Agenda Document Pack - Community and Enterprise Resources Committee - 29/08/2023
South Lanarkshire Council · 29 August 2023
Back to Community and Enterprise Resources Committee — 29 August 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 21 August 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, 29 August 2023 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Cleland Sneddon Chief Executive Members Robert Brown (Chair), Maureen Devlin (Depute Chair), Joe Fagan (ex officio), John Anderson, Ralph Barker, Walter Brogan, Andy Carmichael, Gerry Convery, Poppy Corbett, Andrea Cowan, Margaret Cowie, Colin Dewar, Gladys Ferguson-Miller, Ross Gowland, Graeme Horne, Cal Johnston-Dempsey, Susan Kerr, Martin Lennon, Richard Lockhart, Hugh Macdonald, Ian McAllan, Kenny McCreary, Davie McLachlan, Carol Nugent, 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 30 May 2023 submitted for approval as a correct record. (Copy attached) 5 - 16 Monitoring Item(s) 3 Revenue Budget Monitoring 2022/2023 - Community and Enterprise Resources Joint report dated 9 June 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 17 - 28 4 Revenue Budget Monitoring 2023/2024 - Community and Enterprise Resources Joint report dated 31 July 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 29 - 36 5 Capital Budget Monitoring 2022/2023 - Community and Enterprise Resources Joint report dated 9 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 37 - 42 6 Capital Budget Monitoring 2023/2024 - Community and Enterprise Resources Joint report dated 9 August 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 43 - 46 7 Community and Enterprise Resources – Workforce Monitoring – April to June 2023 Joint report dated 26 July 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 47 - 52 Item(s) for Decision 8 Community Benefit Funds – Renewable Energy Fund Grant Applications Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 53 - 58 2
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9 Scottish Government Vacant and Derelict Land Fund Programme 2023/2024 Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 59 - 64 10 UK Shared Prosperity Fund Update Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 65 - 76 Item(s) for Noting 11 Community and Enterprise Resource Plan - Quarter 4 Progress Report 2022/2023 Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 77 - 98 12 Hamilton Town Centre Masterplan Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 99 - 106 13 Hagshaw Energy Cluster Development Framework Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 107 - 164 14 Whitemoss Tennis Courts – East Kilbride Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 165 - 168 15 Roads Asset Management Plan 2023 - Update Report dated 7 August 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 169 - 182 Urgent Business 16 Urgent Business Any other items of business which the Chair decides are urgent. Exclusion of Press and Public 17 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraphs 6 and 14 of Part I of Schedule 7A of the Act." 3
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Item(s) for Decision 18 Business Gateway – Future Delivery Model • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 14 of Part I of Schedule 7A of the Act For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 4
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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 30 May 2023 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Maureen Chalmers, Councillor Ross Clark (substitute for Councillor Hugh Macdonald), Councillor Gerry Convery, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Joe Fagan, Councillor Gladys Ferguson-Miller, Councillor Ross Gowland, Councillor Graeme Horne, Councillor Cal Johnston-Dempsey, Councillor Richard Lockhart, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Lesley McDonald (substitute for Councillor Andy Carmichael), Councillor Davie McLachlan, Councillor Carol Nugent, Councillor Graham Scott (substitute for Councillor Martin Lennon), Councillor Helen Toner, Councillor David Watson Councillors' Apologies: Councillor Andy Carmichael, Councillor Poppy Corbett, Councillor Martin Lennon, Councillor Hugh Macdonald Attending: Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; F Carlin, Head of Planning and Regulatory Services; K Carr, Head of Facilities, Waste and Grounds Services; S Laird, Engineering Manager; K Lean, Programme Manager; K McGuire, Waste Services Manager; I Ross, Project Manager; I Russell, Construction Unit Manager; G Simpson, Development Adviser Finance and Corporate Resources J Davitt, Public Relations Team Leader; E Maxwell, Human Resources Business Partner; E-A McGonigle, Administration Officer; L O’Hagan, Finance Manager (Strategy); T Slater, Administration Adviser; M M Wilson, Legal Services Manager; L Wyllie, Administration Assistant; M Zabir, Finance Adviser 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 14 March 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Community and Enterprise Resources - Workforce Monitoring – January to March 2023 A joint report dated 14 April 2023 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 January to March 2023:- 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 December 2022 Officers answered a member’s question in relation to trends in attendance statistics and disciplinary, grievance and dignity at work statistics and how those compared with pre-COVID- 19 statistics. There followed a full discussion in response to a member’s question about recruitment and retention of staff in the Resource, specifically:- the concerningly high number of vacancies and what actions were being taken to address this issue the impact, if any, the recruitment gap was having on:- service delivery staff wellbeing absence rates which parts of the Resource were affected the most The Committee decided: that the report be noted. [Reference: Minutes of 14 March 2023 (Paragraph 5)] Councillor Horne entered the meeting during consideration of the above item of business 4 Community and Enterprise Resource Plan 2023/2024 A report dated 10 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on the Community and Enterprise Resource Plan 2023/2024. Details were provided on the Resource Plan for 2023/2024, attached as Appendix 1 to the report, which outlined the:- key areas of focus for the year ahead Resource outcomes measures and actions resourcing of the Plan Following approval at individual Resource Committees, the Resource Plans for 2023/2024 would be submitted, as a pack, to the meeting of the Executive Committee to be held on 21 June 2023 for noting. 6
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The Resource had established a number of outcomes to support the delivery of the Council Plan, Connect outcomes in 2023/2024. To support those outcomes, the Resource had developed performance measures in an action plan detailed in Section 4 of the Resource Plan. Key or strategic measures would be included in the Council Plan progress reports 2023/2024, with the remaining measures being monitored and reported at Resource level. In line with the Council’s performance management arrangements, a mid-year progress report on measures identified in the 2023/2024 Community and Enterprise Resource Plan and an end of year report respectively would be submitted to future meetings of the Committee. Once approved, the Resource Plan would be made available on the Council’s website. The Committee decided: (1) that the Resource Plan 2023/2024, attached as Appendix 1 to the report, be approved; (2) that the Resource Plan 2023/2024 be uploaded onto the Council’s website following consideration by this Committee; (3) that it be noted that, following Committee approval, all Resource Plans would be submitted to the Executive Committee on 21 June 2023 for noting; and (4) that it be noted that Progress Reports on the Resource Plan 2023/2024 would be submitted, at Quarter 2 and Quarter 4, to future meetings of this Committee. Councillors Chalmers and Toner entered the meeting during consideration of the above item of business 5 Town Centre and Place Based Investment Programme - Update A report dated 10 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted:- providing an update on town centre activity updating members on the allocation of year 3 of the Place Based Investment Programme (PBIP) The nature of town centres across the UK was in a transitional stage and the challenges were broad and complex. Factors such as the economic downturn, internet shopping, the growth of out of town shopping malls, changes in retailers’ business models and consumer expectations had resulted in a decline in footfall. Some of the issues were local and specific to individual towns, however, many were seen across the country and influenced by wider economic patterns, consumer behaviour and corporate decisions. Supporting town centres, however, remained a Council priority and officers would continue to work in partnership with groups and organisations in each town to achieve common goals. Across the 10 towns defined in the South Lanarkshire Local Development Plan (LDP), there was active and ongoing engagement with the most appropriate groups in each. Those ranged from Business Improvement Districts (BIDs), Development Trusts, community councils and private property owners. 7
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Town Centre Strategies and Action Plans had been approved for Hamilton, Cambuslang, Larkhall and Blantyre, with work now underway in Rutherglen. The Hamilton Strategy was in the process of being refreshed and would be presented to the Committee at a future meeting. Similar plans were being progressed by communities in Lanark and Carluke and master planning work was underway by the owners of East Kilbride. Officers in Economic Development were working with all key stakeholders across the towns and had commissioned the following 2 pieces of work which would set the direction of work around town centres going forward and would inform and align with existing and emerging funding opportunities:- Town Centre Visioning Transition to Net Zero Officers in Enterprise, Planning and Community Engagement were working with colleagues in the Improvement Service on a pilot project in Rutherglen called Shaping Places for Wellbeing. The multi-agency project was working in 7 towns across Scotland. The initiative was still in the early stages, however, it was hoped it would become a useful model for working with communities across South Lanarkshire. Detailed information on current initiatives was provided at section 4 of the report and those included:- East Kilbride Town Centre Masterplan Hamilton Town Centre Masterplan PBIP Town Centre Living The Scottish Government had announced in its Programme for Government in February 2021, that it proposed to implement a PBIP over the 5 year period of the Parliament. The funding was targeted at addressing some of the challenges faced by Scotland’s places across the country. The Council had been awarded £2.003 million for year one of the Programme, £1.74 million for year 2 and £1.213 million for each of the remaining 3 years. The PBIP had just entered year 3 and the projects for years one and 2 were complete, or on target to complete, in line with the terms around financial spend of the grant award. Two projects – Larkhall Leisure Centre and Lanark Outdoor Space - had been carried into year 3 due to delays. The budget for year 3 included £331,000 carried forward from year 2 and Shared Prosperity Funds of £390,000, giving an overall budget allocation for year 3 of £1.934 million. There was also an allocation of £223,000 from the Shared Prosperity Funds for year 4 which gave a total of £1.436 million. The proposed allocation for year 3 of the Programme was detailed at paragraph 4.4.3 of the report and partial allocation of year 4 funding was also detailed. As with previous years, the allocations were estimated based on detailed work carried out by the applicants and Council officers. Previous years had seen variations to project costs and timescales and, in line with previous years, it was recommended that the Executive Director (Community and Enterprise Resources) be given authority to vary the funding between projects within the constraints of the PBIP. Officers responded to members’ questions in relation to the following:- progress with the Blantyre Town Centre Strategy and Action Plan the Coalyard Housing project in Larkhall and how this would impact the existing running track in the area 8
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the East Kilbride Town Centre Masterplan and specifically:- how much influence the Council would have if the Masterplan did not meet expectations the importance of the Civic Centre site being a crucial part of that Masterplan ensuring the Council was fully involved in discussions and supported the consultation and public engagement exercises that would follow The Committee decided: (1) that the updates provided in sections 3 and 4 of the report be noted; (2) that the proposals set out in sections 4.4.3 and 4.4.4 of the report be approved; and (3) that the Executive Director (Community and Enterprise Resources) be authorised to proceed with the allocation of funding for year 3 of the PBIP, as set out in sections 4.4.3 and 4.4.4 of the report. 6 Appointment of Public Analysts, Agricultural Analysts and Food Examiners A report dated 15 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on the legislative requirement to appoint Public Analysts, Agricultural Analysts and Food Examiners for the Council. The Local Government etc (Scotland) Act 1994 placed a duty on local authorities to appoint one or more Public Analyst and Agricultural Analyst to undertake duties associated with the Food Safety Act 1990. Whilst there was no statutory requirement to appoint Food Examiners, it was considered prudent to do so. The City of Edinburgh Council had been contracted to undertake analytical services on behalf of the Council since 2007. At its meeting held on 22 May 2018, the Committee approved the appointment of Robert C Beattie and Christopher Hunt as Public Analysts, Agricultural Analysts and Food Examiners. Robert C Beattie retired from the City of Edinburgh Council in 2022 and Christopher Hunt was due to retire imminently. Therefore, there was a need to appoint new personnel to fulfil the roles of appointed Public Analysts, Agricultural Analysts and Food Examiners for the Council. Edinburgh Scientific Services had entered into a working agreement with Aberdeen Scientific Services and this resulted in Karen Maddison being appointed as Public Analyst and Agricultural Analyst at the Edinburgh site. The City of Edinburgh Council had also appointed Sarah Green and Claire Brechin as Food Examiners. It was, therefore, proposed that those individuals would act on behalf of South Lanarkshire Council in their respective roles. There were no additional financial implications associated with the appointment of the Public Analysts, Agricultural Analysts and Food Examiners because it sat within the context of an existing contract the Council had entered into with the City of Edinburgh Council in June 2021 to provide scientific services. That contract was due to end in June 2025 with the option, at that time, to extend the contract for a further year. The Committee decided: (1) that the appointment of Karen Maddison of Aberdeen Scientific Services to act on behalf of South Lanarkshire Council as Public Analyst and Agricultural Analyst be approved; and 9
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(2) that the appointment of Sarah Green and Claire Brechin of City of Edinburgh Council to act on behalf of South Lanarkshire Council as Food Examiners be approved. [Reference: Minutes of the Community Resources Committee of 21 August 2007 (Paragraph 7) and Minutes of 22 May 2018 (Paragraph 14)] 7 On-Request Garden Waste Collection A report dated 15 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted seeking approval not to reinstate the on-request garden waste collection service. A review of the Waste Management Service was currently underway which would consider the Service’s current and future operating model. The COVID-19 pandemic had impacted all areas of the Service which included the day to day operations, the ability to deliver all pre-pandemic services and the increase in waste tonnages within the household collection service that had resulted from home working and societal change. The Service also operated within a complex legislative environment and was subject to often volatile market conditions in the disposal of waste. Those factors would be incorporated into the review process. Details of the review were provided at section 3 of the report and the Committee would be presented with reports as the review progressed. The on-request garden waste uplift service had been suspended since the onset of COVID-19 in March 2020 to allow the Council to focus resources on the household refuse collection service. Since suspension of the on-request garden waste uplift service, new contractual arrangements for the disposal of this waste stream had been implemented. If the service was reinstated, vehicles would have to travel further to the processor, and labour and transport costs would increase. The new contract had also seen an increase in disposal costs per tonne which would equate to an additional £0.130 million per annum based on pre COVID-19 tonnages. There was no identified budget for those costs. A saving of £0.100 million would be realised for the Council if the on-request garden waste uplift service was not reinstated. Residents could continue to use the Council’s 6 household waste recycling centres to dispose of their garden waste. Additionally, the service had a small number of hot composters available that could be provided free of charge to residents who did not have a food/garden waste collection service. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the operational and financial position, outlined at section 4.1 of the report, be noted; and (2) that it be agreed not to reinstate the on-request garden waste collection service. 8 Community Benefit Funds – Renewable Energy Fund Grant Applications A report dated 16 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on 2 grant applications to the Community Benefit Fund. Community Benefit Funds had been established to provide funding to suitable projects providing community benefit in eligible areas. 10
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It was proposed that, subject to the applicants providing written confirmation that all other additional funding for the projects had been secured, a grant be awarded of up to a maximum of:- £100,000 towards eligible costs associated with facilitating East Kilbride United in the construction of a new artificial pitch from the Whitelee Windfarm Renewable Energy Fund £72,988 towards eligible costs associated with the management and maintenance of the network of routes throughout the Whitelee Windfarm area to East Renfrewshire Council from the Whitelee Windfarm Renewable Energy Fund The Committee decided: that, subject to the applicants providing written confirmation that all other additional funding for the projects had been secured, a grant be awarded of up to a maximum of:- £100,000 towards eligible costs associated with facilitating East Kilbride United in the construction of a new artificial pitch from the Whitelee Windfarm Renewable Energy Fund £72,988 towards eligible costs associated with the management and maintenance of the network of routes throughout the Whitelee Windfarm area to East Renfrewshire Council from the Whitelee Windfarm Renewable Energy Fund [Reference: Minutes of 4 October 2022 (Paragraph 9)] Councillor Johnston-Dempsey entered the meeting during consideration of the above item of business 9 Community Benefit Funds – Annual Report A report dated 10 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on grants awarded in 2022/2023 from the Community Benefit Funds administered by the Council’s Enterprise and Sustainable Development Services. The Community Benefit Funds had been established to provide funding to suitable projects providing community benefits in eligible areas. Details of the grants awarded in 2022/2023 were provided in appendices 1 to 4 to the report. A publicity document for 2022/2023 would be prepared with the purpose of raising awareness of the Community Benefit Funds and their support of communities. This annual report would be circulated and publicised digitally, with 50 copies made available to councillors and groups. Officers responded to a member’s question around whether it would be possible to consider introducing an inflation clause due to the increased profits that the windfarms would be making, resulting from the increased cost of electricity. The Committee decided: (1) that the Community Benefit Funds administered by the Council and the grants awarded under the Renewable Energy Fund (REF), Clyde Wind Farm Fund (CWFF) and Quarry Funds in 2022/2023 be noted; and 11
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(2) that the completion of a publicity report for Community Benefit Funds grants 2022/2023 be approved. [Reference: Minutes of 9 August 2022 (Paragraph 10)] 10 South Lanarkshire Council Cemetery Strategy 2023 to 2033 A report dated 15 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on the Cemetery Strategy for South Lanarkshire covering the period 2023 to 2033. South Lanarkshire Council operated a Bereavement Service that provided a dignified and sensitive burial and cremation service. The key piece of legislation governing the Service was the Burial and Cremation (Scotland) Act 2016 which was passed by the Scottish Parliament on 22 March 2016. A Working Group had been formed in July 2016 to commence regulations of the Act. Priority had been given to implementing Part 2 of the Act on Cremation and resulted in the Cremation (Scotland) Regulation 2019. The COVID-19 pandemic disrupted and delayed progress, however, a current iteration of the Burial Regulations Working Group was set up in December 2021 and was continuing the work of previous Groups. The remit of the Group was to inform the regulation of burial authorities and grounds in Scotland, to develop statutory guidance and to create a Code of Practice for burial authorities. The Burial and Cremation (Scotland) Act 2016 stated that, for the provision of burial ground, each local authority:- must provide one burial ground within the area of the local authority might provide other burial grounds within that area There was no legal requirement for the Council to provide a burial ground within each town or within a specific area. The right of burial could only be sold by the local authority and, at present, rights were sold in perpetuity, however, on implementation of the full Burial and Cremation (Scotland) Act 2016, rights would be sold on a lease basis of 25 years (excluding lairs owned by the Commonwealth Graves Commission which would remain in perpetuity). If the lair was unused within a 25 year period, the Council would write to the lease holder prior to expiry to confirm intention to use. Under the Act, and previously the National Assistance Act 1984, the Council had a legal obligation to provide burial or cremation for anyone who died in the local authority who had no funds left for their funeral nor anyone willing to apply for a service. The Cemetery Strategy 2023 to 2033, attached as an appendix to the report, would assist the Council in providing, maintaining and managing its cemeteries over the long-term. The Strategy detailed:- the purpose and vision the legal context the demographic context, demand and capacity cemetery rules and areas for development cemetery infrastructure and maintenance the strategy for the short, medium and long term 12
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The key points of the Strategy were detailed in section 4 of the report and those included:- a catchment approach to cemetery capacity increasing existing capacity The capital funding allocation for cemeteries in 2023/2024 was £0.662 million and this would be used for completion of the Philipshill cemetery extension and for infrastructure investment in order that statutory obligations could be delivered. A further £1.148 million had been allocated for 2024/2025 and beyond, which would be used on the remaining areas outlined in section 4.12 of the report. It was also intended to develop a Service-wide Bereavement Services Strategy and this would be presented to the Committee for approval in March 2024. The Committee decided: (1) that the Cemetery Strategy for South Lanarkshire for the period 2023 to 2033 be approved, including a catchment approach to managing cemetery capacity; and (2) that further work be undertaken to develop a Bereavement Services Strategy which would be presented to a future meeting of the Committee for approval. 11 UK Levelling Up Fund Update A report dated 10 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the outcome of round 2 of the UK Levelling Up Fund (UKLUF) and on future rounds. On 3 March 2021, the UK budget had published the prospectus for round one of the UKLUF and round 2 was launched on 24 March 2022 with a deadline for submission of 6 July 2022. The initial prospectus had provided an indicative budget of £4 billion for the UKLUF, which was subsequently increased to £4.8 billion. £800 million of that was set aside for Scotland, Wales and Northern Ireland to 2024/2025. The UKLUF was a capital fund which focused on projects that required up to £20 million of grant funding, with an additional 10% match funding. The 3 main themes of the UKLUF were:- transport investments regeneration and town centre investments cultural investment Successful bids for round one were announced in November 2021 and in total £1.7 billion of funding had been awarded to 105 projects in the UK, 8 of those in Scotland totalling £172 million. The number of bids local authorities could submit within rounds one and 2 was linked to the number of UK Parliamentary constituencies an authority had and this was detailed at paragraph 3.5 of the report. The Council had submitted bids worth £45.4 million to the UKLUF for round 2 for the following projects:- Shawfield Remediation and Development project (£16.2 million) EV@SL electric vehicle charging project (£21.7 million) Three Rivers, Clydesdale Way South Lanarkshire project (£7.5 million) 13
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The round 2 UKLUF approvals were announced on 18 January 2023 and 10 Scottish local authorities secured funding totalling £177 million, which was approximately 8% of the UK total. None of the bids from South Lanarkshire Council had been successful. Local authorities that had been successful in obtaining funding in round one did not receive funding in round 2. Written feedback was received from the UK Government on each of the projects and this was summarised in paragraphs 4.6 to 4.8 of the report. A final round of the UKLUF was planned by the UK Government, however, details and timescales for bids had not yet been published. It was expected that the funds available to Scotland in the final round would be around £90 million and the completion date of expenditure would remain as March 2025. Clarity was required from the UK Government on bidding restrictions and guidance for the next round. The Committee decided: (1) that the outcome of the UK Levelling Up Fund bids be noted; and (2) that the information around future rounds be noted. 12 Contract Award - Tanker Applied Roads Surface Coatings to Scottish Borders Council A report dated 10 May 2023 by the Executive Director (Community and Enterprise Resources) was submitted on action taken, in terms of Standing Order No. 37(c) in view of timescales involved, by the Executive Director (Community and Enterprise Resources), in consultation with the Chair and an ex officio member, to award a contract to Scottish Borders Council for Tanker Applied Roads Surface Coatings under Regulation 13 of the Public Contracts (Scotland) Regulations 2015. The Council’s Roads, Transportation and Feet Services had a requirement to supply and apply liquid bitumen to carriageways to support maintenance operations. There were 2 operations supported by the service:- supply and application of bond coat for carriageway resurfacing supply and application of binder for surface dressing operations Both operations were similar in nature and required specialist vehicles which the Council did not operate. It was considered uneconomical for the Council to purchase or lease those vehicles due to the number of projects and the limitation of use to summer months. The Council’s contract for this service had been with Scottish Borders Council since 2014 and the most recent contract expired on 31 March 2023. The Public Contracts (Scotland) Regulations 2015 governed how public bodies in Scotland could procure goods, works and services. Regulation 13(8) stated that the regulations would not apply to procurements for the award of a contract between contracting authorities. This was known as the “Hamburg exemption", the requirements of which were detailed at section 4.1 of the report. The contractual agreement met all of those requirements and Scottish Borders Council had the capacity to undertake the works. 14
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The Committee decided: that the action taken, in terms of Standing Order No 37(c), by the Executive Director (Community and Enterprise Resources), in consultation with the Chair and an ex officio member, to award the contract for Tanker Applied Roads Surface Coating to Scottish Borders Council for the period 1 May 2023 to 30 April 2028, be noted. [Reference: Minutes of 6 March 2018 (Paragraph 16)] 13 Urgent Business There were no items of urgent business. 15
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Revenue Budget Monitoring 2022/2023 - Community and Enterprise Resources 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 31 March 2023 for Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Community and Enterprise outturn position as at 31 March 2023 of an underspend of £0.025 million 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 final revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2022/2023. 3.2. The report details the financial position for Community and Enterprise Resources in appendix A for the full financial year 2022/2023 compared to the probable outturn position and the individual Services’ reports in appendices B to F, including variance explanation. 4. Employee Implications 4.1. None 5. Financial Implications 5.1. Year End Position as at 31 March 2023: The year end position is a reported underspend of £0.025 million after approved transfers to reserves. 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 underspend of £0.025 million is a net effect of underspends in employee costs within Facilities, Waste and Grounds, Planning and Regulatory and Roads, Transportation and Fleet services, an over recovery of Planning and Building 3 17
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Standards income and vehicle maintenance income within Fleet services. This is partially offset by costs within Roads in relation to charging of Electric Vehicles, prior to tariffs being introduced, overspend in transport costs within Fleet services due to timing of efficiencies and expenditure in the workshop, costs associated with replacement bin programme and medical costs across the service, as well as the reduced levels of income for school meals. Detailed variance explanations by service area are included in appendices B to F. 5.3 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, food 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 4 weekly budget monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8 Equality Impact Assessment and Consultation Arrangements 8.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2 There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 9 June 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None 18
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List of Background Papers Financial ledger and budget monitoring results to 31 March 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 19
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2023 (No. 14) Community and Enterprise Resources Summary Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/23 Actual BEFORE Transfers 31/03/23 Variance 31/03/23 % Variance 31/03/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 94,868 92,492 2,376 2,376 94,868 91,807 3,061 under 3.2% Property Costs 4,418 5,132 (714) (814) 4,418 5,595 (1,177) over (26.6%) Supplies & Services 17,738 18,095 (357) (397) 17,738 18,523 (785) over (4.4%) Transport & Plant 23,550 23,991 (441) (441) 23,550 24,782 (1,232) over (5.2%) Administration Costs 800 972 (172) (172) 800 1,043 (243) over (30.4%) Payments to Other Bodies 12,038 12,113 (75) (75) 12,038 12,231 (193) over (1.6%) Payments to Contractors 46,750 46,412 338 (792) 46,750 46,278 472 under 1.0% Transfer Payments 603 603 0 0 603 604 (1) over (0.2%) Financing Charges 185 237 (52) (52) 185 240 (55) over (29.7%) Total Controllable Exp. 200,950 200,047 903 (367) 200,950 201,103 (153) over (0.1%) Total Controllable Inc. (71,515) (71,889) 374 374 (71,515) (73,223) 1,708 over recovered 2.4% Net Controllable Exp. 129,435 128,284 1,277 7 129,435 127,880 1,555 under 1.2% Transfer to Reserves (as at 31/03/23) - 1,270 (1,270) - - 1,530 (1,530) over Position After Transfers to Reserves (as at 31/03/23) 129,435 129,428 7 7 129,435 129,410 25 under 0.0% Variance Explanations Detailed in appendices B to F. Budget Virements Budget virements are shown in appendices B to F. Approved Transfers to Reserves Detailed in appendices B to F 20
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2023 (No. 14) Facilities, Waste and Grounds Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/23 Actual BEFORE Transfers 31/03/23 Variance 31/03/23 % Variance 31/03/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 60,081 59,230 851 851 60,081 58,638 1,443 under 2.4% 1,c,d Property Costs 1,856 2,048 (192) (292) 1,856 2,344 (488) over (26.3%) 2 Supplies & Services 8,586 8,603 (17) (17) 8,586 9,175 (589) over (6.9%) 3,a,b,c Transport & Plant 8,506 8,523 (17) (17) 8,506 8,499 7 under 0.1% Administration Costs 165 211 (46) (46) 165 289 (124) over (75.2%) 4 Payments to Other Bodies 51 53 (2) (2) 51 49 2 under 3.9% Payments to Contractors 16,012 14,783 1,229 99 16,012 14,619 1,393 under 8.7% 5,b Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 45 63 (18) (18) 45 70 (25) over (55.6%) 6 Total Controllable Exp. 95,302 93,514 1,788 558 95,302 93,683 1,619 under 1.7% Total Controllable Inc. (19,583) (19,552) (31) (31) (19,583) (19,774) 191 over recovered 1.0% 7,c Net Controllable Exp. 75,719 73,962 1,757 527 75,719 73,909 1,810 under 2.4% Transfer to Reserves (as at 31/03/23) - 1,230 (1,230) - - 1,440 (1,440) over Position After Transfers to Reserves (as at 31/03/23) 75,719 75,192 527 527 75,719 75,349 370 under 0.5% Variance Explanations 1. The variance was mainly due to vacancies 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 was 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 was also due to the retention of the additional death facility at Peel Park, however partial income was recovered this financial year to support those costs. 3. The overspend was mainly due to higher than anticipated expenditure on bin purchases and PPE along with upgrading of IT systems within Waste. In addition, there was a greater spend within Grounds on general materials because of additional service requests which were recoverable. These were partially offset by an underspend within Facilities on school meals food purchases partially offset by an overspend on equipment. 4. The overspend was mainly due to an overspend on medical costs throughout the service along with printing costs within Facilities Management. 5. The variance was mainly due to income received from the disposal of both fibres and containers within the Waste Service. 6. The overspend was due to increased IT leasing costs. 7. The over recovery of income mainly related to an over recovery within Waste, Grounds and Streets because of additional service requests from Housing and Technical Resources, additional service requests within Facilities Management and income recovered from North Lanarkshire Council and the NHS for the additional death facility at Peel Park. This is partially offset by a 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 was increased due to loss of income from school closures and teachers strike days and less demand for bereavement services within Streets and Bereavement. Budget Virements a. Transfer of budget to capital for CFCR in respect of Chatelherault Allotments and works at the Palace Grounds. Net effect (£0.094m): Supplies and Services (£0.094m). b. Transfer of budget from reserves in respect of the Crematorium sinking fund and realignment of virement from earlier in the year in respect of the IT Development fund. Net effect (£0.046m): Supplies and Services (£0.062m), Payment to Contractors £0.016m. c. Realignment of budget to reflect service provision within Amenity and Facilities. Net effect £0.000m: Employees (£0.011m), Supplies and Services (£0.022m), Income £0.033m. d. Transfer of budget in relation to apprenticeship levy. Net effect £0.232m: Employees £0.232m. 21
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Approved Transfers to Reserves (£1.440m): i. Allotments - (£0.100m) ii. Crematorium Sinking fund - (£0.050m) iii. Unbudgeted Waste Income - (£1.080m) iv. Waste - (£0.210m) 22
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2023 (No. 14) Planning and Regulatory Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/23 Actual BEFORE Transfers 31/03/23 Variance 31/03/23 % Variance 31/03/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 7,426 7,029 397 397 7,426 6,940 486 under 6.5% 1,b,c Property Costs 298 300 (2) (2) 298 299 (1) over (0.3%) b Supplies & Services 252 266 (14) (14) 252 256 (4) over (1.6%) a,b Transport & Plant 572 537 35 35 572 544 28 under 4.9% 2,b Administration Costs 130 134 (4) (4) 130 149 (19) over (14.6%) 3,b Payments to Other Bodies 2,419 2,342 77 77 2,419 2,332 87 under 3.6% 4,b,d Payments to Contractors 1,492 1,517 (25) (25) 1,492 1,663 (171) over (11.5%) 5,b Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 46 63 (17) (17) 46 62 (16) over (34.8%) 6 Total Controllable Exp. 12,635 12,188 447 447 12,635 12,245 390 under 3.1% Total Controllable Inc. (7,501) (8,096) 595 595 (7,501) (8,267) 766 over recovered 10.2% 7,b,d Net Controllable Exp. 5,134 4,092 1,042 1,042 5,134 3,978 1,156 under 22.5% Transfer to Reserves (as at 31/03/23) - - - - - - - - Position After Transfers to Reserves (as at 31/03/23) 5,134 4,092 1,042 1,042 5,134 3,978 1,156 under 22.5% Variance Explanations 1. The variance was mainly due to vacant posts within the services and staff turnover. 2. The variance was mainly due to lower than anticipated pool car charges within Environmental Services. 3. The over spend was mainly due to legal costs associated with planning inquiries. 4. The variance was mainly due to lower than anticipated expenditure on scientific services within Environmental Services. 5. The overspend was mainly due to greater than anticipated expenditure on clinical waste which was offset by an over recovery of income within Environmental services. 6. The overspend was due to higher than budgeted IT leasing costs within Environmental and Planning & Building Standards. 7. The over recovery was due to a greater demand for Planning and Building standard applications and greater than anticipated income from the recovery of clinical waste and income from property checks for Ukrainian refugees. Budget Virements a. Realignment of virement from earlier in the year in respect of the IT Development Fund within Environmental. Net (£0.030m): Supplies and Services (£0.030m). b. Realignment of budget to reflect service delivery within Projects and Planning. Net effect £0.000m: Employees (£0.008m), Property £0.105m, Supplies and Services £0.012m, Transport and Plant £0.017m, Administration (£0.016m), Payments to Other Bodies £0.066m, Payment to Contractor (£0.147m), Income (£0.029m). c. Transfer of budget in relation to apprenticeship levy. Net effect £0.026m: Employees £0.026m. d. Establish budget for non-Capital spend. Net effect £0.000m: Payment to Other Bodies £2.077m, Income (£2.077m). 23
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2023 (No. 14) South Lanarkshire Leisure and Culture Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/23 Actual BEFORE Transfers 31/03/23 Variance 31/03/23 % Variance 31/03/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 4 6 (2) (2) 4 6 (2) over (50.0%) Property Costs 98 76 22 22 98 92 6 under 6.1% 1 Supplies & Services 0 0 0 0 0 1 (1) over n/a Transport & Plant 0 0 0 0 0 0 0 - n/a Administration Costs 8 9 (1) (1) 8 10 (2) over (25.0%) Payments to Other Bodies 80 91 (11) (11) 80 71 9 under 11.3% 2 Payments to Contractors 24,352 24,352 0 0 24,352 24,349 3 under 0.0% a 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. 24,542 24,534 8 8 24,542 24,529 13 under 0.1% Total Controllable Inc. 0 (4) 4 4 0 (5) 5 over recovered n/a Net Controllable Exp. 24,542 24,530 12 12 24,542 24,524 18 under 0.1% Transfer to Reserves (as at 31/03/23) - - - - - - - - Position After Transfers to Reserves (as at 31/03/23) 24,542 24,530 12 12 24,542 24,524 18 under 0.1% Variance Explanations 1. The variance related to reduced service charges for East Kilbride ice rink. 2. The variance related to lower expenditure costs on the fireworks display held at Strathclyde Park. Budget Virements a. Transfer of funding from corporate items for the Warm Welcome Initiative. Net £0.600m: Payment to Contractors £0.600m. 24
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2023 (No. 14) Enterprise and Sustainable Development Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/23 Actual BEFORE Transfers 31/03/23 Variance 31/03/23 % Variance 31/03/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,363 5,255 108 108 5,363 5,195 168 under 3.1% 1,b,c Property Costs 806 816 (10) (10) 806 865 (59) over (7.3%) 2,b Supplies & Services 301 312 (11) (11) 301 315 (14) over (4.7%) 3, Transport & Plant 47 42 5 5 47 43 4 under 8.5% Administration Costs 99 77 22 22 99 87 12 under 12.1% 4,b Payments to Other Bodies 3,855 3,894 (39) (39) 3,855 3,915 (60) over (1.6%) 5,a,b Payments to Contractors 303 303 0 0 303 349 (46) over (15.2%) 6,b Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 44 36 8 8 44 45 (1) over (2.3%) Total Controllable Exp. 10,818 10,735 83 83 10,818 10,814 4 under 0.0% Total Controllable Inc. (4,585) (4,616) 31 31 (4,585) (4,699) 114 over recovered 2.5% 7,b Net Controllable Exp. 6,233 6,119 114 114 6,233 6,115 118 under 1.9% Transfer to Reserves (as at 31/03/23) - - - - - - - - Position After Transfers to Reserves (as at 31/03/23) 6,233 6,119 114 114 6,233 6,115 118 under 1.9% Variance Explanations 1. This variance was mainly due to vacant posts and staff turnover within the services. 2. The over spend was mainly due to additional service provision at the vaccination centre in Council Headquarters which was offset by an over recovery of income received from NHS Lanarkshire. 3. The over spend mainly related to greater than budgeted IT costs within Business Support. 4. The variance was due to lower than anticipated printing & stationery, telephone costs and membership fees within Business Support. 5. The overspend was due to higher than anticipated costs for Christmas events. 6. The over spend was mainly due payments made for Leisure staff costs supporting community testing. This spend was offset by an over recovery income from NHS Lanarkshire. 7. The income is over recovered due to greater than budgeted rental income within Support Services and income recovered for the additional service provision for community testing and the vaccination centre. Budget Virements a. Carry forward of funding in respect of Food Strategy, Climate Change and Get South Lanarkshire Working. Net effect (£0.743m): Payment to Other Bodies (£0.743m). b. Realignment of budget to reflect service delivery within Support and Economic Development. Net effect £0.000m: Employees £0.067, Property £0.008m, Administration (£0.001m), Payment to Other Bodies (£0.349m), Payment to Contractors £0.252m, Income (£0.023m). c. Transfer of budget in relation to apprenticeship levy. Net effect £0.018m: Employees £0.018m. 25
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 14 Ended 31 March 2023 (No. 14) Roads, Transportation and Fleet Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 31/03/23 Actual BEFORE Transfers 31/03/23 Variance 31/03/23 % Variance 31/03/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 21,994 20,972 1,022 1,022 21,994 21,028 966 under 4.4% 1,e Property Costs 1,360 1,892 (532) (532) 1,360 1,995 (635) over (46.7%) 2,b Supplies & Services 8,599 8,914 (315) (355) 8,599 8,776 (177) over (2.1%) 3,a Transport & Plant 14,425 14,889 (464) (464) 14,425 15,696 (1,271) over (8.8%) 4, Administration Costs 398 541 (143) (143) 398 508 (110) over (27.6%) 5 Payments to Other Bodies 5,633 5,733 (100) (100) 5,633 5,864 (231) over (4.1%) 6 Payments to Contractors 4,591 5,457 (866) (866) 4,591 5,298 (707) over (15.4%) 7,a,c,d,f Transfer Payments 603 603 0 0 603 604 (1) over (0.2%) Financing Charges 50 75 (25) (25) 50 63 (13) over (26.0%) 8 Total Controllable Exp. 57,653 59,076 (1,423) (1,463) 57,653 59,832 (2,179) over (3.8%) Total Controllable Inc. (39,846) (39,621) (225) (225) (39,846) (40,478) 632 over recovered 1.6% 9,b,c Net Controllable Exp. 17,807 19,455 (1,648) (1,688) 17,807 19,354 (1,547) over (8.7%) Transfer to Reserves (as at 31/03/23) - 40 (40) - - 90 (90) Position After Transfers to Reserves (as at 31/03/23) 17,807 19,495 (1,688) (1,688) 17,807 19,444 (1,637) over (9.2%) Variance Explanations 1. The variance related to staff turnover and vacancies within Roads and Fleet. 2. The overspend was 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, general materials and PPE within the Roads service. 4. The overspend was mainly due to the timing of efficiencies and greater than anticipated expenditure in the workshop within Fleet services. 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 and training costs within Roads. 6. The overspend was mainly due to payments in respect of WoSLA for winter weather forecasts being greater than anticipated. This was partially offset by an over recovery of income. 7. The overspend resulted from an increased level of sub-contractors being used within Roads Construction due to staff turnover during the year and, also the level of specialist works required. In addition, further overspends were within Structures due to accident damage and Traffic Management due to the upkeep of Traffic signals. 8. The overspend was due increased IT leasing costs. 9. The over recovery in income is mainly due to greater income from the sale of vehicles and the recovery of vehicle maintenance within Fleet, partially offset by less than anticipated income from taxi inspections income, pool car charges and casual hire charges. The over recovery within Roads was mainly due to greater than anticipated income from WoSLA, income recovered from previous years within parking, an over recovery within HQ Operations for inspection fees and an increase in the level of recoverable capital works that were undertaken within Transport and Engineering. Budget Virements a. Carry forward of funding in respect of Community Engagement Winter Resilience and transfer of budget from reserves in respect of additional street lighting electrical power. Net (£0.014m): Supplies and Services £0.012m, Payment to Contractors (£0.026m). b. Establish budgets for Electrical Power of Electric Vehicles and Developers Contributions within Roads. Net effect (£0.663m): Property £0.293m, Income (£0.956m). c. Budget realignment to reflect revenue works completed by the Construction Unit for Roads General Services because of the change to Trading Services. Net effect £0.000m: Payment to Contractors (£0.517m), Income £0.517m. d. Transfer of budget from capital funded to revenue. Net effect £0.675m: Payment to Contractors £0.675m. e. Transfer of budget in relation to apprenticeship levy. Net effect £0.079m: Employees £0.079m. f. Realignment of virement from earlier in the year in respect of Roads Winter Maintenance. Net effect (£0.404m): Payment to Contractors (£0.404m). 26
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Approved Transfers to Reserves (£0.090m): i. Fleet Sinking Fund - (£0.025m) ii. Year 3 of Electric Vehicle Payback - (£0.015m) iii. Emergency Car Park Works at Community Facilities - (£0.050m) 27
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Revenue Budget Monitoring 2023/2024 - Community and Enterprise Resources 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 2023 to 14 July 2023 for Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the breakeven position on Community and Enterprise Resources’ revenue budget, as detailed in Appendix A of the report be noted; and (2) that the proposed budget virements as detailed in appendices B to F be approved. [1recs] 3. Background 3.1. This is the first revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2023/2024. 3.2 The report details the financial position for Community and Enterprise Resources in Appendix A and the individual Services’ reports in appendices B to F. 4. Employee Implications 4.1. None 5. Financial Implications 5.1. As at 14 July 2023, there is a reported breakeven position against the phased budget. 5.2. The report details the financial position for Community and Enterprise Resources in Appendix A and variance explanations for each service area are detailed in appendices B to F where appropriate. 5.3. Virements are proposed to realign budgets across budget categories and with other Resources. These movements are detailed in appendices B to F of this report. 4 29
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or environment in terms of the information contained in the report. 7 Other Implications 7.1. The main risk associated with the Council’s revenue budget is that there is an overspend. There are inflationary and budget pressures, including utilities, this year which increase the risk of overspend, however, we have mitigated this going forward by providing additional funds in future years’ budget strategy. 7.2. The risk is managed through four weekly budget monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 31 July 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 14 July 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 30
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 4 Ended 14 July 2023 (No.4) Community and Enterprise Resources Summary Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 94,919 94,919 0 24,680 23,986 694 under 2.8% Property Costs 3,806 3,806 0 344 359 (15) over (4.4%) Supplies & Services 17,615 17,615 0 3,900 3,960 (60) over (1.5%) Transport & Plant 21,774 21,774 0 7,746 8,075 (329) over (4.2%) Administration Costs 785 785 0 121 144 (23) over (19.0%) Payments to Other Bodies 6,125 6,125 0 2,779 2,779 0 - 0.0% Payments to Contractors 45,903 45,903 0 11,416 11,417 (1) over 0.0% Transfer Payments 617 617 0 308 308 0 - 0.0% Financing Charges 185 185 0 7 9 (2) over (28.6%) Total Controllable Exp. 191,729 191,729 0 51,301 51,037 264 under 0.5% Total Controllable Inc. (62,161) (62,161) 0 (19,143) (18,879) (264) under recovered (1.4%) Net Controllable Exp. 129,568 129,568 0 32,158 32,158 0 - 0.0% Variance Explanations Detailed within Appendices B to F. Budget Virements Budget virements are shown in appendices B to F. 31
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 14 July 2023 (No.4) Facilities, Waste and Grounds Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 60,014 60,014 0 15,716 15,454 262 under 1.7% 1,b,c Property Costs 1,948 1,948 0 234 236 (2) over (0.9%) a,c Supplies & Services 8,620 8,620 0 2,148 2,200 (52) over (2.4%) 2,b,c Transport & Plant 8,655 8,655 0 3,662 3,663 (1) over 0.0% b,b Administration Costs 176 176 0 37 50 (13) over (35.1%) c Payments to Other Bodies 51 51 0 23 22 1 under 4.3% c Payments to Contractors 17,172 17,172 0 5,227 5,227 0 - 0.0% a,b,c Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 45 45 0 3 4 (1) over (33.3%) Total Controllable Exp. 96,681 96,681 0 27,050 26,856 194 under 0.7% Total Controllable Inc. (19,176) (19,176) 0 (8,790) (8,686) (104) under recovered (1.2%) 3,a,c Net Controllable Exp. 77,505 77,505 0 18,260 18,170 90 under 0.5% Variance Explanations 1. The variance is mainly due to vacancies that are being actively recruited within all services. 2. The variance is due to an overspend on school meals food purchases due to the cost of food. 3. The variance is due to an under recovery in school meals income and a decrease in uptake in the Care of Gardens service within Grounds. Budget Virements a. Budget received from corporate items in relation to funding for utilities, fuel and RPI for waste contracts: Net effect £1.625m: Property £0.182m, Transport £0.949m, Payment to Contractors £0.412m, Income £0.082m. b. Transfer to corporate items temporary budget Front Line First. Net effect (£2.196m): Employees (£1.420m), Supplies and Services £0.088m, Transport and Plant £0.278m, Payment to Contractors (£1.142m). c. Realign budget to reflect service delivery within Facilities, Grounds and Streets & Bereavement. Net effect £0.000m: Employees £0.396m, Property £0.021m, Supplies and Services £0.172m, Administration £0.001m, Payment to Other Bodies £0.010m, Payment to Contractors £0.010m, Income (£0.610m). 32
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 14 July 2023 (No.4) Planning and Regulatory Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 7,419 7,419 0 1,971 1,823 148 under 7.5% 1 Property Costs 41 41 0 1 0 1 under 100.0% a Supplies & Services 154 154 0 64 64 0 - 0.0% Transport & Plant 126 126 0 18 21 (3) over (16.7%) a Administration Costs 111 111 0 27 28 (1) over (3.7%) Payments to Other Bodies 265 265 0 17 18 (1) over (5.9%) Payments to Contractors 921 921 0 479 480 (1) over (0.2%) b Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 46 46 0 1 1 0 - 0.0% Total Controllable Exp. 9,083 9,083 0 2,578 2,435 143 under 5.5% Total Controllable Inc. (4,117) (4,117) 0 (1,193) (1,207) 14 over recovered 1.2% b Net Controllable Exp. 4,966 4,966 0 1,385 1,228 157 under 11.3% Variance Explanations 1. The variance is mainly due to vacant posts within the services which are being recruited. Budget Virements a. Budget received from corporate items in relation to funding for utilities and fuel. Net effect £0.009m: Property £0.005m, Transport £0.004m b. Realign budget to reflect service delivery within Environmental Services. Net effect £0.000m: Payment to Contractors £0.382m, Income (£0.382m). 33
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 14 July 2023 (No.4) South Lanarkshire Leisure and Culture Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 4 4 0 1 2 (1) over (100.%) Property Costs 98 98 0 16 18 (2) over (12.5%) Supplies & Services 0 0 0 0 0 0 - n/a Transport & Plant 0 0 0 0 0 0 - n/a Administration Costs 8 8 0 0 0 0 - n/a Payments to Other Bodies 80 80 0 0 0 0 - n/a Payments to Contractors 23,048 23,048 0 5,335 5,335 0 - 0.0% a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 0 0 0 0 0 0 - n/a Total Controllable Exp. 23,238 23,238 0 5,352 5,355 (3) over (0.1%) Total Controllable Inc. (11) (11) 0 (12) (15) 3 over recovered 25.0% b Net Controllable Exp. 23,227 23,227 0 5,340 5,340 0 - 0.0% Variance Explanations No major variances to report. Budget Virements a. Budget received from corporate items in relation to funding for fuel. Net effect £0.007m: PTC £0.007m. b. Establish a Temporary Income budget for Biggar Corn Exchange. Net effect (£0.011m): Income (£0.011m). 34
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 14 July 2023 (No.4) Enterprise and Sustainable Development Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,135 5,135 0 1,377 1,355 22 under 1.6% b,c Property Costs 201 201 0 0 (1) 1 under n/a a Supplies & Services 245 245 0 44 44 0 - 0.0% Transport & Plant 47 47 0 1 1 0 - 0.0% Administration Costs 92 92 0 3 4 (1) over (33.3%) Payments to Other Bodies 354 354 0 89 89 0 - 0.0% Payments to Contractors 0 0 0 0 0 0 - n/a Transfer Payments 0 0 0 0 0 0 - n/a Financing Charges 44 44 0 2 2 0 - 0.0% Total Controllable Exp. 6,118 6,118 0 1,516 1,494 22 under 1.5% Total Controllable Inc. (1,123) (1,123) 0 (647) (648) 1 over recovered 0.2% c Net Controllable Exp. 4,995 4,995 0 869 846 23 under 2.6% Variance Explanations No major variances to report. Budget Virements a. Budget received from corporate items in relation to funding for utilities. Net effect £0.004m: Property £0.004m. b. Transfer from reserves temporary budget in respect of Social Enterprise, Locate and Tourism projects. Net effect £0.218m: Employees £0.218m. c. Establish temporary budget for Levelling Up Fund and SDP. Net Effect £0.000m: Employees £0.072m, Income (£0.072m). 35
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period Ended 14 July 2023 (No.4) Roads, Transportation and Fleet Services Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion 14/07/23 Actual 14/07/23 Variance 14/07/23 % Variance 14/07/23 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 22,347 22,347 0 5,615 5,352 263 under 4.7% 1,c Property Costs 1,518 1,518 0 93 106 (13) over (14.0%) 2,a,c Supplies & Services 8,596 8,596 0 1,644 1,652 (8) over (0.5%) a Transport & Plant 12,946 12,946 0 4,065 4,390 (325) over (8.0%) 3,a,c Administration Costs 398 398 0 54 62 (8) over (14.8%) c Payments to Other Bodies 5,375 5,375 0 2,650 2,650 0 - 0.0% b,c Payments to Contractors 4,762 4,762 0 375 375 0 - 0.0% c,d Transfer Payments 617 617 0 308 308 0 - 0.0% b Financing Charges 50 50 0 1 2 (1) over (100.0%) Total Controllable Exp. 56,609 56,609 0 14,805 14,897 (92) over (0.6%) Total Controllable Inc. (37,734) (37,734) 0 (8,501) (8,323) (178) under recovered (2.1%) 4,c,d ,e Net Controllable Exp. 18,875 18,875 0 6,304 6,574 (270) over (4.3%) Variance Explanations 1. The variance is mainly due to staff turnover and vacancies within Roads and Fleet which are being recruited. 2. The overspend is in the main due to higher than anticipated cost in the upkeep of Roads depots. 3. The overspend is mainly due to the timing of efficiencies and greater than anticipated expenditure within the workshop within Fleet. 4. The under recovery is mainly due to the net effect of a less than anticipated income from maintenance works within Roads and within Parking where the demand is less than budget provision. Budget Virements a. Budget received from corporate items in relation to funding for utilities and fuel. Net effect £0.508m: Transport £0.283m, Property £0.094m, Supplies and services £0.131m b. Transfer of budget in respect of SPT. Net effect £0.135m: Payment to Other Bodies £0.121m, Transfer Payments £0.014m. c. Realign budget to reflect service delivery within Roads, Roads Construction and Fleet. Net effect £0.000m: Employees (£0.136m), Property £0.450m, Transport and Plant £0.232m, Admin (£0.020m), Payment to Other Bodies £0.020m, Payment to Contractors £0.580m, Income (£1,126m). d. Budget realignment to reflect revenue works completed by the Construction Unit for Roads General Services as a result of the change to trading services. Net effect £0.000m: Payment to Contractor (£13.739m), Income £13.739m. e. Establish temporary budget to reflect transfer from reserves for Parking income shortfall 23/24. Net effect £0.360m: Income £0.360m. 36
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Report Agenda Item Report to: Community and Enterprise Resource Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Capital Budget Monitoring 2022/2023 - Community and Enterprise Resources 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 31 March 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 for the year of £36.324 million be noted. [1recs] 3. Background 3.1. This is the final capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2022/2023. 3.2. As noted in the last report to this Committee (14 March 2023), the budget for Community and Enterprise Resources for financial year 2022/2023 was £48.444 million. There have been no changes to this budget allocation since that meeting. 3.3. The report details the financial position for Community and Enterprise Resources in total in Appendix A. 4. Employee Implications 4.1. There are no employee implications as a result of this report. 5. 2022/2023 Capital Programme – Final Position 5.1. As detailed in Section 3.3, the total capital programme for Community and Enterprise Resources for 2022/2023 was £48.444 million. Total expenditure to the 31 March 2022 was £36.324 million, a difference of £12.120 million in comparison to the programme of £48.444 million. 5.2. The programme underspend of £12.120 million is mainly due to the timing of project spend on a number of projects. The main projects which are responsible for the underspend are detailed in Appendix A for information. 5 37
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5.3. Any underspend on these projects, along with the funding, will carry forward into next financial year as required. An update on the 2023/2024 programme is detailed in a separate report to this Committee. 5.4. Accounting Adjustments While sections 5.1 to 5.3 detail the position on the Capital Programme as set, Accounting Regulations mean that adjustments are required to report spend correctly as either Capital or Revenue for the purposes of publishing our Annual Accounts. This includes where spend is in relation to assets that are not owned by the Council and where the spend must be classed as Revenue. There is no operational impact for projects from this adjustment – it is an accounting entry only. 5.5. £3.076 million of Capital spend is required to be recorded as Revenue spend. Conversely, £0.349 million of Revenue spend should be recorded as Capital. The transfers above mean that for the purpose of publishing our Annual Accounts only, there is Capital spend of £33.597 million. 6. Financial Implications 6.1. The financial implications are detailed in section 5 of this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of an overspend is managed through four weekly Investment Management Meetings. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 9 August 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Community and Enterprise Resources Committee, 14 March 2023 38
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List of Background Papers ▪ Financial ledger to 31 March 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 39
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Appendix A (Page 1) South Lanarkshire Council Capital Expenditure 2022-2023 Community and Enterprise Resources Programme For Period 1 April 2022 – 31 March 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 2,554 1,218 Enterprise and Sustainable Development 27,435 2,368 (10,670) 19,133 19,133 14,098 Roads, Transport and Fleet 29,997 2,652 (5,892) 26,757 26,757 21,008 TOTAL 59,381 6,128 (17,065) 48,444 48,444 36,324 Accounting Adjustments Less Transfers to Revenue (3,076) Add Transfers to Capital 349 2021/22 Outturn Position (Accounting Basis Only) 33,597 40
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Appendix A (Page 2) Main Projects with Underspends in 2022/2023 Project Name U/spend Value £000 Project Name U/spend Value £000 Library IT Infrastructure Upgrade Phase 2 – Desktop Refresh 146 Roads Investment Programme 667 Phillipshill Cemetery – Extension 162 Clyde Bridge 539 Chatelherault Allotments 120 Roads Depots – Modular Accommodation 513 Play Parks – Various 540 Footpaths and Roads Improvement Fund 485 Larkhall Leisure Centre – Design 469 SPT – Lanark Park and Ride 306 Lanark Library, Lindsay Institute – Roof and Windows 264 Cycling, Walking and Safer Routes 222 Hamilton Palace Grounds Sports Pitches 117 Daer Bridge 176 Place Based Investment Programme 1,119 Roads Depots Salt Barns – Hawbank 302 Town Centre Regeneration Fund 500 New Cross Shopping Centre 342 East Kilbride Town Centre 302 City Deal: Greenhills Road (Landscaping / Restoration) 1,322 Cathkin Bypass (Grant Payments only) 772 Secondary School Expansion – Calderside Academy / Holy Cross 443 Lanark Road Signalisation 406 Glengowan Extension 359 41
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Capital Budget Monitoring 2023/2024 - Community and Enterprise Resources 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 2023 to 14 July 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation: [recs] (1) that the Community and Enterprise Resources’ capital programme of £42.925 million, and expenditure to date of £3.931 million, be noted. [1recs] 3. Background 3.1. This is the first capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2023/2024. Further reports will follow throughout the year. 3.2. The budget of £42.925 million for Community and Enterprise Resources is based on the overall Capital Programme for 2023/2024 approved by the Executive Committee on 21 June 2023. The budget includes adjustments totalling a net increase of £3.647 million which were approved by the Executive Committee (21 June 2023). 3.3. The budget of £42.925 million also reflects further adjustments totalling £1.068 million which have been submitted to the Executive Committee on 16 August 2023 for approval. This 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. 2023/2024 Budget The total capital programme for Community and Enterprise Resources is £42.925 million, as detailed in Section 3.2. This budget is based on the original programme of projects approved by the Council in February 2023, updated to include budget carried forward from financial year 2022/2023. The budget of £42.925 million also reflects the 6 43
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estimated level of spend which can be achieved in 2023/2024, based on current information. 5.2. As noted in sections 3.2 and 3.3, the 2023/2024 Capital Programme of £42.925 million also includes budget amendments for 2023/2024, totalling a net increase of £4.715 million. These were identified since the approval of the original budget in February 2023. The Executive Committee approved adjustments totalling £3.647 million at its meeting in June, with the balance of £1.068 million submitted to the Executive Committee on 16 August 2023 for approval. The details of these amendments are shown in Appendix A. 5.3. Period 4 Position Anticipated spend to date was £3.929 million and spend to 14 July 2023 amounts to £3.931 million, a small overspend of £0.002 million reflecting the timing of project expenditure. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment Management Meetings. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Paul Manning Executive Director (Finance and Corporate Resources) David Booth Executive Director (Community and Enterprise Resources) 9 August 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References South Lanarkshire Council, 22 February 2023 Executive Committee, 21 June 2023 Executive Committee, 16 August 2023 44
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List of Background Papers ▪ Financial ledger to 14 July 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 45
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Appendix A South Lanarkshire Council Capital Expenditure 2023-2024 Community and Enterprise Resources Programme For Period 1 April 2023 – 14 July 2023 Community and Enterprise Resources Base Budget £000 Budget Adjustments £000 Slippage £000 Total Budget £000 Anticipated Spend £000 Actual Expenditure £000 Facilities, Waste and Grounds 2,762 545 - 3,307 479 481 Enterprise and Sustainable Development 9,685 1,213 - 10,898 425 425 Roads, Transport and Fleet 25,763 2,957 - 28,720 3,025 3,025 TOTAL 38,210 4,715 - 42,925 3,929 3,931 For Information Only Budget Adjustments approved by Executive Committee, 21 June 2023: Budget Adjustments presented for approval to Executive Committee, 16 August 2023: Budget Adjustments Place Based Investment Programme Strathclyde Partnership for Transport (SPT) Cycling Walking and Safer Routes Total Budget Adjustments £1.213m £1.782m £0.652m £3.647m Budget Adjustments Electric Vehicle Expansion Memorial Headstone Inspection & Remedial Works Extension of Cemeteries Nature Restoration Fund Road Safety Improvement Fund Total Budget Adjustments £0.048m £0.200m (£0.200m) £0.545m £0.475m £1.068m 46
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Finance and Corporate Resources) and Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – April to June 2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for April to June 2023 relating to Community and Enterprise Resources [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for April to June 2023 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; [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Community and Enterprise Resources provides information on the position for April to June 2023. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of June 2023 for Community and Enterprise Resources. The Resource absence figure for June 2023 was 5.7%, this figure has decreased by 0.2% when compared to last month and is 1.0% higher than the Council-wide figure. Compared to June 2022, the Resource absence figure has decreased by 1.0%. Based on the absence figures at June 2023 and annual trends, the projected annual average absence for the Resource for 2023/2024 is 6.7%, compared to a Council- wide average figure of 5.6%. 7 47
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Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. There are comprehensive employee supports in place and additionally, Personnel Services work in close partnership with line managers and Resource Management Teams on a case management basis to ensure that appropriate actions are taken. 4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall, 307 referrals were made this period. This represents a decrease of 19 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 37 accidents/incidents recorded within the Resource this period, an increase of 8 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 27 disciplinary hearings were held within the Resource, an increase of 7 when compared to the same period last year. During the period no appeals were heard by the Appeals Panel. No grievance hearings were raised within the Resource, this figure remains unchanged when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure has decreased by 2 when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There were a total of 39 leavers in the Resource this period eligible for an exit interview. This figure has increased by 2 when compared with the same period last year. Eleven exit interviews were conducted in this period, this figure has increased by 6 when compared to the same period last year. 4.6. When processing an employee termination, managers were asked to identify whether they intended to replace the employee who had left the Council. If they indicated that they did not intend to replace the employee, they were asked to select from the following options:- plan to hold for savings fill on a fixed term basis pending savings transfer budget to another post end of fixed term post 4.7. Appendix 2a provides a breakdown of vacant posts and whether these are being replaced or held for savings. In the period April to June 2023, 112 employees (60.72 FTE) in total left employment. Managers indicated that 110 posts (60.14 FTE) were being replaced and 2 posts (0.28 FTE) were due to the end of fixed term contracts. 5. Employee Implications 5.1. There are no implications for employees arising from the information presented in this report. 6. Financial Implications 6.1. All financial implications are accommodated within existing budgets. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability and environmental Implications in terms of the information contained within this report. 48
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8. Other Implications 8.1. There are no implications for sustainability or risk in terms of the information contained within this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There 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) 26 July 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 Committee – 30 May 2023 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 49
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2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 2021 / 2022 2022 / 2023 2023 / 2024 % % % % % % % % % % % % April 2.3 4.4 3.6 April 5.7 7.3 6.3 April 5.2 6.9 6.0 April 4.3 5.6 5.1 May 2.7 3.9 3.7 May 6.4 6.8 6.3 May 5.9 6.3 5.9 May 4.9 5.4 5.1 June 2.8 3.5 4.3 June 6.6 7.2 5.9 June 6.0 6.7 5.7 June 4.7 5.3 4.7 July 2.9 3.9 July 5.3 5.9 July 4.9 5.6 July 4.0 4.6 August 2.9 3.4 August 6.4 6.6 August 5.9 6.1 August 4.7 4.4 September 3.4 3.1 September 8.2 7.9 September 7.5 7.1 September 6.4 5.4 October 3.8 5.1 October 7.9 7.5 October 7.3 7.1 October 6.3 5.8 November 3.5 4.2 November 8.0 8.3 November 7.3 7.7 November 6.9 6.5 December 4.2 3.7 December 8.0 8.8 December 7.4 8.0 December 6.9 7.0 January 3.6 2.6 January 9.6 7.4 January 8.6 6.7 January 7.0 5.8 February 4.4 3.6 February 9.5 7.4 February 8.7 6.9 February 6.6 5.9 March 6.0 3.9 March 11.0 7.9 March 10.2 7.3 March 7.9 6.4 Annual Average 3.5 3.8 3.8 Annual Average 7.7 7.4 7.2 Annual Average 7.1 6.9 6.7 Annual Average 5.9 5.7 5.6 Average Apr-Jun 2.6 3.9 3.9 Average Apr-Jun 6.2 7.1 6.2 Average Apr-Jun 5.7 6.6 5.9 Average Apr-Jun 4.6 5.4 5.0 509 2955 3464 16208 Manual Workers Resource Total No of Employees at 30 June 2023 No of Employees at 30 June 2023 No of Employees at 30 June 2023 No of Employees at 30 June 2023 Appendix 1 Absence Trends - 2021/2022, 2022/2023 & 2023/2024 Community and Enterprise Resources APT&C Council Wide 50
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COMMUNITY AND ENTERPRISE RESOURCES Apr - Jun Apr - Jun 2022 2023 MEDICAL EXAMINATIONS Number of Employees Attending EMPLOYEE COUNSELLING SERVICE Total Number of Referrals PHYSIOTHERAPY SERVICE Total Number of Referrals REFERRALS TO EMPLOYEE SUPPORT OFFICER 90 97 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 326 307 Apr - Jun Apr - Jun 2022 2023 Specified Injuries* 0 1 Over 7 day absences 4 3 Minor 18 24 Near Miss 1 5 Violent Incident: Physical**** 1 2 Violent Incident: Verbal***** 5 2 Total Accidents/Incidents 29 37 Apr - Jun Apr - Jun 2022 2023 Total Number of Hearings 20 27 Appeals Pending 3 0 Time Taken to Convene Hearing April - June 2023 0-3 Weeks 4-6 Weeks Over 6 Weeks 17 7 3 Apr - Jun Apr - Jun 2022 2023 Number of Grievances 0 0 Apr - Jun Apr - Jun 2022 2023 Number of Incidents 2 0 Number Resolved at Formal Stage 2 0 Apr - Jun Apr - Jun 2022 2023 Career Advancement 1 5 Poor Relationship with Manager/Colleagues 0 1 Moving Outwith Area 1 0 Travelling Difficulties 0 1 Further Education 2 0 Dissatisfaction With Terms and Conditions 0 1 Other 1 3 Number of Exit Interviews conducted 5 11 Total Number of Leavers Eligible for Exit Interview 37 39 Percentage of interviews conducted 14% 28% ****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 100 *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. 85 APPENDIX 2 125 109 11 16 51
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FTE H/C FTE H/C Terminations/Leavers 60.72 112 60.72 112 Being replaced 60.14 110 60.14 110 Filling on a temporary basis 0.00 0 0.00 0 Plan to transfer this budget to another post 0.00 0 0.00 0 End of fixed term contract 0.58 2 0.58 2 Held pending service Review 0.00 0 0.00 0 Plan to remove for savings 0.00 0 0.00 0 Appendix 2a Reason Apr - Jun 2023 Cumulative total 52
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds – Renewable Energy Fund Grant Applications 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] consider a grant application to Middle Muir Windfarm Renewable Energy Fund (REF) from Wiston Village Hall Association consider a grant application to Andershaw Windfarm REF from the Coalburn Miners’ Welfare Society consider a grant application to Middle Muir REF from Glenbuck and Douglas Football Club [purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a grant be awarded to Wiston Village Hall Association of up to £81,671 from Middle Muir Windfarm REF for the appointment of an architect team and associated surveys for the design and development of refurbishment works to the village hall; (2) that a grant be awarded to Coalburn Miners’ Welfare Charitable Society of up to £27,465 from Andershaw Windfarm REF to facilitate the installation of solar panels and air-to-air heat source pump system; and (3) that a grant be awarded to Glenbuck and Douglas Football Club of up to £79,570 from Middle Muir Windfarm REF to facilitate flood light installation. 3. Background 3.1. Since 2004, the Council has collected and administered Community Benefit funding through the Enterprise and Sustainable Development Service. The Service is responsible for securing the contributions from windfarm developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. Processes are continuously reviewed to ensure the best practices in grant provision and monitoring is undertaken to ensure the necessary support is delivered to eligible communities. 3.2. Grant awards above £20,000 require approval from Committee. Awards below this level are approved by the Head of Enterprise and Sustainable Development under delegated authority. All grants awarded are reported annually to the Community and Enterprise Resources Committee. 8 53
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4. Grant Recommendation 4.1. Application Number 914 Wiston Village Hall Association – project value £163,342.54 Proposed Grant award £81,671.27 intervention rate of 50% The proposed grant of £81,671.27 will be funded from Middle Muir Windfarm which contributes into the REF. 4.2. Wiston Village Hall Association (WVHA) is an established charity with its purpose being:- Fostering community spirit through achievement of these and other such objectives as may be deemed to be charitable and for the benefit of the community residents in the neighbouring districts. Providing, maintaining and managing facilities which can be used for recreational, heritage and cultural pursuits in order to improve the wellbeing of the community and visitors to the area. Promoting community spirit within Wiston and the surrounding area. Delivering community-based events and providing access to both the public and groups/clubs with the opportunity to book the facilities for the purposes of taking part and/or providing classes/activities to a wide area of the community thus offering participation in sports from entry level through to advanced, initially requiring little or no levels of fitness. 4.3. The organisation manages the facility, independent from any Council support for the community. The facility can be used for recreational, heritage and cultural pursuits to improve the wellbeing of the community and visitors to the area. 4.4. WVHA has a 7 member management committee and 4 regular volunteers. WVHA consulted with the wider community and residents within the area regarding the project to ascertain, coordinate and reflect the views of the community. 4.5. The grant will allow WVHA to proceed with the next step in plans to refurbish the hall for the benefit of the community. The Hall is at the centre of that community and an integral part of the social, welfare and education facilities in the small rural community. The organisation has built up a loyal support in the village and surrounding areas through a variety of events and educational functions, and now find limitation due to the age and condition of the building, which was constructed in 1916 for the benefit of Wiston residents. Planned improvements include better access to the building and internal areas for disabled patrons, upgrade the kitchen and toilets, improved fire and security measures and upgrade to more energy efficient heating and lighting. The refurbished hall will provide modern efficient facilities for recreational and leisure activities, with a broader scope and reach than can currently be provided. 4.6. The group secured funds through the Clyde Windfarm Fund to undertake an initial feasibility study (£8,730). The project now requires funding to allow WVHA to proceed with the selected architect team to complete technical surveys, technical design, specification, planning permission and complete tender documentation to RIBA Stage 4 – Detailed Design. This will provide the group with the information required to pursue funding to refurbish the hall. 4.7. The project has been established in response to community demand, it will improve inclusion and sustainability and support opportunities for the surrounding area. 4.8. The application was scored as 32.5 and which permits an intervention rate of up to 60% of eligible costs. 54
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4.9. All REF awards are conditional on suitable match funding being secured. The REF grant sought is 50% of the project value with the match funding as set out below. Funder Stage Value Clyde Windfarm Fund To be confirmed August 2023 £81,671.27 SLC Renewable Energy Fund Grant (50%) For approval £81,671.27 Total project value £163,342.54 4.10. The anticipated start date for the work is September 2023 and Council officers will work with the applicant to monitor progress. 5. Grant Recommendation 5.1. Application Number 926 Coalburn Miners’ Welfare Charitable Society – project value £47,465 Proposed grant award £27,465 intervention rate of 58% The proposed REF grant of £27,465 will be funded from Andershaw Windfarm which contributes into the REF 5.2. Coalburn Miners’ Welfare Charitable Society (CMWCS) is an established charity with its purpose being:- The Objects of the Charity are, to provide facilities for such forms of recreation and other leisure time occupation as are conductive to the improvement of the conditions of living of the inhabitants of Coalburn and neighbourhood thereof and to address rural exclusion (including disadvantage by reason of unemployment, poor housing, low income and poor health) and promote the wellbeing of the local community by, among other means, providing a ‘One Stop Shop’ for the local community. 5.3. CMWCS is a multi-function community facility, all lands and buildings belong to the Charity which includes Coalburn Miners’ Welfare Bowling Club and Coalburn Miners' Welfare Social Club. CMWCS deliver a range of activities within the facilities including a Heritage Centre, Community Cafe, Citizens Advice Bureau, SLC/Connect 2 Renewables Employability Service, IT Suite, Cinema Club, Lunch Club, Room and Conference Hire for the community and surrounding area. 5.4. CMWCS has an 8 member management committee, 40 regular volunteers, 3 full time staff and 10 part time staff and 400 members all of whom have been consulted regarding the project to ascertain, coordinate and reflect the views of the community. 5.5. An Energy Audit carried out on the premises recommended the installation of an air- to-air heat source pump heating system at Coalburn Miners’ Welfare Social Club and Coalburn Miners’ Welfare Bowling Club. It was also advised solar panel installation at Coalburn Miners’ Welfare Bowling Club. The Charity currently has air-to-air heat source pumps as a backup system in the Social Club area which is 15 years old and currently out of order. The new air-to-air heat source pump system and solar panels will be more cost effective and environmentally friendly the estimated cost savings will be 32% annually. 5.6. The project requires capital funding to instal solar panels, air to air heat source pumps and all electrical and joinery works to complete the project. 55
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5.7. The project has been established in response to community demand, it will improve inclusion and sustainability and support opportunities for the surrounding area. 5.8. The application scored 33 which permits a maximum intervention rate of up to 60% of eligible costs. 5.9. All REF awards are conditional on suitable match funding being secured. The REF grant sought is 58% of the project value with the match funding as set out below. Funder Stage Value Dalquandy Trust Fund To be confirmed August 23 £20,000 SLC Renewable Energy Fund Grant (58%) For approval £27,465 Total project value £47,465 5.10. The project is scheduled to commence in September 2023 and be complete by October 2023. Officers will work with the applicant to monitor progress and any impact on the timescales. 6. Grant Recommendation 6.1. Application Number 919 Glenbuck and Douglas Football Club – project value £113,667 Proposed grant award £79,570 intervention rate of 70% The proposed REF grant of £79,570 will be funded from Middle Muir Windfarm which contributes into the REF. 6.2. Glenbuck and Douglas Football Club (GDFC) is an established charity with its purpose being:- The Objects of the Charity are, to support the advancement of public participation in sport and the provision of recreational facilities and activities, while improving the conditions of life for young people with a healthy, safe and fun means of recreation for the community of the Douglas Valley and the surrounding areas. This done through football coaching and community football teams including boy and girls of all ages, abilities and skill levels, through accessible coaching and participation. 6.3. GDFC provide football training to children from all social backgrounds within the village of Douglas and the surrounding communities. The Club has 5 different age and ability groups within the academy ranging from ages 5 to 13 years old who compete in in the Central Lanarkshire Youth Football Association league on a Saturday morning. They also have a programme to support and develop children and mini kickers encouraging healthy active and social interaction. All young people benefit from training and coaching on various days within the week at Douglas 3rd Generation pitch during Spring/Summer months. 6.4. GDFC has a 4 member management committee, 10 regular volunteers, and 160 young people all of whom have been consulted regarding the project to ascertain, coordinate and reflect the views of the community. 6.5. This project will install floodlights at Douglas Primary School improving accessibility for the local community using the 9-a-side MUGA pitch attached to the school. The MUGA pitch will operate after school hours Monday to Thursday through a community let, allowing groups to book the pitch. The addition of floodlights will allow extended 56
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access on the darker nights. Previous attempts to open the MUGA to the public unsupervised has resulted in vandalism and complaints of anti-social behaviour. The community let will mean the opening of the school grounds and facilities (toilets) will be controlled. The work is being carried out on Council owned land and is part of the Education Estate. The project will be managed by Housing and Technical Resources. The tender exercise has been carried out and the Council has 180 days to award the contract from receipt of the resulting successful bid. A partnership agreement between the Council and GDFC will be entered on successful funding award. 6.6. The project requires capital funding to meet the cost of construction, installation, fees and ongoing maintenance costs this will ensure no cost implications to the Council. 6.7. The project has been established in response to community demand, it will improve inclusion and healthy activities and opportunities for the surrounding area. 6.8. The application scored 40 which permits an intervention rate of up to 71% of eligible costs. 6.9. All REF awards are conditional on suitable match funding being secured. The REF grant sought is 70% of the project value with the match funding as set out below. Funder Stage Value Clyde Wind Farm To be confirmed August 23 £34,097 SLC Renewable Energy Fund Grant (70%) For approval £79,570 Total project value £113,667 6.10. The project is scheduled to commence in October 2023 and be complete by January 2024. Officers will work with the applicant to monitor progress and any impact on the timescales. 7. Employee Implications 7.1. There are no employee implications arising from this report. 8. Financial Implications 8.1. The awards will come from Middle Muir and Andershaw Windfarms which contributes to the REF. The Funds have sufficient resources to meet the proposed grant award commitments detailed in this report. 8.2. REF funding grant awards are conditional on all other funding being secured. 9. Climate Change, Sustainability and Environmental Implications 9.1. The 3 grants will help deliver sustainability and help reduce carbon emissions in different ways. All projects will support local village facilities and reduce the requirement for transport to reach good quality community facilities. The grant to CMWCS will fund the installation of energy efficient PV panels and air to air heat source pumps reducing carbon emissions. The design work for WVHA will incorporate energy efficiency and carbon reduction within the design helping to minimise future running costs for the hall. The pitch lighting for GDFC will be new, however, the lighting will be energy efficient and only used while the pitch is being used by the community. 57
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10. Other Implications 10.1. The risks associated with the project are focused on the potential for cost overruns, delays to the projects or match funding not being secured and the long-term use of the asset. Work will continue with the applicant to help ensure match funding is secured and that projects are delivered broadly on time and within budget. 11. Equality Impact Assessment and Consultation Arrangements 11.1. This report does not introduce a new policy, function, or strategy and, therefore, no impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 7 August 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 Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References None List of Background Papers Completed REF Grant Application Form for application number 926 Completed REF Appraisal Scoring Sheet for application number 926 Completed REF Grant Application Form for application number 914 Completed REF Appraisal Scoring Sheet for application number 914 Completed REF Grant Application Form for application number 919 Completed REF Appraisal Scoring Sheet for application number 919 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin McFarlane, Project Development Officer, Enterprise and Sustainable Development Services E-mail:- colin.mcfarlane@southlanarkshire.gov.uk 58
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Scottish Government Vacant and Derelict Land Fund Programme 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of progress made during 2022/2023 in implementing the South Lanarkshire Delivery Plan for the Scottish Government financed Vacant and Derelict Land Fund (VDLF) seek approval for the VDLF Programme for 2023/2024 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress made during 2022/2023 in delivering the agreed Vacant and Derelict Land Fund Programme in South Lanarkshire be noted; and (2) that the allocation of funds in the 2023/2024 Vacant and Derelict Land Fund Delivery Plan, as set out in paragraphs 5.1 and 5.2, be approved. 3. Background 3.1. The Scottish Government allocation to South Lanarkshire for the Vacant and Derelict Land Fund (VDLF) for the financial year 2022/2023 was £737,000. A Local Delivery Plan was produced and approved by the Committee on 9 August 2022 to implement the key objectives of VDLF which are to:- tackle long-term vacant and derelict land stimulate economic growth and job creation develop a diverse, sustainable environment with a focus on temporary and permanent greening support communities to flourish and tackle inequalities 3.2. The Council acknowledges that vacant, derelict, and contaminated land acts as a major constraint to the re-development of land and impacts on the quality of life of many residents. 3.3. The Scottish Government’s VDLF is available to a small number of local authorities in Scotland – South Lanarkshire Council, Fife Council, Glasgow City Council, North Ayrshire Council, and North Lanarkshire Council. The eligibility criteria for projects require the following conditions to be met:- 9 59
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Sites have been on the Vacant and Derelict Land Register for a minimum of 15 years. Eligible sites must be more than 0.1 hectares in size. VDLF will not support housing related projects on eligible sites. Sites on the Vacant and Derelict Land Register which are privately owned are subject to State Aid / Subsidy Control rules on grant support amounts. 3.4. South Lanarkshire’s continued inclusion on the short list of Councils who are in receipt of VDLF awards is primarily down to the existence of large and complex vacant and derelict sites within the Clyde Gateway boundary in our Council area. 3.5. Other funds such as Place Based Investment Fund, Town Centre Regeneration Fund, Clyde Mission and Vacant Derelict Land Investment Programme are being accessed by the Council and community-based organisations to tackle sites that are vacant and derelict but may not qualify for support under the VDLF criteria. 4. Progress Achieved in 2022/2023 4.1. The 2022/2023 Local Delivery Plan was designed to build on the work that has been undertaken over recent years on key projects located within South Lanarkshire as follows: Cuningar Loop Woodland Park Phase 2 The successful development of the award-winning Cuningar Loop Woodland Park has been a collaboration between South Lanarkshire Council, Clyde Gateway Urban Regeneration Company (URC) and Forestry and Land Scotland over the last 10 years. The Phase 2 proposals were successful in attracting £4 million of funding from Clyde Mission and Green Infrastructure Fund. The site works did not commence until Autumn 2021 and the Phase 2 area was officially opened by the Deputy First Minister on 1 February 2023. Unique features in the Phase 2 area include:- linked woodland walkways with seating and picnic areas an orientation point with local maps highlighting zones for birds, bats and butterflies an art-walk with river viewpoints an education zone with interpretation points explaining and describing the site and its historical legacy Additional spaces for car and mini-bus parking have now been provided and major improvements to the public access road and footpath for visitors were completed in June 2023. 4.2. From a VDLF perspective these works aligned with the VDLF ‘sustainable environment and greening’ priority set out in Section 3.1. Cuningar Loop Woodland Park Phase 3 This project, to the south-east of the Phase 2 site, is being developed to provide much needed food growing space in the Rutherglen area. This vacant and derelict former landfill site is being regenerated into food growing space, including, allotments and raised beds. The site development works were delayed as a result of delays experienced in implementing the Cuningar Phase 2 proposals and the upgrading works to the car park access road and footpath. Site investigations, ecological surveys and detail design work has been completed to enable the provision of a minimum of 50 allotments along with raised beds, a car park 60
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for allotment users, storage provision and associated paths and shelters for users to utilise during inclement weather conditions. A planning application has been submitted and the project will be procured, constructed and completed during 2023/2024. The project will be managed by the Council on completion. From a VDLF perspective the provision of allotments and food growing facilities align with the VDLF ‘greening’ and ‘supporting communities’ priorities set out in Section 3.1. 5. 2023/2024 VDLF Proposal 5.1. The Scottish Government allocation to South Lanarkshire from the for the financial year 2023/2024 is £687,000. A Local Delivery Plan (LDP), compiled following a review of opportunities that comply with the eligibility criteria for the Fund, has now been produced and submitted to Scottish Government to implement the key objectives of as follows: Langlands West Strategic Industrial Development Site, East Kilbride Langlands West is situated on the south-side of Greenhills Road, in the heart of the established Langlands industrial area on the southern edge of East Kilbride. The whole site was originally earmarked for industrial development in 2004 as part of a joint venture between South Lanarkshire Council and Scottish Enterprise. Infrastructure works were undertaken between 2005 and 2007 with the site split into 2 areas. Site A has a developable area of 11.81 hectares and Site B a developable area of 9.24 hectares. The financial crash of 2008 severely restricted any development opportunities, however, following the completion of the City Deal funded Greenhills Road project and reinstatement works to the area utilised as a contractors site compound for those works, project proposals are being developed to include:- bulk earthworks / platforming structural landscaping / improvements to biodiversity improved access provision relating to on-site roads infrastructure upgraded site servicing (power/ drainage/ water supply/ telecoms) sustainable drainage (SUDS) improvements The Langlands West project will be promoted as a strategic employment location for advanced manufacturing and engineering activity, suitable for both indigenous business and inward investment. Clyde Cycle Park Phase 2 – Development of Community Cycling / Active Travel Facilities Clyde Cycle Park (CCP) is an ambitious project that is creating a high-quality combination of cycle circuits (for skills training, road-race, cyclo-cross, BMX, cycle speedway) on the River Clyde in Cambuslang to promote community, commuter and competition cycling. CCP has developed a first skills cycling circuit and associated facilities which are now being used by cycle clubs and for community coaching programmes. A further 1 km of track has been created utilising grants from Sportscotland and the Scottish Government’s Vacant and Derelict Land Investment Programme. Further development works now planned include:- installation of floodlighting installation of boundary fencing with associated access gates creation of an enlarged car parking for users installation of modular building accommodation (changing rooms, lockers and toilet facilities for visitors) 61
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Carnwath Community and Business Enterprise Hub – Town Centre Community and Business Space This transformational project will be developed in Carnwath village centre and is a long-time ambition of the local community. It is focused on a long-term former petrol station site, recently purchased by the community group, that has been on the vacant and derelict land register for many years. The new hub will deliver a range of facilities including:- meeting spaces multi-purpose rooms business units outdoor space office space digital infrastructure Residents of all ages, community groups and businesses will have access to advice, information and guidance as well as business opportunities, educational, social and leisure activities. Clyde Gateway URC, Shawfield Remediation and Development In August 2022 Community and Enterprise Resources Committee allocated £500,000 towards a greening project at Cuningar Loop Phase 3 focused on a site adjacent to the current Council food growing allotments site. Match funding to implement proposals, currently being developed by Clyde Gateway URC, remains to be identified and it will be some time before firm proposals for the site are developed to a point where they can be delivered. To ensure that VDLF funding is not lost it is proposed that the Cuningar Phase 3 allocation be re-directed to the ongoing remediation and development activity at Shawfield, Rutherglen. These proposed works include:- site investigation design fees remediation of Chromium VI contamination site stabilization treatment of abnormal site conditions including watercourses and culverts provision of infrastructure, buildings, services and utilities 5.2. The above projects represent a balanced programme of activities which address Scottish Government priorities. The allocation of funding on these projects is proposed as:- £500,000 - Langlands West Strategic Industrial Development Site, East Kilbride £87,000 – Clyde Cycle Park Phase 2 £100,000 - Carnwath Community and Business Enterprise Hub £500,000 - Re-allocation of 2022/2023 VDLF funding from Clyde Gateway’s Cuningar Phase 3 project to Clyde Gateway’s Shawfield Remediation and GRID project. 6. Employee Implications 6.1. There are no employee implications. Proposed workstreams can be managed using existing staff resources. 62
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7. Financial Implications 7.1. The programme will be funded from the Scottish Government Vacant and Derelict Land Fund allocation. 8. Climate Change, Sustainability and Environmental Implications 8.1. The initiative identified in this report will be delivered using a range of sustainable techniques and models, having regard to best practice and current construction industry guidance 9. Other Implications 9.1. The key risks associated with these projects are focussed on the potential for cost overruns or delays to the programme. These risks will be managed by Clyde Gateway URC in respect of the Shawfield project and by Community and Enterprise Resources on the other projects in partnership with Clyde Cycle Park and Carnwath Community and Business Enterprise Hub. An appropriate level of contingency funding is included in the project budget to mitigate risk. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required. 10.2. This report has been prepared in consultation with Finance and Corporate Resources. Liaison with Clyde Gateway URC will continue utilising the Council’s existing monitoring arrangements and attendance at URC Stakeholder meetings and Board meetings. David Booth Executive Director (Community and Enterprise Resources) 7 August 2023 Link(s) to Council Values/Priorities/Outcomes Caring, connected, sustainable communities People live the healthiest lives possible Good quality, suitable and sustainable places to live Previous References None List of Background Papers Community and Enterprise Resources Committee - 9 August 2022 South Lanarkshire Council 2023/24 Proposed VDLF Delivery Plan – June 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ken Meek, Project Manager Email: ken.meek@southlanarkshire.gov.uk 63
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: UK Shared Prosperity Fund Update 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] update the Committee on the progress of the UK Shared Prosperity Fund (UKSPF) Investment Plan [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the progress of the UKSPF be noted; (2) that the expenditure profile set out in Table 1, and the Activity Plan detailed in Appendix 1, be approved; (3) that it be approved that the Executive Director (Community and Enterprise Resources) be given delegated powers, as set out in section 4.8 of the report; and (4) that it be noted that progress reports will be brought to the Committee annually. 3. Background 3.1. As previously reported in August 2022, South Lanarkshire Council received a conditional allocation of £12,221,811 from the UK Government providing a mix of capital and revenue funding for projects which meet the UKSPF 4 investment themes:- communities and place support for local business people and skills multiply The fund runs for 3 financial years from 2022/2023 to 2024/2025. 3.2. At the Committee meeting of 9 August 2022, the Committee considered a report outlining the approach in South Lanarkshire and agreed to work as part of the Glasgow City Region (GCR) with a single Investment Plan for the Region. 3.3. The Committee also agreed the priorities for South Lanarkshire and agreed further reports would be brought to Committee on the detailed outcome of the Investment Plan and progress. 3.4. The Glasgow City Region Investment Plan of a combined total value of £73,874,280 was submitted on 30 August 2022. 10 65
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4. UKSPF South Lanarkshire Investment Programme 4.1. Approval of the Investment Plan was received from the UK Government on 5 December 2022 and following the conclusion of the grant agreement and assurance documentation the Council received the 2022/2023 allocation of £1,865,176 in February 2023. 4.2. Due to the delay in the approval of Investment Plans, the UK Government recognised the need for councils to reprofile the expected spend in years one and 2 of the UKSPF programme. A reprofiling exercise along with credible plans for the spend in 2023/2024 was prepared by the Council. These plans were collated and submitted by the GCR in March 2023 and recently approved by the UK Government. The Council’s revised spend profile is set out below in Table 1. Table 1 - UKSPF Expenditure Profile INTERVENTION THEME Year 1 2022/2023 (£) Year 2 2023/2024 (£) Year 3 2024/2025 (£) Total (£) Community and Place Intervention 255,531 1,370,260 2,073,000 3,698,791 Local Business Intervention - 994,893 2,071,611 3,066,504 People and Skills Intervention - 913,332 2,028,140 2,941,472 Multiply Intervention 50,000 1,269,368 706,804 2,026,172 4% Management 74.607 127,617 286,648 488,872 TOTAL ANNUAL BUDGET 380,138 4,675,470 7,166,203 12,221,811 4.3. Each UKSPF Intervention Theme has a selection of priorities. Following the work set out in the previous report, budgets have been allocated to priorities as set out in the Activity Plan in Appendix 1 delivered by different services across the Council and partners. 4.4. The UKSPF allows councils to use up to 4% of the allocation for management and administration. As a result, the Council can access £0.489 million over 3 years to manage the programme. 4.5. Aligned with the UKSPF priorities are a range of outputs and outcomes as summarised at Appendix 2. 4.6. Delivery across the programme has commenced and will be monitored by officers within Enterprise and Sustainable Development Service. A cross resource programme governance group has been established to monitor progress and advise on changes to expenditure profiles and outcomes and report to the Director of Community and Enterprise. 4.7. Quarterly and 6-monthly monitoring and reporting to GCR and the UK Government. will be undertaken. Depending on the nature and the scale of any changes to the approved financial profile detailed in Table 1 approval is required from either GCR or the UK Government. 66
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4.8. To ensure the effective delivery of the UKSPF Programme in South Lanarkshire and minimise the risk of underspend, delegated authority to the Executive Director (Community and Enterprise Resources) is sought to:- approve quarterly and 6-monthly monitoring reports for submission to GCR and the UK Government approve financial changes both within interventions and between interventions as detailed in Table 1 approve changes to outputs and outcomes at intervention level as detailed in Appendix 2 approve guidance to challenge funds and grant programmes developed to deliver approved UKSPF activities as detailed in Appendix 1 4.9. Each Service will remain responsible for ensuring that it has the appropriate authority to deliver activity, including where appropriate relevant Resource Committees. 4.10. Annual progress reports will be provided to Committee and will provide an update on project activity and expenditure as well as outcomes and outputs. 5. Employee Implications 5.1. The UKSPF allows for 4% of the allocation to be used for the management and administration of the fund. This will be used to fund existing staff within Economic Development and Finance and Corporate Resources which will be undertaken within existing staffing resources. 6. Financial Implications 6.1. The UKSPF represents additional resources to deliver the Council’s Economic Strategy, Tourism Strategy and Social Economy Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. Across the 3 Investment Themes there are interventions that will support the reduction of carbon emissions and priorities such as investing in green business infrastructure which will also support the Council’s sustainability objectives. 8. Other Implications 8.1. There are no other implications as a result of this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. The Investment Plan will require an Equality Impact Assessment to be completed. David Booth Executive Director (Community and Enterprise Resources) 7 August 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs 67
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Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Community and Enterprise Resources Committee 9 August 2022 – UK Shared Prosperity Fund List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kenny Lean, Economic Development Manager (Funding and Rural) E-mail:- Kenny.Lean@southlanarkshire.gov.uk 68
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Appendix 1 UK SPF Priority summary description Community and Place Interventions SLC Activity summary 2022/2023 2023/2024 2024/2025 Annual Expenditure Totals Place based investments, regeneration and town centre improvements Supporting place based funding programme and town centres £390,000 £223,000 £613,000 Support/improve community assets and infrastructure projects Support to communities for net zero sustainability through grants and SLC resources £300,000 £300,000 Design and management of the built and landscaped environment Upgrade to town centre CCTV £180,000 £160,000 £160,000 £500,000 Support sport, arts, cultural, heritage and creative activities Investment in SLC culture and heritages, sports facilities investment £250,000 £750,000 £1,000,000 Active travel enhancements and small scale transport projects Investment in active travel projects for communities £200,000 £200,000 £400,000 Campaigns to encourage visiting and exploring the local area Supporting Visit Lanarkshire marketing campaigns £60,000 £40,000 £100,000 Investment in capacity building and resilience for local groups Supporting Can Do Grants, community empowerment and Clyde Forrest £75,531 £310,260 £400,000 £785,791 Communities and Place Interventions Total Totals £255,531 £1,370,260 £2,073,000 £3,698,791 10 69
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UK SPF Priority summary description Local Business Intervention SLC Activity summary 2022/2023 2023/2024 2024/2025 Annual Expenditure Totals Development and promotion of the visitor economy Support to tourism sector through grants and support measures £125,000 £150,000 £275,000 SME development grants and support. Small Business Grants £500,000 £500,000 £1,000,000 Investing in enterprise infrastructure, site development projects Investment in energy efficiency in SLC industrial infrastructure £25,654 £883,486 £909,140 Expert business advice and support programmes, local and regional Provide specialist advice services to business £244,126 £276,750 £520,876 Growing the local social economy. Supporting Social Enterprise and strategy £200,000 £200,000 Support relevant feasibility studies Feasibility reports on energy efficiency in industrial infrastructure £20,000 £20,000 £40,000 Investment to protect from natural hazards, flooding and coastal erosion Clyde Gateway riverbank stabilisation £80,113 £41,375 £121,488 Local Business Interventions Total £0 £994,893 £2,071,611 £3,066,504 70
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UK SPF Priority summary description People and Skills Intervention SLC Activity summary 2022/2023 2023/2024 2024/2025 Annual Expenditure Totals Employment support for economically inactive people Targeted support at the least economically active individuals. Supporting SLC No One Left Behind Plan £93,800 £93,800 Courses including basic skills for those not economically inactive Support for ESOL English for Speakers of Other Languages £120,337 £120,337 Employability programmes and advice - No One Left Behind agenda etc Main programme supporting SLC No One Left Behind Plan £500,000 £1,047,210 £1,547,210 Education and skills targeting the vulnerable leaving school School leavers support into destinations £284,000 £568,000 £852,000 Support for community learning and development VASLAN 3rd sector employability support £129,332 £198,793 £328,125 People and Skills Intervention Total £0 £913,332 £2,028,140 £2,941,472 71
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UK SPF Priority summary description Multiply Intervention SLC Activity summary 2022/2023 2023/2024 2024/2025 Annual Expenditure Totals Courses for parents wanting to increase numeracy skills Education maths support to parents in deprived areas £485,344 £243,163 £728,507 Courses aimed at encouraging people to upskill to access jobs/careers Maths support for those in College £233,496 £93,289 £326,785 Courses designed to help people use numeracy to manage money Adult Learning numeracy support £360,528 £220,352 £580,880 Provision developed in partnership with community organisations VASLAN Community organisation grants supporting numeracy £50,000 £190,000 £150,000 £390,000 Multiply Intervention Total £50,000 £1,269,368 £706,804 £2,026,172 72
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Appendix 2 Communities and Place (CP) Outputs achieved so far (cumulative) Output Total CP Outputs Number of commercial buildings completed or improved (Number of buildings) 4 Number of rehabilitated premises (numerical value) 2 Amount of rehabilitated land (M2) 200 Amount of public realm created or improved (M2) 1001 Number of low or zero carbon energy infrastructure installed Number of units) 5 Amount of low or zero carbon energy infrastructure installed (M2) 100 Number of organisations receiving financial support other than grants (Number of organisations) 51 Number of organisations receiving grants (Number of organisations) 35 Number of organisations receiving non-financial support (Number of organisations) 70 Number of neighbourhood improvements undertaken (Number of improvements) 12 Number of amenities/facilities created or improved (Number of amenities or facilities) 19 Number of new or improved cycleways or footpaths (Number of cycleways or footpaths) 3 Total length of new or improved cycleways or footpaths 1000 Number of Tourism, Culture or heritage assets created or improved (Number of assets) 6 Number of people reached (Number of people) 100000 Number of people attending training sessions (Number of people) 50 Communities and Place (CP) Ouutcomes achieved so far (cumulative) Outcome Total CP Outcomes Jobs created as a result of support (Number of Full time equivalent (FTE) 4 Increased footfall (Number of people) 200 Estimated Carbon dioxide equivalent reductions as a result of support (Tonnes of CO2e) 20 Improved perception of facilities/amenities(Number of people) 200 Increased users of facilities/amenities (Number of users) 100 Improved perception of facility/infrastructure project (Number of people) 500 Increased use of cycleways or footpaths (Number of cyclists or pedestrians) 100 Improved perception of safety (Number of People) 100 Neighbourhood crimes (Number of crimes reported) 100 Improved engagement numbers (Number of people) 300 Increased number of web searches for a place (Number of web searches) 250 73
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Supporting Local Business Outputs achieved so far (cumulative) Output Total LB Outputs Number of enterprises receiving financial support other than grants (Number of enterprises) 64 Number of enterprises receiving non-financial support (Number of enterprises) 86 Number of enterprises receiving grants (Number of enterprises) 87 Number of potential entrepreneurs provided assistance to be business ready (Number of entrepeneurs) 30 Number of Tourism, Culture or heritage assets created or improved (Number of assets) 5 Number of commercial buildings completed or improved (Number of buildings) 15 Amount of commercial buildings developed or improved (M2) 3500 Number of local events or activities supported (Number of events/activities) 5 Number of people attending training sessions (Number of people) 100 Number of events/participatory programmes (Number of events/participatory programmes) 6 Number of properties better protected from flooding and coastal erosion (Number of properties) 2 Supporting Local Business Outcomes achieved so far (cumulative) Outcome Total LB Outcomes Jobs created as a result of support (Number of full time equivalent (FTE)) 26 Number of new enterprises created as a result of support (Number of new enterprises) 30 Increased footfall (Number of people) 1 Increased visitor numbers (Number of people) 1 Increase in visitor spending (Amount of visitor spend in £) 1 Increased amount of investment (£) £1,350,000 Number of organisations engaged in new knowledge transfer activity following support (Number of Organisations) 25 Number of new to market products (Number of products) 5 The number of projects arising from funded feasibility studies (Number of projects) 4 Increased number of properties better protected from flooding and coastal erosion (Number of properties) 2 74
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People and Skills (PS) Outputs achieved so far (cumulative) Output Total PS Outputs Number of economically inactive people engaging with keyworker support services (Number of people) 50 Number of economically inactive people supported to engage with the benefits system (Number of people) 16 Number of socially excluded people accessing support (Number of people) 428 Number of people supported to access basic skills courses (Number of people) 10 Number of people accessing mental and physical health support leading to employment (number of people) 149 Number of people supported to engage in job-searching (Number of people) 428 Number of people receiving support to gain employment (Number of people) 197 Number of people receiving support to sustain employment (Number of people) 78 Effective working between keyworkers and additional services (Number of engagements) 50 Number of people supported to participate in education (Number of people) 20 Number of people taking part in work experience programmes (Number of people) 170 Number of people retraining (Number of people) 165 Number of people in employment engaging with the skills system (Number of people) 165 People and Skills (PS) Outcomes achieved so far (cumulative) Outcome Total PS Outcomes Number of economically inactive individuals engaged with benefits system following support (Number of people) 50 Number of active or sustained participants in community groups as a result of support (Number of participants) 2 Number of people reporting increased employability through development of interpersonal skills funded by UKSPF (Number of people) 50 Number of people with basic skills following support (Number of people) 3 Number of people in supported employment (Number of people) 3 Number of people engaging with mainstream healthcare services (Number of people) 151 Number of people sustaining engagement with keyworker support and additional services (Number of people) 438 Number of people engaged in job-searching following support (Number of people) 448 Number of people in employment, including self-employment, following support (Number of people) 765 Number of people sustaining employment for 6 months (Number of people) 70 Number of people in education/training following support (Number of people) 319 Number of people experiencing reduced structural barriers into employment and into skills provision (Number of people) 578 Number of people familiarised with employers expectations, including, standards of behaviour in the workplace (Number of People) 578 75
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Multiply Outputs achieved so far (cumulative) Output Totals Number of adult numeracy courses run in a local area through Multiply (Number of courses) 366 Number of people participating in Multiply funded courses (Number of people) 3840 Number of people achieving a qualification (Number of people) 200 Number of courses developed in collaboration with employers (Number of courses) 6 Number of people referred from partners onto upskill courses (Number of people) 100 Number of different cohorts participating in numeracy courses (Number of cohorts) 0 Courses set up to increase confidence/ number of people engaged in courses 840 Multiply Outcomes achieved so far (cumulative) Outcome Totals Number of adults achieving maths qualifications up to, and including, Level 2 equivalent (Number of Adults) 20 Number of adults participating in maths qualifications and courses up to, and including, Level 2 equivalent (Number of adults) 20 76
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan: Quarter 4 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 4 Progress Report 2022/2023, for the period 1 April 2022 to 31 March 2023 [1purpose] 2. Recommendations 2.1. Committee is asked to approve the following recommendations:- [ (1) that the Community and Enterprise Resource Plan Quarter 4 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, as detailed in paragraph 5.3. of this report, be noted; (3) that the areas for improvement and associated management actions as detailed in paragraph 5.4. of this report, be noted; and (4) that the additional scrutiny of changes in BRAG status between Quarter 2 and Quarter 4 as summarised at paragraph 5.5 and detailed at Appendix 3 of this report, be noted. 3. Background 3.1. The Community and Enterprise Resource Plan 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 11 77
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build-up of demand, as a result of which there remains an inevitable impact on performance in some areas. 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 4 Progress Report 2022/2023 5.1. Progress against all Resource Plan measures is contained in the Quarter 4 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 to date is as follows: Status Measures Statistical Project Number % Blue 0 6 6 23.0% Green 7 5 12 46.2% Amber 0 4 4 15.4% Red 2 0 2 7.7% Report later/Contextual 2 0 2 7.7% Totals 11 15 26 100.0% (Data correct as at 5 June 2023) 5.3. Key achievements are noted below:- Connect Outcome Our Economy Resource Outcome Achievement Our economy is fair, inclusive, sustainable and low carbon, with thriving town and neighbourhood centres which provide a focal point for local communities The Economic Strategy (2022 to 2027) and the new South Lanarkshire Tourism Strategy were approved at Community and Enterprise Resources Committee in December 2022. South Lanarkshire is an attractive place to start, grow and locate a business 520 new South Lanarkshire business starts were supported by Business Gateway during 2022/2023, exceeding the target of 500. 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 service completed the implementation of 20mph “zones” at approximately 90 schools and 20mph cordons in six town centres (Carluke, Lanark, Bothwell, Strathaven, Larkhall and 78
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Uddingston). High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work and visit In November 2022, the Climate Change and Sustainability Committee approved adoption of the Clyde Climate Forest Concordat which commits South Lanarkshire Council to partnership working across the region, with SLC chairing the Canopy Working Group. The grounds service has developed an Ash Dieback Disease action plan, creating new trainee posts to begin to tackle the issue. Communities are encouraged and supported to reduce, re- use and recycle their waste During 2022, 1.84% of household waste was sent to landfill, which is significantly below (better than) the target of 10%. 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 successfully introduced tariffs at public electric vehicle charging points, which came into operation on 1 November 2022. The tariffs will cover the running costs of the infrastructure as well as end of life replacement cost. The Climate Emergency Community Grants scheme has been a huge success with 32 community groups having successfully applied for funding during 2022/2023. A mid-term report on the progress and impact of the Fund was presented to the Climate Change and Sustainability Committee in November 2022. A PhD student from Glasgow Caledonian University (part-funded through the Climate Emergency Fund) started in February 2023 to undertake a study on the climate vulnerability of South Lanarkshire communities and specific groups and their capacity to transition to net-zero. This project will be framed on climate justice and a just transition in the South Lanarkshire. Connect Outcome Health and Wellbeing Resource Outcome Achievement Public health is safeguarded through an effective environmental regulation and enforcement service Beat the Street East Kilbride was delivered successfully with 11,803 (15.7%) of local population participating. 151,688 miles were travelled sustainably with an 11% reduction in adult motorised vehicle use reported. Other action plan measures are ongoing, including Eco Stars, Walkcycle4air, Love to Ride South Lanarkshire, engine idling campaign works, vehicle emission testing and walking and cycling promotion. Connect Outcome Delivering the plan and chieving Best Value Resource Outcome Achievement Customers experience high quality and improving Council services The Building Standards service maintained an 8.0 rating through the annual national Scottish Government Customer Satisfaction Survey, which is above the National average, and alongside the Planning Service, were successful in retaining Customer Service Excellence for another year 79
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The Bereavement service successful retained the Customer Service Excellence award after inspection in Autumn 2022. 5.4. Areas for improvement Two measures were classified as “red” (major slippage against timescale or shortfall against target). These are 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 The Household Recycling Rate for this period was 37.75%. The figure for the full year (2022) was 41.2%. This remains below the target of 50%. The new bulky waste contract commenced on 1 April 2022, and continues to increase the quantities of bulky waste being recycled. The service has also now recruited additional Waste Education Officers to rollout the new service change for flatted properties to improve the recycling rates. The majority of the material at the flatted properties tends to be too badly contaminated to recycle and, therefore, is landfilled as residual waste Communities and Environment Resource Outcome: All roads, footways and bridges and associated infrastructure are safe and fit for purpose Measure Comments/Progress Action by Manager Percentage of our road network that should be considered for maintenance treatment This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey. The survey has now been completed and the overall RCI is 30.8% for 2021 to 2023. This falls short of the target of 29.7% and is a depreciation of 1.1% in the overall condition of the road network. Individual road categories are generally also showing a concerning regression in condition. The roads service will continue to undertake road and footway maintenance works in line with the Council’s statutory duty to manage and maintain roads, and in line with the resources available. 80
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5.5. Scrutiny of changes in BRAG status A further analysis introduced to aid scrutiny of performance, is to highlight and explain all measures that have changed BRAG status from Quarter 2 to Quarter 4. A summary of the measures falling into this category of further scrutiny is included at Appendix 3. 5.6. 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 4, there were 2 measures with ‘report later’ status; the carbon emissions data will be available in Summer 2023, and the 2022/2023 results from the Littering Monitoring Survey (previously LEAMS) will be available in January 2024. These will be reported in future progress update reports. 6. Employee Implications 6.1. The outcomes noted within the Resource Plan will inform the Service Action Plans, where applicable, and in turn the Performance Appraisal process for individual employees. 6.2. Absence statistics are monitored and reported through the Council-wide workforce monitoring report which is presented to each Resource Committee and the Employees Issues Forum. The absence rate for Community and Enterprise Resources from April 2022 to March 2023 was 6.9%, which is higher than the Council-wide figure of 5.7%. 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. 81
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David Booth Executive Director (Community and Enterprise Resources) 7 August 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 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 2 Progress Report 2022/2023- Community and Enterprise Resources Committee14 March 2023 List of Background Papers Council Plan Connect 2022 to 2027 –South Lanarkshire Council - 15 June 2022 Community and Enterprise Resources Plan 2022/2023 –Executive Committee - 24 August 2022; Community and Enterprise Resources Committee 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 82
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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 supports new development, enables use of public transport and encourages active travel Education and Learning • No resource outcomes for this priority Health and Wellbeing • Public health is safeguarded through an effective environmental regulation and enforcement service • All school and nursery children have access to nutritious school meals • All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Children and Young People • No resource outcomes for this priority Housing and Land • Vacant, derelict and contaminated land is brought back into productive use Our Economy • Our economy is fair, inclusive, sustainable and low carbon, with thriving town and neighbourhood centres which provide a focal point for local communities • South Lanarkshire is an attractive place to start, grow and locate a business • Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth • Consumers and communities are protected through an effective trading standards service 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 11 83
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IMPROVe - SLC Performance Management System Report printed on 5 Jun 11:18 Quarter 4 : April 2022 - March 2023 Community and Enterprise Resources Community and Enterprise Resource Plan Scorecard (This represents the cumulative position to March 2023) Performance Report 2022-23 11 85
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IMPROVe - SLC Performance Management System Report printed on 5 Jun 11:18 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 3 0 2 2 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 7 0 2 2 11 Page 1 86
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IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Performance Indicators Comments/ Progress Status 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 The final score for LAMs for 2022 is 72, which is an improvement on the previous year and meets the set target. Green 72.0 72.0 72.0 72.0 71.3 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 The measure is reported per calendar year, and so the figure for quarter four covers the period October - December 2022. The Household Recycling Rate for this period was 37.75%. The figure for the full year (2022) was 41.2%. This remains below the target of 50%. The new bulky waste contract is ongoing, having commenced on 1 April 2022, and continues to increase the quantities of bulky waste being recycled. The service has also now recruited additional Waste Education Officers to rollout the new service change for flatted properties to improve the recycling rates. The majority of the material at the flatted properties tends to be too badly contaminated to recycle and therefore is landfilled as residual waste. Red 50.00% 41.20% 46.40% 40.50% 41.50% Percentage of household waste sent to landfill in 2022 This measure is reported per calendar year, and so the figure provided for quarter four relates to the period October - December 2022. During this period, 2.07% of Household Waste was sent to landfill. The overall figure for 2022 is 1.84%, which is below (better than) the target of 10%. Green 10.00% 1.84% ------ 9.71% 8.66% Page 2 87
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IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise Communities and Environment The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and actingsustainably Performance Indicators Comments/ Progress Status Target To Date -------- Last 3 Years ------------------- This Year ----------- Reduction in the council’s carbon emissions achieved by March 2023 (buildings, waste, street lighting, transport) The results for financial year 2022-23 will be available in Summer 2023, and will be be included in the quarter two update for 2023-24. For 2021-22, it was reported that the council's carbon emissions reduced by 17% compared with baseline year 2019-20. Report Later 5.0% ------ 44.0% 19.0% 17.0% All roads, footways and bridges and associated infrastructure are safe and fit for purpose Performance Indicators Comments/ Progress Status Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of our road network that should be considered for maintenance treatment This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey. The survey has now been completed and the overall RCI is 30.8% for the period 2021-2023. This falls short of the target of 29.7% and is a depreciation of 1.1% in the overall condition of the road network. Individual road categories are generally also showing a concerning regression in condition. Red 29.7% 30.8% 30.3% 30.6% 29.7% Number of road casualties in South Lanarkshire during 2022 Provisional casualty figures are available for calendar year 2022, when there were 279 casualties. Of these, there were 10 fatal casualties, 82 serious casualties and 187 slight casualties. There were 0 child fatal casualties, 4 child seriously injured and 16 children slightly injured. Compared with the same period in 2021, there were 254 casualties. Of these, there were 7 fatalities, 82 serious casualties and 165 slight casualties. For children in 2021, there were 0 child fatal casualties, 8 children seriously injured and 21 children slightly injured. The casualty figures in recent years have been affected by travel restrictions, as well as changing travel patterns, as a consequence of the Covid-19 pandemic. The target figure of 432 reflects the pre-Covid (final 2019) figure. Green 432 279 432 317 254 Page 3 88
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IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise Health and Wellbeing Public health is safeguarded through an effective environmental regulation and enforcement service Performance Indicators Comments/ Progress Status Target To Date -------- Last 3 Years ------------------- This Year ----------- Broad compliance with food law statutory requirements secured in premises The rating scheme used to determine broad compliance with food safety requirements in food businesses operating within South Lanarkshire and inspected by Environmental Services changed on 1 July 2019. The previous food law rating scheme focused on broad compliance with food hygiene requirements only, whereas the new scheme assesses overall compliance with both food hygiene and food standards legislation. Under the combined old and new food law rating schemes, 95% of food businesses that have been inspected were found to be broadly compliant in the forth quarter of 2022-23 (January - March 2023). This equates to 2,557 food businesses. Year to date, 96% of food businesses that have been inspected were found to be broadly compliant with both food hygiene and food standards legislation. This compliance figure continues to exceed the annual target set for this measure, and has increased gradually since the new food law rating scheme has come into affect. This is due to the fact that the new food law rating scheme allows local authorities to focus resources on high risk and non-compliant businesses by conducting more frequent inspections in these establishments. Green 85.0% 96.0% 87.9% 90.0% 93.0% Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Performance Indicators Comments/ Progress Status Target To Date -------- Last 3 Years ------------------- This Year ----------- Number of jobs created or sustained per annum as a direct result of Economic Development intervention Target exceeded. Note: this was an abnormally high year of grant allocations due to the catch up as a result of delays caused by Covid-19, and the fact that the European Regional Development Fund programme ends this year. Green 500 1,256 943 ------ 1,095 Number of new South Lanarkshire business starts supported by Business Gateway There were 520 new South Lanarkshire business starts supported by Business Gateway in 2022-23. Target exceeded for the year. Green 500 520 ------ ------ ------ Page 4 89
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IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard Performance Indicators Community and Enterprise Resources - Community and Enterprise Our Economy Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Performance Indicators Comments/ Progress Status Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of all planning applications approved The approval rate in quarter four was 94.9%, which brings the year end figure to 97.6%. This continues to exceed the target figure of 95%. The lower figure for quarter four reflects the determination of some longer term legacy applications where responses from applicants were not forthcoming, resulting in refusal. Green 95.0% 97.6% 96.9% 96.2% 97.1% Page 5 90
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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 2 5 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 3 0 1 0 0 4 Delivering the plan and achieving best value 1 0 1 0 0 2 Total 6 5 4 0 0 15 Page 6 91
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IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise Communities and Environment High-quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Action Measures Comments/ Progress Status 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 Litter Strategy was approved by the Climate Change and Sustainability Committee in August 2022. A progress update will be presented to the same Committee in September 2023. Complete 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 This has been delayed due to the associated regulations and guidance not having been published by the Scottish Government. An audit of open space in South Lanarkshire has been completed. The procurement of a consultant to carry out the next stages is underway. 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) was approved at Full Council in June 2022. It was also noted at the Climate Change and Sustainability Committee in August 2022. Progress updates will be presented to the Climate Change and Sustainability Committee at quarter two and quarter four each year. Complete Page 7 92
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise Communities and Environment The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainbly Action Measures Comments/ Progress Status 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 Interim Action Plan (2022-23) has been implemented throughout the year. Progress at quarter two was reported to the Climate Change and Sustainability Committee in February 2023. The quarter four progress report will be reported to the same Committee in September 2023. Green Deliver the £2m Climate Emergency Fund by March 2024 Report on progress and impact of the funding to date to the Climate Change and Sustainability Committee in March 2023 A mid-term report on the progress and impact of the Climate Emergency Fund was presented to the Climate Change and Sustainability Committee in November 2022. 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 A new Biodiversity Officer commenced in post on 23 January 2023. Consequently, the Biodiversity Strategy and the Biodiversity Duty Implementation Plan preparation and committee approval will now be delayed until March 2024. 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 year three action plan for the Good Food Strategy (for 2022-2023) was approved by the Climate Change and Sustainability Committee in August 2022. The quarter two progress report against the action plan was presented to the same Committee in November 2022, and the quarter four progress report will be presented in September 2023. Green Page 8 93
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise Communities and Environment The council supports and promotes a fairer, healthier, and more sustainable food system Action Measures Comments/ Progress Status 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 Food Strategy Support Fund continues to be monitored, with £0.27m committed to projects. A report on the progress and impact of the fund will be presented at a future Committee. This will allow the projects to be implemented and impact assessed. Due to the popularity of the Food Strategy Grants, the full amount (£20,000) was allocated in year one (2022-23), rather than over 2 years as originally intended. Green 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 Work on the outline business case is progressing. Additional modelling work is being carried out at the James Hamilton loch roundabout at the A726 / GSO roundabout. Discussion are on going with Transport Scotland and the retail park at Kingsgate. Green Page 9 94
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise 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 for the development of the strategy was completed in September 2022. Results were collated and the final strategy was approved by the Community and Enterprise Resources Committee in November 2022. Complete 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 final strategy was approved by Community and Enterprise Resources Committee in Oct 2023. Complete 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 An updated strategy and action plan will be presented to the Community and Enterprise Resources Committee in August 2023. Amber 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 The Tourism Strategy was approved at Community and Enterprise Resources Committee in December 2022. Significant progress in reconnecting with business network and developing collaborative actions is underway. Actions associated with Shared Prosperity Fund also being progressed. Complete Page 10 95
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 5 June 2023 Resource Plan Scorecard actions and measures Community and Enterprise Resources - Community and Enterprise 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 and SLLC Board approval for the new governance arrangements was completed in June 2022, with subsequent approval also received from the Office of the Scottish Charity Regulator (OSCR). The official conversion of SLLC Ltd from a Trust to a SCIO was completed on 3 April 2023. 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 was approved by the SLLC Board in June 2022 and submitted to the Council. The Strategy went to the Executive Committee in May 2023 for noting, and a SLLC Commissioning Plan will be developed during 2023-24. Amber Page 11 96
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Appendix 3 CER Quarter 2 to Quarter 4 2022/2023 scrutiny of change in BRAG status (Excludes measures which are now complete) 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 Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status 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 2022/2023 will be reported in quarter four. Amber The final score for LAMs for 2022 is 72, which is an improvement on the previous year and meets the set target. Green All roads, footways and bridges and associated infrastructure are safe and fit for purpose Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status Percentage of our road network that should be considered for maintenance treatment This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey which is undertaken each year. The target figure of 29.7% is based on the results for the period 2020 to 2022. The RCI for 2021 to 2023 will be published in January 2023 and reported in quarter four. Report Later This figure is derived from the Society of Chief Officers of Transportation in Scotland (SCOTS) Road Condition Index (RCI) survey. The survey has now been completed and the overall RCI is 30.8% for 2021 to 2023. This falls short of the target of 29.7% and is a depreciation of 1.1% in the overall condition of the road network. Individual road categories are generally also showing a concerning regression in condition. Red 11 97
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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 Actions/ Measures Qtr 2 Comments Q2 Status Qtr 4 Comments Q4 Status 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 An updated strategy and action plan will be presented to the Community and Enterprise Resources Committee in August 2023 Amber (Data/Information correct as at: 5 June 2023) 98
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Hamilton Town Centre Masterplan 1. Purpose of Report 1.1. The purpose of the report is to:- inform the Committee of the work being undertaken to prepare a masterplan for Hamilton Town Centre inform the Committee of the status of Hamiton Town Centre Strategy and Action Plan [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. [1recs] 3. Background 3.1. Like most town centres across the UK, Hamilton has seen a change in customer behaviour over the past 20 years with resultant vacant retail space. The continued growth of online shopping, mobility of customers and move towards “click and collect” has changed retailer’s requirements with less demand in business models for town centre locations. 3.2. Hamilton is a town centre with strong assets and a strong sense of identity. This is evident through the strong civic presence, business base, historical architecture, and investment to date. These provide the foundations for Hamilton to reassert its role as a strong and vibrant town centre. Recognition of the change in retail requirements allows focus on other key aspects of the town centre including leisure and cultural offering, services, and town centre living. As one of Lanarkshire’s largest towns, Hamilton is well placed to provide a variety of functions to a large catchment area. 3.3. Due to a number of commercial factors, such as a decline in retail provision and loss of key town centre anchors (vacancy rates in our shopping centres sit at 27.2% against a national average of 17.8%), the opportunity has arisen to review a number of prominent town centre sites as a whole with the view to creating a masterplan which will meet the needs of today and tomorrow. The masterplan will bring underutilised areas of the town centre back into use helping to maintain the vibrancy and viability of Hamilton town centre. South Lanarkshire Council, as landowner, landlord or when carrying out our statutory functions, is a key participant in the town centre and as such will take the lead on this project while working alongside our partners and other key town centre stakeholders. 12 99
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4. Hamilton Town Centre Masterplan Process 4.1. Following a procurement exercise, Enterprise and Sustainability Development has appointed 360 Architecture to undertake a masterplanning exercise involving key sites within the south-eastern quarter of the town centre. The vision is for the creation of a high quality, high-density, mixed-use development. This is an opportunity for innovative place-making solutions which will attract developer interest and ensure best value for the site. The vision and framework produced will identify where investment will have the greatest benefit and demonstrate the ambition for the town centre to the community and investors. It will set the context for public and private sector investment over the next 10+ years. The masterplan reflects aspirations for a resilient mixed-use economy which repositions the town centre to meet the needs of 21st century living in a high quality and sustainable manner. Sites identified include:- Keith Street Car Park Townhead Street Car Park Regent Shopping Centre New Cross Shopping Centre Duke Street Car Park the former Bairds Department Store Hamilton Police HQ The work may identify further sites which will be considered. A plan is available in Appendix 1. 4.2. Key components of the masterplan exercise are as follows:- Analysis of Market Potential The sites are of a scale and within a location that will require a clear development strategy to maximise development value and the development legacy of the site. A sound understanding of the current market and developer/investor interests will be critical in ensuring a mix of uses which will deliver best value through independent market appraisal. Land-Use Strategy The Council and partners are seeking to attract a mixed-use development to support various Council strategies. The land-use strategy will explore a range of land uses including:- town centre living (residential) which will support the Council’s Strategic Housing Investment Plan leisure/retail Public Realm/Green Network/Parking Demolition and Site Clearance A programme of demolition is likely and could take place in advance of securing sale/disposal to facilitate investment. Neighbouring Uses The sites identified sit within Hamilton’s core town centre. The masterplan must be mindful of neighbour sensitivities, minimise potential conflicts and seek to optimise the functionality of the town centre as a whole. 100
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Sustainable Place-Making/Urban Design Finding the best solutions for the town centre. Creation of a Development Prospectus A high-quality development prospectus will be produced to enable SLC and partners to share the vision with potential partners and investors and inform investment decisions. 4.3. The development of the masterplan is a unique chance to deliver transformational change to the town centre. The plan will reduce the town centre’s reliance on retail and instead focus on the needs and wants of the users of today and the future. 4.4. The masterplanning process will follow a 12-week programme. A period of consultation and community engagement will follow to share and engage on the vision and recommendations for the town centre. 5. Hamilton Town Centre Strategy and Action Plan 5.1. The Hamilton Town Centre Strategy and Action plan was approved by the Community and Enterprise Committee in October 2018 and is due to be renewed in 2023. Progress on the key actions of the 2018 plan are detailed in Appendix 2. 5.2. The Strategy presents a town centre action plan which captures the priorities for Hamilton and illustrates where resources and activities should be focused. The action plan will remain a live document with projects and priorities evolving over time. 5.3. Although the Strategy includes areas not covered by the masterplan, the masterplan is a key component with the outcomes shaping the direction of the Strategy over the next few years. It is deemed prudent to delay publication of the Strategy until such time as it can be updated with key elements of the masterplan. Hamilton Town Centre Strategy and Action Plan and the outcomes of the masterplan will therefore be brought back to Committee at the earliest opportunity. 6. Next Steps and Timescale 6.1. Development of the masterplan follows a 12-week programme with completion due early October 2023. It is intended that the Hamilton Town Centre Strategy and Action Plan will be updated accordingly. Both projects will be brought back to Committee at the earliest opportunity thereafter. 7. Employee Implications 7.1. The development and implementation of the masterplan will be taken forward by officers within Enterprise and Sustainable Development Services. 8. Financial Implications 8.1. Masterplan development will be funded through the Place Based Investment Programme. Both the masterplan and Strategy will identify a number of actions and projects which will require funding. Each will be considered on an individual basis with future approvals being sought by Committee. 9. Climate Change, Sustainability and Environmental Implications 9.1. Both the masterplan and Strategy have sustainability at the forefront. Projects will be taken forward in line with the Council’s sustainability objectives. 10. Other Implications 10.1. The risks associated with not supporting the proposal is that Hamilton Town Centre will not have a coordinated approach to the challenges it faces. The Council’s 101
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reputation could also be damaged if it is not seen to actively support and encourage innovative investment in Hamilton Town Centre. There is the risk that the town centre will further decline if no action is taken. Further, as landowners of town centre property there is a risk of decline and inactivity if no action is taken, 11. Equality impact assessment and consultation arrangements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no Impact Assessment is required. 11.2. Consultations have been co-ordinated by Economic and Sustainable Development Services with a range of other council services who have an ongoing role in delivering services and initiatives in our town centres. This consultation and cooperation will continue throughout the duration of the initiative. David Booth Executive Director (Community and Enterprise Resources) 7 August 2023 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References Hamilton Town Centre Strategy and Action Plan – Community and Enterprise Resources Committee – 30 October 2018 Town Centre and Place Based Investment Programme Update - Community and Enterprise Resources Committee – 30 May 2023 List of Background Papers None Contact for Further Information If you would like further information, please contact: - Victoria Eccles, Project Development Officer Ext: 07385377225 E-mail: victoria.eccles@southlanarkshire.gov.uk 102
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Appendix 2 Hamilton Town Centre Action Plan 2018 to 2023 Outcome Summary The Hamilton Town Centre Action Plan 2018 to 2023 was formally adopted by the Community and Enterprise Resource Committee in October 2018. Despite the COVID-19 pandemic, substantial investment was generated to complete the goals of the action plan. Progress on the plan is as follows: Action Outcome Consult on the delivery of the action plan SLC works directly with Hamilton Business Improvement District, the Community Participation team and our third sector partners to deliver and oversee the strategy. Each of these organisations represent the local community and business community and give access to a wide cross section of stakeholders. To Townhead Street – Town Hotel and 37-41. Derelict properties which require investment and redevelopment. Properties at 37-41 Townhead Street were condemned due to structural issues and, therefore, required demolition. Survey work also concluded that the Town Hotel was also in such as state of disrepair that demolition would be the preferred option. 37-41 Townhead Street was owned by the Council and the Town Hotel by a private individual. The Council worked with developers to secure the building of the Premier Inn and Beefeater restaurant. This development has significantly improved the look and vibrancy of this area as well as bring visitors and business tourism to the town centre transforming Townhead Street. C Castle Street – fitting out shop units and providing dedicated business support to create innovative business incubation space. SLC’s Business Support Team has successfully supported both retail and office-based businesses in this area. There has been some turnover in retail units due to the current economic climate. Former Bairds Unit As a prominent town centre building SLC is fully invested in the redevelopment of the formers department store and have played an active role in secure its sale to the JD Wetherspoon Group. Development was delayed due to COVID-19 and the Council continue to communicate with the new owners to secure development of this site. 1818-22 Quarry Street – regeneration of a derelict area of land. SLC erected temporary hoardings around this site while discussions were held with owners. Owners confirmed the intent to develop. This was delayed during the pandemic. Work is now starting on clearing the site for development and a planning application granted for food retail provision. Streetscape Review Maintenance work has been carried out. Wi-Fi SLC worked with Hamilton Business Improvement District to secure free Wi-Fi throughout the town centre. 104
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Campbell Street The establishment of external seating to create an “evening economy quarter” was trialled by Hamilton Business Improvement District with support from SLC. Feedback was good, and the BID are considering making this more permanent over the summer months with support from SLC. Gateway Site Electric car charging points have erected on this site. Former Salvation Army Building This building has been sold and is undergoing development into a Harvest Church with works expected to be complete by the end of summer 2023. Former Vogue Building Through SLC’s Town Centre Regeneration Fund, SLC worked with Hamilton Business Improvement District and Clyde Valley Housing Association to secure funding to purchase the site. Clyde Valley housing association will now develop the site into 18 flats while retaining the facade. Former Hamilton Advertiser Building Through SLC’s Town Centre Regeneration Fund, SLC worked with Hamilton Business Improvement District and Clyde Valley Housing Association to purchase the site. The site has now been developed into 18 flats. This project helps to meet the Scottish Government’s objectives of increasing town centre living and, therefore, footfall in the centre. Hamilton Towers Phase Six Development A tender exercise was carried out seeking development proposals for this site. No suitable proposal was submitted. Work is continuing to secure suitable development on this site as part of a larger masterplanning process for the town centre as a whole. Parking A consultation exercise was carried out resulting in the Ringo parking system being introduced into town centre car parks. The app allows users to park for a period of time which can easily be extended through the app. Review town centre accessibility by car and public transport The Hamilton Active Travel Survey was carried out in 2020. This has informed the Active Travel Study which is in the process of being implemented. Signage This project has been put on hold as concurrent projects such as the Active Travel study and reintroduction of traffic to Quarry Street will need to be considered within the review. Introduction of traffic to Quarry Street Consultation with business was carried out and a temporary traffic regulation order was prepared for this project with the trial reopening scheduled for the summer of 2020. Due to the pandemic this did not go ahead. Since 2020 more importance has been given to the value of car free space and more outdoor eating areas have been established on Quarry Street. Hamilton BID surveyed businesses on behalf of SLC. Businesses have confirmed that they would like the trial to go ahead. The street will now open to vehicles on a trial basis mid-late 2023. Public Transport Review This was considered through the Active Travel Study. 105
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Healthy High Streets This programme is no longer in operation. Town Centre Cleansing Alongside scheduled cleansing works, deep cleans of the centre have been undertaken. This has including clearing fly tipping from private land, gum removal and removal of graffiti and flyposting. A South Lanarkshire Litter Strategy and action plan has now been developed that will see concentrated action on litter prevention and fly tipping across South Lanarkshire. Festive Sponsorship At the request of Hamilton Business Improvement District, the Festive Lights Switch On Event is now organised by Hamilton BID with sponsorship from SLC. Hamilton BID has developed a robust sponsorship package for events with sponsors secured for summer events. They will continue to seek sponsorship for Christmas events. Shape Future Vision through Young People Engagement A valuable townscape exercise was carried out with a selection of young adults prior to the pandemic. This project will be renewed for the 2023 to 2028 strategy where input from younger generations will be actively sought. Hamilton Racecourse Connections with Hamilton Racecourse continue to be built through Hamilton BID and the Lanarkshire Tourism Strategy University of the West of Scotland Dialogue continues with UWS to maintain connections with the university and town centre. Promote the town centre Actively promoting the town centre is key and several initiatives have taken place in tandem. These include the excellent work carried out by Hamilton Business Improvement District to build a strong social media following and promote businesses and events throughout Hamilton, the development of the insideout app which acts as a digital noticeboard for town centre businesses, events and community organisations and adoption of the new Lanarkshire Tourism Strategy which promotes town centres assets and amenities. The 2018 to 2023 Action Plan has proven to be successful and has given us a strong grounding which helped to access funding to facilitate regeneration in the town centre. 106
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Hagshaw Energy Cluster Development Framework 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the Committee of the work undertaken to prepare and adopt the Development Framework for the Hagshaw Energy Cluster as Supporting Planning Guidance [1purp] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Development Framework for the Hagshaw Energy Cluster, which will be used as Supporting Planning Guidance, be noted. [1recs 3. Background 3.1. In late 2019, South Lanarkshire Council (SLC) was invited by NatureScot to take part in a pilot cross-boundary project bringing together renewable energy developers, working cross-boundary alongside East Ayrshire Council, NatureScot and Architecture and Design Scotland, to explore how a more strategic, joined-up approach to renewable energy development could be taken that could achieve greater longer term and multiple benefits. 3.2. The project centres around Hagshaw Hill, which sits on the western edge of South Lanarkshire, between the communities of Coalburn and Douglas in South Lanarkshire and Muirkirk in East Ayrshire. The area is well established as a renewable energy location; the original Hagshaw Hill Windfarm, constructed in 1995, was Scotland’s first commercial windfarm. Since that time, further windfarm development has taken place with the operational windfarm developments and those consented but not yet implemented having a generating capacity of 584 MW, comprising approximately 190 turbines. There is future potential for proposals for the re-powering of existing windfarms (involving the replacement of the original turbines with new larger turbines), possible extensions to existing developments and the co-location of other renewable energy technologies such as hydrogen generation and solar energy which makes Hagshaw an ideal area of focus for this work. 3.3. In July 2021, Land Use Consultants (LUC) were commissioned by NatureScot, in collaboration with the 2 councils and windfarm developers, to prepare a development framework for the cluster. The framework sets out a long-term vision for the Hagshaw cluster as a place which ‘delivers optimised renewable energy generation and contributes towards Scotland’s Just Transition to Net Zero, whilst delivering 13 107
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sustainable and inclusive growth for local communities. Integrated nature-based solutions, with enhanced connectivity supporting healthy, resilient communities and ecosystems, in response to the challenges of climate and biodiversity emergencies’. The vision is underpinned by 6 interrelated themes that projects should seek to deliver on: - Realising the renewable energy opportunity Resilient and connected communities Co-ordinated enhancement of nature A strong identity, of heritage, people and place Inclusive, sustainable growth Outdoor recreation to support health and wellbeing 3.4. The purpose of the Framework is twofold. Firstly, it sets out, at a strategic level, the opportunities for the cluster in terms of maximising renewable energy output and provides guidance on the location and design of future renewable energy projects in the subject area. The surrounding landscape has undergone significant change as a result of the opportunities created by renewable energy projects and it is important that a shared and collaborative vision is taken to manage any future development so that the distinctive character of the area and its communities is retained, and where possible enhanced. 3.5. The Framework is also an opportunity to deliver a far greater range and scale of social, economic and environmental benefits for communities, the environment, and the local economy in a more collaborative and co-ordinated way while minimising any negative environmental impacts. The approach of bringing windfarm developers together in this way is the first time of its kind in Scotland. It provides a vision for the future of the area, with the flexibility to evolve in order to address future challenges and achieve net zero carbon emissions by 2045. 3.6. A copy of the Development Framework for the Hagshaw Energy Cluster as Supporting Planning Guidance is contained in Appendix 1 of this report and can be viewed online via the following link. 4. Current position 4.1. A report on a draft Framework was presented to the Planning Committee on 11 October 2022 with the purpose of ultimately adopting the document as Supporting Planning Guidance (SPG) The Committee agreed to approve the draft Framework document and for a 6-week consultation process to be carried out which was undertaken in November and December 2022. The Planning Committee agreed that, if following consultation, no significant changes were required to be made to the draft document, the guidance would be adopted by the Council as SPG. If significant changes were required a further report would be brought to Planning Committee. 4.2. The consultation did not raise any significant issues and the Framework has received support across the area and the renewable energy industry. Some minor changes have been made to reflect representations received. In addition, it has been updated to reflect the new Onshore Wind Policy Statement published by the Scottish Government in December 2022 and the adoption of National Planning Framework 4 (NPF4) in February this year. The overall principles and vision in the draft version remain unchanged. 4.3. Since the report to the Planning Committee, the Council has appointed an Economic Development Officer on a temporary contract with the specific remit for the communities of Coalburn, Douglas, Glespin, Lesmahagow and Rigside, in the Douglas 108
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Valley, in which Hagshaw sits. The SLC administered Douglas Valley Advisory Group (DVAG) has been set up as a 10 member strong group, featuring representation from all the community councils/Tenants and Residents Association plus individual community members. Their key aim is to provide strategic overview and direction to new investment proposals and to advise the Council on community benefit investment. They are currently progressing an Outdoor Recreation and Adventure Tourism Feasibility Study and Concept Designs for the Douglas Valley area. 4.4. The potential value of community benefit from the Hagshaw Cluster at a generating capacity of 584 MW is £2.9 million per annum, the Councils position is that the Renewable Energy Fund (REF) is the preferred mechanism for distributing funds and the DVAG as an initiative that would provide strategic direction. Community benefits generated by windfarms can be administered out with the Council at operators’ discretion and discussions are ongoing with operators as to future community benefit funding structures and mechanisms. 4.5. Enterprise and Sustainable Development remain the point of contact for the Developer Group and Landowner Forum who meet quarterly to maintain communications and development in relation to priorities highlighted in the Development Framework. 5. Next Steps 5.1. As a result of the Framework being adopted as SPG, it is now a material consideration in determining related planning applications alongside NPF4 and the adopted South Lanarkshire Local Development Plan 2. Opportunities to apply this approach to other clusters of renewable energy development within South Lanarkshire will be explored. The Framework is designed to be in place for at least 10 years and will be reviewed and updated as required, for example to reflect the changing baseline context, or to respond to changing planning and/or energy policy. To reflect the changing response to the climate and biodiversity emergency, and the evolution of renewable energy technologies, the implementation of the Framework will be monitored by the 2 planning authorities and reviewed every 5 years. 5.2. The Outdoor Recreation and Adventure Tourism Feasibility Study and Concept Designs scope will be procured and managed through Economic Development with community, landowner and stakeholder input. Further priorities will be identified for pursual with the DVAG. 5.3. Negotiations will continue with communities and operators as to the mechanism for administering community benefit funds for the benefit of the local area. 6. Employee Implications 6.1. The monitoring of the document and subsequent implementation of the project will be carried out using existing staff resources within Planning and Regulatory Services. 7. Financial Implications 7.1. There are no financial implications as a result of this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. In accordance with the relevant legislation, a Strategic Environmental Assessment (SEA) Screening Report for the draft Framework has been prepared and submitted to the statutory Consultation Authorities (Historic Environment Scotland, NatureScot and Scottish Environment Protection Agency) for their consideration. They have confirmed that a SEA is not required. 109
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8.2. The Framework will enable renewable energy generation to contribute positively and efficiently towards Scotland’s Just Transition to Net Zero, whilst delivering sustainable and inclusive growth for local communities. Delivery of integrated nature-based solutions, with enhanced connectivity supporting healthy, resilient communities and ecosystems, in response to the challenges of the climate and biodiversity emergency. 9. Other Implications 9.1. There are no risks or other implications as a result of this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new or recommend a change to existing policy, function or strategy, therefore, no impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 7 August 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 Previous References Planning Committee - 11 October 2022 - South Lanarkshire Local Development Plan 2 Supporting Planning Guidance: Hagshaw Energy Cluster Development Framework List of Background Papers A Development Framework for the Hagshaw Energy Cluster Consultative Draft October 2022 Report to Executive Committee March 2022 Community Benefit Funds New Contributions Douglas West Windfarm Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Tony Finn, Planning and Building Standards Manager Tony.finn@southlanarkshire.gov.uk 110
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July 2023 Renewable Energy : People | Nature | Place A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero13 111
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 2 Project Steering Group NatureScot Architecture & Design Scotland East Ayrshire Council South Lanarkshire Council 3R Energy Solutions Ltd. Project Team Land Use Consultants (LUC) BiGGAR Economics RPS Group Richard Carman Architectural Illustrator STAR Development Group Website: www.thehagshawenergycluster.co.uk Email: info@thehagshawenergycluster.co.uk Twitter: @HEnergyCluster Contents Cover Image: The Hagshaw Energy Cluster © Richard Carman ScottishPower Renewables Energiekontor UK Ltd. Octopus Renewables BayWa.re UK Ltd. Ventient Energy Executive Summary 3 What is the Project about? 4 - 5 Why a Development Framework? 6 The Current Hagshaw Energy Cluster 7 Policy Context 8 - 9 What is the Hagshaw Energy Cluster? 10 - 11 The Evolution of an Energy Landscape 12 - 13 The Vision and Key Aims 14 - 15 What are the Key Benefits? 16 - 17 Consultation and Engagement 18 - 19 Delivering the Vision - The Journey to Net Zero... 20 - 21 1. Realising the Renewable Energy Opportunity 22 - 25 2. Resilient and Connected Communities 26 - 29 3. Coordinated Enhancement of Nature 30 - 33 4. A Strong Identity, of Heritage, People and Place 34 - 37 5. Inclusive, Sustainable Growth 38 - 41 6. Outdoor Recreation to Support Health and Wellbeing 42 - 45 Future of the Hagshaw Cluster Energy Cluster 46 - 47 Technical Annex - Wind Energy of the Future 48 - 49 Glossary of Terms 50 List of Stakeholders 51 References 52 - 53 112
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Image: Looking west to the Hagshaw Hill Energy Cluster from above Conexus West site © Airborne Lens Page 3 Welcome to the Hagshaw Energy Cluster Development Framework We’re delighted tobe working with thegroup to pilot a newapproach to onshorewind energy whichcan help deliver a just transition and more investment in nature. - NatureScot “ ” Role of the Development Framework Potential 1GW+ of Renewable Energy Generation Local Prosperity and Thriving Communities A Regional Green Energy Employment Hub East Ayrshire Council and South Lanarkshire Council will use the Development Framework as a basis for working with developers, landowners, communities and other stakeholders to promote and adopt a coordinated approach to future renewable energy development across the cluster. The Development Framework will inform, shape and support the delivery work, which represents an ambitious vision for the future, but is not a statutory plan. The maps presented in the Development Framework are schematic and indicative, and are designed to illustrate the possible location for future investment and enhancement. They are not detailed proposals and individual projects will require discussion with landowners, relevant stakeholders and all normal consents and licenses. Landowner and community forums have been set up to support the delivery of the vision and specific projects, progressed via specific Action Plans being developed in parallel to the framework. If Scotland is to achieve Net Zero greenhouse gas emissions by 2045, a more collaborative and inclusive approach is needed. The Hagshaw Energy Cluster is an established strategic location for large scale renewable energy projects, with a committed capacity of almost 585 MW. Future plans, policies and decisions by local authorities should reflect the cluster’s suitability for hosting a range of renewable energy developments which can be delivered at pace to achieve Scotland’s Net Zero ambitions. Coupled with advocating quality through design, the Development Framework identifies opportunities to deliver enhancement to both communities, and the natural and built environment, and support a thriving and prosperous local and regional economy - maximising benefits for people, nature and place. The first important milestone on the journey to Net Zero will be achieving the Scottish Government’s 75% reduction in greenhouse gas emissions by 2030. The changes we make during this current decade will be critical to ensuring we are on the right path to achieving that goal. The Development Framework has been developed together between the local authorities, renewable energy developers and operators, statutory agencies and communities to create a shared vision for the cluster. It sets out an ambitious but deliverable ten year vision for how a more strategic and collaborative approach to renewable energy development can help achieve Net Zero together in a just and fair way. 113
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 4 What is the Project about? Working together on a Development Framework for the Hagshaw Energy Cluster In 2020 NatureScot brought together a group of wind farm developers and operators with East Ayrshire Council and South Lanarkshire Council to discuss how we could work together on the future of renewable energy development in the context of planning for, and delivering Net Zero in Scotland. Focused on the cluster of wind farms near Hagshaw Hill on the border of South Lanarkshire and East Ayrshire, and located between the communities of Coalburn, Douglas and Muirkirk - the Hagshaw Energy Cluster was born. Other stakeholders were engaged in initial discussions, including the Scottish Government, Historic Environment Scotland (HES), Scottish Environment Protection Agency (SEPA), Scottish Forestry, Forestry and Land Scotland (FLS) and the Royal Society for the Protection of Birds (RSPB), along with a range of consultants involved in renewable energy developments within the existing cluster, to scope out the topics where there may be opportunities to collaborate and coordinate. A project steering group was formed and has worked together to prepare this Development Framework for the cluster. In 2021, LUC (Land Use Consultants), working with BiGGAR Economics, RPS Group and Star Development Group, was commissioned to develop the project and engage with landowners, communities, local businesses, and other interested parties to shape the Development Framework. Although a familiar design tool for many other forms of development, this is the first time this approach has been taken in Scotland towards shaping a more strategic approach to renewable energy development and related opportunities. It is hoped that the Development Framework can demonstrate how a more coordinated and structured approach to planning, consenting and delivery of renewable energy development can help deliver a Just Transition to Net Zero. The key contributors to the development of the Framework include: NatureScot Architecture & Design Scotland East Ayrshire Council South Lanarkshire Council 3R Energy ScottishPower Renewables Energiekontor UK Ltd. Octopus Renewables BayWa.re UK Ltd. Ventient Energy Image: Looking west to the Hagshaw Energy Cluster from above Conexus West site © Airborne Lens114
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Page 5 As Scotland’s design champion we believe in the power of design to improve people’s lives. Our vision is a Scotland whose places are healthy, sustainable and thriving, and where everyone works together to shape their future. We are delighted to be part of the collaborative approach taken at the Hagshaw Energy Cluster which aims to see the benefits of the Place Principle become an everyday reality in the way Scotland’s places are created, adapted and sustained. - Architecture & Design Scotland “ ” 115
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 6 The Development Framework has been adopted by both East Ayrshire Council and South Lanarkshire Council as non-statutory planning guidance and will help shape future development within the cluster in a clear and coordinated way. It creates an overarching design vision for the cluster and the surrounding area, and through the key themes and objectives it seeks to deliver a wide range of potential benefits alongside existing committed renewable energy development - as well as any future proposals which may be brought forward in the coming years. Alongside National Planning Framework 4 (NPF4), the Local Development Plans (LDPs) and relevant Supplementary Guidance (SG), the Councils will refer to this non-statutory planning guidance to inform decision making. How will the Development Framework be used? Planning policy advocates that design tools, such as design frameworks and development briefs, can look to make places better and promote positive change – the same principle can be applied to this Development Framework. Development frameworks have been used regularly for large scale strategic development addressing a particular land use challenge, development type or opportunity through a co-ordinated approach. Many development frameworks can act as the precursor to more detailed masterplans, providing a spatial vision with flexibility for detail to be brought forward through a potential masterplanning process. Onshore wind energy is expected to continue to make a substantial contribution towards the target of Net Zero by 2045, with current Scottish Government ambitions targeting 20 GW of installed onshore wind generation by the interim target of 75% reduction in emissions in 2030. The Hagshaw Energy Cluster could deliver a significant proportion of this target through the deployment of consented developments, and the future extension and repowering of existing wind farms. Why a Development Framework? Monitoring and Reviewing the Framework The Development Framework is designed to be in place for at least ten years, but will be updated as required, to reflect the changing baseline context, respond to changes in planning policy and the evolution of renewable energy technologies. The future governance of the framework has been agreed by East Ayrshire Council and South Lanarkshire Council who will monitor and review the framework in line with their relevant LDP timescales. Development Frameworks and Renewable Energy Why here? The Hagshaw Energy Cluster is uniquely placed in central-southern Scotland, close to large conurbations, key transport and communication routes, and areas of rich industrial, cultural and natural heritage. Since the construction of the original Hagshaw Hill Wind Farm in 1995, wind energy in the cluster has evolved, and the next decade will see a new generation of wind farms emerge. Whilst communities in the area have benefitted from the presence of renewable energy developments over many years, future opportunities for further enhancement which benefits people, place and environment will increase as committed and future development is delivered. 116
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The Current Hagshaw Energy Cluster Page 7 584 MW Wind Energy Generation Over 2,000 ha Productive Conifer Forest Over15,000 people living within 5km of the cluster Over 80 ha Potential Industrial & Employment Land at Conexus <1 hour from Glasgow & Edinburgh by road 117
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 8 In April 2019, the Scottish Government became the first government in the world to declare a climate emergency. In line with this declaration, the SDGs are embedded in National Planning Framework 4 (NPF4) adopted by the Scottish Government in February 2023. NPF4 forms the long-term plan for Scotland, setting out where development and infrastructure is needed to support sustainable and inclusive growth, whilst achieving Net Zero by 2045. With a focus on place, NPF4 aims to deliver sustainable, liveable and productive places, linking closely to the overall vision of the framework. An update to the Scottish Government Onshore Wind Policy Statement was also published in December 2022 and sets out a vision for achieving an installed capacity of 20 GW of onshore wind in Scotland by 2030. The Scottish Government is also consulting on the Draft Energy Strategy and Just Transition Plan that aims to deliver a flourishing net zero energy system that supplies affordable, resilient and clean energy to Scotland’s workers, households, communities and businesses. The National Performance Framework was introduced in 2007, and was last updated in 2018. It sets out a vision for the national wellbeing of Scotland, an overall purpose and vision, and ‘National Outcomes’. The Performance Framework measures Scotland’s progress using a range of economic, social and environmental ‘National Indicators’, and is supported by the Place Principle in ensuring a collective purpose for Scotland. Policy Context International Policy National Policy Local Policy Policy drivers for the principles underpinning the Development Framework start at an international level, with the United Nations (UN) 17 Sustainable Development Goals (SDGs). They recognise that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality, and spur economic growth - all while tackling the global climate and biodiversity crises. The SDGs are becoming a pivotal part of policy making for many governments, and a more global outlook on tackling climate change was underlined at the 26th United Nations Climate Change conference (COP26), held in Glasgow in 2021. The extents of the Hagshaw Energy Cluster are covered by the Local Development Plan (LDP) of East Ayrshire Council and South Lanarkshire Council. Future iterations of the Development Plans will incorporate support for the Development Framework, which will be monitored and reviewed in line with emerging national and local policy. The Development Framework will form non-statutory planning guidance alongside each LDP. The Development Framework does not replace or supersede other existing adopted policy from East Ayrshire Council or South Lanarkshire Council. It complements the principles of key guidance documents related to renewable energy in the area. Regional Policy Strategic Development Plan (SDP) Areas are found across several regions of Scotland and focus on the key land use and development issues that may cross planning authority boundaries. Most of the Hagshaw Energy Cluster is located within the southern extents of the Clydeplan area. As per the Planning (Scotland) Act 2019, the current SDP will soon expire and a new non-statutory Regional Spatial Strategy will be prepared for the Clydeplan area as well as a separate one for Ayrshire. It is envisaged that the Hagshaw Energy Cluster, and other similar wind farm clusters, could form a key strategic development area within Regional Spatial Strategies. Regional Spatial Strategies will support Regional Growth Deals, and the CoRE project in Cumnock in particular, provides opportunities for linkages with the Development Framework. Regional Land Use Partnerships are being piloted by the Scottish Government to help develop Scotland’s approach to land use in support of our green recovery and transition to Net Zero. East Ayrshire Council is excited to be part of this new approach to planning for renewable energy. We think, that by taking a cross boundary and collaborative approach, we can achieve more. More benefits for our communities and local economy, more habitat and landscape enhancements, and more clean, green energy, helping to play our part in tackling the climate emergency. We hope to be able to approve the framework as a new piece of planning guidance that will help guide and influence future development in the Hagshaw cluster and also demonstrate more widely that a joined up, strategic approach to renewable energy development is the best way forward. - East Ayrshire Council “ Image: Douglas West Wind Farm and the main Poniel access to the Hagshaw Hill Energy Cluster © LUC 118
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Page 9 2030 Agenda for Sustainable Development National Performance Framework (NPF) NPF4 / OWPS Clyde Plan Regional Spatial Strategy for Ayrshire Regional Land Use Partnerships South Lanarkshire LDP2 + SG East Ayrshire LDP / LDP2 + SG Hagshaw Energy Cluster Development Framework Net-Zero Emissions A Wellbeing Economy Better, Greener Places Resilient Communities yrshire Council is excited to be part of this new approach to planning for renewable e think, that by taking a cross boundary and collaborative approach, we can achieve more. More benefits for our communities and local economy, more habitat and landscape enhancements, and more clean, green energy, helping to play our part in tackling e hope to be able to approve the framework as a new piece of planning guidance that will help guide and influence future development in the Hagshaw cluster and also demonstrate more widely that a joined up, strategic approach to renewable energy development is the - East Ayrshire Council ” est Wind Farm and the main Poniel access to the Hagshaw Hill Energy Cluster © LUC 250,000 ha Scottish Government target for peatland restoration by 2030 18,000 ha Scottish Government target for new woodland each year by 2024-25 2045 Scottish Government target for Net Zero greenhouse gas emissions 119
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584 MWTotal Committed Wind Energy Generation Capacity 1 GW+ Potential Renewable Energy Capacity Potential Solar PV generation Wind Farm Extensions and Repowering A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 10 Potential Green Hydrogen Production 120
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Hagshaw Hill (15.6 MW - 26 turbines at 55m) Hagshaw Hill Extension (26 MW - 20 turbines at 80m) Galawhistle (66 MW - 22 turbines at 110 - 121m) Nutberry (15 MW - 26 turbines at 115m) Douglas West (46.8 MW - 13 turbines at 149.9m) Dalquhandy (42 MW - 10 turbines at 149.9m) Hagshaw Hill Repowering (84 MW - 14 turbines at 200m) Cumberhead (48.3 MW - 14 turbines at 180m) Hare Craig (36 MW - 8 turbines at 150-230m) Douglas West Extension (78 MW - 13 turbines at 200m) Cumberhead West (126 MW - 21 turbines at 200m) Operational + Under Construction Wind Farms: 259.7 MW Consented Wind Farms: 324 MW Page 11 What is the Hagshaw Energy Cluster? Existing Renewable Energy Development Onshore wind energy development within the Hagshaw Energy Cluster has grown organically since Hagshaw Hill Wind Farm was first commissioned in 1995. There are now seven operational and under construction wind farms within the cluster. A further four projects have consent, including Hagshaw Hill Repowering, one of the first wind farm repowering proposals in Scotland. The cluster includes developments at various stages in their life cycle; from consented, under construction, operational and soon to be repowered, making it the ideal location to pilot a new approach which could leave a long lasting legacy. Over the coming years it is expected that renewable energy generated from onshore wind in the cluster will reach almost 585 MW. However, over the life of the Development Framework it is envisaged that this may increase further as existing schemes are repowered and/or extended, and other renewable energy technologies are co-located. Optimisation and Diversification Beyond onshore wind energy generation, the cluster has the potential to make a greater contribution towards Scotland’s renewable energy targets. Greater diversification of renewable energy generated within the cluster could be achieved through the deployment of other complementary renewable and low carbon energy generation and storage technologies, including solar photovoltaics (PV), hydropower and battery storage. There is clear opportunity to utilise the green energy generated from wind energy development within the cluster to power green hydrogen electrolysers, which would contribute to a resilient energy system. This emerging green technology could help meet Scottish Government ambitions to generate 5 GW of renewable and low- carbon green hydrogen by 2030. HydropowerSolar PV Battery Energy Storage Systems (BESS) Green Hydrogen Production Carbon CaptureCO 2 Achieving Net Zero Scotland currently has almost 12 GW of installed renewable electricity generation, with onshore wind contributing to almost 60% of all installed capacity. The Scottish Government has committed to decarbonising all energy production by 2045. A large proportion of this will come from additional onshore wind development, with a commitment for deployment of between 8 GW and 12 GW by 2030. The extension and repowering of existing onshore wind farms will play a critical role in this substantial increase in onshore wind energy capacity, powering our journey towards achieving Net Zero carbon emissions by 2045. Extension, Life Extension and Repowering What could the future hold for renewable energy in the cluster? 121
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 12 The Evolution of an Energy Landscape Coal mining in the area begins in the early 19th century, with intensive developments starting around 1870. An influx in worker population leads to the formation and growth of communities centred around workers’ housing. Discovery of iron ore in the area leads to construction of a number of mine workings starting in the late 18th century. Depletion of coal seams in the area lead to the closure of the majority of mines nearest the cluster between 1950- 1970. In the late 1980s, open-cast mining became a feature of the area, with restoration of a number of these mines to areas of woodland commences in the late 20th century. Freight railways established to transport raw materials for heavy industry and urban centres. Passenger rail follows, leading to further populating of the area and enhancement of transport corridors. Hagshaw Hill Wind Farm constructed in 1995 as the first commercial wind farm development in Scotland with turbines of c.55m to blade tip height Large-scale commerical forestry for timber production increases in the area in the mid to late 20th century. 19001800 Industrial History and Heritage The Hagshaw Energy Cluster is located within an area of Scotland with rich industrial heritage, which has played an important role in the provision of energy and resources throughout history. The artefacts of many of the region’s past industries now form distinctive landmarks and contribute to the identity and character of the area. Up until the late 18th century this area of Ayrshire and Lanarkshire was predominantly agricultural and characterised by pastoral fields associated with burghs and landed estates, typically located within the valley floors and lower slopes of the valley sides. The Industrial Revolution, coupled with the discovery of a number of coal and iron seams brought about significant change to the area. From the late 18th century onwards, a number of mine workings became fixtures in the landscape and led to an influx of workers. The need to transport raw materials to more industrialised and urban areas led to the building of railways in the local area. Changing Priorities Most deep mines closed between 1950 and 1970 with the final mine in the local area closing in 1972, however open cast mining has been a more recent feature of many landscapes surrounding the cluster. In the late 20th century, changing priorities for a more sustainable future resulted in a new industry for the region. Sites for commercial wind energy developments began to be identified, proposed and built in upland landscapes, harnessing renewable energy from the wind and creating a new chapter for the industrial heritage and land use of the area. In 1995 Hagshaw Hill Wind Farm was constructed and became the first commercial wind farm in Scotland, with 16 MW of installed capacity from 26 turbines. The wind turbines of Hagshaw Hill Wind Farm are now 25 years old, forming an established feature within the landscape, but are at the end of their operational life. The site will be repowered with 14 turbines of 200m delivering a generating capacity of 79MW along with 30 MW of on site energy storage. 1995 Hill and arable farming established with extensive improvement to land, removal of woodland and creation of field enclosure. Upgrading of the A74 to create the M74 in the 1980’s, bypassing Lesmahagow and providing motorway connectivity between Scotland and England. Upgrading of high voltage transmission network between Scotland and England, providing opportunities for the connection and export of renewable energy from southern Scotland Timeline 122
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Page 13 Hagshaw Hill Repowering granted consent in February 2020 (200m to blade tip height). Replacing the original Hagshaw Hill, the fourteen 5.6 MW turbines will deliver a fivefold increase in the green energy generated from the site. Further wind farm developments are constructed within the cluster in the early 21st century, including Nutberry (115m) and Galawhistle (110-121m), whilst Dalquhandy, Douglas West (149.9m) and Cumberhead (180m) Wind Farms are currently under construction. Scotland to reach target of Net Zero emissions of all greenhouse gases by 2045. Opportunity for the cluster to contribute over 1GW of renewable energy generation towards the target. Enhancement and creation of local active travel routes and networks to improving physical and mental wellbeing, and promote healthier lifestyles. Adoption of the Development Framework in 2022 with a 10- year delivery and review period, in which updates will be made to respond to changing baseline context and policy 2000 2022 Evolution of Wind Turbine Technology Since the original turbines of the Hagshaw Hill were deployed, turbine technology, planning and financial support mechanisms for onshore wind development have evolved significantly. The cluster hosts not only some of Scotland’s earliest wind turbines, but will soon host some of the largest, with recent consented developments consisting of turbines between 200m and 230m to turbine blade tip height. These advances in technology and co-located complementary technologies are delivering greater efficiencies and reduced intermittency to the harnessing of renewable green energy, and contributing towards rapid decarbonisation of electricity generation in Scotland. The next decade will see the build out of the other consented wind farms in the cluster, and the potential repowering of other existing operational wind farms. The Development Framework seeks to help influence and maximise the renewable energy opportunity of the cluster, whilst seeking to create other opportunities for business, industry and local employment. 2045 10 Year review Extension, life extension and repowering of existing wind farms within the cluster delivering optimised generation and greater unity in wind farm design. Establishment of potential ‘Renewable Energy Hub’ delivering employment and other long term benefits to bring greater prosperity to the local and regional economy. Construction of c.325 MW of consented development by 2028, including Hare Craig (230m) and Cumberhead West (200m) consolidating the existing cluster to almost 585 MW of green energy generation. Long-term enhancements to nature and biodiversity, and establishment of the cluster as a destination for outdoor recreation and adventure. The landscape surrounding the cluster continues to be influenced by a number of other forces for change, and climate change will likely influence the biggest changes yet. As Scotland continues its journey towards Net Zero emissions, via a Just Transition to a low carbon economy, it is important that a shared vision for the area acknowledges and manages these forces for change so that the distinctive character and identity of the area and its communities are retained, and wherever possible enhanced. The Development Framework creates a vision for the future of the cluster, with the flexibility to evolve in order to address future challenges and priorities, and create a positive lasting legacy, which includes the presence of renewable energy development in the landscape in perpetuity. A Pilot for the Future 2030 123
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 14 Renewable Energy : People | Nature The Vision A place-based vision for the future development of the Hagshaw Energy Cluster which delivers optimised renewable energy generation and contributes towards Scotland’s Just T Zero, whilst delivering sustainable and inclusive growth for local communities. Integrated nature based solutions, with enhanced connectivity supporting healthy, resilient communities and ecosystems, in response to the challenges of the climate and biodiversity emergency “ 124
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Page 15 The vision is underpinned by five key aims: 1. Support the efficient delivery of the renewable energy potential of the cluster, taking account of all appropriate technologies and the optimisation, extension and repowering of existing wind farms 2. Maximise the social, economic and environment benefits of renewable energy development within the cluster 3. Support the Just Transition to a low carbon future through a place-based approach 4. Minimise adverse impacts of development on the environment and local communities 5. Deliver investment in nature to enhance climate change and biodiversity resilience “ ” Key Aims Nature | Place place-based vision for the future development of the Hagshaw Energy Cluster which delivers Transition to Net resilient communities and ecosystems, in response to the challenges of the climate and biodiversity emergency. ” Image: The Hagshaw Energy Cluster seen from above the Conexus West site © Airborne Lens 125
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 16 What are the Potential Benefits? Environmental • Space for nature and improved ecological resilience • Support for landowners and land managers to make wildlife improvements • Increased climate change mitigation via carbon capture and sequestration, on the journey to achieving Net Zero • Improved air quality; improving human health and nature • Reduced risk of flooding and improved water quality through nature based solutions • Protection and enhancement of priority habitats & species across moorland, wetland, woodland, and farmland • Investment in Natural Capital, delivering wider complementary benefits Development • A clearer vision of what may represent appropriate and acceptable development • Increased prospect and certainty of positive planning outcomes for stakeholders • Increased opportunities for renewable energy generation and provision of green energy to communities • Coordinated and innovative technical solutions • Cost and time efficiencies to delivery of green energy developments on the route to achieving Net Zero • Increased developer and investor confidence allowing the ability to plan for long-term investment The Development Framework aims to maximise the range and scale of benefits from the Hagshaw Energy Cluster for people, nature and place, directed by local priorities and delivered through partnership working. The potential benefits can be grouped as: Delivery of all committed and future renewable energy proposals within the cluster in a collaborative and coordinated way could act as the catalyst for a range of potential benefits which are transformative for local communities, the surrounding area and the wider central and southern Scotland region. When will the vision be delivered? The Development Framework sets out a ten year vision for the cluster, however it is envisaged that some elements will be realised over a longer period of time. Throughout the framework short-term, medum- term or longer-term opportunities are identified, with delivery dependant on the progression of project feasibility, engagement of all relevant landowners and interested stakeholders and access to capital investment funds. South Lanarkshire Council (SLC) appointed an Economic Development Officer for the Douglas Valley Initiative in summer 2022 to work with local communities to deliver projects which meet the aims of the Framework. The officer will help them to secure funding through the Renewable Energy Fund (REF) and other sources and provide a resource to help deliver projects. The role is part funded by Greencoat Energy, NatureScot and SLC. How will projects be funded? The Development Framework doesn’t identify specific sources of funding to support the delivery of the vision. It is anticipated that a partnership approach will be adopted to fund and deliver projects and proposals within the framework via the public, private and third sectors - along with the appropriate use of community benefit funds generated via development within the cluster. Environmental Development Social Economic 126
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Page 17 Social • Improved access to high quality open spaces • Improved physical and mental health, and wellbeing of communities and visitors • Improved social and physical connectivity between communities around the cluster • Land brought into community ownership, delivering local benefits • Active travel opportunities such as walking and cycling • Improved aesthetic value and reinforced sense of place • Increased opportunities for play, education, and interaction with nature Economic • Increased investment and annual spend into the local and regional economy from development within the cluster • Increased and more coordinated community benefits, which can achieve better outcomes for communities • Creation of new skilled industries, businesses and sustainable jobs in the green economy • Increased economic activity and attractiveness for inward investment • A local economic identity to serve the cluster and wider regional renewable energy development • More productive and efficient use of land to deliver on strategic national targets, such as timber production The Benefits 127
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Over 325 individual visitors to online virtual public exhibition Over 80% respondents supportive of a more collaborative approach A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 18 Consultation and Engagement Online Exhibition & Survey The initial public consultation and participation phase of the project ran for six weeks between October and December 2021. A virtual public exhibition room and online questionnaire formed the core aspect of the consultation process, hosting information about the project and the vision for the cluster. Active participation of communities and interested parties was encouraged, providing an opportunity to shape the framework and reflect the ideas and aspirations of all. An online questionnaire was hosted on the project webpage to obtain comments and feedback on the concept, vision and key aims and objectives of the Development Framework. Consultants Appointed June 2021 Spring2020 Spring2021 Summer2021 Consultation & Participation Phase October - December 2021 Stakeholder Project Briefing August 2021 Project Steering Group Established March 2021 Working Group Meetings January 2020 - March 2021 Autumn2021Winter2020 Established the Development Framework Concept and Approach March 2021 128
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Page 19 Appointment of Economic Development Officer to develop and deliver Action Plan Summer 2022 Inclusivity and transparency were key in developing the framework, involving a wide range of interested parties and stakeholders with a direct connection to land within the cluster, and ensuring communities who may have an interest in the project area were given the opportunity to contribute ideas or concerns, and act as a sounding board for what is proposed. Follow up consultation with specific landowners, community groups and Community Councils was undertaken in early 2022. Meetings were held with Coalburn Regeneration Group, and Muirkirk, Douglas and Lesmahagow Community Councils to understand the key priority issues for communities located close to the cluster, and explore how the framework could assist in addressing challenges and delivering opportunities. The Development Framework intends to assist in delivering these objectives, many of which are identified in local Community Action Plans developed by several communities which neighbour the cluster. A Landowner Forum and Community Forum (Douglas Valley Advisory Group (DVAG)) have been set up to support the delivery of the vision and opportunities outlined within the Development Framework. Accompanying Action Plans are being developed, coordinated by the appointed Douglas Valley Initiative Economic Development Officer. Formal Consultation An interactive virtual public exhibition was hosted online at: www.thehagshawenergycluster.co.uk © LUC Adoption of the Development Framework with a 10-year delivery period Summer2022 Final draft Development Framework for formal consultation Spring2022 Focused Engagement with Key Stakeholders and Community Groups January - February 2021 Winter2021 A 10-year Vision to 2033 Review & Refresh of Framework 10 years after adoption of framework 129
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We hope the Development Framework will help support the efficient delivery of renewable energy projects whilst optimising environmental, economic and social benefits to local communities and stakeholders. Tackling climate change will require us all to come together, and the Development Framework is a great example of this joined-up approach. - The Hagshaw Energy Cluster Renewable Energy Developers & Operators “ ” A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 20 South Lanarkshire Council is looking forward to working collaboratively to establish a long term development framework for the Hagshaw cluster to continue to support large scale renewable energy projects. This new approach of delivering planning guidance involves engagement with a wide range of stakeholders including communities and local developers which will set a national benchmark for collaborative planning for renewable energy in the future and help achieve the Scottish Government’s Net Zero ambitions - South Lanarkshire Council “ ” 130
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Page 21 The Development Framework will be delivered via six interrelated themes: 1. Realising the Renewable Energy Opportunity 2. Resilient and Connected Communities 3. Coordinated Enhancement of Nature 4. A Strong Identity, of Heritage, People and Place 5. Inclusive, Sustainable Growth 6. Outdoor Recreation to Support Health and Wellbeing Delivering the Vision - The Journey to Net Zero... Key objectives define what each delivery theme of the Development Framework is seeking to achieve. Key Objectives Where relevant a series of metrics have been identified for each delivery theme, identifying how success will be measured in meeting the key objectives. What does success look like? Image: Douglas West Wind Farm site from the Douglas Valley/A70 east of Douglas © LUC 131
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Maximising green energy generation, whilst minimising impacts A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 22 Key Opportunities 1. Realising the Renewable Energy Opportunity With almost 585 MW of committed onshore wind capacity now operational, under construction or consented, the Hagshaw Energy Cluster will provide a substantial contribution to Scotland’s Net Zero Ambitions. However, this may represent only a proportion of the real opportunity of the cluster. Through a more coordinated approach to the design and implementation of extensions and repowering, coupled with the collocation of other complementary renewable energy technologies, this ‘Regional Renewable Energy Hub’ could utilise existing infrastructure to make a strategic contribution to national energy targets. The repowering and extension of existing wind farm schemes to achieve Net Zero presents new challenges and opportunities. Optimisation of existing strategic clusters such as this, using the latest wind turbine technology and other renewable energy technologies could make a significant contribution, whilst continuing to minimise and mitigate adverse impacts on people, communities and the environment where possible. Development of coordinated solutions to cluster wide technical challenges such as radar and aviation lighting, which minimise infrastructure costs and minimise impacts on operation, communities and the environment. Coordinated construction and operation access strategy for development within the cluster. Collaboration between renewable developers, operators and other businesses to reduce infrastructure costs, minimise disturbance to nature and reduce disturbance to communities from abnormal load and heavy goods vehicles. Develop co-location of other renewable energy generation and storage technologies - including, but not limited to solar PV generation, battery storage systems and green hydrogen production, on appropriate sites across the cluster, and close to existing grid infrastructure. Development of long-term design principles for future wind farm development within the cluster, with clear design objectives, to deliver optimised wind energy generation whilst avoiding unacceptable effects on the environment and communities. (see Technical Annex). Technical Collaboration Coordinated Access Strategy New Green Energy Sources & Storage Cluster Wide Design Principles Explore the development of a Community Renewable Energy Scheme with local electricity charging regime for communities, building on the work of Community Councils. Distribution of green energy via a local grid network generated from multiple renewables technologies across the cluster. A Local Green Energy Network Integration of other renewable energy technologies alongside wind energy development to maximise renewable energy generation and efficiency © Richard Carman First Generation Hagshaw Hill (55m turbines) Extensions Hagshaw Hill Extension (80m) Current Generation Galawhistle, Nutberry, Douglas West etc. (115m > 150m) Next Generation Hagsahw Hill Repowering Cumberhead West & Harecraig etc. (200m > 230m) The Future (>230m) ? 132
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a.) Optimise wind energy in cluster, through extension and repowering, and use of the most effective and efficient modern technology. b.) Avoid and mitigate unacceptable effects on the environment and surrounding communities through a strategic and coordinated approach to design. c.) Promote opportunities for co-location of other renewable energy technologies such as hydro, solar PV, energy storage and green hydrogen production. d.) Encourage developers and operators, to work together to identify innovative solutions to technical challenges, for example, grid, noise, aviation radar and lighting, abnormal load/construction access. e.) Promote opportunities for shared community ownership/location of renewable energy generation assets, and provision of green energy to communities via local green energy networks. f.) Encourage a strategic approach to the planning and delivery of increased grid transmission network capacity. Key Objectives Page 23 The creation of a regional Renewable Energy Hub which supports the construction, servicing, maintenance, and eventual decommissioning (including recycling) and repowering of wind farms within the cluster and the wider region, and complements the development of Scotwind offshore wind energy hubs elsewhere. Regional Renewable Energy Hub Future proofing the transmission and distribution networks to support extension and repowering of wind farms, and diversified renewable energy generation from the cluster, to provide greater certainty to developers, grid operators, and neighbouring communities. A Future Network Plan Co-location of solar PV (similar to the above) and energy storage technologies on appropriate sites across the cluster © LUC Repowering with larger turbines may increase potential for long-term coexistence of productive timber forest beneath turbines © Airborne Lens Collaboration between developers to share access routes for abnormal loads and coordinate construction activities © Airborne Lens Work with ScottishPower Energy Networks to design an efficient grid network which is fit for the future © LUC 133
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Maximising green energy generation, whilst minimising impacts A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 24 1. Realising the Renewable Energy Opportunity What does success look like? Community ownership of existing or additional renewable energy assets within the cluster, generating green energy which is distributed and used locally, via a green grid network. Established regional flagship ‘Renewable Energy Hub’ driving efficiencies and innovation within the onshore wind sector, and providing sustainable jobs suppporting construction and maintenance of renewable generation within the cluster and beyond. A more cohesive and consistent image of wind energy development within the cluster for surrounding communities and visitors to the area, as committed development is built out and future extensions and repowering consolidate development in the cluster. An increase in renewable energy generated from the cluster, from a range of different renewable energy technologies. Greater efficiency and reduced intermittency of renewable energy generated from a mix of innovative renewable technologies. A streamlined and efficient planning process, with more predictable outcomes to determination for renewable energy proposals and their associated grid transmission and distribution connections, which align with the coordinated vision for the cluster. Local Communities Invested in Energy Hagshaw Renewable Energy Hub Cohesive Wind Farm Design Optimised Renewable Energy More Predictable Determinations Opportunities for promotion and educational interpretation of green energy technologies to communities and visitors © Richard Carman Designing Wind Energy of the Future In order to achieve the optimum generation from wind energy and realise the renewable energy opportunity of the cluster, a more coordinated approach is needed. Through the collaboration of developers, landowners, communities, local authorities and statutory agencies, agreed principles for the future development and design of wind farms within the cluster could be achieved. The cluster hosts some of the oldest commercial wind turbines in the country in the turbines of Hagshaw Hill Wind Farm at 55m to blade tip height, whilst the consented turbines of Hare Craig Wind Farm at 230m to blade tip height will be some of the largest turbines in Scotland once constructed. The juxtaposition between small and large turbines will be unavoidable as modern consented developments are built out alongside existing wind turbines within the cluster. Through the potential extension and future repowering of the older wind farms within the cluster, utilising the very latest and future turbine technology, opportunities exist to rationalise the overall composition of turbines and deliver greater cohesion and consistency in design. Key Design Principles Initial outline key design principles have been devised to provide a guide to help shape future wind energy development with- in the cluster. Further detail is presented in Technical Annex - Wind Energy of the Future. 134
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Enhancing and creating sustainable communities for the future A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 26 2. Resilient & Connected Communities Supporting thriving, resilient, and diverse communities, which are inclusive, empowered, and safe places for people is central to delivering Scotland’s National Outcomes. Taking a place-based approach which puts communities at the centre of decision making allows them to create and shape their own future, and NPF4 is expected to focus on ‘A Plan for Resilient Communities’ as one of its four key outcomes. Resilience to climate change will be tested across many aspects of our lives in the coming years. The places in which we live, work and play, need to be adaptable and multifunctional, and be managed in a sustainable way which considers both current and future generations. As advocated by Architecture and Design Scotland (AD&S), the Development Framework promotes a whole place approach to the challenge of planning for Net Zero, and supports a Just Transition to a low- carbon future in response to a changing climate. Informed by the Place Principle and the 8 Principles of Carbon Conscious Places, a coordinated vision for investment across the cluster can deliver greater resilience to local communities and deliver many of the objectives of existing Community Action Plans. A focus on Community Wealth Building (CWB) could also deliver more and better jobs, community-owned assets and shorter supply chains creating greater resilience and supporting Net Zero ambitions. The cluster offers extensive opportunities for safe active travel links to be enhanced, extended and created, linking local communities with access to goods and services – in line with the Scottish Government vision for 20-minute neighbourhoods. Opportunities to create and strengthen cross boundary links between communities in East Ayrshire and South Lanarkshire have been identified - linking Muirkirk and Glenbuck, with Glespin and Douglas via feasible off-road walking and cycling links. Key Opportunities Collaborate with communities to coordinate the development and delivery of Local Place Plans. Informed by Community Action Plans developed by organisations working with several communities around the cluster, these will identify shared benefits from development within the cluster. Explore opportunities for improved public and shared transport links between communities around the cluster and the wider region across local authority boundaries, providing easier access to public services and amenities (e.g. green energy fuelled public transport and car share initiatives). Involve communities in the planning and design of enhancements to existing public realm, townscapes and greenspaces. Focused on the creation of new, public spaces in key settlements around the cluster - with a focus on revitalising communities. Promote and support shared local services and a circular system approach to community projects. Adoption of a local coordinated approach to energy and heat (e.g. Local Heat and Energy Efficiency Strategies (LHEES)), water, food production, greenspace, habitat, transport, waste, travel and housing, to support the transition to low carbon living. Improving connectivity between the communities across local authority boundaries which surround the cluster – supporting the concept of ‘small distance places’ (e.g. the 20 minute place concept) accessible via new or enhanced active travel walking and cycling links. Local Place Plans Community Transport Initiatives Community Placemaking Low Carbon Living Initiatives Connected Communities Improved connectivity between communities, through the enhancement of existing and creation of new active travel and public transport links © Richard Carman 136
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Key Objectives Page 27 Improved connectivity between communities, through the enhancement of existing and creation of new active travel and public transport links © Richard Carman a.) Developments should help to create ‘small distance places’ – providing the infrastructure, links and assets that people need close to where they live. b.) Promote opportunities for active travel, play, education and interaction with nature, such as community growing. c.) Improve social cohesion through delivery of opportunities for greater social interaction and collaboration amongst communities around the cluster. d.) Promote the sharing of assets and services to enable lower carbon living and connect people to their neighbourhoods. e.) Promote multifunctional land use, with an emphasis on community, local and regional scale benefits, and function. Identification of appropriate sites for specific development opportunities on land around the cluster, and which is resilient to the challenges of a changing climate (e.g. avoidance of areas at risk of future flooding). Spatial Planning for Future Resilience Support the development of local Community Right to Buy proposals to bring parcels of land around the cluster into community ownership and management, for delivery of community focused land use initiatives (e.g. energy, recreation, nature and biodiversity and community growing etc). Community Land Ownership Creating opportunities for recreation and interpretation, with an ethos of access for all abilities, whilst engaging people in nature, biodiversity and the threat of climate change © NatureScot Promoting sustainable and reliable methods of public and private transport to connect rural and semi-rural local communities with the wider region, in line with the draft Regional Transport Strategy for the west of Scotland. © Jaggery (cc-by-sa/2.0) 137
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Enhancing and creating sustainable communities for the future Page 28 A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero 2. Resilient & Connected Communities What does success look like? Communities which have embraced and delivered on the journey towards low carbon living and the path to Net Zero. Reduced energy consumption, shared and better re-use of materials and resources, energy efficiencies and climate consciousness - inspired by the Local Heat and Energy Efficiency Strategy (LHEES) Programme piloted elsewhere in Scotland. Land brought into community ownership is delivering environmental, social and/ or economic benefits for communities, including greater resilience to the challenges posed by a changing climate. An improved sense of identity and pride in local communities and their public and shared urban and green spaces. Provision of local services shared amongst communities which surround the cluster in line with the Scottish Government vision for ‘20-minute neighbourhoods’. Greater social and physical connectivity between communities around the cluster, including those located across the boundary between East Ayrshire and South Lanarkshire Zero Carbon Communities Land that Works for All Increased Pride in Local Place 20 Minute Neighbourhoods Enhanced Connectivity Key community links Through consultation with communities and other stakeholders a number of key community links have been identified: • Muirkirk and Glenbuck, to Glespin and Douglas via the River Ayr Way - a local link providing connectivity between the isolated conservation village of Glenbuck with neighbouring communities in East Ayrshire and South Lanarkshire • Coalburn to Lesmahagow - alternative pedestrian and cyclist link taking people off busy back roads to enable safe travel between nearby communities. • Douglas to Coalburn - enhancement of exising Core Paths and cycle paths to provide important links between shared essential local services of neighbouring communities. • Muirkirk to Coalburn railway line link - the former Caledonian Railway line reimagined as an off-road link which passes through the cluster, with opportunities for interpretation of heritage and nature along the way. • Douglas to Happendon and the National Cycle Network (NCN) Route 74 - a ready developed solution to a long-term opportunity, providing a safe link to the settlement of Douglas via an off-road route from the NCN near Happendon. • Regional strategic link between the River Ayr Way and Clyde Walkway - linking two of Scotland’s Great Trails, via some of the above links opening up regional opportunities to some of Scotland’s extensive long distance routes. Utilising and enhancing existing and historic infrastructure to create safe and accessible links between communities, helping people connect and feel connected with their neighbours © Richard Carman 138
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Making space for nature, delivering increased resilience A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 30 3. Coordinated Enhancement of Nature Potential impacts on wildlife and natural heritage from wind farms in the cluster have been considered through the planning process. Developers and operators carry out species and habitat surveys to inform Environmental Impact Assessment (EIA) of proposals, and monitor birds, habitats, and other species during the construction and operation of developments. In many cases, developers and operators have also put in place Habitat Management Plans (HMPs) to avoid or reduce impacts, whilst restoring and enhancing habitats. Working together, the cluster offers opportunities to deliver landscape-scale restoration, enhancement and creation of wildlife habitats and help connect these to other important areas for nature in the surrounding area, in line with the principles of the Glasgow and Clyde Valley (GCV) Green Network Partnership Blueprint for Strategic Habitat Networks - facilitating the movement of wildlife through the landscape. In particular, as the local impacts of climate change become more evident, the value of peatland habitats as a carbon store is now fully recognised and improving their condition to increase carbon capture, expand wildlife habitats and deliver Biodiversity Net Gain (BNG) is a key priority. Opportunities exist within and around the cluster, including within the Muirkirk and North Lowther Uplands Special Protection Area (SPA), to influence land management decisions and deliver large scale peatland restoration, which as well as helping mitigate climate change, offer the potential to improve habitat for important birds such as black grouse, whils development proposals which may adversely affect designated sites would still require a project-specific Habitats Regulations Appraisal (HRA) to be undertaken at the application stage. Taking a co-ordinated approach to forest management as areas of plantation are felled and replanted also offers opportunities to improve the design of woodlands, leaving more space for wildlife, increasing the extent of native woodland, and expanding forest corridors. This could include opportunities to support and complement the objectives of the Clyde Climate Forest Initiative and those of neighbouring landowners, such as Forestry Land Scotland (FLS). The introduction of larger modern turbines may allow for alternative approaches to management of productive forestry - such as key hole felling with long-term cycles of felling and restocking beneath operational turbines. Through investment in the enhancement of existing habitats and ecosystems, we believe these natural capital assets can provide social, environmental and economic benefits, and contribute to the wellbeing of those who live and work in neighbouring communities. Key Opportunities Working in tandem with local groups such as the South Strathclyde Raptor Study Group and the East Ayrshire Coalfield Environment Initiative, promote the collection of wildlife information, supporting education, training and development of wildlife monitoring skills. Improve access and interpretation in areas of existing and enhanced greenspace, to make it easier for people to view and learn about wildlife, as part of promoting recreation and tourism, whilst ensuring wildlife is also protected from disturbance. The preparation of a collaborative habitat management plan between landowners and managers to guide the coordinated management of land use across the cluster. Balancing existing and future land uses, including woodland and forestry expansion, habitat enhancement and peatland restoration, agriculture, and access. Develop conservation plans for black grouse and other moorland birds, including curlew, golden plover, and hen harrier, working with landowners and managers, to protect existing key areas for these species and identify other suitable areas for appropriate conservation management. Develop a peatland restoration strategy for land within the cluster to maximise peatland habitat restoration and carbon capture opportunities, combining existing survey information on peatland extent, depth, and condition, with coordinated additional surveys. A Local Nature Knowledge Network Improved Access to Nature Coordinated Habitat Management Plan Priority Species Conservation Plans Peatland Restoration Creation, enhancement and restoration of habitats to support key priority species in the cluster and promote connectivity with other similar habitats © Richard Carman 140
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Key Objectives Page 31 a.) Protect the integrity of internationally and nationally designated areas, and important habitats and species during development of renewable energy and other projects in the cluster. b.) Promote a landscape scale approach to the enhancement and restoration of habitats across the cluster. c.) Support improved and coordinated management of habitats so important habitats and species benefit. d.) Promote new revenue streams for land managers from wildlife conservation, peatland restoration and native woodland expansion. e.) Support a coordinated approach to enhancing ecosystem services, including addressing flood risk and improving water quality. Creation of an agri-environment network amongst landowners, managers, farmers, and foresters to highlight opportunities for funding habitat restoration and enhancement works to maximise agriculture, forestry, biodiversity and climate change benefits from land across the cluster. Agri-Environment Network Develop opportunities for educational visits and study programmes by children and young adults from educational settings in communities around the cluster and the wider region (e.g. schools and colleges), as well as adults via nature focused organisations and renewable energy developers and operators. Nature Education Development of a centralised and coordinated depository for habitat, peat and protected species EIA survey and monitoring data. Being developed by RPS, it will be accessible to developers, operators, statutory agencies and local authorities to support the efficient future delivery of renewable energy development within the cluster Shared Survey & Monitoring Data Bank PHOTO PHOTO Habitat enhancement to benefit key priority species, such as Hen Harrier within the Muirkirk and North Lowther Uplands SPA © NatureScot Opportunities for peatland restoration, locking up carbon and contributing towards Net Zero © NatureScot A collaborative approach to surveys and monitoring, bringing cost and programme efficiencies, and availability of shared data © LUC Black Grouse habitat enhancement is a key focus across the cluster. By working together we can deliver a more coordinated response © NatureScot PHOTO 141
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Page 32 A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero 3. Coordinated Enhancement of Nature What does success look like? Habitat Management Plans will have contributed to the delivery of the peatland restoration strategy and land management plan, and populations of golden plover, curlew, black grouse, hen harrier and other wading birds will have stabilised and showed signs of sustained recovery. An increased number of local people will be involved in wildlife monitoring and survey, collecting information that can help guide habitat management, restoration and be used to help avoid disturbance to wildlife. A coordinated habitat management plan will be in place for the cluster, supporting the management and expansion of sensitively designed productive conifer plantation, and native mixed woodland, building habitat corridors, enhancing the landscape, and contributing to increased carbon capture/ sequestration. Wildlife surveys needed for planning applications in the cluster will be more focused and coordinated through access to a shared databank of existing records, and the need for post-construction species and habitat monitoring, focused on the priority species list above. Information will be available on the extent and condition of all important peatland areas in the cluster and will have been used by local land managers and local contractors to deliver peatland restoration. Habitat Management & Enhancement Engagement in Nature Coordinated Land Management Shared Survey Efforts Restored Peatland Habitats Opportunities for peatland restoration and the delivery of other nature based solutions in response to the challenges of a changing climate and the biodiversity crisis © Richard Carman Promotion and support for agri-environment schemes and exploration of new models such as agro-forestry to diversify income streams and maximise carbon benefits © Richard Carman Cluster Wide Habitat Management Plan The sharing of existing habitat management and monitoring data between developers and operators, landowners and land managers, agencies and other stakeholders, will inform the development of a Cluster Wide Habitat Management Plan. The schematic plan opposite identifies the broad areas of opportunity for the restoration and enhancement of peatland, and the enhancement and creation of habitats for key priority species found across the cluster. This has been devised using existing survey information and data, and will be supplemented by future survey and monitoring work with more detail to be developed in the Action Plans. Through a more coordinated and focused approach the cluster could offer extensive opportunities for enhanced ecosystem services e.g. climate change and flood mitigation, and benefit the following key priority species: Making space for nature, delivering increased resilience • Black Grouse • Hen Harrier • Merlin • Peregrine • Short-eared Owl • Golden Plover • Curlew 142
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Respect and interpret the natural and cultural heritage of the area A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 34 4. A Strong Identity of Heritage, People and Place The cluster and the surrounding communities of East Ayrshire and South Lanarkshire are rich in their cultural and industrial heritage. The development of many of these communities was shaped by their support for the coal mining and associated industries, and they were once bustling industrial hubs supplying coal to Scotland’s industrial heartlands and the ship building industry on the Clyde. Communities are rightly proud of the history which has shaped their identity and preserving some of the remaining physical and cultural elements of this will be important as communities transition towards a low carbon future. The natural heritage of the area has also shaped its strong identity, from the rolling hills of open moorland and coniferous woodland to the river valleys of the River Ayr and Douglas Water, there is a rich and diverse history of land use across the area which continues to evolve. A lack of employment options post-closure of traditional industries has adversely affected coalfield communities for many years, and has often seen economic, educational and health challenges intensify in some areas. Opportunities exist to enhance awareness and pride in communities around the positive role renewable energy plays within the surrounding communities, and the contribution made locally towards achieving Net Zero. The economic benefits arising from renewable energy development within the cluster could make substantial improvements to the lives and opportunities of people in local communities. Ensuring that these benefits are delivered fairly and inclusively, whilst respecting the existing cultural heritage and historical identity of communities is a significant challenge, but one which the Development Framework will seek to achieve through collaboration and the involvement of all relevant communities. Key Opportunities Enhancement of the distinctive local landscape character of the area, including the key characteristics of unique natural and man-made local landscapes and features, including renewable energy as an established feature within the landscape, and the qualities of the Douglas Valley Special Landscape Area (SLA). Identify opportunities to address the legacy issues of open cast coal mining in a positive way, such as restoration of former open cast coal mining sites to create new greenspaces and points of interest to attract visitors and deliver environmental, social and/or economic benefits for local communities. Enhancement of the current condition and understanding of historic conservation areas within settlements and communities surrounding the cluster, and involve communities in the sympathetic planning and design of public realm and greenspaces within these areas. Restoration and enhancement of industrial heritage assets within and surrounding the cluster, with potential heritage trails linking key cultural and historic assets which have influenced the existing distinctive identity of the area. Enhancing Local Landscape Character Reinvented Mineral Workings Enhancing Conservation Areas Industrial Heritage Trails Enhancement of existing and creation of new public spaces within settlements around the cluster, which respect the historic character and sense of place © Richard Carman Glenbuck Viaduct, the remnants of a long lost village representing the strong socialist heritage of the area © Richard Webb (cc-by-sa/2.0) 144
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Page 35 a.) Improve aesthetic value and reinforce the existing sense of place of the area. b.) Respect and interpret local and regional heritage and history of area and its communities. c.) Enhance awareness and connectivity of cultural assets in the area, and their relationship to assets beyond the cluster. d.) Instil a sense of pride in place for communities and visitors alike, offering a unique and identifiable local and regional destination. e.) Ensure place quality and the low carbon agenda is prioritised in all decisions and investments. f.) Interested parties, developers and operators, and communities to work together through a place-based approach to develop opportunities. Key Objectives Opportunities to reflect on and celebrate the past landuse, industry and employment of coal mining which has shaped the communities and landscape around the cluster, such as the including the Spireslack geological features - a Scottish Carboniferous Research Park © Richard Carman iaduct, the remnants of a long lost village representing the ebb (cc-by-sa/2.0) The unique exposed geology and scarred landscape of the former Scottish Coal site at Spireslack. Glenbuck.© Alan Pitkethley (cc-by-sa/2.0) The remains of Douglas Castle originating from the 13th century, is a site with a rich history and vantage over the cluster © Billy McCrorie (cc-by-sa/2.0) 145
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Respect and interpret the natural and cultural heritage of the area Page 36 A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero 4. A Strong Identity of Heritage, People and Place What does success look like? Improved high quality public realm and open spaces within local communities, and repurposing of locally distinguishable buildings, creating healthy, happy places to invest, live, work and play within. Restoration of former open cast coal mining sites with inclusion of historic interpretation, whilst delivering environmental, social and economic benefits for communities. Reflection and interpretation of local heritage and history in the planning and design of new development and green infrastructure within the cluster. An enhanced understanding and knowledge of what has shaped the distinctive identity of the area and its communities through locally and regionally promoted heritage interpretation. (e.g. potential heritage trails). Greater involvement of communities in the planning and design of their local ‘place’, including public realm and green spaces within key settlements. Strengthening of distinctive local landscape character. Sympathetic Urban Enhancement Evolution of Mining Heritage Maintained Local Heritage Enhanced Interpretation Local Place Identity Maintaining the integrity and character of the Douglas Valley Special Landscape Area (SLA) has been a key priority for the development of wind farms within the cluster. Opportunities to enhance and enrich the cultural and industrial heritage of the area will be explored as the area transitions to renewables, and land use evolves © Richard Carman 146
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Promoting and supporting a local economy which delivers locally A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 38 Key Opportunities The Hagshaw Energy Cluster has contributed to the local and regional economy for many years, however, it has the potential to deliver far more opportunities and benefits to the local communities of both East Ayrshire and South Lanarkshire. The local area is in need of an economic boost, with relatively high deprivation, particularly in employment and income, and has an older ageing population suggesting a lack of opportunities for young people. As Scotland transitions towards a Net Zero economy, the impacts, and benefits of doing so must be fair – a Just Transition. By promoting a more strategic approach to development, with greater certainty and efficiency of investment, the local area could benefit from much needed and more sustainable employment opportunities. Future committed and proposed wind energy development within the cluster alone is predicted to result in capital investment of approximately £525 million, with an operational spend of approximately £18 million annually. A greater share of this investment could flow directly into the local economy and wider region through a more coordinated approach. Key sectors and employment areas in the local area include: • Construction (17% of employment) • Accommodation and food services (10%) • Transportation and storage (8%) • Professional, scientific and technical activities (5%) 5. Inclusive, Sustainable Growth Creation of a recreation and tourism strategy for the cluster to identify opportunities for outdoor recreation, and visitor and tourism attractions focused on education and learning about renewable energy and nature. The creation of a regional ‘Renewable Energy Hub’ which supports the construction, servicing and maintenance, and eventual decommissioning (including recycling) and repowering of developments within the cluster and wider region, whilst supporting other Net Zero business opportunities. A collaborative procurement strategy with an aim of ensuring that existing and new local and regional businesses secure a greater proportion of tender opportunities. Identification and enhancement of existing skills within the local and regional economy which could be utilised and developed to support local, long-term sustainable jobs in the green economy, and building on the example of the Connect2Renewables initiative. Working with local employability and training providers, to identify skills gaps, with a focus on groups furthest from the employment market. Coordinated by the Douglas Valley Initiative Economic Development Officer. Development of a strategy to maximise and realise the regional economic opportunities from a collaborative approach to development within the cluster. Tourism & Visitor Strategy Hagshaw Renewable Energy Hub Coordinated Local Procurement Diversifying & Building Local Skills Strategic Investment Plan Productive timber forests are a key landuse within the cluster the processing of timber locally for construction and biomass supply chains The construction and long-term maintenance of the existing and committed wind energy developments could be facilitated via shared construction and lay-down areas within a Renewable Energy Hub © Richard Carman 148
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Page 39 a.) Maximise opportunities to support the development of local supply chain and skills as part of a green and circular economy. b.) Promote longer term investment in infrastructure, through longer duration or in perpetuity consents for renewable energy developments and development envelopes. c.) Ensure that communities benefit from the opportunity offered by the transition to a low carbon future. d.) Deliver more effective and larger scale benefits to communities and the environment by working together to manage and invest community benefit funds. e.) Promote opportunities for shared community ownership/location and investment in renewable energy development by communities. Key Objectives The prospect of new industrial and logistics development at the Conexus hub adjacent to the M74 brings opportunities to establish a green energy hub and local employment © 3R Energy Productive timber forests are a key landuse within the cluster, with opportunities to expand production and the processing of timber locally for construction and biomass supply chains © Richard Carman The construction of over 300 MW of committed wind energy development within the cluster has the potential to bring temporary and permanent jobs to the local economy © Alan O’Dowd (cc-by-sa/2.0) Promote a local and regional circular economy strategy where local skills, and materials are utilised to create a society where resources are valued and nothing is wasted. This could include the eventual reuse and recycling of renewable energy infrastructure, such as wind turbines. Circular Economy Strategy 149
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Promoting and supporting a local economy which delivers locally Page 40 A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Up to £47m Gross Value Added (GVA) and 650 job years during construction What does success look like? 5. Inclusive, Sustainable Growth The creation of jobs and businesses indirectly related to renewable energy development, and increased visitor numbers through the creation of new recreation and tourism opportunities. Establishment of flagship regional ‘Renewable Energy Hub’ providing sustainable jobs within renewable technologies within the cluster and beyond. An increase in community benefit payments into communities around the cluster from deployment of additional renewable energy development, including wind energy and co-located technologies, and other businesses and activities. Creation of new skilled industries, businesses and sustainable jobs in the local and regional green economy. A decrease in local deprivation and unemployment, through creation of opportunities for the local population. A greater share of capital investment and annual spend flowing directly into the local and regional economy from development within the cluster. Diversified Visitor Economy Renewable Energy Hub Investment in Communities Skilled Green Energy Jobs Enhanced Local Economy Financial benefits from wind energy developments are currently delivered through grant initiatives such as the South Lanarkshire Renewable Energy Fund and Foundation Scotland. With 584 MW of committed wind energy development within the cluster to be delivered in the coming years, this could generate up to £2.7 million in direct annual benefit payments to communities around the cluster. Subject to community-led decision making on how to use and invest funds, potential recreation and tourism facilities could bring further economic benefits to communities. A significant opportunity for employment land exists at the proposed Conexus hub. Promoted as a strategically located logistics, energy & industrial hub at the crossroads of Scotland, it provides the ideal foundation to establish a new thriving local economy of industries around green energy. The committed wind energy development in the cluster could deliver the following economic benefits locally: A Renewable Energy Hub, creating sustainable jobs supporting the deployment, servicing and maintenance of renewable technologies within the cluster and beyond © Richard Carman Up to £6m GVA and 80 jobs annually during operation Up to £2.7m per year in community benefit payments for 25-30 years Source: Data collated and analysed by Biggar Economics, 2021 150
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Creating opportunities for healthy, happy and active communities A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 42 The Scottish Government is committed to creating a wellbeing economy which secures sustainable, inclusive growth for everyone, in all parts of Scotland. Promoting opportunities for improved access to outdoor greenspace and participation in outdoor recreation and learning, regardless of any physical or mental disability, can help build social cohesion and promote active and healthy lifestyles. This is at the heart of creating and maintaining sustainable communities, and a National Public Health Priority. The Development Framework promotes a more inclusive approach to identifying ways to work together to support and enhance the health and wellbeing of communities and visitors to the area. Whilst extensive networks of local Core Paths exist within East Ayrshire and South Lanarkshire, the cluster offers opportunities to deliver aspirational and crossboundary links between communities, as identfied in existing Core Path Plans. Promoting active travel, via walking, running, cycling or other alternative means can play a role in improving physical and mental wellbeing, as well as assisting in the transition to a low carbon economy. Ensuring communities are connected via functional green networks is a key principle of the GCV Green Network Partnership Blueprint for Strategic Access Networks - facilitating the off-road movement of people around and between communities through Green Active Travel routes and greenspace. The Hagshaw Energy Cluster also offers a unique opportunity to promote the area as a regional visitor destination for organised outdoor recreation and adventure sports, accessible to large population centres via the M74 and A70 road links, with an initial focus on areas in the south and east of the cluster, close to communities, local businesses and other existing local amenities. 6. Outdoor Recreation to Support Health and Wellbeing Enhanced outdoor spaces to live, work and play in and creation of opportunities for community and visitor destinations © Richard Carman Enhanced and new infrastructure for recreational activities within the extents of the cluster and neighbouring communities © Richard Carman Key Opportunities Development and delivery of an active travel strategy which provides local links between communities, and wider regional links to communities and the River Ayr Way, Clyde Walkway, and the National Cycle Network east of Douglas. Development of a recreation and access strategy for the whole cluster which identifies coordinated opportunities for promoting responsible access, connectivity and delivery of infrastructure, whilst respecting nature, existing land use and business activities, communities, and management of existing crime and antisocial behaviour. Delivery of high-quality infrastructure for formal and informal outdoor play in communities around the cluster, e.g. traditional and natural play areas, pump track for cycling, roller skating, skateboarding etc. Delivery of safe active travel links for walking and cycling between the key communities surrounding the cluster. Including Lesmahagow, Coalburn, Douglas, Glespin and Muirkirk, reducing the need to travel by car, and improving residents health and well-being. Enhancement and creation of connected formal and informal outdoor open spaces which are accessible to all – within the key communities around the cluster, and connected by an enhanced and maintained Core Path Network. A Regional Active Travel Network Access & Recreation Strategy Active Play for All Local Active Travel Links Connected Local Green Spaces 152
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Page 43 Enhanced and new infrastructure for recreational activities within the extents of the cluster and a.) Promote outdoor recreation across the cluster and beyond, to support the physical and mental health and wellbeing of local communities and visitors to the area. b.) Maximise the suitability of existing paths and roads and to provide a coherent network of access opportunities. c.) Deliver enhanced local and regional active travel and transport networks, with links to wider walking and cycling routes. d.) Develop and promote the cluster as a hub destination for organised formal recreation such as walking, running, mountain biking, e-biking etc. e.) Promote opportunities for inclusive outdoor recreation, through infrastructure which provides access for all abilities. Key Objectives Creation of an outdoor and adventure recreation hub which promotes use of existing infrastructure, such as on site wind farm access tracks for walking, running and mountain biking, e-biking (powered by renewable energy), creating a local identity and providing facilities for visitors and local employment opportunities. Outdoor Recreation & Adventure Hub The network of existing wind farm access tracks offer endless opportunities for physical recreation and exploration, similar to the successful Whitelee Wind Farm - now renowed as Greater Glasgow’s ‘largest park’ © Alan O’Dowd (cc-by-sa/2.0) PHOTO Providing public access to woodlands and forests around the cluster and surrounding area to support both mental health and wellbeing. Spending time in woodlands has been proven to have a positive effect on alleviating conditions such as depression and anxiety © LUC 153
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Page 44 A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Recreation and tourism hub facilities to promote and support local and regional visitors to the cluster, and diversified employment opportunities © Richard Carman What does success look like? 6. Outdoor Recreation to Support Health and Wellbeing Increased participation and visitor numbers to the area through the creation of new active travel links through the area, and recreation and tourism opportunities. Establishment of a hub destination for outdoor recreation and adventure sports which is identifiable and promoted locally and regionally for the benefit of communities and visitors alike e.g. a potential Outdoor E-bike National Centre, powered by renewable energy. Improved access to high quality open spaces connected by green corridors for local communities, creating healthy, happy places to invest, live, work and play within. A network of diverse, accessible and high quality rides and trails for all abilities of cyclist e.g. mountain/family/beginner/trials/ pump-track. Networks of paths for walking, cross country skiing and roller skiing activities. Improved health and wellbeing of all age groups within communities, through access to opportunities for outdoor recreation and adoption of more active lifestyles. Enhanced Active Travel Links An Outdoor Destination High Quality Open Space An Active Landscape Contribution to Healthier Lifestyles Waymarked trails for mountain or gravel biking, walking or horse riding to be developed around the cluster, initially focusing on areas close to population centres and existing amenities © Valenta (cc-by-sa/2.0) Creating safe and secure opportunities for commuting via active modes of transport between communities and potential employment centres © LUC Creating opportunities for healthy, happy and active communities 154
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Reinvented Mineral Workings Reflecting and celebrating the past landuse, industry and employment of coal mining which has shaped the communities and landscape around the cluster, including the including the Spireslack geological features - a Scottish Carboniferous Research Park. Enhanced Connectivity Improved connectivity between communities, through the enhancement of existing and creation of new active travel and public transport links - and linking of existing long distance promoted trails such as the River Ayr Way and Clyde Walkway. Repurposing of Existing Infrastructure Utilising and enhancing existing and historic infrastructure to create safe and accessible links between communities, helping people connect and feel connected with their neighbours, whilst adding valuable opportunities for safe recreation. Restoration of Valuable Peatlands Opportunities for peatland restoration and the delivery of other nature based solutions in response to the challenges of a changing climate and the biodiversity crisis. The Hagshaw Energy Cluster A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 46 Future of the Hagshaw Energy Cluster... Coordinated Enhancement of Nature Creation, enhancement and restoration of habitats to support key priority species in the cluster and promote connectivity with other similar habitats. 156
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Inclusive, Sustainable Growth The construction and long-term maintenance of the existing and committed wind energy developments could be facilitated via shared construction and lay-down areas within a Renewable Energy Hub. A Strong Identity of Heritage, People and Place Enhancement of existing and creation of new public spaces within settlements around the cluster, which respect the historic character and sense of place. An Outdoor Destination Recreation and tourism hub facilities to promote and support local and regional visitors to the cluster, creating diversified business and employment opportunities. Enhanced Agricultural Practices Promotion and support for agri-environment schemes and exploration of new models such as agro-forestry to diversify income streams and maximise carbon benefits. © Richard Carman, 2022 The Hagshaw Energy Cluster Page 47 Outdoor Recreation to Support Health and Wellbeing Enhanced and new infrastructure for recreational activities within the extents of the cluster and neighbouring communities. Optimised and Diversified Renewable Energy Generation Integration of other renewable energy technologies alongside wind energy development to maximise renewable energy generation and efficiency. 157
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 48 This technical annex sets out key design principles for wind energy development within the cluster, including new projects, extensions and the repowering of existing sites. The Development Framework does not seek to define the extent of the cluster, which to date has been largely influenced by the presence of the following designated areas and physical features: • The River Ayr Valley to the south-west, and River Douglas Valley, encompassing part of the Douglas Valley Special Landscape Area (SLA) to the south, south-east; • The settlements of Coalburn, Douglas, Glespin, Lesmahagow and Muirkirk, and scattered residential properties to the south, south-east, east and north-east; • The M74 corridor to the east, and the A70 to the south within the Douglas Valley; and • The Muirkirk and North Lowther Uplands SPA and Muirkirk Uplands SSSI to the west and south-west. The presence of the above, and the suitability of the Rolling Moorland landscapes found across the cluster and now defined as the Plateau Moorland Landscape Character Type (LCT), to accommodate large scale wind energy development has influenced the organic evolution of the cluster over the past 25 years. It is anticipated that these considerations will continue to influence and inform future wind energy development in the cluster. The design advice contained in this technical annex does not replace or supersede existing Supplementary Guidance published by East Ayrshire and South Lanarkshire Council’s, such as the South Lanarkshire Landscape Capacity Study for Wind Energy (2016), but instead complements this where relevant, and sets out a locally specific design response for potential future wind energy development in and around the Hagshaw Energy Cluster. Technical Annex Wind Energy of the Future Design and Assessment Viewpoints The key design and assessment viewpoints have been informed by desk and field based survey, and a review of past LVIAs for developments within the cluster. The relevance of each viewpoint to the design and assessment of specific proposals will be dependent on the location, extent and scale of wind energy development proposed. Not all viewpoints will necessarily be included in future assessments – this is a standard list from which to identify the best ones to use for each project which are likely to capture the key considerations. In collaboration with relevant stakeholders, viewpoint(s) should be agreed on a case by case basis and may be microsited to represent maximum visibility and the highest sensitivity receptors. Where applicable, additional viewpoints will be required to allow for a visual assessment of any impacts on heritage assets. The approximate location of each viewpoint is shown on the map (right), and a description of the key receptors detailed below: • A - Muirkirk - Representing views from the historic settlement and important cultural landscape within East Ayrshire. • B - River Ayr Way - Representing views experienced by recreational users of the long distance walking route through East Ayrshire, following the River Ayr from source to sea. • C - Glenbuck - Located in the historic conservation village of Glenbuck in East Ayrshire, and representing views experienced by local residents and visitors to village and nearby Ponesk-Spireslack FLS site. • D - Glespin - Representing views experienced by residents within this small settlement located on the A70 within the Douglas Valley SLA. • E - Douglas - Viewpoint to represent settlement located on the A70 within the Douglas Valley SLA to the south-east of the cluster, and protected heritage assets of Douglas Castle and Douglas Conservation Area. • F - M74/A70 near Uddington - To represent views experienced by receptors travelling on the M74 and A70, and nearby NCN Route 74, and within the Douglas Valley SLA. • G - Coalburn - Representing views from the settlement east, north-east of the cluster. • H - B7078/NCN Route 74 - Viewpoint represents views experienced by receptors travelling on the B7078 and NCN Route 74 to the east of the cluster. • I - Lesmahagow - Viewpoint to represent settlement located to north-east of the cluster. • J - Logan Water - Viewpoint located at transition to Plateau Farmland LCT and Upland River Valley LCT to north, north-east of the cluster. • K - B743 Muirkirk - Strathaven - Located on the B743 passing through the upland Plateau Moorland LCT between Muirkirk and Strathaven. • L - Loudon Hill - Viewpoint located at local hill summit near Darvel in East Ayshire and within protected Inventory Battlefield. Representing views experienced by recreational receptors. • M - Cairn Kinney - Scheduled hilltop cairn, located at hill summit in Southern Uplands of South Lanarkshire to the south of the cluster, representing views experienced by recreational receptors. • N - Cairn Table - Scheduled hilltop cairn, llocated at hill summit in Southern Uplands on boundary between East Ayrshire and South Lanarkshire to the south-west of the cluster, representing views experienced by recreational receptors from edge of East Ayrshire Sensitive Landscape Area. • O - Rigside - Viewpoint to represent settlement located on A70 above the Douglas Valley to east of the cluster. • P - Blackhill Cairn Fort - Viewpoint at site of Scheduled Monument (SM) to the north-east of the cluster and overlooking the Middle Clyde Valley. • Q - Tinto Hill - Scheduled hilltop cairn, llocated on distinctive landmark hill within the Upper Clyde Valley & Tinto SLA to the east of the cluster. • R - Lowther Hill - Distinctive landmark hill on the Southern Upland Way long distance trail, and within the Leadhills and Lowther Hills SLA (location not shown on map). • S - Middlefield Law - Local hill summit to the north of the Ayr Valley and settlement of Muirkirk, within the East Ayrshire Sensitive Landscape Area. Key Design Principles These design principles provide a guide to help shape further wind energy development within the cluster. They should be used at the scoping stage to inform both design and assessment throughout the Environmental Impact Assessment (EIA) and Landscape and Visual Impact Assessments (LVIA) process, informed by the existing principles of good wind farm siting and design and alongside other planning policy and guidance. They do not alter or supersede existing planning policy, but are provided to help inform scoping and subsequent assessment. • Protect the residential amenity of the closest residents and communities to the cluster by avoiding unacceptable, adverse impacts informed by the EIA process; • Protect the integrity of designated sites, including the Muirkirk and North Lowther Uplands Special Protection Area (SPA), firstly through sympathetic design and layout; • Relate to and where possible enhance the existing underlying landscape character of the area, taking account of existing wind farm developments and delivering the landscape opportunities set out in this Framework; • Protect the integrity of locally designated landscapes (e.g. Douglas Valley Special Landscape Area (SLA) and East Ayrshire Sensitive Landscape Area), by avoiding unacceptable, adverse impacts; • Avoid visual coalescence with other nearby wind farms or clusters of wind farms beyond the cluster; and • Promote greater consistency and cohesion in turbine composition and scale across the cluster e.g. turbine spacing, elevation, rotor diameter and/or blade tip height. 158
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 50 Glossary of Terms 20 minute neighbourhood - A method of achieving connected and often compact neighbourhoods designed in such a way that people can meet the majority of their daily needs within a reasonable walk, wheel or cycle (within approx. 800m) of their home. Active travel - Making journeys by physically active means, like walking or cycling. Biodiversity - The variability in living organisms and the ecological complexes of which they are part. This includes diversity within species, between species and of ecosystems (UN Convention on Biological Diversity, 1992). Biodiversity Net Gain (BNG) - an approach which aims to leave the natural environment in a measurably better state than beforehand. Blue infrastructure - Water environment features within the natural and built environments that provide a range of ecosystem services. Blue features include rivers, lochs, wetlands, canals, other water courses, ponds, coastal and marine areas. Brownfield - Land which has previously been developed. The term may cover vacant or derelict and, land occupied by redundant or unused buildings and developed land within the settlement boundary where further intensification of use is considered acceptable. Carbon sequestration - The long-term removal, capture, or sequestration of carbon dioxide from the atmosphere to slow or reverse atmospheric carbon diaoxide (CO2) pollution and to mitigate or reverse climate change. Circular economy - A circular economy is one that is designed to reduce the demand for raw material in products; to encourage reuse, repair and manufacture by designing products and materials to last as long as possible in line with the waste hierarchy. Community - A body of people. A community can be based on location (for example people who live or work in or use an area), common identity (for example a shared ethnicity, language, age) or common interest (for example the business community, amenity, sports, social or heritage groups). Community Wealth Building (CWB) - The Scottish Government has adopted the internationally recognised Community Wealth Building (CWB) approach to economic development as a key practical means by which we can achieve our wellbeing economy objectives Conservation Area - Conservation areas are areas which have special architectural or historic interest that are considered worthy of protection. To be designated as a conservation area it must meet the criteria of ‘special architectural or historic interest the character or appearance of which is desirable to preserve or enhance’, as set out in Section 61 of the Planning Listed Buildings and Conservation Areas (Scotland) Act 1997. Community Hub - A community hub is a multipurpose centre, such as a community centre, medical centre or school, that provides a range of high quality and cost effective services to the local community, with the potential to develop new services in response to changing community needs. Community facilities - Buildings or services used by the community, including community halls, recreation centres, libraries, etc. Cumulative impact - Impact in combination with other development. That includes existing developments as appropriate, those which have permission, and valid applications which have not been determined. The weight attached to undetermined applications should reflect their position in the application process. Decarbonisation - Reducing the amount of gaseous carbon compounds released by buildings, activities or operations. Ecosystem services - The benefits people obtain from ecosystems Energy storage - Energy storage is the capture of energy produced at one time for use at a later time to reduce imbalances between energy demand and energy production. Environmental Impact Assessment (EIA) - A process of evaluating the likely significant environmental impacts of a proposed project or development, taking into account inter-related socio-economic, cultural and human-health impacts, both beneficial and adverse. Flood Risk - The combination of the probability of a flood and the potential adverse consequences associated with a flood, for human health, the environment, cultural heritage and economic activity. Forestry and Woodland Strategy - A strategy prepared by a planning authority either singly or in collaboration with other planning authorities, which sets out policies and proposals for the development of forestry and woodlands in their area, according to the Planning (Scotland) Act 2019. Green hydrogen - Hydrogen and oxygen produced by splitting water by electrolysis, stored hydrogen can then be used to provide heat and power, with only oxygen vented to the atmosphere with no negative impact. To achieve electrolysis requires electricity, which can be generated from renewable energy sources such as wind. Green infrastructure - Features or spaces within the natural and built environments that provide a range of ecosystem services. Green networks - Connected areas of green infrastructure and open space, that together form an integrated and multi-functional network. Green Space - Space which provides a recreational function, an amenity function, or aesthetic value to the public such as areas of grass, trees, other vegetation and water. Habitat Management Plan (HMP) - Provide a guide for land managers to facilitate works that will result over time in maintenance of, or increase in, the biodiversity value of retained and/or newly created habitats. Historic Environment - The physical evidence for human activity that connects people with place, linked with the associations we can see, feel and understand. Just Transition -The Climate Change Act 2019 embeds the principles of a just transition; this means as we reduce our emissions and respond to a changing climate, our journey is fair and creates a better future for everyone – regardless of where they live, what they do, and who they are. It is both the outcome – a fairer, greener future for all – and the process that must be undertaken in partnership with those impacted by the transition to net zero. It supports a net zero and climate resilient economy in a way that delivers fairness and tackles inequality and injustice. Landscape Character - Created by the way the physical and cultural components of the landscape come together and can be defined as “a distinct, recognisable and consistent pattern of elements in the landscape that makes one landscape different from another”. Scotland has a digital map-based national landscape character assessment (published in 2019) which defines Landscape Character Types (LCTs) across Scotland. Landscape and Visual Impact Assessment (LVIA) - The process of evaluating the landscape and visual effects of a development proposal, as a component of a multi-topic Environmental Impact Assessment (EIA). Local Landscape Designation - Designated landscapes where the scenery is highly valued locally. Defined and protected by policy at a local level across Scotland, where local development plans show their location (and associated policy). Referred to as Special Landscape Areas (SLAs) in South Lanarkshire and Sensitive Landscape Areas in East Ayrshire. Masterplan - A strategic scheme within which a location is proposed to be regenerated or changed in order to meet a perceived challenge or strategic need. Natural Capital - Natural capital is a term for the habitats and ecosystems that provide social, environmental and economic benefits to humans. Scotland has a wide range of these habitats and ecosystems - each of which makes a unique contribution to the wellbeing of those who live and work in Scotland. Nature based solutions - Nature-based solutions use nature to help tackle environmental and social challenges, providing benefits to people and nature, and help us to mitigate and adapt to climate change. Nature network - A Nature Network is a joined-up system of places important for wild plants and animals, on land and at sea. It allows plants, animals, seeds, nutrients and water to move from place to place and enables the natural world to adapt to change, providing plants and animals with places to live, feed and breed. Effectively functioning nature networks will connect existing nature rich areas through habitat corridors, habitat ‘stepping stones’ or habitat restoration areas. Net Zero - Scotland has set a target to become ‘Net Zero’ by 2045. This means the amount of greenhouse gas emissions we put into the atmosphere and the amount we are able to take out will add up to zero. Open space - Space within and on the edge of settlements comprising green space or civic areas such as squares, market places and other paved or hard landscaped areas with a civic function. Placemaking - Placemaking is the process of creating good quality places that promotes people’s health, happiness and wellbeing. It concerns the environment in which we live; the people that inhabit these spaces; and the quality of life that comes from the interaction of people and their surroundings. Placemaking is a collaborative approach involving the design and development of places over time, with people and communities central to the process. Priority species - Animals, plants and habitats included on the Scottish Biodiversity List considered to be of principal importance for biodiversity conservation in Scotland. Renewable Energy - Renewable energy, often referred to as green energy, comes from natural sources or processes that are constantly replenished from a source that is not depleted when used. Renewable sources of energy, such as wind, wave, tidal, solar, hydro and biomass are widely available and can substitute sources of fossil fuel. Scheduled Monument - Monuments of national importance that have legal protection under the Ancient Monuments and Archaeological Areas Act 1979. Sustainable development - Development that meets the needs of the present without compromising the ability of future generations to meet their own needs. (The Brundtland Definition. Our Common Future, The World Commission on Environment and Development, 1987.) 160
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Page 51 List of Stakeholders Blackwood and Kirkmuirhill Co-ordination Group Blackwood and Kirkmuirhill Community Resilience group British Horse Society British Trust for Ornithology (Ayrshire and Cumbrae) Butterfly Conservation Scotland Carluke Community Council Carluke Development Trust Central Scotland Bat Group Central Scotland Green Network Clyde River Foundation Clydeplan Coalburn Community Council Coalfields Communities Federation Coalfields Regeneration Trust Community Action Lanarkshire Community Land Scotland Community Links Scotland Cooper Farms Development Trusts Association Scotland Douglas Community Council Douglas Water and Rigside Community Council Douglasdale Recreation, Environment, Access, and Leisure Group East Ayrshire Coalfield Environment Initiative Board East Ayrshire Council East Ayrshire Leisure East Ayrshire Woodlands Electricity Supply Nominees Forestry Ltd. (ESN(F)) Fisheries Management Scotland Forestry and Land Scotland Foundation Scotland Glasgow and Clyde Valley Green Network Partnership Greenspace Scotland Hargreaves Land Limited Heads of Planning Scotland Historic Environment Scotland John Muir Trust Joint Radio Company Lanarkshire Area Tourism Partnership Landscape Institute / Landscape Institute Scotland Lesmahagow Community Council Lesmahagow Development Trust Local Energy Scotland Mitchell Energy Ltd Muirkirk Community Council Muirkirk Enterprise Group National Farmers Union of Scotland NATS Safeguarding NatureScot Ofgem Outdoor Access Trust for Scotland Paths for All Public Health Scotland Rigside & Douglas Water Residents and Tenants Association Royal Society for the Protection of Birds RSPB Scotland Sandford/upper Avondale Community Council Scottish Development International Scottish Enterprise Scottish Environmental Protection Agency Scottish Forestry Scottish Government Scottish Government Energy Consents Unit Scottish Land and Estates (Clydeside) Scottish Outdoor Access Network Scottish Renewables Scottish Water Scottish Wildlife Trust ScottishPower Energy Networks Scotways Skills Development Scotland South Lanarkshire Biodiversity Partnership South Lanarkshire Council South Scotland Red Squirrel Group South Strathclyde Raptor Study Group Spirit of Lanarkshire Wind Energy Co-operative St. Brides Community Group, Douglas Stonehouse Community Council Sustrans Scotland The Coal Authority The Ramblers Association The Rural Development Trust Ltd University of the West of Scotland Visit Scotland Voluntary Action South Lanarkshire West of Scotland Archaeology Service William Mitchell & Sons Ltd Zero Waste Scotland 161
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A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero Page 52 References Architecture and Design Scotland (2020). Designing for a Changing Climate: Planning Reform. Available online: https://www.ads.org.uk/wp-content/ uploads/Designing-for-a-Changing-Climate-Planning-Reform.pdf Architecture and Design Scotland (2020). Designing for a Changing Climate: Carbon Conscious Places. Available online: https://www.ads.org.uk/ wp-content/uploads/Carbon-Conscious-Places-Main-Report.pdf Biggar Economics (2021). Wind Farm & Tourism Trends in Scotland: Evidence for 44 Wind Farms. Available online: https://biggareconomics.co.uk/ wp-content/uploads/2021/11/BiGGAR-Economics-Wind-Farms-and-Tourism-2021.pdf BVG Associates (2017) Economic benefits from onshore wind farms. Available online: https://bvgassociates.com/wp-content/uploads/2017/09/BV- GA-18510-Economic-impact-onshore-wind-report-r3.pdf ClimateXChange. 20 minute neighbourhoods in a Scottish context. Available online: https://www.climatexchange.org.uk/research/projects/20-min- ute-neighbourhoods-in-a-scottish-context/ Community Action Lanarkshire. Community Action Plans. Available online: https://www.communityactionlan.org/get-involved/community-action-plans East Ayrshire Council (2017). East Ayrshire Council Local Development Plan (LDP). Available online: https://www.east-ayrshire.gov.uk/PlanningAndTh- eEnvironment/Development-plans/LocalAndStatutoryDevelopmentPlans/East-Ayrshire-Local-Development-Plan-2017.aspx East Ayrshire Council (2015) Local Development Plan - Background Paper: Sensitive Landscape Areas. Available online: https://www.east-ayrshire. gov.uk/Resources/PDF/L/LDP-Sensitive-Landscape-Area-Background-Paper.pdf East Ayrshire Council (2020). East Ayrshire Minerals Local Development Plan. Available online: https://www.east-ayrshire.gov.uk/PlanningAndTheEnvi- ronment/Development-plans/LocalAndStatutoryDevelopmentPlans/East-Ayrshire-Minerals-Local-Development-Plan.aspx East Ayrshire Council, Carol Anderson Landscape Associates (2018). East Ayrshire Landscape Wind Capacity Study. Available online: https://www. east-ayrshire.gov.uk/Resources/PDF/L/Landscape-wind-capacity-study.pdf East Ayrshire Council (2020). East Ayrshire Minerals Local Development Plan. Available online: https://www.east-ayrshire.gov.uk/PlanningAndTheEnvi- ronment/Development-plans/LocalAndStatutoryDevelopmentPlans/East-Ayrshire-Minerals-Local-Development-Plan.aspx East Ayrshire Council (2020). East Ayrshire Recreation Plan 2021-2024. Available online: https://eastayrshireleisure.com/media/2550/recrea- tion-plan-final.pdf Glasgow and Clyde Valley (GCV) Green Network Partnership - Blueprint. Available online. https://www.gcvgreennetwork.gov.uk/what-we-do/our-blue- print GCV Green Network Partnership - Clyde Climate Forest Initiative. https://www.gcvgreennetwork.gov.uk/clyde-climate-forest Glasgow and the Clyde Valley Strategic Development Planning Authority (2017). Clydeplan. Available online: https://www.clydeplan-sdpa.gov.uk/ images/ApprovedPlanHighRes.pdf NatureScot (2021). Guidance - Assessing the cumulative impact of onshore wind energy developments. Available online: https://www.nature.scot/doc/ guidance-assessing-cumulative-landscape-and-visual-impact-onshore-wind-energy-developments NatureScot (2020). General pre-application and scoping advice for onshore wind farms. Available online: https://www.nature.scot/doc/general-pre-ap- plication-and-scoping-advice-onshore-wind-farms Net Zero Nation: https://www.netzeronation.scot/ Scottish Government (2020). Securing a green recovery on a path to net zero: climate change plan 2018–2032 - update. Available online: https://www. gov.scot/publications/securing-green-recovery-path-net-zero-update-climate-change-plan-20182032/documents/ Scottish Government (2014). Scottish Planning Policy (SPP). Available online: https://www.gov.scot/publications/scottish-planning-policy/ Scottish Government (2018). Scotland’s public health priorities. Available online: https://www.gov.scot/publications/scotlands-public-health-priorities/ Scottish Government (2019). Place Principle: introduction. Available online: https://www.gov.scot/publications/place-principle-introduction/ Scottish Government (2019). Scotland to become a net-zero society: https://www.gov.scot/news/scotland-to-become-a-net-zero-society/ Scottish Government (2020). Fourth National Planning Framework: position statement. Available online: https://www.gov.scot/publications/scot- lands-fourth-national-planning-framework-position-statement/documents/ Scottish Government (2021). A Fairer, Greener Scotland: Programme for Government 2021-22. Available online: https://www.gov.scot/publications/ fairer-greener-scotland-programme-government-2021-22/ Scottish Government (2021). Rural and Environment. Working together to maximise the potential of our land. Available online: https://blogs.gov.scot/ rural-environment/2021/02/05/working-together-to-maximise-the-potential-of-our-land/ Scottish Government (2023). National Planning Framework 4. Available online: https://www.gov.scot/publications/national-planning-framework-4/ Scottish Government (2023). Draft Energy Strategy and Just Transition Plan. Available online: https://www.gov.scot/publications/draft-energy-strate- gy-transition-plan/ Scottish Government (2022). Onshore wind: policy statement refresh 2022. Available online: https://www.gov.scot/publications/onshore-wind-poli- cy-statement-2022/ Scottish Government (20187). National Performance Framework. Available online: https://nationalperformance.gov.scot/ Scottish Government. Regional Spatial Strategies. Available online: https://www.transformingplanning.scot/media/1292/rss-factsheet-for-web-final.pdf Scottish Government. National Outcomes. Available online: https://nationalperformance.gov.scot/national-outcomes Scottish Government. Just Transition Commission. Available online: https://www.gov.scot/groups/just-transition-commission/ Scottish Natural Heritage (SNH) (2018). A Handbook on Environmental Impact Assessment, Appendix 2: Landscape and Visual Impact Assessment, Version 5. Available online: https://www.nature.scot/sites/default/files/2018-05/Publication%202018%20-%20Environmental%20Impact%20Assess- ment%20Handbook%20V5.pdf SNH (2017). Visual Representation of Wind Farms, Version 2.2. Available online: https://www.nature.scot/doc/visual-representation-wind-farms-guid- ance SNH (2017). Siting and Designing Wind Farms in the Landscape, Version 3. Available online: https://www.nature.scot/doc/siting-and-designing-wind- farms-landscape-version-3a SNH (2015). Spatial Planning for Onshore Wind Turbines – natural heritage considerations, Guidance. Available online: https://www.nature.scot/sites/ default/files/2019-10/Guidance%20-%20Spatial%20Planning%20for%20Onshore%20Wind%20Turbines%20-%20natural%20heritage%20considera- tions%20-%20June%202015.pdf SNH (2015). Good Practice During Windfarm Construction, Version 3. Available online: https://www.nature.scot/sites/default/files/2018-08/Guid- ance%20-%20Good%20Practice%20during%20wind%20farm%20construction.pdf SNH (2015) Constructed Tracks in the Scottish Uplands, 2nd Edition. Available online: https://www.nature.scot/sites/default/files/Publication%20 2015%20-%20Constructed%20tracks%20in%20the%20Scottish%20Uplands.pdf South Lanarkshire Council, Ironside Farrar (2010). South Lanarkshire Validating Local Landscape Designations. Available online: https://www.southla- narkshire.gov.uk/downloads/file/4147/landscape_designations_report_november_2010 South Lanarkshire Council, Ironside Farrar (2016). South Lanarkshire Landscape Capacity Study for Wind Energy. Available online: https://www.south- lanarkshire.gov.uk/downloads/download/868/renewable_energy_supplementary_guidance South Lanarkshire Council, Ironside Farrar (2019). South Lanarkshire Tall Wind Turbines: Landscape Capacity Siting and Design Guidance. Addendum to Landscape Capacity Study for Wind Energy 2016. Available online: https://www.southlanarkshire.gov.uk/downloads/file/13239/tall_wind_turbines_ landscape_capacity_siting_and_design_guidance South Lanarkshire Council (2020). Supporting Planning Guidance Renewable Energy. Available online: https://www.southlanarkshire.gov.uk/down- loads/file/14641/supporting_planning_guidance_renewable_energy South Lanarkshire Council (2020). Local Development Plan 2 (LDP2). Available online: https://www.southlanarkshire.gov.uk/info/200145/planning_ and_building_standards/39/development_plans/2 South Lanarkshire Council. Renewable Energy Fund Grants: https://www.southlanarkshire.gov.uk/info/200168/getting_involved_in_your_communi- ty/744/renewable_energy_fund United Nations. Sustainable Development Goals (SDGs). Available online: https://sdgs.un.org/goals 162
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Page 53 Wind Energy Developments of the Hagshaw Energy Cluster Cumberhead Wind Farm (Under construction), website: https://www.bidwells.co.uk/what-we-do/projects/cumberhead-wind-farm/ Cumberhead West Wind Farm (Consented), website: https://3renergy.co.uk/projects/cumberhead-west-wind-farm/ Dalquhandy Wind Farm (Under construction), website: https://www.baywa-re.com/en/news/details/baywa-re-acquires-second-lanarkshire-wind-farm-site Douglas West Wind Farm (Operational), website: https://3renergy.co.uk/projects/douglas-west-wind-farm/ Douglas West Wind Farm Extension (Consented), website: https://3renergy.co.uk/projects/douglas-west-wind-farm-extension/ Hagshaw Hill Wind Farm (Operational), website: https://www.scottishpowerrenewables.com/pages/hagshaw_hill.aspx Hagshaw Hill Wind Farm Extension (Operational), website: https://www.scottishpowerrenewables.com/pages/hagshaw_hill.aspx Hagshaw Hill Wind Farm Repowering (Consented), website: https://3renergy.co.uk/projects/hagshaw-hill-wind-farm/ Hare Craig Wind Farm (Consented), website: https://www.energiekontor.co.uk/our-projects/hare-craig Galawhistle Wind Farm (Operational), website: https://www.ventientenergy.com/our-portfolio/galawhistle/ Nutberry Wind Farm (Operational), website: https://community.falckrenewables.eu/2016/05/03/nutberry/ 163
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Website: www.thehagshawenergycluster.co.uk Email: info@thehagshawenergycluster.co.uk Twitter: @HEnergyCluster A Development Framework for the Hagshaw Energy Cluster Planning for Net Zero 164
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Whitemoss Tennis Courts – East Kilbride 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Committee of the forthcoming upgrade of Whitemoss Tennis Courts in East Kilbride, fully funded by the Lawn Tennis Association via the Parks Renovation Fund award [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- [ (1) that the forthcoming upgrade of Whitemoss Tennis Courts following a successful external funding bid of £92,814 to the Lawn Tennis Association (LTA) be noted; and (2) that the obligations on South Lanarkshire Council (SLC) with respect to the management and maintenance of the courts, as per the LTA funding criteria, be noted. 3. Background 3.1. In January 2022, SLC submitted an expression of interest to Tennis Scotland for funding from their £12 million Parks Renovation Fund. The Fund looks ‘to improve the condition of parks across the country, improving playability, and helping implement sustainable operating models and activity to safeguard the future of tennis in parks for many generations to come’. 3.2. Tennis Scotland appointed the LTA (the National Governing Body of Tennis in Great Britain) as park delivery partner to manage the Parks Investment Strategy and the Parks Renovation Fund. 3.3. A meeting was held in July 2022 with the LTA to discuss possible sites for the funding. It was confirmed that the 3 Whitemoss Tennis Courts in East Kilbride were the most suitable and SLC should progress an application. SLC had received several complaints about the condition of these courts, and they had attracted negative press for example., via Twitter (Andy and Judy Murray) and the Daily Record. South Lanarkshire Leisure and Culture (SLLC) and SLC have undertaken limited investment in the courts, however, it was recognised that more significant investment is required for a long-term solution. A grant award from the Parks Renovation Fund would deliver an all-weather court surface and introduce a customer friendly booking system. 14 165
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4. Stakeholder Consultation and Funding Eligibility 4.1. Stakeholder meetings were held to progress this project, with ongoing communication and consultation between the LTA, SLLC and Tennis Scotland on the fund’s terms and conditions and SLC/SLLC’s ability to meet the funding criteria as detailed below:- commit to use booking software called ‘Clubspark’ and SLLC to appear on the LTA court search website, ‘LTA Rally’ select and implement an operational model for court bookings and activities have a sustainability commitment to maintain the courts to a playable standard and have adequate funding for eventual resurfacing. Guideline for fund is £1200 per court per year for 15 years commit to having one hour per week of organised free tennis activity commit to recreational competition offer through local tennis leagues 4.2. SLC has committed to all these conditions and the LTA have approved the Council’s feasibility costs and operational model. 4.3. SLLC, in conjunction with Tennis Scotland, have produced a draft timetable for play which incorporates free tennis and a commitment to recreational competition offer. 4.4. A requirement of the funding award was the signing of the Grant Funding Agreement by SLC by 31 July 2023. The Agreement has been reviewed by Legal and Procurement Services and has now been signed off via SLC’s Standing Orders. This report is, therefore, for noting. 5. Customer Journey 5.1. At present, staff at the John Wright Sports Centre are responsible for routine checking and responding to any issues. As stated above, however, SLLC and SLC have been able to undertake only limited investment (new linage and a new layer of cresta) and this has only allowed for the courts to be playable over the summer period. 5.2. Part of the funding criteria is that the tennis courts should be a ‘stand-alone’ facility and not part of a sports centre or SLLC membership; hence the requirement for individuals to create an account on the LTA website which provides access to an online booking system, Clubspark. 5.3. On the booking of a court via Clubspark, the service-user will be provided with a pin number, which will provide access to the court through the gate system. Should the user experience any issues at the gate, signage will be available providing options on how to resolve this. 6. Tennis Playing, Schedule and Pricing 6.1. The LTA funding criteria stipulates that there should be a mixture of ‘pay to play’, ‘freeplay’, and coached activity available. It is intended that income generated from the ‘pay to play’ will be used to sustain the courts’ condition over their lifespan. 6.2. Prices will be set in line with SLLC’s pricing policy for tennis provision, and SLLC have agreed to oversee the operation of the tennis courts and collection of income. 6.3. SLLC has drafted an initial schedule of play, however, this schedule will be reviewed to ensure it is both responding to booking patterns and maintaining the commitment to free play and coaching activity. At the moment, the draft schedule includes 28 166
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hours of free play per week during the spring/summer season, April to September, and 21 hours per week during the autumn/winter season, October to March. 6.4. This project will give the tennis courts at Whitemoss a welcome new lease of life, helping many more people to pick up a racket, get active, and enjoy all the physical and mental health benefits that tennis provides. 7. Employee Implications 7.1. Implementation of the booking system will require staff input, however, this can be achieved through existing resources. 8. Financial Implications/Opportunities 8.1. General maintenance costs and repairs to the courts will be covered by the revenue generated from pay to play. 8.2. On the successful implementation of the courts, there is an option to introduce season passes for a family which potentially could be more cost-effective for regular players and increase income for SLC. 9. Climate Change, Sustainability and Environmental Implications 9.1. Having low carbon facilities within South Lanarkshire communities is linked to the objectives of the council’s Sustainable Development and Climate Change Strategy (SDCCS). One of the global sustainable development goals which is supported by the council’s SDCCS is: Providing communities with safe and accessible sports facilities promotes good health and wellbeing. 10. Other Implications 10.1 The successful upgrade of the tennis courts 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) 7 August 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs 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 167
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Outcomes Our children and young people thrive Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships 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 168
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 29 August 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Roads Asset Management Plan - Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Roads Asset Management Plan (RAMP) and outline the condition of roads and related infrastructure assets 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the contents of the report be noted. 3. Background 3.1. The Executive Committee, at its meeting held on 22 September 2010, approved the implementation of an extended model for Corporate Asset Management from 2011. This included developing Asset Plans across several service areas, in line with Chartered Institute of Public Finance and Accountancy (CiPFA) guidance, and summarised, under an overarching Corporate Asset Management Plan, which demonstrates how each area supports corporate objectives. The Service Areas are Property, Housing, ICT, Roads Infrastructure and Fleet. 3.2. The Corporate Asset Management Plan (AMP) is reviewed annually and, being the Council’s single largest asset group, the Roads Asset Management Plan (RAMP) is a key element of the corporate document. 3.3. The development of RAMPs across Scotland provides an excellent example of collaborative working across all 32 councils. A 4-year project, in which all councils participated, was completed in 2016. The good progress achieved is now being developed further via a successor project in which all Scottish councils are again participating. 3.4. The main purpose of developing the RAMP is to:- ensure we have a sound knowledge of the extent and condition of our main asset groups understand where any knowledge gaps exist and consider how these might be addressed understand the level of current investment on each asset group and the associated condition trend 15 169
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3.5. The roads asset consists of the following main groups. Asset Type Asset Description and Components Carriageway The part of the road used by vehicles. This asset group includes drainage systems, lay-bys, bus lanes, traffic calming and verges. Footways, Footpaths and Cycleways Footways – used by pedestrians adjacent to the carriageway. Footpaths – used by pedestrians remote from the carriageway. Cycleways – used by cyclists and in some cases pedestrians. Pedestrianised Areas – generally located in town centres. Structures Primarily bridges and culverts with a span greater than 0.9 metres and retaining walls with minimum retained height of 1.35 metres. Street Lighting Includes lamps, columns, ducts, cabling, control pillars, illuminated road signs and bollards and festive lighting Traffic Management Systems Signalised junctions and pedestrian crossings, detection equipment, ducts, and cabling Street Furniture Vehicle restraint systems (safety fence) 4. Carriageway Asset 4.1. The Council is responsible for a total of 2,295 kilometres (1,426 miles) of carriageway. The Council’s carriageway network is divided into 4 classifications A, B, C and Unclassified. 4.2. Inventory records are accurate for the lengths of road; however, the widths of the road are estimated based on classification of the road. Over time, these widths will be collected and added into our network management system and will aid with quantification and refinement of the valuation of the carriageway asset. 4.3. The Gross Replacement Cost of the recorded carriageway asset for South Lanarkshire Council, as derived in 2018 utilising the Asset Valuation tool developed by Society of Chief Officers of Transportation in Scotland (SCOTS), is £2.263 billion. 4.4. Safety inspections are carried out in accordance with the Guidance Document for Road Safety Inspections and Defect Categorisations. This manual takes cognisance of the guidance contained within Well Managed Highway Infrastructure Code of Practice. These safety inspections are carried out on a monthly, three monthly or annual basis depending on the hierarchy of the carriageway. 4.5. In addition to these inspections, regulatory inspections to deliver our obligations under the New Roads and Street Works Act 1991 (NRSWA) and the Transport Scotland Act 2005 (2019 legislation currently being implemented) are also carried out. 4.6. Annually, the Scottish Roads Maintenance Condition Survey (SRMCS) is undertaken on our road network by SCOTS nominated contractor WDM Ltd. This survey tackles 100% of our A class carriageways in one direction, with the other direction being surveyed the following year. 50% of our B and C class roads are surveyed with the whole of the B and C class network being surveyed over a 4-year period. Only 10% of our unclassified road network is completed each year. This survey produces our Road Condition Index (RCI) based on the percentages above and applied to the whole 170
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of the network. The survey identifies for each 10-metre section of road whether it falls into the red category (requires maintenance) amber (should be considered for maintenance) or green (serviceable). The RCI is published each year as a national performance indicator. 4.7. In 2017, the backlog for carriageway maintenance across Scotland was recalculated by WDM Ltd, based on the latest SRMCS survey data at the time. The backlog calculation for the South Lanarkshire Council road network was £90.420 million in 2018. This is the sum of money required to be invested in a single year to bring our road network back to a serviceable standard. This backlog figure had reduced from £137 million in 2013 and was welcomed. However, the backlog figure is expected to be updated in 2023, and it is anticipated that this could increase significantly due to both inflationary pressures and a deteriorating network. 4.8. The condition of our carriageways has regressed following the recent survey as outlined in the table below. The latest RCI data indicates that 30.8 % of our network is in need of maintenance treatment which is an increase of 1.1% since the previous year. The RCI is the combined value of the red and amber categories referenced at 4.6 and, overall, a lower figure is better. 4.9 Full trend charts showing the Road Condition Index for A, B, C and Unclassified roads are shown in Appendix A. The condition of A Class roads has largely remained static, B has regressed and C and unclassified noticeably regressed. 4.10. Our position in Scotland in terms of RCI ranking has declined as shown below from our highest ranking of 7th reported over the period 2018 to 2020 to position 12 over the most recent survey period 2021 to 2023. This notes a drop of 2 places since last year’s survey and once again, the lower figure indicates the better performance. 37.5 37.5 38 37.5 36.8 35.9 33.8 33.5 33.1 31.8 31.2 30.3 30.6 29.7 30.8 20 25 30 35 40 South Lanarkshire Network RCI 171
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4.11. An independent assessment was undertaken by WDM Ltd to calculate the Steady State cost for South Lanarkshire’s network in 2018. The steady state is the amount of investment required to maintain the road network in its current condition. Based on the network condition in 2018, the steady state figure, which is based upon the needs/condition of the carriageway network, is £12.500 million. 4.12. It should be recognised that 5 years on, and given significant and observed increases in construction costs, that the equivalent steady state figure is likely to have increased significantly. This figure is expected to be updated this financial year as noted at paragraph 4.7. 4.13. It should be borne in mind that the steady state figure is an estimate, rather than an actual figure and it is important to note that the need to improve the condition of the road network is assessed on an individual basis to support and justify expenditure. It must also be noted that the current steady state figure does not take account of the significant construction inflation that the industry is presently encountering. 4.14. In simple terms, projects are costing much more than before, and the equivalent scale of works are not presently possible with the same level of investment. During financial year 2022/2023 we encountered inflationary increases of 23% but during this current financial year we have seen a further 30% increase in our costs. 4.15. During this financial year 2023/2024, approximately £8.145 million capital investment is being directed towards carriageway improvements. Whilst combined with the recent inflationary increases our real term spend falls below that required to maintain the current condition of our network (steady state). It should be noted that the cost to recover the condition of a deteriorated road network is far higher than annual steady state funding. 5. Footway Asset 5.1. The Council is responsible for a total of 2,425 kilometres (1,506 miles) of footway. It should be noted that this figure represents adopted footways/footpaths only and there are other footpaths that are maintained by other parts of the Council or third parties. Most of the adopted footway network is contained within the urban area. 19 16 17 18 19 19 13 14 13 10 9 7 8 10 12 0 4 8 12 16 20 24 28 32 South Lanarkshire Network (out of 32 RA's) Network 172
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5.2. The length of footway network is an estimated length based on there being two footways on each length of carriageway within the urban area. All the footways have been estimated as having a 2-metre width. The footway asset Gross Replacement Cost of the recorded asset is presently estimated at £612.7 million and this figure is expected to be updated during 2023. 5.3 Inspection arrangements and maintenance categories are similar to those for carriageways in terms of the nature of inspections, but the frequencies can vary depending on the hierarchy. 5.4. There is no national condition survey for footways similar to that which is undertaken for carriageways. Instead, priorities for resurfacing are established via the local knowledge of our officers considering the condition of a footway and its level of use. 5.5. A sample survey of 59.2% of our estimated footway length was undertaken in calendar years 2014, 2015, 2016 and 2017 which indicated that 16.2% of our footways should be considered for maintenance purposes. This figure is likely to have increased since the sample survey. Updating this figure is very resource intensive and it is not presently considered viable at this time. 5.6. The estimated steady state figure for footway maintenance is £0.800 million and we are currently investing above this level as noted below. 5.7. Following the participatory budgeting investment in roads and footpaths completed in 2021/2022, a second phase of investment was agreed in 2022/2023 that would deliver further improvements of £2.500 million. This was supplemented by the addition of £1.000 million of the Service’s own investment funding. This investment of £3.500 million was focussed on improving footways which formed part of our adopted footway network to make our towns and villages safer for pedestrians, supporting healthy lifestyles through physical activity and improving the look and feel of our environment. 5.8. As a result of operational capacity and weather-related events an element of the 2022/2023 funding was carried forward to 2023/2024. During 2023/2024 £1.000 million of the Service’s own capital investment funding will be allocated to improving our adopted footway network. 6. Lighting Asset 6.1. The Council has 60,349 lighting columns, 66,165 luminaires, 2,272 Control Pillars and an estimated 1,976 kilometres (1228 miles) of cabling. Inventory records for lighting columns, luminaires and control pillars are accurate, however, inventory of the cabling network and knowledge of its condition is limited as most of it is underground. 6.2. The percentage of lighting columns exceeding their design life is 36%, giving the Council the sixth oldest lighting column stock in Scotland. The cost to replace all these columns at current rates would be £37.26 million. The cost to maintain the lighting asset in its current condition (steady state) is £1.000 million. This should be considered relative to existing capital and revenue funding totalling £0.640 million. 6.3. The trend in columns beyond their design life has increased slightly in the last year, from 35.7% to 36.0% due to the age profile of the lighting asset. 7. Structures Asset 7.1. The Council is responsible for a total of 778 structures which includes road bridges, footbridges, culverts, and subways together with a currently unquantified number of road related retaining walls. 173
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7.2. Good records are held for most of these assets, however, there are currently limited records held by the Council in respect of road related retaining walls. 7.3. The current Gross Replacement Cost of the Structures asset is estimated at £546.5 million. This figure does not include the replacement cost of any road related retaining walls. 7.4. Bridge inspections are carried out in accordance with the guidance and recommendations of the “Well Managed Highway Infrastructure: A Code of Practice” published by the UK Roads Liaison Group. This recently published Code encourages the use of a risk-based approach toward identifying bridge inspection intervals. At present, General Inspections are carried out every two years and Principal Inspections every six years on all structures with a span more than 0.9m. More frequent inspections are carried out on structures where more specific monitoring of condition is appropriate (e.g. where assessments have indicated potential capacity issues). 7.5. Routine repairs that are identified during the bridge inspection process are prioritised considering the severity and extent of the defect which has been observed. 7.6. There are 102 steel bridges across the structures asset. Properly specified and applied protective paint systems are expensive but serve to prolong the life span of steel structures and can substantially extend intervals between maintenance and repair operations. The introduction of a formalised maintenance painting regime for our steel bridges would be of significant benefit, however, this work is tackled on a needs basis as funding permits. 7.7. Investment during 2022/2023 on bridge maintenance and renewal was £2.480 million. This figure represents a minor increase upon the 2021/2022 budget allocation, but it should be noted that this includes targeted investment for two major bridge replacement projects (Clyde and Ponfeigh Bridges) which occurred during 2022/2023. Major capital investment of circa £6.600 million is being directed towards Clyde Bridge during 2023/2024. 7.8. The cost to maintain the structures asset in its current condition (steady state) is £6.010 million and, excluding major capital projects, investment across capital and revenue during 2023/2024 is expected to be circa £0.747 million. 7.9. In addition to the inspection process discussed above, a national assessment programme, carried out to determine the suitability (i.e. strength) of the bridge assets for the introduction of 40/44 tonne vehicles onto the road network, revealed 123 bridges to have a load bearing capacity below current standards. A comprehensive bridge strengthening programme has, in recent years, seen excellent progress in addressing the Council’s weak bridges. Of the 123 bridges which failed the assessment, only 16 remain to be addressed. These are subject to an enhanced monitoring and inspection regime. 7.10. The bridge assessment process included a risk analysis of vehicle containment characteristics at each bridge location. The results of the analysis revealed that, in terms of risk and containment, parapets on 8% of the Council’s bridge stock require to be upgraded. A programme to improve vehicle containment capability at these structures has been initiated. Due to competing priorities, there were no further containment upgrades undertaken in 2022/2023 and 52 structures remain outstanding as a priority for the implementation of improvement measures. 174
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7.11. If current funding levels continue to be provided and depending on the nature and priority afforded to other commitments arising, the completion of several containment improvement schemes per year is anticipated. Again, in terms of risk and containment, the need for upgrading works at the remaining 92% of bridges is currently considered low. It should be recognised that some of these parapets do have containment issues, but the level of risk is low given the site characteristics. 7.12. The condition of all highway structures is determined following a General or Principal Inspection and rated in accordance with the ADEPT Bridge Condition Index (BCI) Guidance. BCI values are generated from ratings apportioned to the severity and extent of defects recorded during a bridge inspection and can be interpreted broadly as the percentage condition score of a bridge or a group of bridges. Separate BCI figures are derived to account for the condition of all structural elements of a bridge (BCIav) and for the condition of those elements defined as being of very high importance (BCIcrit). The condition indicators for the entire bridge stock as a single group over the past 6 years are as follows, noting the higher figure indicates better condition. Year BCIa v BCIc rit 2017/2018 83.83 72.20 2018/2019 83.68 72.11 2019/2020 82.51 70.39 2020/2021 81.87 68.76 2021/2022 81.21 68.48 2022/2023 81.22 68.53 7.13. It may be observed from the second and third columns in the above table that BCIav and BCIcrit values for the entire asset fluctuate slightly over time but have remained within the range of “good condition” (BCI value 80-90) and “fair condition” (BCI value 65-80) respectively throughout the last six years. A minimal positive increase in the value of both condition indicators was recorded in 2022/2023. While welcome, it should be noted, however, that there has been a reduction in the value of both indicators over the past 6 years which represents an overall and ongoing deterioration in asset condition within that timescale. 7.14. The assembly of a register of road related retaining walls within South Lanarkshire commenced in 2014/2015. The retaining wall asset will be of significant magnitude and the formation of the database which will contain several thousand items is a long- term commitment for the Council. The code of practice suggests that all road related retaining walls should be subject to the same type of inspection regime as is currently carried out on bridges and culverts (see section 7.4). 8. Traffic Signals 8.1. The Council is responsible for 232 sets of traffic signals and controlled pedestrian crossings. The numbers and different types of installations are listed below:- 111 Traffic Signals 67 Puffins 11 Pelicans 43 Toucans 8.2. South Lanarkshire has an ageing traffic signal and pedestrian crossing asset base, with many utilising older and energy inefficient technology. In recent years, the Council 175
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has initiated a programme to replace older traffic signals and pedestrian crossings with modern ones. The replacement of an average traffic signal junction costs in the region of £285,000 and a pedestrian crossing around £85,000. The existing level of funding generally allows for the renewal of one traffic signal junction per year or 3 pedestrian crossings. 8.3. External funding does allow other infrastructure to be renewed but this is a changing situation as it is dependent on the availability of funding and our ability for a project to meet grant conditions. These new installations both maximise the safety benefits to all road users and improve the flow of traffic using modern computer control systems such as Microprocessor Optimised Vehicle Actuation (MOVA) and Split Cycle Offset Optimisation Technique (SCOOT). 8.4. Typically, the Service receives and respond to approximately 1,200 traffic signal faults annually. In 2021/2022, officers dealt with 1,140 faults and, in 2022/2023, this increased to 1,270. 8.5. The gross replacement value of all traffic signal apparatus is currently estimated at a value of £45.1 million. The cost to maintain the traffic signal asset in its current condition (steady state) is £1.82 million. 8.6. In 2023/2024, funding of around £0.462 million will be directed towards investment in traffic signal infrastructure. This comprises some £0.312 million of external funding and £0.150 million of capital funding. 8.7. At present, the Council is developing a 15-year lifecycle plan, although the replacement of each asset is still assessed on an individual need’s basis. Any plan longer than this would result in reliability issues arising and, over recent years, some installations have failed, resulting in emergency replacement works being necessary. The Council currently has 31 sets of traffic signals and 52 pedestrian crossings (representing 35% of our assets) that are 15 years old or older. This is an increase of 5 sets of traffic signals and the status quo for pedestrian crossings compared to the previous year. 8.8. It should also be noted that there is no guarantee that, after September 2023, there will be a supply of incandescent lamps due to a change in legislation prohibiting their use and with the reducing demand, lighting manufactures ceasing their manufacture. The Council currently has supply for 15 sets of traffic signals and 22 pedestrian crossings that use these incandescent lamps. 8.9. The age of the equipment is increasing quicker than replacement equipment is being installed, therefore, the trend for the overall condition of the asset continues to regress each year. While these older installations continue to operate, the risk of them failing is higher than at other locations with potentially greater impact if they fail during a busy period of the year. 9. Street Furniture – Vehicle Restraint Systems 9.1. There are currently 515 vehicle restraint systems, totalling 43.3km. Approximately 20% of the systems have reached the end of their serviceable life (life expired) due to having timber posts suffering from rot as opposed to steel posts. Some systems have also suffered from extensive corrosion. 9.2. Approximately 10% of existing systems are damaged, and an estimated 95% of the systems surveyed would not comply with current design standards, although there is no need to retrospectively replace older installations unless they have suffered 176
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significant damage and need replacement. Repairs are prioritised in line with available funding. 9.3. The estimated gross replacement cost of the vehicle restraint systems which would bring the systems up to current standards is £12.97 million. The estimated cost to replace older systems is £8.6 million. The estimated annual cost to maintain the asset in its current condition (steady state) is £0.400 million and at present investment in limited in this area and on a reactive basis. 10. Conclusions and Summary 10.1. Roads and related infrastructure keep our communities and businesses connected. Businesses use it to deliver goods and services, buses travel along it, people use it to travel to work and communities to access shopping, learning, healthcare, and active travel priorities. 10.2. This paper sets out the overall condition of this infrastructure and important matters to note are as follows:- Carriageways: The condition of our carriageways has started to regress as shown in the recent survey results. We should expect a further deterioration in the condition of our carriageway asset as a result of the current levels of road maintenance investment combined with high levels of inflation. Footways/Footpaths: At least 16.2% of our network requires to be considered for maintenance but it should be noted that investment has been increased significantly in recent years. Structures: Bridge condition is generally good to fair although the overall trend has been one of slow deterioration. Good progress has been made in dealing with bridges assessed as being inadequate for current loading standard, however, greater investment is required in the maintenance of the bridge stock to arrest the general deterioration in condition and continuing attention is additionally required to the many bridges with sub-standard parapets. The recent specific investment commitment to replace two bridges in Clydesdale is welcomed. Street Lighting: Recent investment has reduced energy use by approximately half and replaced 7,253 of the oldest lighting columns representing significant progress. Current investment is focusing on targeting columns over their critical age, to maintain a ‘steady state’ position. The percentage of lighting columns exceeding their design life is 36%. Traffic Management Systems: The overall condition of traffic signal equipment is deteriorating as the current replacement programme is not sufficient to upgrade the number of installations that are greater than 15 years in age. Street Furniture: The condition of vehicle restraint systems is such that a significant number are beyond their design life and require to be improved. 10.3. Investment in roads and related infrastructure is necessary to lock in and retain the benefits of previous and significant investment levels to date. Capital and revenue investment opportunities for the asset groups discussed above must also be considered in line with many other competing priorities across the Council. 177
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10.4. Substantial and sustained levels of construction inflation have significantly reduced the amount of works we can carry out for the budget we have available. We have already noted a deterioration in the condition of our critical infrastructure, and this is expected to continue in the short term and possibly accelerate. 10.5. In addition, our road network remains vulnerable to the impacts of extreme weather, climate change and public utility openings. Severe weather continues to directly impact our roads and assets which further increases the pressure on our finite resources available to maintain the condition of our network. 11. Employee Implications 11.1. There are no current employee implications associated with this report. 11.2. The current backlog of repairs has the potential to increase demand on our engineering and technical employee resources. Any increase in the backlog is likely to see a further increase in the levels of complaints, road defects and public liability claims, and an appropriate level of employee resources will be required to manage this workload. 12. Financial Implications 12.1. Since our Roads Investment Programme was completed in March 2019 the Council has continued to invest a large and significant proportion of available capital funding, largely at that of steady state levels to maintain the condition of our network. However, in recent years significant financial challenges associated with the COVID-19 pandemic and more recently construction inflation have been encountered. 12.2. As noted earlier, projects are costing much more than before, and the equivalent scale of works are not presently possible with the same level of investment. This point must be considered should the overall condition of the asset groups be expected, at least, to be maintained to the same level. 12.3. Moving forward, pressure across Council budgets is likely to impact on the level of funding that is available and can, in the short term, be directed at these road infrastructure asset groups. 12.4. Similarly, opportunities will be taken to secure and lever in new sources of funding including external partner funding where possible. Success has already been achieved in securing external funding for traffic signal and active travel investment. 13. Climate Change, Sustainability and Environmental Implications 13.1. Policy and asset management directed at maintaining, improving, or making road and transport infrastructure safe and resilient is essential to support economic and sustainability priorities. 13.2. The financial challenges discussed earlier in the report will make it difficult to fund improvements that will make our road network more resilient to the impacts of climate change. 14. Other Implications 14.1. There are no other implications or risk in relation to the information contained within this report. 178
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15. Equality Impact Assessment and Consultation Arrangements 15.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 7 August 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 Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References Community and Enterprise Resources Committee – 13 December 2022 List of Background Papers Roads Asset Management Plan – 2023 Update Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin Park, Head of Roads, Transportation and Fleet Services Tel: 07795 090 494 E-mail: colin.park@southlanarkshire.gov.uk 179
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Appendix A RCI Charts for A, B, C and Unclassified Roads 32.3 29.7 30.1 31.8 30.4 25.0 22.7 23.7 24.1 24.5 25.0 25.3 26.2 25.6 26.1 20.0 22.0 24.0 26.0 28.0 30.0 32.0 34.0 RCI Value South Lanarkshire B Class B Class 15 181
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44.1 41.4 41.5 44.6 41.1 40.0 38.9 36.9 37.9 37.1 36.7 37.7 37.6 34.9 35.6 33.0 35.0 37.0 39.0 41.0 43.0 45.0 RCI Value South Lanarkshire C Class C Class 37.8 39.5 40.5 38.7 39.0 39.5 37.0 36.8 35.5 33.4 32.3 30.3 30.5 29.9 31.6 28.0 30.0 32.0 34.0 36.0 38.0 40.0 42.0 RCI Value South Lanarkshire Unclassified U Class 182