low carbon local economy • South Lanarkshire is an attractive place to start, grow and locate a business • All roads, footways and bridges and associated infrastructure are safe and fit for purpose • Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Get it right for children and young people • No resource outcomes for this priority Improve health, care and wellbeing • All school and nursery children have access to nutritious school meals • All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Delivering the Plan and achieving Best Value • Deliver and communicate the Council Plan and ensure high standards of governance 94
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IMPROVe - SLC Performance Management System Report printed on 28 Apr 19:16 Summary - number of measures green, amber and red under each Council Plan Priority / Theme Council Priority/ Theme Green Amber Red Report later / Contextual Total Promote sustainable and inclusive economic growth and tackle disadvantage 6 0 0 2 8 Get it right for children and young people 0 0 0 0 0 Improve health, care and wellbeing 1 0 0 2 3 Ensure communities are safe, strong and sustainable 4 1 1 4 10 0 0 0 0 0 Total 11 1 1 8 21 Page 1 96
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - Ensure communities are safe, strong and sustainable High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work and visit Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of streets found to be acceptable during LEAMS survey This is a Local Government Benchmarking Framework (LGBF) indicator. 2021-22 data will not be available until January 2023. 2020-21 results show that South Lanarkshire Council continues to score higher for its street cleansing service than the Scottish average, with 94.1% of streets surveyed found to be of an acceptable standard in 2020-21. This is down slightly from 94.8% in 2019-20, however we are still above the Scottish average. It should be considered that since March 2020 we have had to introduce a more fluid service to protect our staff who have been working at the front line during the Covid-19 pandemic to continue to ensure that our streets remain clean and tidy, bins are emptied, and fly tipping is removed. It should also be noted that the Street Cleansing service were finalists in the 2021 APSE Service Awards for the whole of the UK in the category of “Best performer in Street Cleansing”. Report Later 94.10% ------ 94.90% 94.80% 94.10% Land Audit Management System grounds maintenance score LAMS measures the quality of grounds maintenance based on surveys which are completed throughout the year. Taking all of this year's scores into consideration (72, 72, 74 and 67), the overall LAMS score for 2021-22 is 71.3, which is slightly below the target of 72.0. Amber 72.0 71.3 71.5 72.0 72.0 Successful and sustainable communities Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled Measure is reported per calendar year. The figure for quarter four (October to December 2021) was 37.21%. This equates to 41.50% for 2021, which is higher than the 2020 figure (40.5%), but remains below the target figure of 50.00%. Higher residual waste tonnages collected at the kerbside due to Covid-19 and home-working, high residual waste content in bulk uplifts (black bag waste accepted), and more non-recyclable waste being disposed of in Household Waste Recycling Centres, are all factors that need to be taken into account when understanding the household waste recycling performance. Red 50.00% 41.50% 44.30% 46.40% 40.50% Page 2 97
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - Ensure communities are safe, strong and sustainable Successful and sustainable communities Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of household waste sent to landfill in 2021 Measure is reported per calendar year. The percentage of household waste sent to landfill in 2021 was 8.66%, which is better than the 15% target. Green 15.00% 8.66% ------ ------ 9.71% Percentage of properties with Superfast Broadband >30Mbps This indicator is measured as the percentage of properties with access to broadband speeds of greater than 30Mbps. R100 has been investing in rural properties near Biggar, Thankerton and Stonehouse and further investment is scheduled during 2022. Any properties without >30MBps by December 2021 are eligible for voucher support from UK and Scottish Governments. Green 96.6% 97.0% 94.5% 95.8% 96.6% Town vacancy rates (vacant retail units as a percentage of the total units) This is a Local Government Benchmarking Framework (LGBF) indicator. 2021-22 data will not be available until January 2023. In 2020-21, the vacancy rate decreased. Positively, this put South Lanarkshire below the Scottish Average (12.4%). Vacancy rates across South Lanarkshire held up reasonably well through the first year of the Covid-19 pandemic, however, there is bit of fluctuation across the various towns, and we continue to work with the relevant stakeholders. South Lanarkshire is fortunate in so far as many of the smaller towns and settlements have no or very few vacancies. Economic Development are working with private sector, business groups and partners to deliver on town centre strategies, accessing Scottish Government regeneration funding and seeking to diversify uses in town centres to maintain viability and vibrancy. Report Later 12.4% ------ 10.4% 12.8% 8.8% Page 3 98
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - Ensure communities are safe, strong and sustainable Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Immediately available employment land as a percentage of total land allocated for employment purposes in the local development plan This is a Local Government Benchmarking Framework (LGBF) indicator. 2021-22 data will not be available until January 2023. In 2020-21, there was a slight decrease in the supply of marketable land as a proportion of total allocated employment land at 37.5%, which is down from 38.5% in 2019-20. This brings South Lanarkshire just below the Scottish average. A reduction in immediately available employment land is, however, a positive sign that South Lanarkshire remains an attractive investment location. The market for industrial space has been very active over the last 2 years with private developers taking advantage of strong demand and healthy rental levels at key locations to construct new industrial units for lease. Economic Development will seek to increase marketing of key investment sites as the new Economic Strategy is implemented and will also compliment this with support for new industrial development by the private sector, identification and appraisal of potential new investment sites, and opportunities to maintain an adequate supply of employment-land through collaboration with private and public sector partners. Report Later 37.5% ------ 39.1% 38.5% 37.5% Percentage of all planning applications approved The approval rate for quarter four was 98.1%, which is the highest of the year and continues to exceed the target figure of 95%. The overall figure for 2021-22 is 97.1%, which is slightly up on the 96.2% for 2020-21. Please note that the rolling target of 95% provides the service with scope to refuse applications (only where the proposal does not comply with policy). Green 95.0% 97.1% 98.4% 96.9% 96.2% Page 5 100
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage South Lanarkshire is an attractive place to start, grow and locate a business Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of business support interventions per annum by Economic Development (grants, loans or advice) 2,679 businesses have been supported during 2021-22. This includes SLC business support, Business Gateway referrals and advice, and businesses supported with Scottish Government grants administered by Economic Development (excludes taxi drivers and operators grants). As with the previous year, this number is embellished by the delivery of Scottish Government Covid-19 funding. Green 1,500 2,679 1,791 1,562 3,075 Number of jobs created or sustained per annum as a direct result of Economic Development intervention The target for number of jobs created or sustained has been exceeded. The majority of the results are due to safeguarding jobs in response the the Covid-19 pandemic. Green 350 1,095 812 943 ------ Increased value of sales generated by businesses as a direct result of Economic Development intervention The annual target was reduced from £10m to £5m in 2020-21 and 2021-22, in anticipation of a down turn in activity and investment by businesses due to Covid-19. However, there are high projections of turnover growth by those businesses who are now engaging with economic development, and our partners, and seeking to invest in business recovery and growth. The economy remains vulnerable though in the short term, as the full impacts of the pandemic, Brexit, the war in Ukraine and consequent disruption and uncertainty sustain risk levels. Green £5.00m £22.11m £13.09m £11.91m ------ Page 6 101
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage South Lanarkshire is an attractive place to start, grow and locate a business Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Maintain 3 year business survival rate The 3 year business survival rate figure comes from ONS sources, and is not yet available for reporting this year. The most recently reported data is for 2017-2020, when the 3 year business survival rate had fallen slightly to 53.2%. In 2016-2019 the figure was 54.4% (1.2% decrease). It is difficult to understand the reasons for this decline, as we are not closely involved in measuring this data. There is a ‘churn’ in business start up and failure, as this often encompasses self employment as a consequence of redundancy, often followed by shut down to take up new, secure employment. The new Business Gateway contractor, Elevator, who have just completed their first year of delivery in Lanarkshire, are specifically tasked with increasing business start ups and also to increase the business survival rate. In addition, we have refocused SLC business support grant funding towards improving these areas of performance. Additional Economic Development resources have been secured, with new officers focusing on key sectors, improved marketing and promotion, developing business networks and encouraging inward investment, which, it is hoped, will see these stats improve over the next 3 years. Report Later 62.00% ------ ------ ------ ------ Number of business gateway start-ups per 10,000 population This is a Local Government Benchmarking Framework (LGBF) indicator. 2021-22 data will not be published until January 2023, however, provisional figures suggest there were approximately 15.3 Business Gateway start ups per 10,000 population during 2021-22. This is an improvement on the previous year, which saw a reduction in recorded Business Gateway start ups owing to the impact of the Covid-19 pandemic. A new Business Gateway contractor, Elevator, took over the Lanarkshire Business Gateway contract on 1 March 2021, which is contributing to this improvement. Report Later 16 ------ 15 14 9 Page 7 102
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan Performance Indicators Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage All roads, footways and bridges and associated infrastructure are safe and fit for purpose Performance Indicators Comments/ Progress Status 2019/20 2020/212018/19Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of the road network resurfaced during 2021-22 During quarter four, continuing progress has been made and a further 0.34% of the road network has been resurfaced, bringing the total for the year to 2.9%, which exceeds the annual target of 2.4%. This includes carriageway surfacing works undertaken as part of the participatory budget funding. Green 2.4% 2.9% 3.7% 3.4% 3.1% Percentage of our road network that should be considered for maintenance treatment (Road Condition Index) The Road Condition Index (RCI) results from the SCOTS (Society of Chief Officers of Transportation in Scotland) survey for the period covering 2019 to 2021 (published in January 2022), indicate that 29.7% of our road network should be considered for treatment, compared to our previous figure of 30.6%. This is a further improvement, and our RCI figure for the network condition is 4.5% better than the Scottish average (34.2%). This places South Lanarkshire in 10th position for the 32 local roads authorities. Green 30.6% 29.7% 31.2% 30.3% 30.6% Contribute to the national casualty reduction targets: Number of casualties in South Lanarkshire during 2021 Provisional casualty figures are available for the full year of 2021, when there were 252 casualties. Of these, there were 7 fatal casualties, 80 serious casualties and 165 slight casualties. There were 0 child fatal casualties, 8 children seriously injured and 21 children slightly injured. This compares with 2020, when there were 317 casualties. Of these, there were 10 fatalities, 86 serious casualties and 221 slight casualties. For children in 2020, there were 0 child fatal casualties, 8 children seriously injured and 28 children slightly injured. These are provisional 2021 figures and additional records may be added in addition to the reported figures above. The impacts of Covid-19 restrictions on travel patterns is likely to have influenced the number of accidents and casualties occurring on the road network. Green 431 252 507 431 317 Page 8 103
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Summary - number of measures complete, green, amber and red under each Council Plan Priority / Theme Council Priority/ Theme Complete Green Amber Red Report later Total Promote sustainable and inclusive economic growth and tackle disadvantage 0 10 2 0 0 12 Get it right for children and young people 0 0 0 0 0 0 Improve health, care and wellbeing 1 0 0 0 0 1 Ensure communities are safe, strong and sustainable 6 6 2 0 0 14 0 1 0 0 0 1 Total 7 17 4 0 0 28 Page 10 105
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Ensure communities are safe, strong and sustainable High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measures Comments/ Progress Status Progress the development of a new Litter Strategy (2022-2027) to promote the new Code of Engage with other local authorities to determine areas of best practice, by September 2021 This action is complete, however, officers will continue to attend and contribute to sessions with other local authorities via APSE, as well as regularly meet with Zero Waste Scotland and Keep Scotland Beautiful; and attend the Litter Managers Network. Representatives recently attended APSE streets seminar in Birmingham. Complete Practice on Litter and Refuse (COPLAR), with particular emphasis on prevention Complete initial stakeholder engagement and consultation on proposed outcomes, outputs and activities, by September 2021 A Members' Awareness Session on the Litter Strategy was held on the 17 February 2022 to raise awareness with the elected members and get their views on the draft strategy, including the vision and objectives. This session was well attended with positive discussion regarding the topics which will feed into the final Litter Strategy. Complete Successful and sustainable communities Action Measures Comments/ Progress Status Develop a sustainable food system to overcome social, health, economic and environmental issues related to food Implement year two of the Good Food Strategy (2020-2025) Action Plan and monitor its impacts, particularly in relation to food insecurity and poverty as a result of Covid-19 The second-year action plan of the Good Food Strategy has been implemented. Detailed information on the implementation of each of the actions will be available in the quarter four food action plan progress reports that will be presented to the Climate Change and Sustainability Committee. The report will include actions and progress in relation to food poverty. Green Deliver and encourage investment in our town and neighbourhood centres to maximise opportunities for growth and regeneration Review and update existing town centre strategies to establish the impact and outcomes of Covid-19 The consultative draft of the Blantyre Town Centre Strategy and Action Plan was presented to Community and Enterprise Resources committee in December 2021. A consultant has been appointed to look at town centre visioning and net zero, which will feed into the updates of individual town centre strategies. Green Page 11 106
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Ensure communities are safe, strong and sustainable The council addresses climate change by reducing greenhouse gas emissions, adapting to the impacts of climate change, and acting sustainably Action Measures Comments/ Progress Status Review and conclude the council's Sustainable Development and Climate Change Complete review and development sessions with various stakeholders including council officers, local community groups, members of the public, young people in schools and further education, Community Planning Partners, and local businesses, by August 2021 Engagement sessions undertaken as part of the development of the strategy are now complete. This included: workshops and focus groups involving approximately 100 people from both the council and wider community; and a wider survey based on the findings from those previous events (over 800 responses were received from the survey). Complete Strategy (2017-2022), and develop the new strategy (2022-2027) Develop a draft strategy for the Climate Change and Sustainability Committee approval by September 2021 An elected members session took place on 8 October to review the draft structure of the strategy based on the engagement sessions and national targets and milestones. A report on the ongoing process for the development of the strategy, in particular public consultation on the proposed vision, themes, and priorities, was presented to the Climate Change and Sustainability Committee on 3 November. A draft of the strategy and associated Strategic Environmental Assessment was out for public consultation and the findings are being incorporated into the final strategy. Complete Undertake a public consultation on the draft strategy and Strategic Environmental Assessment by December 2021 A draft of the strategy and associated Strategic Environmental Assessment was out for a six week public consultation throughout February and March 2022, and the findings are being incorporated into the final strategy. Complete Develop final strategy for the Climate Change and Sustainability Committee approval by March 2022 Slippage on the public engagement element of the development of the strategy has had a knock-on effect on the rest of the timescales. The strategy will now be made available for committee approval in June 2022. Amber Create the conditions for the decarbonisation of the council's fleet Implement year two of the Fleet Strategy (2020-2025) Action Plan and monitor its impacts, including emissions reduction levels and the trialling of new technologies Work with Resources to manage vehicle utilisation, identify opportunities to increase productivity and to source/procure suitable low carbon vehicles is ongoing. Fleet continue to develop electric vehicle charging infrastructure to support the rollout of electric vehicles across Resources, including the 100% electrification of the pool car fleet. Vehicle emissions remain on a downward trend despite the size of the fleet not yet having reduced to its pre-Covid level. Green Page 12 107
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Ensure communities are safe, strong and sustainable Consumers and communities are protected, and public health is safeguarded Action Measures Comments/ Progress Status Safeguard health by improving air quality Implement Air Quality Action Plan In March 2022, Environmental Services again submitted our grant application to Scottish Government for funding to support a number of air quality action plan projects for 2022-23. Funding award notification is expected in May 2022 and this will shape the projects taken forward. The sustain stage of the Beat the Street project is ongoing and continues to support the local community in terms of active travel choices. This year's Engine Idling campaign is continuing with localised promotion of the 'no idling' message at key target schools. The Love to Ride South Lanarkshire project is ongoing with both the 'Winter Wheelers' and 'Ride Anywhere Week' cycling promotional events having been completed. Preparations are currently underway for the May Bike Month promotion. Green Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Action Measures Comments/ Progress Status Promote continued growth and regeneration through sustainable economic and social development within a low carbon economy, and guide decision making on the location of new development and regeneration Adopt Local Development Plan 2 The plan was formally adopted by the council on 9 April 2021. The six week period for parties to seek a judicial review resulted in a challenge relating to a site designation in East Kilbride. The council's response has been considered and it has been concluded that the council will not challenge this particular issue. Instead, Supporting Planning Guidance has been prepared and was approved by Planning Committee in March 2022. However, the adoption of the Plan remains unaffected. Complete Page 13 108
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Ensure communities are safe, strong and sustainable Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Action Measures Comments/ Progress Status Work with developers and public and private sector partners to deliver the Community Growth Areas City Deal projects Progress Community Growth Area sites in accordance with criteria and programme specified in South Lanarkshire Local Development Plan and City Deal Newton, Ferniegair, Hamilton and Larkhall have had significant completions and the main part of East Kilbride has now commenced. On average, each CGA is building faster than anticipated which shows that there is a demand for new build private housing across South Lanarkshire. In addition the 'affordable' elements associated with the CGAs continues to add to the social rented stock helping the council meet its affordable housing need targets. Green Vacant, derelict and contaminated land is brought back into productive use Action Measures Comments/ Progress Status Identify and manage contaminated land within the statutory regulatory framework Implement the Contaminated Land Strategy for South Lanarkshire Work continues on implementing the Contaminated Land Strategy. The development control process delivery continued throughout 2021-2022 to consider sites affected by historical industrial legacy contamination. Examples of this include Clyde Gateway (Cambuslang/Rutherglen) regeneration, signify (Hamilton) factory site re-development, as well as the former Motorola (East Kilbride) site re-development. Green Agree and implement vacant and derelict / contaminated land programme Implement projects approved within the Vacant and Derelict Land Fund framework for 2021-22 VDLF report was approved at Community and Enterprise Resources Committee on 28 September 2021. A delay in the implementation of an associated project (Clyde Gateway Cuningar Ph.2) has impacted the delivery of 2021-22 funded VDLF projects. These projects are being progressed for implementation in 2022-23 on completion of the Cuningar Ph.2 works in summer 2022. Amber Page 14 109
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage A fairer, inclusive, sustainable and low carbon local economy Action Measures Comments/ Progress Status Establish a framework for action to support the recovery and renew the South Lanarkshire economy Develop an Economic 'Response, Recovery and Renewal' Strategy framed around three themes: People, Place and Business, for Committee approval by June 2021 Development of the new Economic Strategy has shifted focus during the year towards a more progressive forward thinking strategy, which sets out clear ambitions over the next five years (2022-27). The draft strategy is now due to be presented to Full Council at the end of June 2022 as part of a suite of documents accompanying the new Council and Community Plans. The proposed vision is “to make South Lanarkshire a flourishing, green, dynamic and equitable place for communities, visitors, businesses and investors”, and the strategy continues to be framed around the three themes of sustainable, inclusive economic development – People, Place and Business. Amber Support Glasgow City Region City Deal development programmes Prepare Business Case approvals for roads and Community Growth Area projects to be approved by City Deal Cabinet East Kilbride Community Growth Area - Jackton Primary School Full Business Case submitted in December 2021, and approved at Executive Committee on 2 February 2022, City Deal Chief Executive's Group (CEG) meeting on 3 February 2022, and City Deal Cabinet on 15 February. Contractor has commenced works on site. Green Page 15 110
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Lead on local economic recovery for South Lanarkshire businesses Promote local economic support networks and contribute to the Lanarkshire Economic Forum (LEF) There has been a number of significant changes to the business support landscape with the introduction of a new Business Gateway contractor in Lanarkshire from March 2021, the ongoing review of Business Gateway services at a national level, and a review of Scottish Enterprise support. Significantly, much of Economic Development's resource has pivoted again to deliver Scottish Government Covid-19 grant support (from December 2021 to March 2022), as businesses continued to follow advice regarding reducing face to face contact. This has limited the number of normal networking opportunities. However, business support services are promoted through the website and social media, as well as through sector networking activity, including the LEF Business Sub group, and regular dialogue with the Federation of Small Businesses and Lanarkshire Chamber of Commerce. Green Page 16 111
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Support Business Gateway services under the new contract, deliver business support grants to businesses, and monitor uptake and outcomes linked to employment, high value jobs, increased turnover, internationalisation, innovation and inclusive growth The new Business Gateway contractor has successfully completed its transformation from the previous contractor with all relevant staff TUPE transferred, new premises secured, expert help framework procured, successful additional funding bids to deliver localised services in remoter and more challenging areas. The Business Gateway Steering group, chaired by the Leader of South Lanarkshire Council, has exercised scrutiny over Business Gateway performance via quarterly reporting and meetings, and are satisfied with year one performance. The majority of targets have been met, and areas for improvement agreed. Additional Economic Development resourcing has meant increased oversight of contract and collaboration in the South Lanarkshire area. Green Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, Deliver programmes, services, and events to businesses around sectors, location, and themes (e.g., food and drink, tourism, construction, low carbon, innovation, internationalisation, collaboration, and young enterprise) A number of events have been supported, including Lanarkshire Larder- food and drink network and promotion, Meet the real Buyer event and associated procurement training, Tourism Symposium, Build Lanarkshire construction sector support and participation in several external-led networking groups promoting SLC and partner business support services. Green whilst creating the right conditions for low carbon economic growth Manage the Supplier Development Programme to deliver events, training and e-commerce support to SME's or third sector organisations who are interested in working with the public sector The Supplier Development Programme (SDP) continues to thrive under the leadership of the SDP Manager and a capable SDP Board of Directors; delivering training and events support nationally on behalf of member authorities, Scottish Government and other partners. The programme will benefit from increasing participation of NHS, after several years of encouraging their membership. Additional short term resources have been brought on board to sustain service levels while a strategic review progresses. Green Page 17 112
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Provide road and infrastructure improvements to support new developments including those undertaken as part of the City Deal Progress/deliver prioritised road infrastructure improvements in line with available external and internal capital funding for 2021-22 A traffic signal control system called MOVA, which involved the upgrade/replacement of traffic signal equipment at the junction with East Kilbride Road / Blairbeth Road, Rutherglen has been completed. A traffic modelling exercise was also completed for the town of Lanark in Spring 2021. This has been reviewed and a consultation exercise has recently concluded. Responses are currently being reviewed. Green Complete Greenhills Road major transport infrastructure project Current programme has a planned completion date of the end of April 2022. Although some finishing works will continue into May. Additional Covid-19 and material shortage related costs and other cost increases were identified and a package of measures to manage these has been developed. Material and resource pressures are continuing to affect programme. Amber Page 18 113
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Development of the outline business case for the Stewartfield Way Sustainable Transport Capacity Enhancement Project and associated supporting technical assessments / designs The Strategic Business Case has been finalised and was considered / approved by Executive Committee on 10 March 2021. It was also considered and approved by Programme Management Office, Chief Executive Group and Cabinet in May / June 2021. The financial profile was reviewed and adjusted to reflect the revised programme. Work on the outline business case has been refocused and the next steps are ongoing, including a potential Member's awareness session in Spring 2022. Green Page 19 114
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Enable greater use of public transport by working with partners to improve public transport infrastructure Progress/deliver prioritised improvements to bus and rail infrastructure (e.g. park and ride) in line with agreed Park and Ride Strategy (2018-27) and available external funding for 2021-22 A number of Park and Ride projects have been taken forward as outlined below: - 1.Lanark Interchange Project – Following planning consent being awarded, works have recently been completed for new park and ride provision of approximately 30 new spaces. 2.Cambuslang Park and Ride – Works were completed in summer 2021 and the Park and Ride is open. 3.East Kilbride Rail Enhancement Project – The council is in partnership with Transport Scotland, Network Rail, SPT and Sustrans to take forward park and ride, bus interchange, pedestrian/cycle route access enhancements. Ongoing detailed design discussions are regularly taking place with a programme of works currently being considered following revisions to the rail network provision parts of the project. Bus infrastructure works are complete, with a new bus turning circle constructed in Belstane Gate, Carluke. Bus stop and shelter works at various locations have also been completed with four shelters in Rutherglen recently replaced. Green Page 20 115
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Encourage active travel by extending our network of cycle routes Progress/deliver walking and cycling projects/schemes in line with agreed 2021-22 capital programme A number of cycling and walking projects are progressing and these are listed below: - 1)Active Travel Studies – The three studies for Bothwell, Uddingston and Blantyre Area / Strathaven, Stonehouse and surrounding villages/ and Larkhall, have been completed and posted on the council’s website. 2)East Kilbride Cycle Network - This project on West Mains Road is split into phases to reflect current and anticipated future funding availability, as well as connecting into the East Kilbride Rail Corridor Enhancement project being taken forward by Network Rail. Construction of a section on West Mains Road between the rail station and a point to the east of Kirktonholm Road is complete. Consultation on a future phase on Churchill Avenue is complete, and the feedback is currently being reviewed. 3)Bothwell/Uddingston Cycle Network (NCN74 Raith to NCN75 Uddingston – Consultation on options was undertaken in January 2022. A section of footpath widening between Bellshill Road and North British Road has been completed. 4)Carstairs Junction to Carluke – Construction works which include buildouts, speed limit reduction and other associated works were recently completed. 5)Cycle Parking Provision in Town Centres – Locations for new shelters have been identified and works were recently completed. 6)Cycle Shelters and parking stands in schools – Locations for new shelters have been identified and funding successfully awarded. Shelter works were recently completed. 7)Cycle Route designs currently being taken forward in various locations: Larkhall to Blackwood / Carluke and Law / Hamilton / Lanark Green Page 21 116
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Promote sustainable and inclusive economic growth and tackle disadvantage Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status / Cambuslang and Newton. 8)Car Free Zones at Schools - 2 schools (Burnside Primary School and St Joseph’s Primary School) will have zones in place in April 2022. Implement Spaces for People projects Complete the four Spaces for People projects in line with available funding, taking cognisance of Covid-19 restrictions/developments and government guidance The project to improve the NCN75 corridor is complete. The remaining 3 projects with associated interventions are continuing and these are detailed below: - 1)Active Travel Network (East Kilbride cycle route) – construction of cycle lanes between East Kilbride Rail Station and the Town Centre (Torrance Road / Brouster Hill) and on Cornwall Street - works were completed in May. Consultation on the project is complete and the responses currently being reviewed. 2)School Outdoor Environment - Works are completed, subject to a small number of minor works to be undertaken, which has resulted in the implementation of 20mph “zones” at approximately 90 schools. Consultation and monitoring is complete and has been presented the council’s Road Safety Forum. 3)Town Centres – Works are complete, where 20mph cordons in six town centres (Carluke, Lanark, Bothwell, Strathaven, Larkhall and Uddingston) have been established. Consultation and monitoring is complete and has been presented the council’s Road Safety Forum. Green Page 22 117
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IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 28 April 2022 Resource Plan actions and measures Community and Enterprise Resources - Improve health, care and wellbeing All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Action Measures Comments/ Progress Status Redefine the future delivery of culture and leisure provision in South Lanarkshire Develop a Strategic Commissioning Framework for South Lanarkshire Leisure and Culture (2021-2026) for Committee approval by June 2021 The outcomes from the SLLC Cross Party Working Group were endorsed by the Executive Committee and agreed at Full Council on 23 June 2021, and then subsequently agreed by the SLLC Board in August 2021. A revised pricing policy was agreed by the SLLC Board for implementation from 1 April 2022. The SLLC Board agreed the draft constitution for the new SCIO model at their Board meeting on 23 February 2022, noting that SLC and SLLC’s legal advisors would continue to liaise on the final detail prior to submission of the relevant documentation to OSCR and pending subsequent SLC approval. The Board also agreed the next steps required to progress the transition to the proposed new governance arrangements. It is anticipated that the first meeting of the SLLC Board under the new governance arrangements will take place in August 2022, subject to Council approval and setting up of a nominee company. Complete Delivering the plan and achieving best value Deliver and communicate the Council Plan and ensure high standards of governance Action Measures Comments/ Progress Status Improve resilience / emergency preparedness for the council Increase awareness of resilience planning initiatives and practices, and consider lessons learned from Covid-19 to build resilience and better respond to future crises Progress is being made via SLC’s support of multi-agency resilience meetings and events at local, regional and national level. Activity includes the ongoing response to Covid-19 in the support of public vaccination and testing programmes. The council continues to work with partners in preparing for the consequences of civil emergencies including mass fatalities, power failure and displacement of people. In April 2022, the council will participate in a national multi-agency exercise examining response and recovery from major pollution incidents. Green Page 23 118
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Appendix 3 Community and Enterprise Resources Quarter 2 to Quarter 4 2021/2022 scrutiny of change in BRAG status (Excludes measures which are now complete) Ensure communities are safe, strong and sustainable The council addresses climate change by reducing greenhouse gas emissions, adapting to the impacts of climate change, and acting sustainably Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Develop new Sustainable Development and Climate Change Strategy (2022- 2027) for Committee approval by March 2022 Development of the final strategy will be subject to the outcomes from the consultation exercise. Report Later Slippage on the public engagement element of the development of the strategy has had a knock-on effect on the rest of the timescales. The strategy will now be made available for committee approval in June 2022. Amber Vacant, derelict and contaminated land is brought back into productive use Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Implement projects approved within the Vacant and Derelict Land Fund framework 2021/2022. VDLF Delivery Plan 2021/2022 submitted and approved by Scottish Government. Report also approved at Community and Enterprise Resources Committee on 28 September 2021. Green VDLF report was approved at Community and Enterprise Resources Committee on 28 September 2021. A delay in the implementation of an associated project (Clyde Gateway Cuningar Ph.2) has impacted the delivery of 2021/2022 funded VDLF projects. These projects are being progressed for implementation in 2022- 23 on completion of the Cuningar Ph.2 works in Summer 2022. Amber Promote sustainable and inclusive economic growth and tackle disadvantage Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Complete Greenhills Road major transport infrastructure project Current programme has a planned completion date of the end of 2021, and contractual completion date in mid May 2021. Additional COVID-19 and material shortage related costs and other cost increases were identified and a Green Current programme has a planned completion date of the end of April 2022, although some finishing works will continue into May. Additional COVID-19 and material shortage related costs and other cost increases were identified and a package Amber 11 119
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package of measures to manage these is being developed. Material and resources pressures are continuing to affect programme. of measures to manage these has been developed. Material and resource pressures are continuing to affect programme. (Data/Information correct as at: 28 April 2022) 120
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- present the Community and Enterprise Resource Plan 2022/2023 for consideration and monitoring [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Resource Plan 2022/2023, attached as Appendix 1, be noted; (2) that the Resource Plan 2022/2023 be uploaded onto the Council’s website following consideration by this Committee; and (3) that Progress Reports on the Resource Plan 2022/2023 be provided at Quarter 2 and Quarter 4 to future meetings of this Committee. 3. Background 3.1. The draft Resource Plans for 2022/2023 were prepared prior to the local government elections in May 2022, in line with the corporate Resource Planning guidance. Following the election and subsequent approval of the new Council Plan on 15 June 2022, the draft Resource Plans were reviewed and updated to take account of the new Priorities and Outcomes within Connect 2022 to 2027. 3.2. The Resource Plan is a key element of the Council’s performance management arrangements. It provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the priorities set out in the Council Plan Connect 2022 to 2027. 3.3. The Resource Plans for all Resources were approved by Executive Committee on 24 August 2022, with a recommendation that the Plans be referred to Resource Committees for noting and performance monitoring at Quarter 2 and Quarter 4. 3.4. Performance management is a keystone of Best Value and ensures that the Council can demonstrate sound governance arrangements. The Resource Plan is one part of the Council’s framework for planning and budgeting and demonstrates how this leads to effective front line service delivery. 3.5. As part of this framework, the Resource Plan reflects the aspirations of the Council Plan and the Community Plan as well as being complemented by the details of individual Service, Business and other Plans. Ultimately, these details are included in the key work objectives of individual officers. This demonstrates the ‘Golden Thread’ 12 121
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of performance management which ensures a clear understanding of the Council’s vision, values, priorities and outcomes at all levels. 3.6. The current format for performance reporting has been established since 2007 and is used for Executive Directors’ reports to the Chief Executive, Resource Management Teams and Resource Committees. The focus has been on reporting progress on Council priorities, statutory performance indicators, other key performance measures and high level Resource priorities. 3.7. In preparing the Plan, account has also been taken of the need to ensure a robust response to Risk Management and Control. Risks associated with delivery of the actions in this Resource Plan have been identified and evaluated and are listed in the Resource Risk Register. Where necessary, controls or further actions to mitigate these risks have been agreed. Such actions are tracked through the Resource Risk Control Plan which is kept under review by the Risk Sponsor for the Resource. 4. Resource Plan 2022/2023 4.1. The Resource Plan 2022/2023 is attached as Appendix 1 and is structured around the following headings:- 1. Introduction 2. Key areas for the year ahead 3. Resource outcomes 4. Measures and actions 5. Resourcing the Plan 4.2. Resource Outcomes 2022/2023 The Resource has established a number of outcomes to support the delivery of the Connect priorities in 2022/2023. To support these outcomes, the Resource has developed performance measures and an action plan which are set out in section 4 of the Resource Plan. A selection of these will be included in the Council Plan Connect Quarter 2 and Quarter 4 Progress Reports 2022/2023, with the rest being monitored and reported at Resource level. 4.3. Monitoring and reporting As part of the performance management arrangements, the Committee will receive a mid-year update of progress on the measures in the Resource Plan covering the period April 2022 to September 2022 (Quarter 2) as well as an end of year progress report covering the full year April 2022 to March 2023 (Quarter 4). 5. Employee Implications 5.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable and, in turn, the Performance Appraisal process for individual employees. 6. Financial Implications 6.1. The outcomes within the Resource Plan are reflected in the respective Resource Revenue and Capital budgets and, longer term, within the framework of the Council’s approved Financial Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 7.2. The Resource Plan takes into account Resource responsibilities in relation to sustainable development. 122
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8. Other Implications 8.1. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 9. Equality Impact Assessment and Consultation Arrangements 9.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. David Booth Executive Director (Community and Enterprise Resources) 25 August 2022 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes 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 None List of Background Papers Council Plan Connect 2022 to 2027 – approved by South Lanarkshire Council on 15 June 2022 Community and Enterprise Resource Plan 2022/2023 – approved by Executive Committee on 24 August 2022 123
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gillian Simpson (Development Adviser) E-mail: gillian.simpson@southlanarkshire.gov.uk 124
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1 Community and Enterprise Resource Plan 2022-23 12 125
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2 Section Contents Page 1.0 Introduction 3 2.0 Key areas of focus for the year ahead 4 3.0 Resource outcomes 7 4.0 Measures and actions 9 5.0 Resourcing the plan 15 126
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3 Section One – Introduction I am pleased to introduce our Resource Plan for 2022-23 which sets out our intended outcomes and priorities for the coming year. This is the main annual business planning document for the resource. It reflects the council’s key priorities as set out in the Council Plan ‘Connect’ and provides an overview of the resource’s main areas of activity. Following a recent restructure of services, our resource now comprises the following four service areas – facilities, waste and grounds services; roads, transportation and fleet services; planning and regulatory services; and enterprise and sustainable development. The resource employs 3,250 people who together provide a wide range of services for local communities, including: • delivering key services within schools and council premises, including cleaning, catering, receptionist, janitorial, concierge, and crossing patrol services • keeping our streets clean and maintaining and developing public parks, open spaces, tree stock, fixed play areas, sports fields, golf courses, allotments, and food growing opportunities • collecting and disposing of waste and encouraging recycling • managing and maintaining the councils’ cemeteries and crematorium, providing bereavement services, and ensuring the provision of burial ground • maintaining our roads and transportation network to support safe and effective transport, and promoting active travel • procuring and managing the council’s vehicle fleet, including refuse collection, roads maintenance, street sweeping and passenger transport • providing planning and building standard services which guide and control physical development and land use in the area, ensure the health and safety of persons in or about buildings, ensure the conservation of energy and the achievement of sustainable development • protecting public health through the delivery of environmental health services • providing trading standards to protect consumers and communities • promoting economic development and delivering support for local businesses • supporting town centres and physical regeneration • leading the council in developing and promoting sustainability, supporting the transition to a net zero carbon economy, and addressing climate change, and • leading the council in promoting and developing a fair, healthy, and sustainable food system The resource also has a significant role to play in managing the relationship between the council and South Lanarkshire Leisure and Culture (SLLC). SLLC deliver leisure and cultural services on behalf of the council and promote the health and wellbeing of South Lanarkshire residents through libraries, cultural venues, museum, arts centres, indoor and outdoor sports and leisure centres, community halls and country parks. The Resource Plan is an important element of the councils’ performance management arrangements and is complemented by the details of individual service plans and other key business plans and strategies. David Booth Executive Director Community and Enterprise Resources 127
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4 Section Two – Key areas of focus for the year ahead 2.0. Overview The resource has identified the main challenges, risks and new developments which will have significant impact on the delivery of services in the coming year. These are outlined briefly below. 2.1. Covid-19 Response and Recovery During the past two years, the council has had to respond to the global pandemic, ensuring that essential services continue to be delivered safely. Many different arrangements have had to be made and, in some instances, the resource has had to change the way its services were delivered or take on additional commitments that proved necessary because of Covid-19. The focus now has shifted more towards recovery and renewal. For example, our partners in South Lanarkshire Leisure and Culture Ltd will continue to work hard during 2022-23 to rebuild the SLLC customer base, following a period of prolonged closure for many of its facilities. Furthermore, new agile working arrangements which were implemented in response to Covid-19 will, in some cases, become embedded as the new ‘norm’ across a number of service areas. 2.2. Sustainable Development and Climate Change The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. Key areas of focus for 2022-23 include: • The launch of the council’s new Sustainable Development and Climate Change Strategy (2022-27). • Roll out of the new Litter Strategy (2022 – 2027), which has a particular emphasis on prevention. • Continuing to create the conditions for the decarbonisation of the council’s fleet. • Enabling greater use of public transport by working with partners to improve public transport infrastructure. • Encouraging active travel by extending our network of cycle routes. • Developing planning policy to ensure targets to reduce carbon emissions are met and to secure positive effects for biodiversity. • Implementing changes to the building regulations to improve the energy performance of buildings 2.3. Economic Development and Renewal Economic recovery from the pandemic will incorporate the principles of community wealth building and be framed around three key themes of sustainable development: People, Place and Business, or social, physical, and economic regeneration. These themes align council and pan-Lanarkshire activity with local, national and regional strategies, delivering the collaborative approach required to achieve sustainable and inclusive economic growth which is focused on a green recovery for South Lanarkshire. 2.4. Fair, Healthy and Sustainable Food System The council is committed to contributing to the improvement of the quality of life of everyone in South Lanarkshire through the development of a Good Food Council; where food is celebrated, supports healthy life and wellbeing, is affordable and accessible to all, encourages a fair and inclusive food economy, has limited impacts on the environment and climate change, and promotes animal welfare. The Good Food Strategy (2020-2025) which is aligned with the national priority to make 128
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5 Scotland a Good Food Nation, provides a framework for actions to progress towards this vision. Community and Enterprise Resources has a key role in monitoring and implementing the strategy together with other resources and in collaboration with partners and third sector organisations. 2.5. Circular Economy At the time of writing, the Scottish Government is currently consulting on proposals for a Route Map to deliver a circular economy in Scotland (‘Delivering Scotland’s circular economy: A Route Map to 2025 and beyond), and on proposals for legislation in a Circular Economy Bill. The proposed Route Map will set out how we will reach 2025 waste and recycling targets and achieve a long term goal of net zero by 2045. The outcome of this consultation will influence the decisions the council makes in over the next 5-10 years. 2.6. Glasgow City Region City Deal As part of the City Deal, the resource is leading the delivery of three major transportation projects being undertaken to boost South Lanarkshire’s access to the rest of Scotland. The Cathkin Relief Road in Rutherglen / Cambuslang is complete and the Greenhills Road project in East Kilbride substantially complete and open. Proposals in relation to Stewartfield Way are being developed through the preparation of the outline business case. The council is also leading another City Deal project (the Community Growth Areas) in six key locations within South Lanarkshire: Newton, East Kilbride, Hamilton, Larkhall, Carluke and Ferniegair. This involves promoting private sector house building (up to 9,000 new homes, including affordable housing) and supporting the development of new schools and community facilities. 2.7. UK Government Levelling Up and Shared Prosperity Funding Following the UK withdrawal from the European Union, the UK Government have outlined proposals to replace EU funding with national funds to address structural and economic imbalances and to aid the public and private sector in delivering transformational change in communities. These are competitive funding streams with criteria and details still emerging. Funding Officers within the Economic Development Service will work with council services and external partners to develop a programme of eligible investment projects to form the basis of funding bids aimed at achieving improved economic and community outcomes and to maximise funding secured for council and community planning partners’ strategic community projects. 2.8. Health and Wellbeing This is a cross-cutting theme across Community and Enterprise Resources and covers a wide range of activities, from promoting healthy eating (via the Good Food Strategy and the provision of school meals), to the positive contribution that our partners SLLC make in ensuring inclusive access to sport, leisure and culture across our communities. Access to good quality greenspace and safe and accessible active travel routes are also a key priority for the resource, encouraging physical exercise and improving the wellbeing of our communities. 2.9. Legislative and Policy Changes New and revised legislation will also impact on the work of the resource during 2022-23, including: • Climate Change Act (2019) - commits Scotland to net-zero greenhouse gas emissions by 2045, with interim targets of 75% by 2030, 90% by 2040 (against 1990 baseline). The Scottish Government also has an ambition to be carbon neutral by 2040. During COP26, almost 200 countries agreed to the Glasgow Climate Pact which requests that all countries revisit and strengthen the 2030 targets contained within their Nationally Determined Contributions (NDCs) to align with the Paris Agreement temperature goal in the coming year. All countries reaffirmed the Paris Agreement goal of limiting the increase in the global average temperature to well 129
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6 below 2°C above pre-industrial levels and pursuing efforts to limit it to 1.5 °C and agreed to a provision calling for a phase-down of coal power and a phase-out of “inefficient” fossil fuel subsidies. The Glasgow Pact calls for a doubling of finance to support developing countries in adapting to the impacts of climate change and building resilience. Other deals were agreed outside the Glasgow Climate Pact and included 137 countries agreeing to halt and reverse forest loss and land degradation by 2030, 103 countries agreeing to limit methane emissions by 30 per cent by 2030, compared to 2020 levels and other agreements on zero emission vehicles, a just transition away from coal and private finance. • The Planning (Scotland) Act 2019 – key outcomes include achieving sustainable development and empowering communities. The Act aims to give people a greater say in the future of their area through the development of Local Place Plans. It also places a new statutory duty on local authorities to prepare an open space strategy and changes to the way in which local authorities’ Local Development Plans are prepared. • Building (Scotland) Regulations – to be updated in 2022 to improve the emissions and energy performance of buildings. • Transport (Scotland) Act 2019 - designed to help make Scotland’s transport network cleaner, smarter and more accessible. It provides local transport authorities with powers to establish and operate municipal bus companies and for local authorities to manage vehicle emissions via the establishment of Low Emission Zones. The Act requires the production of a national strategy in relation to transport and this has been published. Emerging themes from the new National Transport Strategy include economic growth; carbon; equality; health/active travel. A balance will need to be struck between driving inclusive economic growth while achieving zero carbon ambitions. Another key provision of the Act is to prohibit the parking of vehicles on pavements, prohibit double parking and prohibit parking adjacent to dropped footways and to provide local authorities with powers to enforce these prohibitions. This provision will have significant employee and financial resourcing issues and timescales and details of how this part of the Act will be implemented are awaited. • Deposit Return Scheme (2020) – introduces a deposit return scheme for single-use drinks containers, to help improve quality and quantity of recycling, reduce litter and achieve our climate change targets. This is being implemented in August 2023. • New National Litter Strategy: ‘Towards a litter free Scotland’ – is due to be published in 2022 and will support and help to enforce the council’s own Litter Strategy. • New National Biodiversity Strategy – is proposed for 2022 and will impact on the council’s Biodiversity Strategy and Biodiversity Duty Implementation Plan. • Free School Meals Roll Out - the Scottish Government is committed to rolling out universal free school meals to all pupils, however, the introduction of free school meals for pupils in P6 and P7 has been delayed. • EU Food Imports - phased implementation of checks on EU food imports commenced in 2021 and includes pre-notification for all high-risk food and feed. To assist with the delivery of the border operating model for EU imports, Food Standards Scotland (FSS) is working with infrastructure providers to ensure facilities are available for conducting import controls in Scotland, including working with port health authorities to increase capacity and capability. FSS has indicated new Border Control Points in Scotland will not be ready and operational until 2023 and this could require inland (point of destination) import controls. The central location and good transport links of South Lanarkshire is likely to mean the council will be asked to carry out import controls. It is not possible to quantify the potential increase in workload at this time and could lead to a reprioritisation of work during 2022-23. 130
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7 Section Three – Resource outcomes 3.1. Resource Outcomes Community and Enterprise Resources has established the following Resource Outcomes to support the delivery of Connect Outcomes in 2022-23. Connect Outcomes Resource Outcomes Communities and Environment • High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest • Communities are encouraged and supported to reduce, re-use and recycle their waste • The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably • The council supports and promotes a fairer, healthier, and more sustainable food system • All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose • Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Education and Learning • No resource outcomes for this priority Health and Wellbeing • Public health is safeguarded through an effective environmental regulation and enforcement service • All school and nursery children have access to nutritious school meals • All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Children and Young People • No resource outcomes for this priority Housing and Land • Vacant, derelict and contaminated land is brought back into productive use Our Economy • Our economy is fair, inclusive, sustainable and low carbon, with thriving town and neighbourhood centres which provide a focal point for local communities • South Lanarkshire is an attractive place to start, grow and locate a business • Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth • Consumers and communities are protected through an effective trading standards service 131
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8 3.2. Delivering the Plan and achieving Best Value In working towards the six outcomes, the council aims to continually improve and ensure effective and efficient use of resources, and our business will be conducted with integrity, transparency and will operate to the highest standards. Community and Enterprise Resources has established the following resource outcomes to support Delivering the Plan and achieving Best Value. Delivering the Plan and achieving Best Value • Customers experience high quality and improving council services • The council demonstrates high standards of governance and sound financial stewardship • The workforce has the skills, flexibility and capacity to deliver the council’s priorities • Digital and ICT services meet the needs of the council and its customers 132
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9 Section Four – Measures and actions 4.0. Performance measures and action plan This section of the Resource Plan is divided into two parts: part (a) sets out our main performance measures against our outcomes; and part (b) describes the key actions we will take in the coming year to respond to the challenges ahead and improve services and outcomes. 4.a. How we will measure our performance The impact of Covid continues to have an effect on performance for some services. The table below shows our key performance measures, with data for the last 2 years and the target for 2022-23. To provide additional context for the targets, an indication of pre-Covid performance is provided within the notes column where possible. The impact of the pandemic may mean that some targets are below the level of performance seen pre-Covid. Resource Outcome: High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Measure 2020-21 2021-22 2022-23 Target Links Service Notes 1. Percentage of streets found to be acceptable during LEAMS survey (Locally set target) 94.1% Not yet available (LGBF Data for 2021-22 due January 2023) >94.1% 01.09 Facilities, Waste and Grounds Local Environmental Audit & Management System. 2. Land Audit Management System grounds maintenance score (Locally set target) 72.0 71.3 72.0 C 01.09 Facilities, Waste and Grounds This score is based on 6 surveys per year. Resource Outcome: Communities are encouraged and supported to reduce, re-use and recycle their waste Measure 2020-21 2021-22 2022-23 Target Links Service Notes 3. Percentage of total household waste that is recycled in 2022 (Locally set target) 40.5% (2020) 41.5% (2021) 50% C 01.14 Facilities, Waste and Grounds Reported per calendar year. 4. Percentage of household waste sent to landfill in 2022 (Locally set target) 9.71% (2020) 8.66% (2021) <10% 01.06 Facilities, Waste and Grounds Reported per calendar year. Target figure has been reduced for 2022-23, from <15% to <10% 133
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10 Resource Outcome: The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Measure 2020-21 2021-22 2022-23 Target Links Service Notes 5. Reduction in the council’s carbon emissions achieved by March 2023 (buildings, waste, street lighting, transport) (Locally set target) 19.0% Not yet available – expected July 2022 A further 5% reduction on 2019-20 baseline year C 01.13 Enterprise and Sustainable Development Carbon emissions during 2020-21 and 2021-22 have been largely affected by Covid-19 restrictions, and so 2019-20 continues to be used as the baseline. Resource Outcome: All roads, footways and bridges and associated infrastructure are safe and fit for purpose Measure 2020-21 2021-22 2022-23 Target Links Service Notes 6. Percentage of our road network that should be considered for maintenance treatment (Locally set target) 30.6% 29.7% <29.7% C 01.10 Roads, Transportation and Fleet Figure is derived from the Road Condition Index (RCI) survey. 7. Number of road casualties in South Lanarkshire during 2022 (Locally set target) 317 (2020) 252 (2021 provisional) <432 01.10 Roads, Transportation and Fleet Reported per calendar year. Target is the 2019 pre-Covid level, as travel restrictions are likely to have influenced the number of accidents and casualties occurring on the road network during 2020 and 2021. Resource Outcome: Public health is safeguarded through an effective environmental regulation and enforcement service Measure 2020-21 2021-22 2022-23 Target Links Service Notes 8. Broad compliance with food law statutory requirements secured in premises (Locally set target) 90.0% 93.0% >85.0% 03.04 Planning and Regulatory Services Target for 2022-23 remains below the baseline to account for a new scoring system being introduced by Foods Standards Scotland 134
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11 Resource Outcome: South Lanarkshire is an attractive place to start, grow and locate a business Measure 2020-21 2021-22 2022-23 Target Links Service Notes 9. Number of jobs created or sustained as a direct result of Economic Development intervention (Locally set target) No data available due to Covid-19 activity 1,095 500 C 06.08 Enterprise and Sustainable Development 2021-22 figure was inflated due to safeguarding jobs in response Covid-19. Amendments to the Business Gateway contract and increased SLC promotional activity bring cause for optimism for 2022-23, and so the target has been increased from 350 to 500. 10. Number of new South Lanarkshire business starts supported by Business Gateway (Locally set target) N/A N/A 500 06.08 Enterprise and Sustainable Development This is a new measure for 2022-23. Target is 50% of Business Gateway pan- Lanarkshire contract target Resource Outcome: Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Measure 2020-21 2021-22 2022-23 Target Links Service Notes 11. Percentage of all planning applications approved (Locally set target) 96.2% 97.1% 95% 07.01 Planning and Regulatory Services The rolling target of 95% provides the service with scope to refuse applications (only where the proposal does not comply with policy) 135
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12 4.b. What actions we will take in 2022-23 Resource Outcome: High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Milestones/steps we will take to deliver our actions Links Service 1. Develop new Litter Strategy (2022 – 2027) to promote the new Code of Practice on Litter and Refuse (COPLAR), with particular emphasis on prevention Develop final Litter Strategy for approval by Climate Change and Sustainability Committee in September 2022 C 01.09 Facilities, Waste and Grounds 2. Prepare an Open Space Strategy in partnership with Glasgow and Clyde Valley Green Network Partnership and other council services. Strategy will contain standards on access to and quality of open spaces. Report on draft Open Space Strategy to Planning Committee in March 2023 01.09 Planning and Regulatory Services Resource Outcome: The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Action Milestones/steps we will take to deliver our actions Links Service 3. Lead by example and influence area-wide climate change and sustainability action Finalise the new Sustainable Development and Climate Change Strategy (2022-2027) for approval alongside the new Council Plan in June 2022 C 01.08 Enterprise and Sustainable Development Implement year one of the Sustainable Development and Climate Change Strategy (2022-2027) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee 01.08 Enterprise and Sustainable Development 4. Deliver the £2m Climate Emergency Fund by March 2024 Report on progress and impact of the funding to date to the Climate Change and Sustainability Committee in March 2023 01.08 Enterprise and Sustainable Development 5. Protect, enhance and respect South Lanarkshire’s natural environment Develop a new Biodiversity Implementation Plan for (2023-2027) for approval by Climate Change and Sustainability Committee by March 2023 01.02 Facilities, Waste and Grounds 136
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13 Resource Outcome: The council supports and promotes a fairer, healthier, and more sustainable food system Action Milestones/steps we will take to deliver our actions Links Service 6. Develop a sustainable food system to overcome social, health, economic and environmental issues related to food Implement year three of the Good Food Strategy (2020-2025) Action Plan and report progress at quarter two and quarter four to the Climate Change and Sustainability Committee 01.11 Enterprise and Sustainable Development 7. Deliver the £0.3m Food Strategy Support Fund by March 2024 Report on progress and impact of the funding to date to the Climate Change and Sustainability Committee in March 2023 01.11 Enterprise and Sustainable Development Resource Outcome: Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Milestones/steps we will take to deliver our actions Links Service 8. Provide road and transportation infrastructure improvements to support new developments including those undertaken as part of the City Deal Develop the outline business case for the Stewartfield Way Sustainable Transport Capacity Enhancement Project and associated supporting technical assessments / designs by Spring 2023 01.10 Roads, Transportation and Fleet Resource Outcome: Our economy is fair, inclusive, sustainable and low carbon, with thriving town and neighbourhood centres which provide a focal point for local communities Action Milestones/steps we will take to deliver our actions Links Service 9. Deliver an economic development strategy to capitalise on our economic strengths, tackle weaknesses and create a flourishing, green, dynamic and equitable place for all Consult on the draft Economic Strategy (2022-2027) during Summer 2022, and present the final Strategy for Committee approval by October 2022 C 06.08 Enterprise and Sustainable Development 10. Undertake a rolling programme of review of the existing Town Centre Strategies and Action Plans on a 5 yearly cycle recognising the evolving trends in our town centres and market conditions Finalise Blantyre Town Centre Strategy and action plan following public consultation and seek formal adoption of the plan in October 2022 06.04 Enterprise and Sustainable Development Report on the Hamilton Town Centre Strategy by December 2022, which will update on delivery of the approved action plan and develop future actions and strategies 06.04 Enterprise and Sustainable Development 11. Support and nurture growth in the Tourism sector, taking advantage of South Lanarkshire’s natural environment, heritage, and culture Launch new South Lanarkshire Tourism Strategy by October 2022, and work with partners and stakeholders to implement the subsequent South Lanarkshire Tourism Action Plan. C 06.06 Enterprise and Sustainable Development 137
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14 Resource Outcome: The council demonstrates high standards of governance and sound financial stewardship Action Milestones/steps we will take to deliver our actions Links Service 12. Modernise Governance arrangements between SLC & SLLC Develop new governance arrangements for approval by the Council in June 2022 07.02 South Lanarkshire Leisure and Culture (SLLC) 13. Develop a new five-year strategy for South Lanarkshire Leisure and Culture Ltd Develop new strategy for noting by the Council in August 2022 07.02 South Lanarkshire Leisure and Culture (SLLC) 138
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15 Section Five – Resourcing the Plan 5.0. Introduction In this section we consider the resources needed to implement our plan, including funding and staffing. 5.1. Revenue Budget 2022-23 The resource has a Net Revenue Budget of £138.542 million for 2022-23. The table below allocates this budget across the services: NET Budget by Service 2022-23 Detail £ million % Facilities, Waste, and Grounds 70.236 51 Roads, Transportation and Fleet 28.157 20 Planning and Regulatory Services 5.052 4 Enterprise and Sustainable Development 7.043 5 Facilities, Waste, and Grounds 28.054 20 Total 138.542 100 5.2. Capital Budget 2022-23 The following capital budget of £46.901 million is allocated to the resource for 2022-23: Capital Programme 2022-23 Service £ million Facilities, Waste, and Grounds 11.101 Roads, Transportation and Fleet 21.651 Planning and Regulatory Services - Enterprise and Sustainable Development 14.149 Total 46.901 139
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16 5.3. Resource Employees Community and Enterprise Resources has 3,250 employees as at June 2022. We support these employees to deliver their duties through a range of policies, including personal appraisal and a robust training framework. The number of employees by service is as follows: Service Number of employees Facilities, Waste, and Grounds 2,736 Roads, Transportation and Fleet 338 Planning and Regulatory Services 92 Enterprise and Sustainable Development 84 Total 3,250 140
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 4 October 2022 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Notification of Contracts Awarded - 1 October 2021 to 31 March 2022 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of all contracts awarded by Community and Enterprise Resources during the period 1 October 2021 to 31 March 2022 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. A full list of contracts awarded during the period 1 October 2021 to 31 March 2022 on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 5. Employee Implications 5.1. Contracts management including performance appraisal will be undertaken by both the main user Services and Procurement. 6. Financial Implications 6.1. There are no financial implications associated with this report which is for information purposes only. Appropriate budgetary provision is available for each of the contracts awarded. 7. Other Implications 7.1. There is a risk that failure to report awards may lead to contracts being awarded that do not represent best value, breach statutory procurement obligations and Standing Orders or do not follow internal processes which mitigate the risk. 13 141
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8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy nor recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 16 September 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Community and Enterprise Resources Committee 7 December 2021 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 142
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Appendix 1 Community and Enterprise Resources Contracts Awarded over £50,000 in value Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Stantec UK Ltd SLC/PS/COMENT/21/088 £99,468.00 25/10/2021 Principal Inspection of 20 structures with Difficult Access 25/10/2021 - 06/03/2022 Landcare Solutions (Scotland) Ltd SLC/PS/COMENT/18/026/MC28 £168,711.40 01/12/2021 Coalburn Leisure Centre Play Area 03/01/2022 - 28/03/2022 Covanburn Contracts Ltd SLC/PS/COMENT/18/026/MC31 £86,870.46 04/11/2021 Landscape Development, Play, Recreation and Associated Infrastructure Framework (Cairns, Calderwood and Victoria Park Primary Outdoor Classrooms) 15/11/2021 - 31/03/2022 John McGeady Ltd SLC/PS/COMENT/18/026/MC32 £90,822.50 01/12/2021 Rutherglen & Cambuslang Tarring Project 13/12/2021 - 10/01/2022 Covanburn Contracts Ltd SLC/PS/COMENT/18/026/MC36 £188,160.18 11/02/2022 Hamilton Palace Sports Ground 11/02/2022 - 11/08/2022 Various Contractors SLC/PS/COMENT/19/046 £50,000.00 01/12/2021 2019-2024 Winter Assistance - Farmers 01/12/2021 - 31/05/2024 Biffa Waste Services Ltd SLC/PS/COMENT/20/079 £4,410,000.00 04/11/2021 Collection, Treatment and Disposal of Council Buildings Waste 01/01/2022 - 31/12/2026 Extension 31/12/2028 143
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Levenseat Ltd and Smurfit Kappa Recycling SLC/PS/COMENT/20/086 £60,000.00 20/12/2021 Receipt and Processing of Recyclable Waste under the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste 01/04/2022 - 30/09/2023 Extension 30/09/2025 Markon Ltd SLC/PS/COMENT/21/002 £2,250,000.00 21/01/2022 Anti-Skid Road Surfacing and Reflective Studs Contract 21/01/2022 - 20/01/2026 Extension 20/01/2027 Fraser Tool Hire Ltd SLC/PS/COMENT/21/003 £1,458,768.00 10/01/2022 Hire and Maintenance of Small Plant including Independent Hand Arm Vibration and Noise Testing 10/01/2022 - 09/01/2025 Extension 09/01/2028 Ironside Farrar Ltd SLC/PS/COMENT/21/048 £96,000.00 02/12/2021 New Places New Futures - Town Centre Visioning 13/12/2021 - 31/07/2022 Ironside Farrar Ltd SLC/PS/COMENT/21/050 £160,000.00 14/01/2022 New Places New Futures - Transition to Net Zero 24/01/2022 - 26/09/2022 Levenseat Ltd SLC/PS/COMENT/21/054 £10,785,912.00 04/02/2022 Receipt, Treatment and Processing of Bulky Waste under the Scotland Excel Dynamic Purchasing System for the Treatment and Disposal of Recyclable and Residual Waste 01/04/2022 - 30/09/2025 Extension 30/09/2027 Siemens Plc SLC/PS/COMENT/21/058 £13,000,000.00 01/10/2021 Traffic Signal Equipment Works and Ancillary Support Services 01/10/2021 - 30/09/2026 Extension 30/09/2031 T McGowan & Sons SLC/PS/COMENT/21/069 £50,000.00 21/01/2022 Supply, Delivery & Installation of Memorial Plaques and Inscriptions 24/01/2022 - 23/01/2025 Extension 23/01/2027 Jobling Purser Ltd SLC/PS/COMENT/21/070 £160,000.00 03/11/2021 Supply and Delivery of Bitumen Products 03/11/2021 - 144
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29/02/2024 Extension 28/02/2025 Maxi Construction Ltd SLC/PS/COMENT/21/110NC £997,894.27 07/03/2022 New Cross Community Hub Regeneration Works 01/03/2022 - 02/09/2022 Enva Organics Recycling Ltd and Levenseat Ltd SLC/PS/COMENT/21/117 £8,256,405.00 17/03/2022 Receipt and Treatment of Organic Waste 01/04/2022 - 31/03/2025 Extension 31/03/2027 Royal British Legion Industries Ltd SLC/PS/COMENT/21/124 £162,000.00 18/03/2022 Supply and Delivery of Permanent Road Signage & Associated Products 28/03/2022 - 27/03/2026 Extension 27/03/2027 Pentland Plants SLC/PS/COMENT/21/132 £57,912.15 07/03/2022 Supply and Delivery of Summer Bedding Plants 2022 07/03/2022 - 11/03/2023 Ironside Farrar Ltd SLC/PS/COMENT/21/134 £55,000.00 07/02/2022 Southwest Scotland Green Action Travel Project 07/02/2022 - 20/05/2022 Hydro-Logic Services SLC/PS/COMENT/21/136 £50,000.00 18/02/2022 Provision and Maintenance of Watercourse Remote Monitoring Equipment 04/03/2022 - 03/09/2024 Extension 03/09/2026 Hypostyle Architects SLC/PS/COMENT/21/141 £94,750.00 23/12/2021 Community Hub at New Cross Centre, Hamilton 05/02/2021 - 31/05/2022 Muller UK & Ireland Group LLP SLC/PS/COMENT/21/171 £1,950,000.00 28/02/2022 Supply and Delivery of Milk 01/03/2022 - 28/02/2026 Extension 28/02/2027 Finning (UK) Ltd SLC/PS/COMENT/21/220 £567,660.00 08/02/2022 Supply and delivery of Plant under Scotland Excel Light and Heavy Plant Framework Agreement 08/02/2022 – 31/07/2022 145
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Alliance Disposables Ltd SLC/PS/COMENT/21/221 £121,500.00 21/02/2022 Supply and delivery of Aquateck Units 21/02/2022 - 21/02/2024 Coffee Conscience Ltd SLC/PS/COMENT/21/225 £65,000.00 23/03/2022 Supply of Coffee and Associated Products 24/03/2022 - 23/03/2025 146
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Contract extensions awarded over £50,000 in value Contractor Contract Reference Value of Contract Awarded Date of Extension Brief Description Contract Extension period Scot JCB Ltd, Volvo Group UK Ltd and Imperial Commercials Ltd SLC/PS/COMENT/18/054 £1,200,000.00 02/02/2022 Framework for the Provision of Vehicle Mechanical and Electrical Repairs 12/02/2022 - 12/02/2024 Electrical Testing Ltd SLC/PS/COMENT/19/146 £231,434.83 04/03/2022 Highway Electrical Connections - ESPO Framework 256 Lot 2 Further Competition 08/03/2022 - 08/09/2023 The Compost Bag Company Ltd SLC/PS/COMENT/20/104 £194,400.00 14/03/2022 Supply and Delivery of Compostable Food Waste Liners 31/03/2022 - 31/03/2023 Intelligent Health SLC/PC/COMENT/20/085 £250,000.00 03/09/2021 Beat the Street 18/01/2022 - 18/01/2023 Enviro-Clean Scotland Ltd SLC/PS/COMENT/20/005 £200,000.00 19/10/2021 Water Infrastructure Works 11/10/2021 - 11/10/2022 147
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