Agenda Document Pack - Community and Enterprise Resources Committee - 14/03/2023
South Lanarkshire Council · 14 March 2023
Back to Community and Enterprise Resources Committee — 14 March 2023 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 06 March 2023 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, 14 March 2023 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 13 December 2022 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2022/2023 Joint report dated 8 February 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 13 - 22 4 Community and Enterprise Resources - Capital Budget Monitoring 2022/2023 Joint report dated 22 February 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 23 - 26 5 Community and Enterprise Resources – Workforce Monitoring – October to December 2022 Joint report dated 2 February 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 27 - 34 Item(s) for Decision 6 Revocation of Lanark Air Quality Management Area – South Lanarkshire Report dated 22 February 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 35 - 40 7 Zero Carbon Indoor Multi Sports Facility Proposal at Strathaven Rugby Club Report dated 22 February 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 41 - 46 8 Ash Dieback Disease Programme – Arboriculture Operatives (Trainee) Joint report dated 24 February 2023 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources). (Copy attached) 47 - 50 Item(s) for Noting 9 Community and Enterprise Resource Plan - Quarter 2 Progress Report 2022/2023 Report dated 21 February 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 51 - 76 2
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Urgent Business 10 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 13 December 2022 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Maureen Chalmers, Councillor Ross Clark (substitute for Councillor Graeme Horne), Councillor Gerry Convery, Councillor Poppy Corbett, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Gladys Ferguson-Miller, Councillor Ross Gowland, Councillor Cal Johnston-Dempsey, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Lesley McDonald (substitute for Councillor Andy Carmichael), Councillor Davie McLachlan, Councillor Carol Nugent, Councillor David Shearer (substitute for Councillor Hugh Macdonald), Councillor Helen Toner, Councillor David Watson Councillors' Apologies: Councillor Andy Carmichael, Councillor Joe Fagan, Councillor Graeme Horne, Councillor Hugh Macdonald Attending: Community and Enterprise Resources D Booth, Executive Director; K Carr, Head of Facilities, Waste and Grounds Services; A Goldie, Facility Services Manager; C Park, Head of Roads, Transportation and Fleet Services; L Sprowl, Development Officer Finance and Corporate Resources N Docherty, Administration Assistant; L Harvey, Finance Manager; E Maxwell, Human Resources Business Partner; P MacRae, Administration Adviser; L O’Hagan, Finance Manager (Strategy); M M Wilson, Legal Services Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 4 October 2022 were submitted for approval as a correct record. In response to a member’s question, the Executive Director provided an update on the status of and recruitment to the posts referred to in items 7 and 8 of the minutes. The Committee decided: that the minutes be approved as a correct record. 3 Community and Enterprise Resources - Revenue Budget Monitoring 2022/2023 A joint report dated 16 November 2022 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted comparing actual expenditure at 4 November 2022 against budgeted expenditure for 2022/2023 for Community and Enterprise Resources. 2 5
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At 4 November 2022, there was an overspend of £0.056 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 £0.056 million as at 4 November 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. [Reference: Minutes of 4 October 2022 (Paragraph 3)] 4 Community and Enterprise Resources - Capital Budget Monitoring 2022/2023 A joint report dated 23 November 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 4 November 2022. The revised capital programme for 2022/2023, as agreed at the meetings of the Executive Committee held on 2 and 30 November 2022, amounted to £48.270 million, a net decrease of £16.270 million and, at 4 November 2022, expenditure was £16.292 million. The Committee decided: that the Community and Enterprise Resources’ Capital Programme of £48.270 million, and expenditure to date of £16.292 million, be noted. [Reference: Minutes of 4 October 2022 (Paragraph 4)] 5 Community and Enterprise Resources - Workforce Monitoring – August and September 2022 A joint report dated 10 November 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 August and September 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 10 September 2022 The Committee decided: that the report be noted. [Reference: Minutes of 4 October 2022 (Paragraph 5)] 6
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6 Update of the Community and Enterprise Resources’ Risk Register and Risk Control Plan A report dated 21 November 2022 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on Community and Enterprise Resources’ Risk Register and Risk Control Actions. The risks were scored in accordance with the Council’s scoring mechanism which scored risks based on likelihood and impact of risk. This resulted in risks being scored between 1 to 25 (low to very high). Risks were scored on their inherent risk (risk if nothing was done) and their residual risk (risk after applying controls). The risk scoring matrix was attached at Appendix 1 to the report. The Risk Register had been developed and was monitored on an ongoing basis to add any new risks and to review the scores of existing risks. The main changes to the Community and Enterprise Resources’ register were as follows:- the addition of the following 3 new top risks - inability of the Council to support households significantly impacted by the cost of living crisis, resulting in increasing levels of poverty, debt and damage to health failure to deliver the outcomes of the Community Wealth Building Strategy failure to achieve the Council Plan rescoring of damage caused by Ash Dieback disease as a high risk and re-categorisation as an ‘all service’ risk due to the potential impact on other Services removal of the ‘EU Exit’ risk as this was no longer considered a significant issue for the Resource Risks scored 15 to 25 were considered very high and risks scored 8 to 12 were considered high risks. The top risks identified for the Resource were detailed in Appendix 2 to the report. Comparisons of risk scores for 2021 and 2022 were detailed in Appendix 3 to the report. The Committee decided: (1) that the current position with regard to the Community and Enterprise Resources’ Risk Register be noted; and (2) that it be noted that any outstanding Risk Control Actions identified during the year would be progressed by relevant officers. [Reference: Minutes of the Executive Committee of 28 September 2021 (Paragraph 11)] 7 South Lanarkshire Draft Tourism Strategy A report dated 24 November 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the South Lanarkshire Draft Tourism Strategy. As part of the 2021/2022 Revenue Budget, members had approved a sum of £3 million towards economic recovery under the heading “Get South Lanarkshire Working”. Members’ ambitions for the £3 million fell under the following 3 headings:- Social Enterprise and Business Support Locate in South Lanarkshire Tourism Co-operative and Strategy 7
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£0.5 million of the funding had been allocated to a South Lanarkshire Tourism Strategy and the potential creation of a Tourism Co-operative body. A Tourism Strategy and associated Action Plan, attached as Appendix 1, to the report had been drafted to take account of a rapidly changing sector at international, national and local levels. The draft Tourism Strategy had been shared with partners, stakeholders and members of the public as part of a consultation process and comments received had helped define the current document. It was intended that the Strategy would:- evolve to ensure that all sectors of the South Lanarkshire tourism industry had their say in shaping the Strategy and associated Action Plan help the tourism sector recover, increase the value of the tourism sector and enhance the benefits of tourism across South Lanarkshire Details were given on the various sections contained in the Strategy. If approved, the Strategy would be published on the Council’s website. Officers would continue to engage with partners and businesses to provide support and advocate the creation of a sustainable, collaborative industry body to co-ordinate actions and deliver the Strategy. It was proposed that, during the implementation stage, annual updates measuring the success of the Strategy and Action Plan would be submitted to the relevant Committee. In response to a member’s question, officers advised that, where appropriate, brief updates could be submitted to Committee on a more regular basis. Officers responded to members’ questions on various aspects of the report. The Committee decided: that the draft Tourism Strategy and Action Plan be approved. 8 Scottish Government 5 Year Play Investment Programme A report dated 21 November 2022 by the Executive Director (Community and Enterprise Resources) was submitted on work undertaken to date on the Scottish Government’s 5 Year Play Area Investment Programme and proposing a strategic, place based approach to allocating funding from the programme. The Scottish Government had launched a £60 million fund for the renewal of play parks in Scotland to allow children access to high quality outdoor play in their own communities. In 2021/2022 and 2022/2023, £10 million of funding was distributed across councils, with the Council’s share totalling £594,000. The Scottish Government had now confirmed the full allocation of which South Lanarkshire would receive a total of £3.58 million up to 2025/2026. The Scottish Government had originally intended that all play areas in Scotland would be renewed and transformed, however, this would not be achievable in terms of the proposed funding package. Due to the shortfall in funding, the Scottish Government had agreed that councils could identify their own investment priorities. 8
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An exercise to identify potential costs of bringing all of the Council’s play areas up to an appropriate standard, rather than full renewal, had identified a funding shortfall of approximately £0.620 million. It was considered that allocation of the available funding across all play areas would see minimal impact in many play areas and it was proposed that consideration be given to a more strategic place based approach to allocating specific investment that could see targeted investment in priority play areas. The initial assessment of all play areas against the appropriate standards could be used as the basis of funding in each identified locality. If adopted, this approach would be developed in collaboration with the local community and local ward members, building on consultation already undertaken and delivering local investment based on local priorities. Given the multi year profile of the funding, a programme was proposed with focus on specific localities each year, as detailed in the report. Within the programme, there would be flexibility to bring forward or push back projects as funding and staffing resources allowed. The Committee decided: (1) that the Scottish Government 5 Year Play Investment Programme be noted; and (2) that the proposed place-based, local approach be approved. 9 South Lanarkshire Gift Card - Update A report dated 21 November 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the outcome of the 1 year trial of the South Lanarkshire Gift Card Scheme. All local authorities in Scotland, including South Lanarkshire Council, had been asked by the Scottish Government, through Scotland’s Town Partnership, to back a Scotland Loves Local Gift Card Scheme. The scheme had been designed to encourage local shopping, drive footfall to local businesses and keep spend in the local area. At its meeting held on 7 December 2021, this Committee approved a 1 year trial of the scheme and a South Lanarkshire Gift Card was promoted through Council networks as well as through partner organisations such as the Hamilton BID. The gift cards used the existing MasterCard network and could be accepted by small independent businesses and national retailers who used that network. There was no cost to individual businesses and Scotland’s Town Partnership (STP), on behalf of the Scottish Government, had a contract in place to cover the full costs of the first year. As of 30 September 2022, 207 businesses had signed up to the South Lanarkshire scheme and the card had generated sales of £1,235. Continuation of the scheme would attract an annual cost of £11,700 and it was considered that the level of uptake did not represent value for money or an effective use of resources. Given the limited economic benefit to the area, it was proposed not to continue with the scheme. The Committee decided: (1) that the evaluation of the South Lanarkshire Gift Card Scheme be noted; and (2) that the gift card programme be not progressed by the Council. [Reference: Minutes of 7 December 2021 (Paragraph 8)] 9
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10 Roads Asset Management Plan – 2022 Update A report dated 21 November 2022 by the Executive Director (Community and Enterprise Resources) was submitted on the Roads Asset Management Plan (RAMP) 2022. The principles of asset management had been developed, at both a national and local level, to provide a basis for associated investment decisions and to ensure that a sound understanding of investment needs was available. The main purpose of developing the RAMP was to ensure:- a knowledge of the extent and condition of main asset groups an understanding of where gaps existed to allow consideration of how those might be addressed an understanding of the level of current investment on each asset group and the associated condition trend Details were given on:- the Council’s main roads asset groups the overall condition of the infrastructure issues for consideration in relation to roads and related infrastructure Officers responded to members’ questions on various aspects of the report. The Committee decided: that the report be noted. [Reference: Minutes of 7 December 2021 (Paragraph 12)] 11 Comfort Scheme Pilot, Lanark A report dated 21 November 2022 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the comfort scheme pilot, Lanark. In 2013, the Council made the decision to close all public conveniences as part of the budget process. The Council had continued to make an annual contribution of £2,000 to the New Lanark Heritage site for public use of their facilities. At its meeting on 22 January 2019, this Committee took a decision to pilot a comfort scheme initiative in Lanark from April 2019 to April 2020. As a result of the COVID pandemic, the pilot was interrupted and was extended to September 2022. The comfort scheme enabled local authorities to work in partnership with local businesses to provide access for the public to clean, safe, accessible toilets in local business premises. A small annual fee was paid to local businesses for providing this access and details of the 3 local businesses participating in the pilot were given in the report together with arrangements to publicise the scheme. Prior to the evaluation process, Council officers visited the 3 business premises on a number of occasions when it was noted that footfall to all 3 premises was low, ranging from 0 to 4 visitors. The total cost for the pilot was £9,675 and anticipated costs for the retention of the scheme would be approximately £6,800. 10
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Given the evaluation of the pilot scheme and the overall cost to the Council to administer and run the scheme, it was proposed that the Council did not continue the scheme. It was, however, proposed that, following positive initial discussions with Discover Lanark, those discussions be progressed to continue the scheme under their management with appropriate support from the Council. Following discussion, and having heard the Chair, it was also proposed that the Council continue to engage with local communities in support of their aspirations, which could include community led comfort schemes. Officers responded to members’ questions on various aspects of the report The Committee decided: (1) that the evaluation of the comfort scheme pilot be noted; (2) that it be noted that, following the evaluation of the pilot, the Council would not continue the scheme; (3) that it be noted that the Council would progress discussions with Lanark Business Improvement District (BID) on the potential continuation of the scheme under their management and operation; and (4) that it be noted that the Council would continue to engage with local communities in support of their aspirations, which could include community led comfort schemes. [Reference: Minutes of 22 January 2019 (Paragraph 11)] 12 Notification of Contracts Awarded: 1 April to 30 September 2022 A report dated 21 November 2022 by the Executive Director (Community and Enterprise Resources) was submitted on contracts awarded by Community and Enterprise Resources in the period 1 April to 30 September 2022. In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded. Details of the contracts awarded by Community and Enterprise Resources were provided in the appendix to the report. The Committee decided: that the report be noted. [Reference: Minutes of 7 December 2021 (Paragraph 16)] 13 Urgent Business There were no items of urgent business. 11
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 14 March 2023 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 2022 to 27 January 2023 for Community and Enterprise Resources provide a forecast for the year to 31 March 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the forecast to 31 March 2023 of an underspend of £0.007 million after approved transfers to reserves as detailed in Appendix A of the report, be noted; (2) that an overspend of £0.015 million as at 27 January 2023 after approved transfers to reserves, as detailed in Appendix A of the report, be noted; and (3) that the proposed budget virements as detailed in appendices B to F be approved. [1recs] 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2022/2023. 3.2. The Resource has completed its formal probable outturn exercise for the year identifying expected spend to the 31 March 2023. Details are outlined in section 5 below. 3.3. The report details the financial position for Community and Enterprise Resources in appendix A and the individual services’ reports in appendices B to F, including variance explanation. 4. Employee Implications 4.1. None 3 13
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5. Financial Implications 5.1. Probable Outturn: Following the Council’s probable outturn exercise, the Resource is reporting an underspend of £0.007 million after approved transfers to reserves of £1.270 million. The Resource position is detailed in Appendix A and the transfers to reserves by service area are noted in appendices B to F. 5.2. The Resource is showing an underspend of £0.007 million and this is due to underspends in employee costs across all services, income from waste streams and an over recovery of Planning and Building Standards income offset by costs within Roads, Transportation and Fleet services in relation to transport costs and charging of Electric Vehicles, prior to tariffs being introduced, loss of income for school meals and costs of PPE, bin replacement and increased ICT costs within supplies and services. 5.3. Position as 27 January 2023: The Resource position as at 27 January 2023 is an overspend of £0.015 million after approved transfers to reserves. Appendix A outlines this position and the overspend in the main reflects further under recovery on school meal income. Detailed variance explanations by service area are included in appendices B to F. 5.4. Virements are proposed to realign budgets across budget categories and with other Resources. These movements are detailed in the appendices B to F of this report. 6. Climate Change, Sustainability and Environmental Implications 6.1 There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s revenue budget is that there is an overspend. 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) 14
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David Booth Executive Director (Community and Enterprise Resources) 8 February 2023 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 27 January 2023. 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 15
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 11 Ended 27 January 2023 (No. 11) Community and Enterprise Resources Summary Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 27/01/23 Actual BEFORE Transfers 27/01/23 Variance 27/01/23 % Variance 27/01/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 94,463 92,087 2,376 2,376 75,836 73,640 2,196 under 2.9% Property Costs 4,012 4,726 (714) (814) 3,313 4,042 (729) over (22.0%) Supplies & Services 17,920 18,277 (357) (397) 13,516 13,768 (252) over (1.9%) Transport & Plant 23,531 23,972 (441) (441) 18,282 18,878 (596) over (3.3%) Administration Costs 816 988 (172) (172) 593 667 (74) over (12.5%) Payments to Other Bodies 10,989 11,064 (75) (75) 7,713 7,692 21 under 0.3% Payments to Contractors 46,304 45,966 338 (792) 31,522 30,931 591 under 1.9% Transfer Payments 603 603 0 0 530 530 0 - 0.0% Financing Charges 185 237 (52) (52) 171 207 (36) over (21.1%) Total Controllable Exp. 198,823 197,920 903 (367) 151,476 150,355 1,121 under 0.7% Total Controllable Inc. (69,026) (69,400) 374 374 (54,009) (53,948) (61) under recovered (0.1%) Net Controllable Exp. 129,797 128,520 1,277 7 97,467 96,407 1,060 under 1.1% Transfer to Reserves (as at 27/01/23) - 1,270 (1,270) - - 1,075 (1,075) over Position After Transfers to Reserves (as at 27/01/23) 129,797 129,790 7 7 97,467 97,482 (15) over (0.0%) Variance Explanations Detailed in Appendix B to F. Budget Virements Budget virements are shown in Appendices B to F. Approved Transfers to Reserves Detailed in Appendix B to F 16
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 11 Ended 27 January 2023 (No. 11) Facilities, Waste and Grounds Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 27/01/23 Actual BEFORE Transfers 27/01/23 Variance 27/01/23 % Variance 27/01/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 59,860 59,009 851 851 48,120 47,279 841 under 1.7% 1,a,b,f Property Costs 1,855 2,047 (192) (292) 1,490 1,703 (213) over (14.3%) 2,c,d,f Supplies & Services 8,763 8,780 (17) (17) 6,509 6,604 (95) over (1.5%) 3,f Transport & Plant 8,506 8,523 (17) (17) 6,630 6,652 (22) over (0.3%) f Administration Costs 165 211 (46) (46) 103 159 (56) over (54.4%) 4 Payments to Other Bodies 51 53 (2) (2) 44 44 0 - 0.0% Payments to Contractors 15,997 14,768 1,229 99 11,684 10,636 1,048 under 9.0% 5,a Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 45 63 (18) (18) 44 52 (8) over (18.2%) 6 Total Controllable Exp. 95,242 93,454 1,788 558 74,624 73,129 1,495 under 2.0% Total Controllable Inc. (19,616) (19,585) (31) (31) (16,244) (16,200) (44) under recovered (0.3%) 7,b,e Net Controllable Exp. 75,626 73,869 1,757 527 58,380 56,929 1,451 under 2.5% Transfer to Reserves (as at 27/01/23) - 1,230 (1,230) - - 1,041 (1,041) over Position After Transfers to Reserves (as at 27/01/23) 75,626 75,099 527 527 58,380 57,970 410 under 0.7% Variance Explanations 1. The variance is mainly due to vacancies that are being actively recruited within School Crossing Patrollers, Catering and Janitors Services within Facilities, and turnover and staff working on reduced hourly contracts as a result of flexible retirement throughout the service. 2. The overspend is due to greater than budgeted expenditure on refuse uplifts and Health and Hygiene charges within Janitorial Service and rates charges associated with historic public conveniences, and higher than anticipated expenditure on the security and upkeep of the Castlehill Transfer station. In addition, the overspend is also due to the retention of the additional death facility at Peel Park, however, partial income is anticipated this financial year to support costs. 3. The overspend is mainly due to higher than anticipated expenditure on bin purchases and PPE along with upgrading of IT systems within Waste, partially offset by an underspend within Facilities on school meals food purchases partially offset by an overspend on equipment. 4. The overspend is mainly due to an overspend on medical costs within the service along with printing costs within Facilities Management. 5. The variance is mainly due to income received from the disposal of both fibres and containers within the Waste Service. 6. The overspend is due to increased IT leasing costs. 7. The under recovery of income mainly relates to the decrease in uptake of the Care of Gardens Service, no income recovered from Adoption Monies within Grounds, an under recovery in school meals income which has increased due to loss of income from school closures and teachers strike days and less demand for bereavement services within Streets and Bereavement. These are partially offset by an over recovery within Waste and Streets as a result of additional service requests from Housing and Tech and additional service requests within Facilities. Budget Virements a. Transfer of budget to corporate items in respect of National Insurance budget 22-23 clawback and domestic waste tonnage support for COVID. Net effect (£1.011m): Employees (£0.111m), Payment to Contractor (£0.900m). b. Transfer of budget in relation to pay award. Net effect £4.286m: Employees £4.411m, Income (£0.125m). c. Transfer of budget in respect of additional rates poundage. Net effect £0.007m: Property £0.007m. d. Transfer of budget in respect of utilities. Net effect £0.084m: Property £0.084m. e. Realignment of budget to reflect service provision within Grounds and Facilities. Net effect £0.000m: Employees (£0.385m), Property £0.007m, Supplies and Services £0.223m, Transport and Plant (£0.082m), Income £0.237m. Approved Transfers to Reserves (£1.230m): i. Allotment (£0.100m) ii. Crematorium Sinking fund (£0.050m) iii. Unbudgeted Waste Income - (£1.080m) 17
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 11 Ended 27 January 2023 (No. 11) Planning and Regulatory Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 27/01/23 Actual BEFORE Transfers 27/01/23 Variance 27/01/23 % Variance 27/01/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 7,409 7,012 397 397 5,952 5,585 367 under 6.2% 1,a,b Property Costs 193 195 (2) (2) 143 143 0 - 0.0% c Supplies & Services 270 284 (14) (14) 150 169 (19) over (12.7%) 2,c Transport & Plant 553 516 35 35 522 503 19 under 3.6% 3 Administration Costs 146 150 (4) (4) 89 94 (5) over (5.6%) Payments to Other Bodies 277 200 77 77 142 94 48 under 33.8% 4,c Payments to Contractors 1,640 1,665 (25) (25) 1,219 1,239 (20) over (1.6%) c Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 46 63 (17) (17) 44 48 (4) over (9.1%) Total Controllable Exp. 10,534 10,087 447 447 8,261 7,875 386 under 4.7% Total Controllable Inc. (5,396) (5,991) 595 595 (4,101) (4,564) 463 over recovered 11.3% 5,c Net Controllable Exp. 5,138 4,096 1,042 1,042 4,160 3,311 849 under 20.4% Transfer to Reserves (as at 27/01/23) - - - - - - - - Position After Transfers to Reserves (as at 27/01/23) 5,138 4,096 1,042 1,042 4,160 3,311 849 under 20.4% Variance Explanations 1. The variance is mainly due to vacant posts within the services which are being recruited. 2. The over spend is due to greater than anticipated IT charges for the Flare Environmental IT system. 3. The variance is mainly due to lower than anticipated pool car charges within Environmental Services. 4. The variance is due to lower than anticipated expenditure on scientific services within Environmental Services. 5. The over recovery of income is mainly due to a greater demand for Planning and Building Standard applications. Budget Virements a. Transfer of budget to corporate items in respect of National Insurance budget 22-23 clawback. Net (£0.022m): Employees (£0.022m). b. Transfer of budget in relation to pay award. Net effect £0.222m: Employees £0.222m. c. Realignment of budget to reflect service delivery within Projects, Environmental and Planning. Net effect £0.000m: Property £0.045m, Supplies and Services (£0.007m), Payment to Other Bodies £0.022m, Payment to contractor £0.016m, Income (£0.076m). 18
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 11 Ended 27 January 2023 (No. 11) South Lanarkshire Leisure and Culture Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 27/01/23 Actual BEFORE Transfers 27/01/23 Variance 27/01/23 % Variance 27/01/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 4 6 (2) (2) 3 43 (1) over (33.3%) Property Costs 98 76 22 22 81 64 17 under 21.0% 1 Supplies & Services 0 0 0 0 0 0 0 - n/a Transport & Plant 0 0 0 0 0 0 0 - n/a Administration Costs 8 9 (1) (1) 8 9 (1) over (12.5%) Payments to Other Bodies 80 91 (11) (11) 0 0 0 - n/a Payments to Contractors 23,752 23,752 0 0 15,778 15,778 0 - 0.0% a,b Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 0 0 0 0 0 0 0 - n/a Total Controllable Exp. 23,942 23,934 8 8 15,870 15,856 14 under 0.1% Total Controllable Inc. 0 (4) 4 4 0 (3) 3 over recovered n/a Net Controllable Exp. 23,942 23,930 12 12 15,870 15,853 17 under 0.1% Transfer to Reserves (as at 27/01/23) - - - - - - - - Position After Transfers to Reserves (as at 27/01/23) 23,942 23,930 12 12 15,870 15,853 17 under 0.1% Variance Explanations 1. The variance relates to reduced service charges for East Kilbride ice rink. Budget Virements a. Transfer of budget in relation to pay award. Net £0.878: Payment to Contractors £0.878m. b. Transfer of funding to corporate items for Warm Welcome Initiative. Net (£0.600m): Payment to Contractors (£0.600m). 19
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 11 Ended 27 January 2023 (No. 11) Enterprise and Sustainable Development Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 27/01/23 Actual BEFORE Transfers 27/01/23 Variance 27/01/23 % Variance 27/01/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,276 5,168 108 108 4,254 4,130 124 under 2.9% 1,a,b,d,f Property Costs 798 808 (10) (10) 670 676 (6) over (0.9%) c Supplies & Services 300 311 (11) (11) 143 155 (12) over (8.4%) 2,e Transport & Plant 47 42 5 5 45 43 2 under 4.4% Administration Costs 99 77 22 22 68 52 16 under 23.5% 3 Payments to Other Bodies 4,948 4,987 (39) (39) 2,091 2,118 (27) over (1.3%) 4,f Payments to Contractors 52 52 0 0 52 52 0 - 0.0% Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 44 36 8 8 42 48 (6) over (14.3%) Total Controllable Exp. 11,564 11,481 83 83 7,365 7,274 91 under 1.2% Total Controllable Inc. (4,607) (4,638) 31 31 (1,827) (1,853) 26 over recovered 1.4% 5,f Net Controllable Exp. 6,957 6,843 114 114 5,538 5,421 117 under 2.1% Transfer to Reserves (as at 27/01/23) - - - - - - - - Position After Transfers to Reserves (as at 27/01/23) 6,957 6,843 114 114 5,538 5,421 117 under 2.1% Variance Explanations 1. This variance is mainly due to vacant posts within the services which are being recruited. 2. The overspend mainly relates to greater than budgeted IT costs within Business Support. 3. The variance is due to lower than anticipated printing & stationery, telephone costs and membership fees within Business Support. 4. The overspend is due to higher than anticipated costs for Christmas events. 5. The income is over recovered due to greater than budgeted rental income within Support Services. Budget Virements a. Transfer of budget to corporate items in respect of National Insurance budget 22-23 clawback. Net effect (£0.011m): Employees (£0.011m). b. Transfer of budget in relation to pay award. Net effect £0.221m: Employees £0.221m. c. Transfer of budget in respect of utilities. Net effect £0.002m: Property £0.002m. d. Transfer to reserves funding for the Food Development officer post within Support Services. Net effect (£0.056m): Employees (£0.056m). e. Transfer from reserves in respect of expenditure commitments for Montrose House move to Headquarters. Net effect £0.004m: Supplies and Services £0.004m. f. Establish budgets in respect of external income from Hamilton Palace Grounds, Strathaven Cars, Business Support Fund, Business Loans Scotland Funding and Business Ventilation Fund along with realignment of budget within Get South Lanarkshire Working to reflect service. Net effect £0.000m: Employees £0.008m, Payment to Other Bodies £0.762m, Income (£0.770m). 20
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 11 Ended 27 January 2023 (No. 11) Roads, Transportation and Fleet Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 27/01/23 Actual BEFORE Transfers 27/01/23 Variance 27/01/23 % Variance 27/01/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 21,914 20,892 1,022 1,022 17,507 16,642 865 under 4.9% 1,a,b,e Property Costs 1,068 1,600 (532) (532) 929 1,456 (527) over (56.7%) 2,c,d,e Supplies & Services 8,587 8,902 (315) (355) 6,714 6,839 (125) over (1.9%) 3,d,e Transport & Plant 14,425 14,889 (464) (464) 11,085 11,680 (595) over (5.4%) 4,e Administration Costs 398 541 (143) (143) 325 353 (28) over (8.6%) 5 Payments to Other Bodies 5,633 5,733 (100) (100) 5,436 5,436 0 - 0.0% e Payments to Contractors 4,863 5,729 (866) (866) 2,789 3,226 (437) over (15.7%) 6,f Transfer Payments 603 603 0 0 530 530 0 - 0.0% Financing Charges 50 75 (25) (25) 41 59 (18) over (43.9%) 7 Total Controllable Exp. 57,541 58,964 (1,423) (1,463) 45,356 46,221 (865) over (1.9%) Total Controllable Inc. (39,407) (39,182) (225) (225) (31,837) (31,328) (509) under recovered (1.6%) 8,b,e Net Controllable Exp. 18,134 19,782 (1648) (1,688) 13,519 14,893 (1,374) over (10.2%) Transfer to Reserves (as at 27/01/23) - 40 (40) - - 34 (34) Position After Transfers to Reserves (as at 27/01/23) 18,134 19,782 (1,688) (1,688) 13,519 14,927 (1,408) over (10.4%) Variance Explanations 1. The variance relates 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 mainly relates to increased costs for annual subscriptions for Computer Licences and PPE within roads. 4. The overspend is mainly due to the timing of efficiencies and greater than anticipated expenditure in the workshop within Fleet services, partially offset by under spend in casual hire charges. 5. The overspend is mainly due to a greater than budgeted spend on printing & stationery, telephones, membership fees and medical costs within Fleet services and advertising of road closures within Roads. 6. The overspend is mainly due to higher than anticipated routine maintenance costs within Clydesdale and Lighting services in Roads. 7. The overspend is due increased IT leasing costs. 8. The under recovery in income is mainly due to less than anticipated income from taxi inspections income, pool car charges, casual hire charges partially offset by income from the sale of vehicles and the recovery of vehicle maintenance within Fleet. The under recovery is also due to less than anticipated income from maintenance works within Roads at this time, which is partially offset by the recovery of income from previous years within Parking and an over recovery within HQ Operations for inspection fees. Budget Virements a. Transfer of budget to corporate items in respect of National Insurance budget 22-23 clawback. Net effect (£0.058m): Employees (£0.058m). b. Transfer of budget in relation to pay award. Net effect £1.046m: Employees £1.083m, Income (£0.037m). c. Transfer of budget in respect of additional rates poundage. Net effect £0.009m: Property £0.009m. d. Transfer of budget in respect of utilities Net effect £0.098m: Property £0.049m, Supplies and Services £0.049m. e. Realignment of budget to reflect service provision within Roads and Fleet. Net effect £0.000m: Employees (£0.028m), Property £0.007m, Supplies and Services £0.002m, Transport and Plant £0.014m, Payment to Other Bodies £0.380m, Income (£0.368m). f. Transfer from reserves in respect of Roads Winter Maintenance. Net effect £0.404m: Payment to Contractors £0.404m. Approved Transfers to Reserves (£0.040m): i. Fleet Sinking Fund (£0.025m) ii. Year 3 of Electric Vehicle Payback (£0.015m) 21
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 14 March 2023 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 2022 to 27 January 2023 [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 £48.444 million, and expenditure to date of £22.898 million, be noted; and (2) that the projected outturn of £43.7 million be noted. [recs] 3. Background 3.1. This is the fourth capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2022/2023. A further report will follow after the financial year end. 3.2. As noted in the last report to this Committee (13 December 2022), the budget for Community and Enterprise Resources for financial year 2022/2023 was £48.270 million. 3.3. Since that meeting, the Executive Committee has agreed changes to the Community and Enterprise Resources Capital Programme totalling a net increase of £0.174 million. The details are shown in Appendix A. This takes the Community and Enterprise Resources’ programme for 2022/2023 to £48.444 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 £48.444 million. 4 23
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5.2. 2022/2023 Outturn Work has been ongoing to monitor the predicted spend position for this financial year and current estimates from Community and Enterprise Resources suggest an outturn of £43.7 million, an underspend of £4.744 million. The majority of the variance is due to the timing of spend on a number of projects resulting in budget required in 2023/2024 rather than 2022/2023. 5.3. This includes a number of Glasgow City Region City Deal projects (including the grant payment element of Cathkin Bypass as well as Lanark Road Signalisation), Renewal of Play Parks, the Town Centre Regeneration Fund and Vacant and Derelict Land project at Cuningar Loop. Funding for these projects will carry forward into next financial year. 5.4. Period 11 Position Anticipated spend to date was £23.073 million and spend to 27 January 2023 amounts to £22.898 million, an underspend of £0.175 million. This mainly reflects the timing of spend on the Greenhills Road and Jackton Primary School projects within the Glasgow City Region City Deal Programme. This has been offset by spend in relation to Clyde Gateway being incurred earlier than anticipated. 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) 22 February 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 24
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Previous References Community and Enterprise Resources Committee, 13 December 2022 Executive Committee, 1 February 2023 Executive Committee, 1 March 2023 List of Background Papers Financial ledger to 27 January 2023 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 25
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Appendix A South Lanarkshire Council Capital Expenditure 2022/2023 Community and Enterprise Resources For Period 1 April 2022 – 27 January 2023 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 1,108 (503) 2,554 261 254 Enterprise and Sustainable Development 27,435 2,368 (10,670) 19,133 9,752 10,004 Roads, Transport and Fleet 29,997 2,652 (5,892) 26,757 13,060 12,640 TOTAL 59,381 6,128 (17,065) 48,444 23,073 22,898 For Information Only Budget Adjustments approved by Executive Committee, 1 February 2023: Budget Adjustments approved by Executive Committee, 1 March 2023: Budget Adjustments Priory Changing Pavilion - Blantyre Total Budget Adjustments £0.050m £0.050m Budget Adjustments Cycle Shelters at Schools National Strategy for 20mph Total Budget Adjustments £0.040m £0.084m £0.124m 26
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 13 February 2023 Report by: Executive Director (Finance and Corporate Resources) and Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – October to December 2022 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for October to December 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 October to December 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 10 December 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 October to December 2022. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of December 2022 for Community and Enterprise Resources. The Resource absence figure for December 2022 was 8.0%, this figure has increased by 0.3% when compared to the previous month and is 1.0% higher than the Council-wide figure. Compared to December 2021, the Resource absence figure has increased by 0.6%. Based on the absence figures at December 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 6.0%. 5 27
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 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 5.81% with 0.30% 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, 337 referrals were made this period. This represents an increase of 8 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 49 accidents/incidents recorded within the Resource this period, an increase of 17 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 32 disciplinary hearings were held within the Resource, an increase of 24 when compared to the same period last year. One appeal was heard by the Appeals Panel. Three grievance hearings were raised within the Resource, this figure has increased by 1 when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure has decreased by 1 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There were a total of 46 leavers in the Resource this period eligible for an exit interview. This figure has increased by 7 when compared with the same period last year. Nine exit interviews were conducted in this period, a decrease of 4 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 October to December 2022, 145 (95.48 FTE) employees in total left employment, managers indicated that 120 posts (71.07 FTE) were being replaced and 25 posts (24.41 FTE) were due to the end of a fixed term contract. 5. Staffing Watch 5.1. There has been a decrease of 74 in the number of employees in post from 10 September 2022 to 10 December 2022. 28
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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) 2 February 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Community and Enterprise Resources – 13 December 2022 List of Background Papers Monitoring information provided by Finance and Corporate Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 29
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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 3.4 August 4.9 6.4 6.6 August 4.4 5.9 6.1 August 3.1 4.7 4.4 September 1.6 3.4 3.1 September 5.8 8.2 7.9 September 5.1 7.5 7.1 September 4.2 6.4 5.4 October 3.1 3.8 5.1 October 6.3 7.9 7.5 October 5.8 7.3 7.1 October 4.8 6.3 5.8 November 3.6 3.5 4.2 November 7.1 8.0 8.3 November 6.6 7.3 7.7 November 5.8 6.9 6.5 December 3.1 4.2 3.7 December 6.4 8.0 8.8 December 5.9 7.4 8.0 December 5.6 6.9 7.0 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 4.1 Annual Average 5.6 7.7 8.0 Annual Average 5.1 7.1 7.4 Annual Average 4.2 5.9 6.0 Average Apr-Dec 2.4 3.2 3.9 Average Apr-Dec 5.3 6.9 7.4 Average Apr-Dec 4.9 6.4 6.8 Average Apr-Dec 4.0 5.5 5.6 524 2884 3408 16104 Appendix 1 Absence Trends - 2020/2021, 2021/2022 & 2022/2023 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total No of Employees at 31 Dec 2022 No of Employees at 31 Dec 2022 No of Employees at 31 Dec 2022 No of Employees at 31 Dec 2022 30
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COMMUNITY AND ENTERPRISE RESOURCES Oct-Dec Oct-Dec 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 110 108 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 329 337 Oct-Dec Oct-Dec 2021 2022 Over 7 day absences 4 10 Over 3 day absences** 0 2 Minor 14 21 Near Miss 4 4 Violent Incident: Physical**** 3 5 Violent Incident: Verbal***** 7 7 Total Accidents/Incidents 32 49 Oct-Dec Oct-Dec 2021 2022 Total Number of Hearings 8 32 Total Number of Appeals 4 1 Time Taken to Convene Hearing Oct - Dec 2022 0-3 Weeks 4-6 Weeks Over 6 Weeks 16 8 8 Oct-Dec Oct-Dec 2021 2022 Number of Grievances 2 3 Number Resolved at Stage 2 2 3 Oct-Dec Oct-Dec 2021 2022 Number of Incidents 1 0 Number Resolved at Formal Stage 1 0 Oct-Dec Oct-Dec 2021 2022 Career Advancement 1 3 Poor Relationship with Manager/Colleagues 1 1 Personal Reasons 5 1 Travelling Difficulties 1 1 Further Education 0 1 Childcare/caring responsibilities 2 1 Dissatisfaction With Terms and Conditions 1 1 Other 2 0 Number of Exit Interviews conducted 13 9 Total Number of Leavers Eligible for Exit Interview 39 46 Percentage of interviews conducted 33% 20% ****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 115 *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. 104 APPENDIX 2 91 106 13 19 31
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FTE* H/C** FTE H/C Number of Leavers 95.48 145 264.14 467 Replace Employee 71.07 120 231.67 430 Filling on a Temp Basis 0.00 0 0.00 0 Plan to transfer budget to another post 0.00 0 0.00 0 End of fixed term post 24.41 25 32.46 37 Leave vacant pending savings or service review 0.00 0 0.00 0 Plan to remove for savings 0.00 0 0.00 0 * Full time equivalent ** Head count/number of employees Appendix 2a Oct - Dec 2022 Cumulative total (Apr 22 - Mar 23) 32
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As at 10 December 2022 Total Number of Employees F/T P/T F/T P/T 1235 233 203 1392 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1.00 1471.04 386.49 233.64 44.23 17.00 2.00 5.00 0.00 2160.4 As at 10 September 2022 Total Number of Employees F/T P/T F/T P/T 1287 236 206 1408 Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1.00 1525.42 397.39 233.22 45.23 17.00 2.00 9.60 0.00 2230.86 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3063 MALE FEMALE TOTAL *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3137 33
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 14 March 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Revocation of Lanark Air Quality Management Area – South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on improvements to air quality within the Lanark area and the subsequent proposal to revoke the Lanark Air Quality Management Area (AQMA) 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that it be approved that Environmental Services proceed to revoke the Lanark AQMA. [1recs] 3. Background 3.1. South Lanarkshire Council has a statutory duty to monitor the quality of air within its area. This is defined in the Environment Act 1995 and details provided within the Air Quality (Scotland) Regulations 2000 and 2002 as amended. The results of the monitoring must be considered against the air quality objectives/targets. Should an air quality objectives/target be exceeded the local authority must take action to improve air quality. Exceedances were previously found in East Kilbride, Rutherglen and Lanark which resulted in the declaration of 3 AQMAs for these areas. 3.2. An AQMA encompassing the whole town of Lanark was declared in June 2016 due to likely breaches of the Nitrogen Dioxide (NO2) hourly mean and annual mean air quality objectives/targets. 3.3. The formal declaration process for the AQMAs and the resultant Air Quality Action Plan development have been detailed in previous Committee reports dated 3 June 2008, 11 November 2008, 8 December 2015 and 19 March 2019. 3.4. Environmental Services has supported traffic management and air quality improvement actions since 2016. Lanark specific initiatives included:- Beat the Street’ and ‘Lanark on the Move’ which support the uptake of active and sustainable travel choices for short local journeys. Improvements to traffic flow to ease congestion in sensitive locations has been facilitated by improvements to traffic signalling, in conjunction with colleagues in Roads and Transportation. 6 35
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Electric vehicle charging was introduced in Lanark to support the transition to lower emission vehicles. A number of engine idling campaigns and vehicle emission testing events have taken place locally to increase awareness of the impact vehicle emissions can have on health. The local projects are supported by South Lanarkshire wide initiatives including fleet and emission tailored support to fleet and taxi operators through the Eco Stars project. Support to encourage the uptake of cycling via the ‘Love to Ride South Lanarkshire’ project as well as South Lanarkshire’s walking and cycling campaign. 3.5. Collectively, the above interventions have resulted in improved traffic flow and pollutant reduction. 4. Current Position 4.1. Measured NO2 concentrations have declined over recent years, supporting a Detailed Assessment of Air Quality at Lanark for NO2 and Particulate Matter (PM2.5). The Detailed Assessment demonstrated air quality has improved and air quality objectives/targets currently, and in future, will not be exceeded. A copy of the executive summary from the Detailed Assessment report is included at Appendix 1. 4.2. The Detailed Assessment reviewed pollutant measurements over the previous 10 years concluding:- The annual mean for NO2 of 40µgm-3 was exceeded in 2013 and since then measured concentrations have declined in general at all measurement sites. In 2019 all measured concentrations were significantly less than the Scottish objective for NO2. To avoid the possibility of re-declaring for PM2.5 at a future date, a review of measured PM2.5 data was undertaken. This indicated annual mean concentrations have been consistently below the Scottish objective of 10µgm-3 for PM2.5 since monitoring for this pollutant began in 2015. 4.3. Dispersion modelling study of current and future road traffic NO2 and PM2.5 emissions indicated:- In 2019, the NO2 and PM2.5 annual mean objectives were not exceeded at any locations where relevant human exposure is present within the study area. The sensitivity analysis conducted using meteorological dataset from 2009 through to 2019 indicates that is unlikely that exceedances of the NO2 or PM2.5 annual mean objective will occur at these receptor locations due to inter-annual variability in weather conditions. In 2025, when likely traffic growth and inter-annual variability in weather conditions are considered, the NO2 and PM2.5 annual mean are not predicted to exceed the Scottish objectives at any locations where relevant human exposure is present within the study area. In 2025 with future developments, the NO2 and PM2.5 annual means are not predicted to exceed the Scottish objectives at any locations where relevant human exposure is present within the study area. 4.4. The Council’s Annual Progress Report on air quality together with the Detailed Assessment have been submitted to the Scottish Government and Scottish Environment Protection Agency (SEPA) for appraisal as part of statutory reporting 36
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requirements. Both reports conclude the Lanark AQMA should now be revoked under Section 83(2) of the Environment Act 1995. The findings of both reports have been accepted by the Scottish Government and SEPA. 4.5. In view of the conclusions of the Detailed Assessment of Air Quality in Lanark and acceptance of the findings by Scottish Government and SEPA, Environmental Services recommends South Lanarkshire Council revokes the Lanark AQMA. 4.6. Following acceptance of the recommendation, the Revocation Order will be drawn up in conjunction with Legal Services and the Order advertised among statutory consultees before coming into effect spring/summer 2023. 5. General/Other Implications for the Council 5.1. Where a local authority considers it necessary to revoke an AQMA the Scottish Government expects the authority to consult SEPA. For the Lanark proposed revocation this consultation has already taken place. In addition, it is also expected that the local authority consults statutory consultees, businesses, members of the public and other interested parties. 5.2. Once the consultation process has been completed, Environmental Services would submit the Revocation Order to the Scottish Government for information. 5.3. Where a Revocation Order is accepted, local authorities are expected to consider drawing up a Local Air Quality Strategy to ensure air quality maintains a high profile locally and to respond to public expectations. Such a strategy should incorporate measures designed to tackle climate change. It should also cover the linkages between air quality and wider environmental sustainability issues. Environmental Services will seek to develop such a Strategy during 2023/2024. 5.4. Environmental Services plans to continue air monitoring at the existing automatic air station for a year following revocation of the AQMA to demonstrate the decision to revoke was justified. Environmental Services will report this monitoring through the Annual Progress Report to the Scottish Government and SEPA on compliance with the national air quality statutory objectives. 6. Employee Implications 6.1. There are no employee implications. 7. Financial Implications 7.1. Advertising costs for the consultation and publicising of the Revocation Order, will be met from the existing Environmental Services’ budget. 8. Climate Change, Sustainability and Environmental Implications 8.1. In accordance with the requirements of the Environmental Assessment (Scotland) Act 2005, a Strategic Environmental Assessment is not required as the revocation of the Air Quality Management Area is not a policy, plan, programme or strategy as defined by the Act. However, a Strategic Environmental Assessment will be carried out alongside the development of an Air Quality Strategy. 9. Other Implications 9.1. There are no other significant implications as result of the contents of this report. 37
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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 equality impact assessment or consultation is required David Booth Executive Director (Community and Enterprise Resources) 22 February 2023 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Caring, connected, sustainable communities People live the healthiest lives possible Good quality, suitable and sustainable places to live Previous References Community Resources Committee 3 June 2008 - Air Quality Management Area Community Resources Committee 11 November 2008 - Air Quality Management Area – Whirlies Roundabout East Kilbride Community Resources Committee 8 December 2015 - Air Quality Management Area – Rutherglen Community Resources Committee 8 December 2015 - Air Quality Management Area – Lanark Community and Enterprise Resources Committee 4 February 2020 - Air Quality Action Plan – Beat the Street – Lanark and Rutherglen List of Background Papers Environment Act 1995 Air Quality (Scotland) Regulations 2000 Air Quality (Scotland) Amendment Regulations 2002 and subsequent amendments Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Brown, Environmental Services Manager Tel: 07795453408 E-mail: Craig.M.Brown@southlanarkshire.gov.uk / Craig.Brown2@southlanarkshire.gov.uk 38
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Appendix 1 Detailed Assessment to the revocation of Lanark AQMA, South Lanarkshire Executive Summary. Ricardo Energy and Environment have been commissioned by South Lanarkshire Council to undertake a Detailed Assessment of Air Quality at Lanark, South Lanarkshire. An Air Quality Management Area (AQMA) encompassing the whole town of Lanark was declared in June 2016 due to likely breaches of the Nitrogen Dioxide (NO2) hourly mean and annual mean air quality objectives. Measured NO2 concentrations have declined over recent years; on this basis, South Lanarkshire Council are currently considering revocation of the Lanark AQMA. This Detailed Assessment aims to provide evidence that will aid the Council in deciding if revocation is appropriate, or if an AQMA is still required in Lanark or may be required in the future. The assessment includes the following main elements:- A review of measured NO2 concentrations within the AQMA over recent years. Detailed dispersion modelling of NO2 concentrations for the most recent year of 2019 A sensitivity analysis of potential fluctuations in annual mean pollutant concentrations attributable to meteorological conditions. Detailed dispersion modelling of NO2 concentrations in a future year (with estimates of road traffic emissions attributable to future housing allocations in/around the AQMA included). A review and detailed dispersion model of PM2.5 in 2019 and future years. Although Lanark does not have an AQMA declaration for exceedance of PM2.5, the pollutant was included in this assessment to avoid the possibility of re-declaring an AQMA for PM2.5 at a future date. The review of pollutant measurements over the last ten years has concluded:- An annual mean in excess of the NO2 40 µg.m-3 objective was measured once at the Bloomgate diffusion tube in 2013. Since then, measured concentrations have in general declined at all measurement sites. In 2019, all measured concentrations were significantly less than the 40µg.m-3 objective. For PM2.5, annual mean concentrations have been consistently below the Scottish objective of 10 μg.m-3 since monitoring began in 2015. The dispersion modelling study of current and future road traffic NO2 and PM2.5 emissions indicated that:- In 2019, the NO2 and PM2.5 annual mean objectives were not exceeded at any locations where relevant human exposure is present within the study area. The sensitivity analysis conducted using meteorological dataset from 2009 through to 2019 indicates that is unlikely that exceedances of the NO2 or PM2.5 annual mean objective will occur at these receptor locations due to inter-annual variability in weather conditions. In 2025, when likely traffic growth and inter-annual variability in weather conditions are considered, the NO2 and PM2.5 annual mean are not predicted to exceed the Scottish objectives at any locations where relevant human exposure is present within the study area. 39
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In 2025 with future developments, the NO2 and PM2.5 annual means are not predicted to exceed the Scottish objectives at any locations where relevant human exposure is present within the study area In light of the conclusions of this Detailed Assessment of Air Quality, South Lanarkshire Council may wish to consider revocation of the Lanark Air Quality Management Area at this time. 40
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 14 March 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Zero Carbon Indoor Multi Sports Facility Proposal at Strathaven Rugby Club 1. Purpose of Report 1.1. The purpose of the report is to:- provide information on a planning application submitted by Strathaven Rugby Club (SRC) to add an indoor training facility (“the Facility”) to their current establishment seek approval to support the Facility with funds from the Strathaven Community Sports and Sports Facilities Fund (“the Funds”) created in accordance with an agreement under Section 75 of the Town and Country Planning (Scotland) Act subject to an appropriate legal agreement being entered into between the Council and SRC [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that subject to the grant of the Planning Application on acceptable terms to the Council, the release of the Funds totalling £387,473 to support the Facility be approved; (2) that the Funds shall not be released until an appropriate legal agreement has been concluded between the Council and SRC be noted. This legal agreement shall cover, amongst other things, the:- level and phasing of payments of the Funds the requirement that the Facility shall serve the local community at large the ability for the Council to clawback the Funds for use on alternative community projects if the Funds are not used within a certain timescale; and (3) that authority be delegated to the Executive Director (Community and Enterprise Resources) in consultation with the Head of Administration and Legal Services to conclude the legal agreement be approved. 3. Background 3.1. In September 2022 SRC submitted a planning application to the Council for the Facility as part of their continued development of the Club. 3.2. SRC has requested funding from the Council to help support the Facility. 3.3. The Strathaven Community and Sports Facility Fund was established as part of an agreement made under section 75 of the Planning Act between the Council and Henry Jardine Patterson and Mrs Jean Watson Patterson, registered in the Land 7 41
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Register of Scotland (“the Section 75 Agreement”) on 23 December 2014. This agreement was pursuant to Planning Application EK/12/0003. Section 5.4 of this report outlines the policy tests which are required to be met with regards to developer contributions and section 75 agreement. 4. Zero Carbon Indoor Multi Sports Facility 4.1. SRC’s planning application for the Facility states that the purpose of their organisation is to ‘provide sporting facilities for a large rural area’ and their aim is to ‘provide an indoor training facility which can accommodate training and general exercise in all weathers’ and will be built ‘in line with carbon neutral standards complying with the governments carbon net zero by 2035’. 4.2. SRC have advised that initial quotes received for the build range from £920,000 to £1.1 million, and that from commencement of the construction the programme will be 28 weeks. In addition to the request for funds from the Council, SRC are seeking funding from the Scottish Rugby Union, and will also look to match fund through other identified opportunities including Virador, Sports Scotland, Banks Renewables and the National Lottery. 4.3. The Facility will allow for the provision of two rugby ready 3G pitches and one hard sports surface. In addition to the playing surfaces, there will be an area for gym equipment, fitness classes and space for local boxing club to include a boxing ring for training purposes. 4.4. The Facility will include solar panels on the roof which will power the building and provide energy to tesla storage batteries to deliver clean electricity to external floodlights. Externally the plan includes planting trees in line with carbon neutral principles to help provide clean air within the town of Strathaven whilst shielding the Facility from the road and local homeowners. 4.5. SRC believes that through the addition of the Facility, along with continued engagement with other clubs and groups within the area, they can achieve their goal of becoming a community hub allowing them to develop other aspects of sport to use the facilities, develop further partnerships with other community groups and to further develop their existing partnership with all local schools. 4.6. Current membership for SRC is 546 and it is anticipated membership could increase by 10% based on numbers of players and parents who have intimated that they would return if an indoor facility was introduced. In addition, the facility will be used by Strathaven Dynamo who have more than 500 members, Strathaven Striders who have 80 members and the netball club who have 30 members. 4.7. SRC also state that their ‘main aim as a club is to reduce social isolation among all age groups promoting fitness and mental health wellbeing for all regardless of age, gender or ability’. The entire facility will be disabled friendly allowing for provision of wheelchair rugby and development of a growing walking rugby club, attracts older members. 4.8. Facilities at the Club are currently well used by the local community for other types of sport including football, hockey, cricket, yoga and jogging and have letters of support from several local organisations. 5. Developers Contributions 5.1. The total and final balance of Council funds held in the Strathaven Community and Sports Facility Fund is £387,473. 42
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5.2. SRC have requested that the Council considers releasing the Funds to contribute towards the Facility. 5.3. The section 75 agreements provide that the Strathaven Community and Sports Facility Fund will be administered and used by the Council in consultation with the initial owner of the East Overton land (Initial Owner). The Initial Owner has been consulted in relation to the proposal and supports the application for the Facility. 5.4. In addition, planning obligations require to meet the policy tests under Scottish Government Circular 3/2012 in that they need to be:- necessary to make the proposed development acceptable in planning terms (paragraph 15) serve a planning purpose (paragraph 16) where it is possible to identify infrastructure provision requirements in advance should relate to development plans, relate to the proposed development either as a direct consequence of the development or arising from the cumulative impact of development in the area (paragraphs 17 to 19) fairly and reasonably relate in scale and kind to the proposed development (paragraphs 20 to 23) and be reasonable in all other respects (paragraphs 24 to 25) 5.5. The Council, therefore, must ensure that we are using the Strathaven Community and Sports Facility Fund appropriately, considering the Section 75 Agreement, and the legal restrictions and guidance relating to the proper use of developer contributions, whilst assessing the project meets the threshold of suitability. 5.6. The Council considers that the addition of the Facility, will deliver leisure and recreational benefits to the increased population in Strathaven, which has arisen as a result of the new housing development. Not only this, but the new provision and will address a gap in the leisure offer within the area. It is recognised that the club is one of the main pillars of sport and recreational activity for the local community, and the proposed project extends this position, as well as helping in the overall journey to net zero. Other benefits of the Facility to the area are highlighted at items 4.1 to 4.4 above. 6. Legal Agreement 6.1. It is proposed that releasing monies from the Fund for this project will require to be underpinned by an appropriate legal agreement. The agreement will include the conditions that SRC would need to adhere to in order to access the funds, including demonstrating that the project will benefit the wider community, and officers will engage with the club in this respect. 6.2. As part of entering into a legal agreement the Council will ensure that we work through legal governance. 6.3. The Council through the legal agreement would also ensure that monies would be released in phases and through approval of work stages. There would also be a cap on the amount which would be released and the ability to clawback monies if the project did not adhere to set conditions. 7. Employee Implications 7.1. There are no employee implications as a result of this report. All staffing for the Facility is provided by Strathaven Rugby Club. 43
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8. Financial Implications 8.1. The proposed funding for the facility will be drawn from the Strathaven Community Sports and Sports Facilities Fund and concerns the allocation of £387,473 subject to the conditions outlined in the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. The Strathaven Rugby Club state that this new Zero Carbon Indoor Multi Sports Facility will be built ‘in line with carbon neutral standards complying with the government’s carbon net zero by 2035’. 9.2. Having low carbon facilities within South Lanarkshire communities ties in with the objectives of the Council’s Sustainable Development and Climate Change Strategy (SDCCS). Providing communities with a safe and accessible sports hub promotes good health and wellbeing, one of the global sustainable development goals which is also supported by the Council’s SDCCS. 10. Other Implications 10.1. The main aim of SRC (as detailed in section 4.3) aligns with SLLC’s vision for ‘healthier, happier, more connected lives’, and the Council’s vision to ‘improve the lives and prospects of everyone in South Lanarkshire. 11. Equality Impact Assessment and Consultation Arrangement 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 22 February 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Our children and young people thrive Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships 44
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Melrose (Development Officer) E-mail: elaine.melrose@southlanarkshire.gov.uk 45
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 14 March 2023 Report by: Executive Director (Community and Enterprise Resources) Executive Director (Finance and Corporate Resources) Subject: Ash Dieback Disease Programme – Arboriculture Operatives (Trainee) 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Committee on a programme of work required on Ash Dieback Disease (ADD) following allocation of capital funding seek approval for 3.0 FTE Arboriculture Operatives (Trainees) to be added to the Resource’s establishment for a fixed-term of 12 months [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; and (2) that it be approved that 3.0 FTE Arboriculture Operatives (Trainees) be added to the Grounds Services establishment for a fixed-term of 12 months, as detailed in section 5. 3. Background 3.1. ADD is the most significant tree disease to affect broadleaved trees in the UK since Dutch elm disease gained prominence in the 1960s. It has spread rapidly, with only a small fraction of trees proving resistant due to genetic factors which give them tolerance to the disease. This incurable disease is caused by the fungal pathogen Hymen scyphus fraxineus and affects just ash species. Data from Europe suggests it will lead to the decline and death of 50% to 75% of ash trees in Scotland over the next two decades and has the potential to infect more than 75 million ash trees across the country. ADD was first recorded in the UK and South Lanarkshire in 2012. 3.2. The national cost of managing trees with ash dieback (which could include monitoring, pruning and, where necessary, felling) is difficult to calculate but it has been estimated that is likely to exceed £2.5 billion across the UK in the next 10 years. As part of that, Scotland’s costs could potentially be in the region of £200 million. This disease will cost more than just lost habitats for wildlife and treasured woods for recreation. A new estimate of the economic cost by APSE, puts the price tag at £14.8 billion, which is around 3 times as much as estimates for the Dutch Elm disease crisis in the 1960s and 1970s, largely because there are far more ash trees. 8 47
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3.3. Ash trees infected with ADD display crown decline resulting in deadwood/dead stems at height that may be within striking distance of a target/road. This can often be accompanied by vigorous sprouting on the trunk or branches forming in bundles creating almost ‘pom-pom’ like clumps of crowded foliage. The infected trees can become unpredictably brittle in structure, and at a later stage more problematic and hazardous, and as a result more expensive to remove. Risks are site specific, and target based, but viability is questioned at +/- 50% remaining canopy which is also the same point that climbing by arborists becomes unviable/unsafe. Tree death in less than 4 growing seasons is not unknown. 3.4. Current guidance is that given the scale of health and safety risks caused by ADD alone will mean that it will ‘not be business as usual’ for any organisation who manage ash trees. The management of Ash Dieback is proving a real challenge for tree managers as to whether trees should be felled, or allowed to stand, in order to develop resistance to the disease and protect species which are reliant upon the Ash for their home. 4. Investment Proposals 4.1. South Lanarkshire Council through the Arboriculture team has participated in a number of national initiatives with key stakeholders such as The Forestry Commission, the Tree Council and the Scottish Government to develop policy and processes in the country’s response to the ADD problem. The Council has also now included ADD in the corporate risk register as well as the Sustainable Development and Climate Change Strategy. 4.2. A pilot investigation has now been undertaken following allocation of funding over the last year and this has identified an initial programme of work to further quantify the scale of the issue and respond to immediate concerns. The Council has allocated a £0.500 million in the 2023/2024 Capital Programme and this will be utilised to deliver that programme of work. 4.3. This will require additional resources and given the challenges in the arboriculture sector it is intended to establish 3 temporary trainee positions that will allow the team to reprofile current workload and address succession planning concerns by “growing our own”. 5. Employee Implications 5.1. If approved, the following posts will be added to the Grounds Services establishment as detailed below for a 12-month period: Post FTE Grade/SCP Hourly Rate Annual Salary Gross Cost (inc on costs) Total (12 months) Arboriculture Operative (Trainee) – Temporary 3.0 Grade 1, Level 2, SCP 22 - 23 £11.41 - £11.55 £22,011 - £22,282 £28,681 - £29,033 £86,043 - £87,099 6. Financial Implications 6.1. Funding of £0.500 million has been allocated from the 2023/2024 Capital Programme to deliver this programme of work. Around £0.087 million will be utilised on staffing costs and the remaining £0.413 million on vehicles, equipment, materials and other contractor costs. 48
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7. Climate Change, Sustainability and Environmental Implications 7.1. If not effectively managed, Ash Dieback has the clear potential to lead to long lasting changes in our landscape, tree populations and canopy cover, loss of ecosystem services and may potentially increase effects such as flooding and reduce carbon lockup. 8. Other Implications 8.1. There are no other significant implications as result of the contents of this report 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) 24 February 2022 Link(s) to Council Values/Priorities/Outcomes We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Caring, connected, sustainable communities Good quality, suitable and sustainable places to live 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:- Kevin Carr Head of Facilities, Waste and Grounds Services Tel: 01698 454708 E-mail:- kevin.carr@southlanarkshire.gov.uk 49
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 14 March 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan - Quarter 2 Progress Report 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Community and Enterprise Resource Plan Quarter 2 Progress Report 2022/2023, for the period 1 April to 30 September 2022 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the Community and Enterprise Resource Plan Quarter 2 Progress Report 2022/2023, 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 2, as detailed in paragraph 5.3. of this report, be noted; and (3) that the areas for improvement and associated management actions, as detailed in paragraph 5.4. of this report, be noted. 3. Background 3.1. The Community and Enterprise Resource Plan 2022/2023 was approved by the Executive Committee on 24 August 2022, and subsequently noted by the Community and Enterprise Resources Committee on 4 October 2022. The Plan sets out the strategic outcomes and actions to be managed and delivered by the Resource for the financial year 2022/2023. 3.2. The Resource Plan follows the agreed corporate structure and style. The Plan is a key element of the Council’s performance management arrangements and provides details of the context within which the Resource operates and establishes actions and measures for the year ahead based on the outcomes set out in the Council Plan Connect 2022 to 2027. 3.3. From March 2020 onwards, at times, the Council was forced to suspend or reduce a number of services that could not be continued in full due to the COVID-19 pandemic. The Council was also obliged to redirect resources so that it could deliver vital new services and supports for individuals, communities, and businesses. Despite the return of services through the Council’s Recovery Plan there is a COVID-19 legacy in terms of a residual impact on some services and a significant build-up of demand, as a result of which there remains an inevitable impact on performance in some areas. 9 51
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4. Resource Outcomes 2022/2023 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2022/2023. These are detailed at Appendix 1. 5. Quarter 2 Progress Report 2022/2023 5.1. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2022/2023, 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 as at 30 September 2022 was as follows: Status Measures Statistical Project Number % Blue 0 3 3 11.6% Green 6 7 13 50.0% Amber 1 5 6 23.0% Red 1 0 1 3.8% Report later/Contextual 3 0 3 11.6% Totals 11 15 26 100.0% (Data correct as at end September 2022, however, some of the narratives within Appendix 2 (dated 26 January 2023) have been amended to provide an updated position for Committee). 5.3. Key achievements for the first 6 months of 2022/2023, are noted below: Connect Outcome Communities and Environment Resource Outcome Achievement All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose The Roads, Transportation and Fleet Service were successful in winning the award for ‘Most Effective in Road Safety, Traffic Management and Enforcement’ at the Scottish Transport Awards which were held at the Radisson Blu Hotel in Glasgow on 29 September 2022. Road and transportation infrastructure support new development enables use of public transport and encourages active travel The major infrastructure phase of the Greenhills Road/Strathaven Road City Deal Project was completed in June 2022. The new dual carriageway enables improved and joined up regional connections and is hoped to attract business growth and private investment. High-quality streets, parks and other public areas ensures South Lanarkshire is A comprehensive five-year Litter Strategy for South Lanarkshire was approved by the Climate Change and Sustainability Committee in August 52
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a place where people want to live, work, visit and invest 2022. The Strategy outlines how the Council, its partners, and the wider community can tackle the issues. Three parks in South Lanarkshire have successfully retained the Green Flag status (Strathaven Park, Cambuslang Park and Castlebank Park). The international Green Flag Award is administered in Scotland by Keep Scotland Beautiful and acts as a benchmark for recreational outdoor space. The award celebrates well maintained parks and greenspaces and supports the opportunities that they provide to enable exercise, improve mental wellbeing and provide safe areas for play. The Council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably The new Sustainable Development and Climate Change Strategy was approved by the Climate Change and Sustainability Committee in June 2022. The strategy was prepared following extensive public engagement and builds on the successes of the previous strategy. The mission statement of the new strategy is: Our Future is Now: building a sustainable, climate resilient and net-zero South Lanarkshire together, in a fair and inclusive way It was reported in August 2022 that the Council's carbon emissions for the year 2021/2022 reduced by 17% compared with the baseline year 2019/2020. This is partly due to the continued service disruption throughout the year due to COVID-19, reductions in national carbon conversion factors and reduced amounts of household waste going to landfill. Connect Outcome Our Economy Resource Outcome Achievement South Lanarkshire is an attractive place to start, grow and locate a business. New Economic Development Officers are now in post to provide targeted support for: - social enterprises - the tourism sector, and - locate in South Lanarkshire (investment, marketing, and funding) Our economy is fair, inclusive, sustainable and low carbon, with thriving town and neighbourhood centres which provide a focal point for local communities The first face-to-face ‘Lanarkshire Women in Business’ event was held in June 2022, with more than 70 local businesses attending the event at the Strathaven Hotel. A follow up event was also held at the Excelsior Stadium in August 2022. Lanarkshire Women In Business events are targeted to aspiring and existing business women as well as those working in business seeking personal and professional development. Connect Outcome Delivering the plan and chieving Best Value Resource Outcome Achievement The Council demonstrates New governance arrangements between South 53
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high standards of governance and sound financial stewardship Lanarkshire Council and South Lanarkshire Leisure and Culture Ltd were approved at the Full Council meeting on 15 June 2022. 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. Communities and Environment Resource Outcome: Communities are encouraged and supported to reduce, re-use and recycle their waste Measure Comments/Progress Action by Manager Percentage of total household waste that is recycled This measure is reported per calendar year. The figure for quarter two (April to June 2022) was 45.07%, which is an improvement on the previous quarter. The year to date figure of 40.28%, however, is below the 2021 figure (41.50%) and remains below the target of 50.00%. Higher residual waste tonnages collected at the kerbside due to homeworking, 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 A new contract is now in place for bulky waste (from 1 April 2022). This has increased the amount of bulky waste being recycled. The service is also currently recruiting Waste Education Officers to roll out a new service change for flatted properties to try and improve the recycling rate. Currently the majority of the material is too badly contaminated to recycle and ends up being disposed of as residual waste. All Resource Plan red and amber measures as at Quarter 2 were reported to the Performance Review Scrutiny Forum on 29 November 2022. 5.5. Report Later / Contextual Measures in the quarterly progress report which are not red, amber, green or blue can be assigned a status of ‘report later’ or ‘contextual’. At quarter two, there were three measures with ‘report later’ status, and these will be reported once the information becomes available. An update on the status of the 6 measures identified as ‘report later’ as at Quarter 4 of 2021/2022, is included in Appendix 3. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 54
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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 2022 to September 2022 was 6.5%, which is higher than the Council-wide figure of 5.1%. 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 and Service Plans contribute positively to the Council’s Sustainable Development and Climate Change Strategy. 8.2. The Resource Plan takes into account the Resource’s responsibilities in relation to sustainable development and climate change. 9. Other Implications 9.1. The Community Plan 2022 to 2032 was agreed at the Community Planning Partnership Board on 22 June 2022. A significant element of the delivery of the outcomes in the Community Plan will come through the achievement of the outcomes and actions contained within Connect. 9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 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) 21 February 2023 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 55
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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 2021/2022 - 4 October 2022 List of Background Papers Council Plan Connect 2022 to 2027 – approved by the full Council on 15 June 2022 Community and Enterprise Resources Plan 2022/2023 – approved by Executive Committee on 24 August 2022, and noted by Community and Enterprise Resources Committee on 4 October 2022 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 56
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Appendix 1 Community and Enterprise Resource Outcomes 2022/2023 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 support 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 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 57
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IMPROVe - SLC Performance Management System Report printed on 26 Jan 15:27 Summary - number of measures green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Green Amber Red Report later / Contextual Total Communities and Environment 2 1 1 3 7 Education and Learning 0 0 0 0 0 Health and Wellbeing 1 0 0 0 1 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 3 0 0 0 3 Delivering the plan and achieving best value 0 0 0 0 0 Total 6 1 1 3 11 Page 1 60
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IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Performance Indicators Comments/ Progress Status Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of streets found to be acceptable during LEAMS survey The LEAMS survey has now been replaced by the Litter Monitoring System (LMS). This is a statutory requirement and involves external validation by Keep Scotland Beautiful. In 2021-22, South Lanarkshire Council continued to score higher for its street cleansing service than the Scottish average, with 92.10% of streets surveyed found to be of an acceptable standard. This is down slightly from 94.05% in 2020-21. The LMS results for 2022-23 will be reported as part of the LGBF framework in early 2024. Report Later 94.10% ------ 94.80% 94.10% 92.10% Land Audit Management System grounds maintenance score LAMS measures the quality of grounds maintenance based on surveys which are completed throughout the year. Taking the scores to date (68, 73, 72 and 71), the current overall score is 71. This is slightly below target, however the final score for 2022-23 will be reported in quarter four. Amber 72.0 71.0 72.0 72.0 71.3 Page 2 61
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IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan Performance Indicators Community and Enterprise Resources - Communities and Environment Communities are encouraged and supported to reduce, re-use and recycle their waste Performance Indicators Comments/ Progress Status Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in 2022 Measure is reported per calendar year. The figure for quarter two (April to June 2022) was 45.07%. This equates to 40.28% for the year to date (2022). This is below the 2021 figure of 41.50%, and 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. A new contract is now in place for bulky waste (from 1 April 2022), and this has increased the amount of bulky waste being recycled. the previous contract only managed approximately 15% however the new contract is now recycling over 50% of this waste. The service is also currently recruiting Waste Education Officers to roll out a new service change for flatted properties to try and improve the recycling rate. Currently the majority of the material is too badly contaminated to recycle and ends up being disposed of as residual waste. Red 50.00% 40.28% 46.40% 40.50% 41.50% Page 3 62
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 1 6 2 0 0 9 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 0 0 0 0 0 Children and Young People 0 0 0 0 0 0 Housing and Land 0 0 0 0 0 0 Our Economy 1 1 2 0 0 4 Delivering the plan and achieving best value 1 0 1 0 0 2 Total 3 7 5 0 0 15 Page 8 67
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IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measures Comments/ Progress Status Develop new Litter Strategy (2022-27) 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 The Litter Strategy was approved by the Climate Change and Sustainability Committee on 31 August 2022. The Litter Strategy will be launched early in 2023 and will be accessible on the SLC website and promoted on social media and via the press. Green 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 There has been a further delay with Scottish Government's programme for issuing the Open Space Strategy (OSS) Regulations and Guidance. It will not be possible to make progress on the SLC OSS until these are available. It is unlikely that a report to March 2023 committee is feasible in these circumstances. Amber The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainbly Action Measures Comments/ Progress Status Lead by example and influence area-wide climate change and sustainability action Finalise the new Sustainable Development and Climate Change Strategy (2022-27) for approval alongside the new Council Plan in June 2022 The new Sustainable Development and Climate Change Strategy (2022-27) has been finalised and was approved at Full Council in June 2022. It was also noted at the Climate Change and Sustainability Committee in August 2022. Complete Implement year one of the Sustainable Development and Climate Change Strategy (2022-27) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee The Sustainable Development and Climate Change Strategy (2022-27) Action Plan is being implemented and progress is due to be reported at the Climate Change and Sustainability Committee in February 2023 (Quarter 2) and September 2023 (Quarter 4). Green Page 9 68
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Further updates will be provided at subsequent committees. Green Protect, enhance and respect South Lanarkshire's natural environment Develop a new Biodiversity Implementation Plan for (2023-27) for approval by Climate Change and Sustainability Committee by March 2023 Currently progressing the recruitment of a new Biodiversity Officer, and this will remain a priority for this financial year. Update: A new Biodiversity Officer has now been appointed . Amber The council supports and promotes a fairer, healthier, and more sustainable food system Action Measures Comments/ Progress Status Develop a sustainable food system to overcome social, health, economic and environmental issues related to food Implement year three of the Good Food Strategy (2020-25) Action Plan and report progress at quarter two and quarter four to the Climate Change and Sustainability Committee The action plan of the Good Food Strategy for 2022-2023 was approved by the Climate Change and Sustainability Committee in August 2022. The quarter two progress report was presented to the same Committee in November 2022. Green Deliver the £0.3m Food Strategy Support Fund by March 2024 Report on progress and impact of the Food Strategy funding to date to the Climate Change and Sustainability Committee in March 2023 The fund continues to be monitored, with £0.27m fully committed to date. A report on the progress and impact of the fund will be presented at a future Committee to allow the projects to be implemented. Green Page 10 69
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IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - Communities and Environment 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 Develop the outline business case for the Stewartfield Way Sustainable Transport Capacity Enhancement Project and associated supporting technical assessments / designs by Spring 2023 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 autumn 2022. Update: An awareness session was held for local members, committee members and local roads staff on the 12 December 2022. Green 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 Action Measures Comments/ Progress Status 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 (2022-27) during Summer 2022, and present the final Strategy for Committee approval by October 2022 The final community consultation exercise was completed on 26 September 2022. Update: Results were collated and the final strategy was presented to Community and Enterprise Resources Committee slightly behind schedule, in December 2022. Action now complete. Amber Undertake a rolling programme of review of the existing Town Centre Strategies and Action Plan on a 5 yearly cycle Finalise Blantyre Town Centre Strategy and action plan following public consultation and seek formal adoption of the plan in October 2022 The finalised strategy was presented to the Community and Enterprise Resources Committee on 4 October 2022. Complete Page 11 70
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IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - IMPROVe - SLC Performance Management System Report printed on Thursday 26 January 2023 Resource Plan actions and measures Community and Enterprise Resources - 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 Action Measures Comments/ Progress Status recognising the evolving trends in our town centres and market conditions 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 Work continuing on town centre visioning study which will feed into the updated Hamilton Strategy. Green 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 Finalised strategy to be presented to Community and Enterprise Resources Committee in December 2022, and arrangements are in place for action plan to be implemented. Update: The Tourism Strategy was approved at Community and Enterprise Resources Committee in December 2022. Amber Delivering the plan and achieving best value The council demonstrates high standards of governance and sound financial stewardship Action Measures Comments/ Progress Status Modernise Governance arrangements between SLC & SLLC Develop new governance arrangements for approval by the Council in June 2022 Council approval completed in June 2022, with approval also received from SLLC Board. Legal measures to complete the conversion are underway. Complete Develop a new five-year strategy for South Lanarkshire Leisure and Culture Ltd Develop new strategy for noting by the Council in August 2022 The strategy has been submitted to the Council for noting at a future Committee meeting and will be launched by SLLC in Autumn 2022. Amber Page 12 71
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Appendix 3 ‘Report later’ measures from 2021/2022 Update of Community and Enterprise Resource Plan 2021/2022 Quarter 4 Progress Report Measure Comments at Quarter 4 2021/2022 Updated status Updated comments Percentage of streets found to be acceptable during LEAMS Survey This is a Local Government Benchmarking Framework (LGBF) indicator. 2021/2022 data will not be available until January 2023. 2020/2021 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 2019/2020, 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” Target - > 94.1% (2020/2021 level) Actual - 92.1% Local Government Benchmarking Framework (LGBF) 2021/2022 results show that South Lanarkshire Council continues to score higher for its street cleansing service than the Scottish average, with 92.1% of streets surveyed found to be of an acceptable standard, although this is down slightly from 94.1% in 2020/2021. It should also be noted that the Street Cleansing service were once again finalists in the 2022 APSE Service Awards for the whole of the UK in the category of “Best performer in Street Cleansing” Town vacancy rates (vacant retail units as a percentage of the total units) This is a Local Government Benchmarking Framework (LGBF) indicator. 2021/2022 data will not be available until January 2023. In 2020/2021, 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 Target - <12.4% (2020/2021 Scottish Av) Actual - 9.85% As anticipated, Town centre vacancy rates have continued to increase in line with the rest of the country, from 8.80 in 2020/2021 to 9.85 in 2021/2022. This is obviously a disappointing trend however we are seeing many positive examples of new occupiers across our town centres, and we remain slightly ahead of the Scottish average. The challenge across all town is significant, however, we are seeing the anticipated early signs of new footfall patterns as a result of people working from home, and although it is still not a positive measure, the vacancy rate is increasing at a slower rate than many other areas. 9 73
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Measure Comments at Quarter 4 2021/2022 Updated status Updated comments maintain viability and vibrancy. There are some key centres where the rates are especially high, e.g. East Kilbride, which pulls the average up. There are a number of factors affecting this including the loss of key anchor retailers in a short period of time and areas which have been allowed to become vacant by the private sector owners in order to facilitate wider redevelopment. When these aspects are factored in, overall South Lanarkshire is in a better position than we have been for a few years although much still needs to be achieved. Reduction in the council’s carbon emissions achieved by March 2022 (buildings, waste, transport etc. Data for 2021/2022 will not be available until July 2022, however, interim data for this year is showing reductions, which have largely been affected by COVID-19 safety measures. Target - 5% reduction (compared to 2019/2020) Actual - 17% reduction (compared to 2019/2020) The results for financial year 2021/2022 were calculated and reported to CMT in August 2022. It was reported that the council's carbon emissions reduced by 17% compared with baseline year 2019/2020. This is partly due to the continued service disruption throughout the year due to Covid, reductions in national carbon conversion factors and reduced amounts of household waste going to landfill. 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. 2021/2022 data will not be available until January 2023. In 2020/2021, 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 2019/2020. 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 Target - 37.5% (2020/2021 level) Actual - 12.73% In 2021/2022, there was a notable decrease in the supply of marketable land as a proportion of total allocated employment land at 12.73%, which is down from 37.5% in 2020/2021. As such, South Lanarkshire remains below the Scottish average of 27.19%. It should be noted that the methodology for categorising business and industrial land supply has changed. Following the approval of the National Planning Framework (NPF4) by the Scottish Parliament 74
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Measure Comments at Quarter 4 2021/2022 Updated status Updated comments 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. on 13 February 2023. Formal authority to commence work on the next iteration of the South Lanarkshire Local Development Plan will be sought from the Planning Committee in May 2023. This will provide an opportunity to identify new land and sites for economic and employment purposes. 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 to 2020, when the 3-year business survival rate had fallen slightly to 53.2%. In 2016 to 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. Data still not available. The 3-year business survival rate figure comes from ONS sources, and not yet available for reporting Number of business gateway start- ups per 10,000 population This is a Local Government Benchmarking Framework (LGBF) indicator. 2021/2022 data will not be published until January 2023, however, provisional figures suggest there were approximately 15.3 Business Gateway start-ups per Target - >15.6 (2017/2018 level) Actual - 15.71 The number of business gateway start-ups per 10,000 population 75
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Measure Comments at Quarter 4 2021/2022 Updated status Updated comments 10,000 population during 2021/2022. 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. has increased from 8.95 in 2020/2021 to 15.71 in 2021/2022. This is higher (better than) the Scottish Average of 14.41, and places South Lanarkshire in 17th place in the rankings (an improvement from 23rd in 2020/2021). Economic Development continue to work with the Lanarkshire Business Gateway contractor, Elevator, to increase business start-up and sustainability. 76