Agenda Document Pack - Community and Enterprise Resources Committee - 06/02/2024
South Lanarkshire Council · 6 February 2024
Back to Community and Enterprise Resources Committee — 6 February 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 29 January 2024 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, 06 February 2024 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Robert Brown (Chair), Maureen Devlin (Depute Chair), Joe Fagan (ex officio), John Anderson, Ralph Barker, Walter Brogan, Andy Carmichael, Gerry Convery, 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 7 November 2023 submitted for approval as a correct record. (Copy attached) 5 - 14 Monitoring Item(s) 3 Community and Enterprise Resources - Revenue Budget Monitoring 2023/2024 Joint report dated 15 January 2024 by the Head of Finance (Strategy) and the Executive Director (Community and Enterprise Resources). (Copy attached) 15 - 24 4 Community and Enterprise Resources - Capital Budget Monitoring 2023/2024 Joint report dated 15 January 2024 by the Head of Finance (Strategy) and the Executive Director (Community and Enterprise Resources). (Copy attached) 25 - 28 5 Community and Enterprise - Workforce Monitoring - September to November 2023 Joint report dated 21 December 2023 by the Chief Executive and the Executive Director (Community and Enterprise Resources). (Copy attached) 29 - 36 6 Community and Enterprise Resource Plan - Quarter 2 Progress Report 2023/2024 Report dated 11 January 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 37 - 66 Item(s) for Decision 7 Renewable Energy Fund - Strengthening Links to Rural Priorities Report dated 22 December 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 67 - 76 8 Community Benefit Funds Middle Muir - Connect2Renewables Programme Extension Report dated 22 December 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 77 - 80 9 Lanark Racecourse Masterplan and Wider Racecourse Update Report dated 22 December 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 81 - 96 10 South Lanarkshire Inward Investment Strategy Report dated 22 December 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 97 - 102 Item(s) for Noting 2
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11 UK Levelling Up Fund - Round 3 Report dated 22 December 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 103 - 106 12 Community and Enterprise Resources - Notification of Contracts Awarded - 1 April to 30 September 2023 Report dated 11 January 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 107 - 116 Urgent Business 13 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Elizabeth-Anne McGonigle Clerk Telephone: 07385 403101 Clerk Email: elizabeth-anne.mcgonigle@southlanarkshire.gov.uk 3
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COMMUNITY AND ENTERPRISE RESOURCES COMMITTEE Minutes of meeting held via Confero and in the Committee Room 1, Council Offices, Almada Street, Hamilton on 7 November 2023 Chair: Councillor Robert Brown Councillors Present: Councillor John Anderson, Councillor Ralph Barker, Councillor Walter Brogan, Councillor Gerry Convery, Councillor Poppy Corbett, Councillor Andrea Cowan, Councillor Margaret Cowie, Councillor Maureen Devlin (Depute), Councillor Colin Dewar, Councillor Allan Falconer (substitute for Councillor Andy Carmichael), Councillor Ross Gowland, Councillor Cal Johnston-Dempsey, Councillor Susan Kerr, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Davie McLachlan, Councillor David Shearer (substitute for Councillor Gladys Ferguson-Miller), Councillor David Watson Councillors' Apologies: Councillor Andy Carmichael, Councillor Joe Fagan (ex officio), Councillor Gladys Ferguson-Miller, Councillor Graeme Horne, Councillor Martin Lennon, Councillor Richard Lockhart, Councillor Carol Nugent, Councillor Helen Toner Attending: Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development Services; C Brown, Environmental Services Manager; F Carlin, Head of Planning and Regulatory Services; K Carr, Head of Facilities, Waste and Grounds Services; C Park, Head of Roads, Transportation and Fleet Services Finance and Corporate Resources J Davitt, Public Relations Team Leader; N Docherty, Administration Assistant; L Harvey, Finance Manager; E Maxwell, Human Resources Business Partner; E-A McGonigle, Administration Officer; L O’Hagan, Finance Manager (Strategy); M M Wilson, Legal Services Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 29 August 2023 were submitted for approval as a correct record. In relation to Item 14 on Whitemoss Tennis Courts in East Kilbride, Councillor Anderson requested a timeline as to when members would receive information on the issues raised at the previous meeting. The Head of Enterprise and Sustainable Development Services advised that officers were still working through those issues, but gave an undertaking to send members an interim response as soon as possible and would follow up on the remaining points thereafter. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Community and Enterprise Resources - Revenue Budget Monitoring 2023/2024 A joint report dated 3 October 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted comparing actual expenditure at 8 September 2023 against budgeted expenditure for 2023/2024 for Community and Enterprise Resources. At 8 September 2023, there was a breakeven position against the phased budget. Details were also provided on proposed budget virements in respect of Community and Enterprise Resources to realign budgets. The Committee decided: (1) that the breakeven position on Community and Enterprise Resources’ revenue budget, as detailed in Appendix A of the report, be noted; and (2) that the budget virements, as detailed in appendices B to F of the report, be approved. [Reference: Minutes of 29 August 2023 (Paragraph 4)] 4 Community and Enterprise Resources - Capital Budget Monitoring 2023/2024 A joint report dated 16 October 2023 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources) was submitted advising of progress on the Community and Enterprise Resources’ capital programme 2023/2024 and summarising the expenditure position at 8 September 2023. The revised Capital Programme for 2023/2024 amounted to £39.602 million and this reflected a net decrease of £3.323 million which was approved by the Executive Committee on 13 September 2023 (£3.417 million decrease) and 11 October 2023 (£0.094 million increase). Details on those amendments were provided at Appendix A to the report. Anticipated spend to Expenditure at 8 September 2023 was £8.220 million, which had resulted in the Resource being £0.103 million ahead of programme. The Head of Roads, Transportation and Fleet Services responded to a member’s questions in relation to the Glasgow City Region City Deal project at Stewartfield Way, East Kilbride and the Park and Ride project at Hairmyres Station, East Kilbride. The Committee decided: that the Community and Enterprise Resources’ capital programme of £39.602 million, and expenditure to date of £8.323 million, be noted. [Reference: Minutes of the Executive Committee of 13 September 2023 (Paragraph 4) and 11 October 2023 (Paragraph 4) and Minutes of 29 August 2023 (Paragraph 6)] 5 Community and Enterprise Resources - Workforce Monitoring – July and August 2023 A joint report dated 14 September 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 July and August 2023:- attendance statistics 6
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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 June 2023 The Human Resources Business Manager responded to a member’s question in relation to the increase in referrals to Employee Support Officers. The Committee decided: that the report be noted. [Reference: Minutes of 29 August 2023 (Paragraph 7)] 6 Rutherglen Town Centre Strategy and Action Plan A report dated 16 October 2023 by the Executive Director (Community and Enterprise Resources) was submitted on the consultative draft Rutherglen Town Centre Strategy and Action Plan. The town centre strategy and action plan for Rutherglen followed 4 previous strategies for Hamilton, Blantyre, Cambuslang and Larkhall. Those strategies sought to engage with local businesses and communities to create a dynamic action plan to tackle issues within the various town centres and help repurpose them for the future. Supporting town centres remained a Council priority and the Council worked closely with appropriate groups and organisations, through a partnership approach, to achieve common goals. It was recognised that town centres across the UK were in a transitional stage and faced broad and complex issues. Factors such as the economic downturn, the COVID-19 pandemic, the growth of online shopping, out-of-town shopping malls, changes in retailer’s business models and consumer expectation had resulted in a decline in town centre footfall. Rutherglen was, however, performing better than some towns in South Lanarkshire. The consultative draft Rutherglen Town Centre and Action Plan, which was attached as an appendix to the report, set out a range of initiatives which the Council would pursue with partners to support the vitality and viability of the town centre. The private sector had a key role in providing shopping services and leisure offers that would meet the needs of the local community. This private sector support, coupled with strengthening links between local businesses and the community, would provide a strong base to drive town centre activity forward. The consultative draft Rutherglen Town Centre Strategy and Action plan:- recognised a series of objectives for Rutherglen which were consistent with the activity being promoted by Scotland’s Towns Partnerships (STP) and others, so that a collaborative approach across all sectors could be adopted used a similar approach to that undertaken in previous town centre strategies, however, the process had evolved and improved by using a range of information gathered through engagement and research undertaken in partnership with the Improvement Service’s Shaping Places for Wellbeing team A Place and Wellbeing Assessment had been carried out which enabled officers to take a systematic approach to identify impacts and recommendations for consideration to maximise benefits to the wellbeing of people and place and minimise negative impacts. Issues identified from the assessment were categorised under a set of Place and Wellbeing Outcomes, which fell into 5 overarching themes with relevant sub themes under each. Those themes produced a set of outcomes from which actions were identified. 7
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2026 marked the 900th anniversary of the Charter of the Royal Burgh of Rutherglen, the oldest Royal Burgh in Scotland. The town centre would be the key focus of celebrations to mark this occasion. Work on this initiative would progress in parallel with the Strategy and Action Plan and would support and complement the growing programme of community led events leading up to the Rutherglen 900 celebrations. It was intended that the consultative draft Rutherglen Town Centre Strategy and Action Plan would be published and made available for consultation, both online and in person, during February and March 2024. Following consideration of feedback received, a finalised Strategy would be presented to the Committee in June 2024. Officers from Enterprise and Sustainable Development Services would implement the plan and liaise with other Services and partner organisations to deliver the agreed outcomes. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the consultative draft Rutherglen Town Centre Strategy and Action Plan be approved; and (2) that the arrangements for a period of consultation, as outlined in section 5 of the report, be approved. 7 Discover Lanark Business Improvement District – Renewal Ballot A report dated 18 October 2023 by the Executive Director (Community and Enterprise Resources) was submitted outlining the Council’s support for the business proposal prepared by the Discover Lanark Business Improvement District (BID) for the period 1 September 2024 to 31 August 2029, and associated Council support. The Executive Committee had approved the Council’s support for the creation of a BID for Lanark at its meeting on 19 December 2018. Discover Lanark represented the businesses in a defined area of the town and delivered a series of initiatives which were set out in its Business Plan. The BID was established through a ballot process and, if successful, remained in place for 5 years. The BID was funded by a levy from the businesses they represented which was collected on their behalf by the Council. The Council had carried out its statutory obligations to collect the BID levy from eligible businesses during the current BID period. The transfer of monies raised through the levy to the BID company was regulated by the statutory instruments regulating BIDs in Scotland. An Operating Agreement was in place alongside the statutory legal guidance which dealt with the practicalities of the process. The current 5-year BID would come to an end on 31 August 2024. Under BID legislation, the BID must hold a ballot to all members to establish if the BID should be renewed for a further 5 years or whether the BID company should be wound up. The BID Business Plan for the period 1 September 2024 to 31 August 2029 was provided at the appendix to the report and set out the proposed projects, the BID area and the levy that would be payable by the affected businesses. The Council had an important role in supporting and working alongside the BID company to ensure that projects and initiatives were complementary and were beneficial to the town. The proposals for the support that the Council would continue to provide were set out at section 4.1 of the report. 8
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Enterprise and Sustainable Development Services would continue to be the principal point of contact with the BID using existing staff resources. The IT collection system used to collect the levy had a maintenance cost of £2,000 per annum and funding for this had been identified from existing Resource budgets. The Committee decided: (1) that support for the BID to deliver the objectives of the business proposal prepared by Discover Lanark, as set out in the BID Business Plan attached at Appendix 1 of the report, be approved; and (2) that it be approved that the Council continues to actively support the BID through the range of measures, as set out in section 4 of the report. [Reference: Minutes of the Executive Committee of 19 December 2018 (Paragraph 10)] 8 Approval of South Lanarkshire Council’s Food Service Plan for 2023/2024 A report dated 9 October 2023 by the Executive Director (Community and Enterprise Resources) was submitted seeking approval for the Food Service Plan 2023/2024 developed for the Council in accordance with, and required by, The Food Law Code of Practice (Scotland) 2019 and the draft Administration and Service Planning Food Law Code of Practice (Scotland) 2020. Local authorities had a statutory duty to enforce legislation relating to food. This was achieved by carrying out official controls in food establishments which comprised of inspections, audits, monitoring, surveillance, or sampling. The legislation was supported by Codes of Practice issued under Section 40 of the Food Safety Act 1990, Regulation 24 of the Food Hygiene (Scotland) Regulations 2006, and Regulation 6 of the Official Feed and Food Controls (Scotland) Regulations 2009. Food authorities were required to have regard to those Codes when discharging their duties. The statutory obligation in the Food Safety Act 1990 and associated legislation applied to the delivery of official controls by local authorities to ensure that:- official controls were effective and appropriate controls were applied at an appropriate risk-based frequency there were sufficient numbers of qualified and competent staff with adequate facilities and equipment to carry out duties staff were free from conflicts of interest there was access to adequate laboratory capacity and capability for testing The Food Law Code of Practice (Scotland) 2019 instructed Food Authorities to:- ensure those statutory obligations were brought to the attention of local authority officials and/or elected member bodies responsible for agreeing budgets or other service arrangements relevant to the delivery of official controls. complete an annual Service Plan which detailed the programme for the year, ensuring it was adequately resourced, and approved at the appropriate governance level within the local authority The Food Service Plan for 2023/2024 was provided in the appendix to the report. A draft copy of the Plan had been submitted to Food Standards Scotland in July 2023 and no adverse comments had been received. Following approval of the Plan by this Committee, the final version would be submitted to Food Standards Scotland. 9
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The Food Service Plan 2023/2024 had been developed in accordance with the requirements of the Food Law Code of Practice (Scotland) 2019 and the draft Administration and Service Planning Food Law Code of Practice (Scotland) 2020. The draft Plan had reflected staffing resources available at that time, however, Food Safety Officers had been recruited during summer 2023 and as at September 2023, the Food and Business Regulation team was operating at a full establishment and this was reflected in the updated Plan. Future updates on the Food Service Plan would be reported to the Committee on an annual basis. The Committee decided: (1) that the Food Service Plan for 2023/2024 be approved; and (2) that the Food Service Plan continues to be reported to the Committee on an annual basis for approval. 9 Community Benefit Funds – Renewable Energy Fund – Grant Application A report dated 16 October 2023 by the Executive Director (Community and Enterprise Resources) was submitted on a grant application to the Community Benefit Fund. Community Benefit Funds had been established to provide funding to suitable projects providing community benefit in eligible areas. It was proposed that, subject to the applicant providing written confirmation that all other additional funding for the project had been secured, a grant of up to £58,354.22 towards eligible costs associated with installation of the village green lighting project be awarded from the Auchrobert Windfarm Renewable Energy Fund (REF). The Head of Enterprise and Sustainable Development Services responded to a member’s question in relation to how the grant funding would be used. The Committee decided: that, subject to the applicant providing written confirmation that all other additional funding for the project had been secured, a grant be awarded of up to a maximum of £58,354.22 towards eligible costs associated with installation of the village green lighting project from the Auchrobert Windfarm Renewable Energy Fund. [Reference: Minutes of 29 August 2023 (Paragraph 8)] 10 Pavement Parking A report dated 10 October 2023 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the progression of the national ban on pavement parking, double parking, and parking at dropped kerbs Regulations. Part 6 of the Transport Scotland (Scotland) Act 2019 introduced the statutory framework for a national ban on pavement parking, double parking and parking at dropped kerbs to make it easier for local authorities to ensure pavements and roads were safer and more accessible to all. Key provisions included:- providing local authorities with powers to enforce the national ban enabling local authorities to promote exemptions from the national ban, subject to meeting strict criteria 10
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providing exceptions to certain vehicles if they were involved in emergencies or the delivery of goods providing local authorities with powers to share services with other councils to enforce the new restrictions requiring local authorities to keep accounts in relation to the money received from the enforcement of the new restrictions Although the Transport (Scotland) Act 2019 had been enacted, local authorities had not yet received the additional enforcement powers or full guidance which would enable them to effectively enforce pavement parking, double parking and parking at dropped kerbs. A statutory duty would require the Council to comply with the requirements of the relevant legislation. However, a statutory power, as was the case with this legislation, gave the Council discretion as to whether the power was exercised. Draft Regulations were laid in the Scottish Parliament on 2 October 2023 and were expected to come into force on 11 December 2023. Detailed information on the enforcement and implementation of the Regulations was provided at section 4 of the report and included the following information:- the Council had a statutory duty, under the Roads (Scotland) Act 1984, to manage and maintain road networks the Road Traffic Act 1991 had introduced provisions enabling the decriminalisation of most non-endorsable parking offences in London and permitted similar arrangements to be introduced elsewhere in the UK by secondary legislation Decriminalisation Parking Enforcement (DPE) was a regime that enabled a local authority to enforce its own parking policies and included issuing Penalty Charge Notices (PCNs) to motorists who breached parking controls in specified areas. There were 21 local authorities in Scotland, including South Lanarkshire, with DPE powers Transport Scotland had been progressing the secondary legislation and updated parking standards guidance that would underpin enforcement of those parking prohibitions. This was due to be issued on 11 December 2023 and, thereafter, it would be up to local authorities to determine timeframes for implementation although it would be desirable for all local authorities to commence enforcement of the Regulations at the same time to ensure a consistent approach, many had differing DPE regimes in place. It was likely to be spring/summer 2024 before local authorities could effectively and robustly undertake enforcement Transport Scotland was aware that not all local authorities would have the capability or plans to undertake enforcement from day one there would be a national awareness campaign which would focus on the effects of pavement parking and highlight the possibility of receiving a penalty from 11 December 2023 The Council had actively engaged over the last few years during progression of the legislation, assisting Transport Scotland. The Bill for the Transport (Scotland) Act 2019 had been passed by parliament on 10 October 2019 and received Royal Assent on 15 November 2019 and since that time, Transport Scotland had undertaken various consultations in respect of the implementation of Directions and Regulations. Those consultations were detailed at section 5.3 of the report. The next steps were outlined at section 6 of the report and included:- undertaking a more comprehensive assessment of locations to be considered for exemption whilst the guidance was under review taking a balanced, proportionate, and pragmatic approach to implementation of enforcement of the national ban following ministerial approval in December 2023 11
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adopting a low key “soft” approach that ensured any enforcement action taken, if any, was commensurate with the resources available, and fully considered the impacts and/or displacement that would be experienced across towns, villages or within residential areas. The full parking guidance would be considered along with the evidence gathered by the location assessments and intelligence gathered on the ground. The use of advisory warnings would also be considered if necessary the draft Regulations outlined that the PCN would be issued at £100, which would be discounted to £50 for payments made within 14 days, however, would increase to £150 if a Charge Certificate was issued. Those charges were in line with other PCNs issued in South Lanarkshire There were currently 14 full time equivalent (FTE) Parking Attendants who undertook parking enforcement across South Lanarkshire. A recruitment exercise was progressing for 4 Parking Attendant vacancies. A review was also underway to ensure that the Council could deliver a proportionate level of enforcement to implement the requirements of Part 6 of the Transport (Scotland) Act 2019. Parking Attendants operated on a rota system of working 5 days over 7, however, it was anticipated that enforcement would be required during times outwith the current schedule. It was expected that any income generated from the new power would contribute to the running costs of the Service and was unlikely to generate any over recovery given that the operations of the Parking Unit was running at a predicted shortfall in 2023/2024 of around £0.76 million. The implementation of exemptions would also incur costs and those would be a key consideration when locations for exemptions were considered. The Council had received funding of £0.144 million from the Scottish Government to allow for the exemption assessments to be undertaken and a consultant had been commissioned to conduct this exercise which was expected to be concluded at the turn of the calendar year. There followed a lengthy discussion during which members:- expressed concern that enforcement could be an issue without an increase in the number of Parking Attendants stressed the importance of the level of fines reflecting the cost of running the service requested further information on what the “soft” approach would look like in practice expressed concern that there could be displacement of vehicles in certain areas resulting from the national ban stressed the importance of the Council undertaking a promotional campaign in advance of any enforcement activity recognised the importance of adequate funding being allocated for implementation given that this was an Act of the Scottish Parliament The Head of Roads, Transportation and Fleet Services responded to members’ questions on various aspects of the report. The Committee decided: (1) that the contents of the report be noted, specifically the enforcement powers expected to be granted to councils this year; and (2) that it be noted that a ‘soft’ approach to any resulting enforcement, as detailed at paragraph 6.5, would be undertaken and a further update provided to the Committee at an appropriate point during 2024. 12
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11 Update of the Community and Enterprise Resources’ Risk Register and Risk Control Plan A report dated 16 October 2023 by the Executive Director (Community and Enterprise Resources) was submitted on providing an update on Community and Enterprise Resources’ Risk Register and Risk Control Actions. The risks were scored in accordance with the Council’s scoring mechanism which scored risks based on likelihood and impact of risk. This resulted in risks being scored between 1 to 25 (low to very high). Risks were scored on their inherent risk (risk if nothing was done) and their residual risk (risk after applying controls). The risk scoring matrix was attached at Appendix 1 to the report. The Risk Register had been developed and was monitored on an ongoing basis to add any new risks and to review the scores of existing risks. The main changes to the Community and Enterprise Resources’ register were as follows:- the addition of the following 4 new top risks - failure to deliver the outcomes of the Economic Strategy implications of the Scottish Fire and Rescue Service (SFRS) Unwanted Fire Alarm Signals Policy within the Council’s non-domestic estate the inability to maintain infrastructure, assets and property in a safe and well- maintained condition and failure to achieve objectives of asset/property reviews the potential for industrial action to disrupt council services the top risk around the increasing levels of adverse weather had been expanded to cover potential damage to Council properties and housing stock from weather events and was now a joint risk with Housing and Technical Resources although the scoring of the Council top risk around the Council failing to meet statutory and legislative duties in respect of public protection had increased from 12 to 16, the improved workforce position within Environmental Services had reduced for this score on the Resources’ register to 9 2 Economic Development risks covering external funding and derelict/contaminated land had been merged into a combined risk which would be managed by a single set of control measures Risks scored 15 to 25 were considered very high and risks scored 8 to 12 were considered high risks. The top risks identified for the Resource were detailed in Appendix 2 to the report. Comparisons of risk scores for 2022 and 2023 were detailed in Appendix 3 to the report. The Committee decided: (1) that the current position with regards to the Community and Enterprise Resources’ Risk Register be noted; and (2) that it be noted that any outstanding Risk Control Actions identified during the year would be progressed by relevant officers. [Reference: Minutes of 13 December 2022 (Paragraph 6)] 12 Community and Enterprise Resources – Notification of Contracts Awarded – 1 October 2022 to 31 March 2023 A report dated 16 September 2023 by the Executive Director (Community and Enterprise Resources) was submitted on contracts awarded by Community and Enterprise Resources in the period 1 October 2022 to 31 March 2023. 13
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In terms of Standing Order Nos 21.8 and 22.5 of the Standing Orders on Contracts, Resources were required to notify the relevant Committee of contracts awarded. Details of the contracts awarded by Community and Enterprise Resources were provided in the appendix to the report. The Committee decided: that the report be noted. [Reference: Minutes of 4 October 2022 (Paragraph 13)] 13 Urgent Business There were no items of urgent business. 14
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Head of Finance (Strategy) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Revenue Budget Monitoring 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the actual expenditure measured against the revenue budget for the period 1 April to 1 December 2023 for Community and Enterprise Resources provide a forecast for the year to 31 March 2024 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the forecast to 31 March 2024 of a breakeven position after approved transfers to reserves as detailed in Appendix A of the report, be noted; (2) that the breakeven position as at 1 December 2023 on Community and Enterprise Resources’ revenue budget, as detailed in Appendix A of the report, be noted; (3) that the approach for the proposed changes to the payment of utilities by the Council on behalf of South Lanarkshire Leisure and Culture (SLLC), as detailed in section 6 of the report, to deliver a VAT saving be approved; and (4) that the proposed budget virements as detailed in appendices B to F be approved. [1recs] 3. Background 3.1. This is the third revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2023/2024. 3.2. The Resource has completed its formal probable outturn exercise for the year identifying expected spend to the 31 March 2024. Details are outlined in section 5 below. 3.3. The report details the financial position for Community and Enterprise Resources in Appendix A and the individual services’ reports in appendices B to F, including variance explanation. 4. Employee Implications 4.1. None 3 15
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5. Financial Implications 5.1. Probable Outturn: Following the Council’s probable outturn exercise, the Resource is reporting a breakeven position after approved transfers to reserves of £0.240 million at 31 March 2024. The Resource position is detailed in Appendix A and the transfers to reserves by service area are noted in appendices B to F where relevant. 5.2 The Resource is showing a breakeven position and this is due to underspends in employee costs across all services, costs within Roads, Transportation and Fleet services in relation to transport costs, depots, charging of electric vehicles, and an under recovery in parking income, the cost of bin replacement with the Waste Service, cleaning materials in Facilities, medicals and IT costs across all services, offset by a marginal over recovery of income from Planning and Building applications. 5.3 Position as 1 December 2023: The Resource position as at 1 December 2023 is a breakeven position after approved transfers to reserves. Appendix A outlines this position and the breakeven position in the main reflects underspends within employee costs and these are supporting costs within Roads, Transportation and Fleet Services in relation to transport costs and an under recovery in parking income. Detailed variance explanations by service area are included in appendices B to F. 5.4 Virements are proposed to realign budgets across budget categories and with other Resources. These movements are detailed in the appendices B to F of this report. 6. SLLC Utilities Adjustment 6.1 An exercise has been completed to look at the payment arrangement for utility costs for Council owned, SLLC operated assets. This exercise has considered the ability of the Council to reclaim the VAT costs that are incurred on expenditure on gas and electricity. 6.2. The proposal is that the Council would be responsible for, contract for and pay the utility costs for SLLC properties and, as SLLC will no longer be responsible for the expenditure, the management fee payable to SLLC will reduce by the same amount. For illustration, for 2022/2023 the costs of utilities would have been £5.516 million. 6.3. The costs to the Council would change every year due to price and consumption changes. Therefore, an annual review of the management fee would be required to ensure there was no detriment to the Council’s financial position in relation to consumption risk, as this would remain with SLLC. The net financial impact for SLLC of this move will change every year, however, it is expected to be in the region of £0.300 million. 6.4. The new arrangement will require changes to be made to the leases the Council holds with SLLC for the use of facilities (to specify that the obligation to pay for utilities costs will lie with South Lanarkshire Council as the landlord) and to the level of management fee payable to SLLC. 6.5 The change will be effective from 2024/2025 and would be reflected in the 2024/2025 budget for Community and Enterprise Resources. The Committee is asked to approve this approach. 16
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7. Climate Change, Sustainability and Environmental Implications 7.1 There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Council’s revenue budget is that there is an overspend. There are inflationary and budget pressures including utilities (as well as general inflation pressures) this year which increase the risk of overspend however additional funding has been provided in this year’s budget strategy. There are underspends in employee costs which are also supporting increasing inflationary pressures. 8.2. We will also continue to monitor the actual impact through four weekly budget monitoring meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 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 this report. Jackie Taylor Head of Finance (Strategy) David Booth Executive Director (Community and Enterprise Resources) 15 January 2024 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 1 December 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 17
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Appendix A SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 9 Ended 1 December 2023 (No. 9) Community and Enterprise Resources Summary Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 01/12/23 Actual BEFORE Transfers 01/12/23 Variance 01/12/23 % Variance 01/12/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 102,427 98,367 4,060 4,060 65,386 63,247 2,139 under 3.3% Property Costs 5,300 5,500 (200) (200) 3,063 3,166 (103) over (3.4%) Supplies & Services 18,831 19,970 (1,139) (1,179) 10,667 10,999 (332) over (3.1%) Transport & Plant 23,031 23,945 (914) (914) 15,292 16,237 (945) over (6.2%) Administration Costs 803 1,007 (204) (204) 529 622 (93) over (17.6%) Payments to Other Bodies 12,992 13,094 (102) (102) 5,731 5,731 0 - 0.0% Payments to Contractors 47,461 50,110 (2,649) (2,849) 30,623 31,098 (475) over (1.6%) Transfer Payments 617 617 0 0 308 308 0 - 0.0% Financing Charges 184 229 (45) (45) 17 21 (4) over (23.5%) Total Controllable Exp. 211,646 212,839 (1,193) (1,433) 131,616 131,429 187 under 0.1% Total Controllable Inc. (72,367) (73,800) 1,433 1,433 (45,479) (45,292) (187) under recovered (0.4%) Net Controllable Exp. 139,279 139,039 240 0 86,137 86,137 0 - 0.0% Transfer to Reserves (as at 01/12/23) - 240 (240) - - 0 0 - n/a Position After Transfers to Reserves (as at 01/12/23) 139,279 139,279 0 0 86,137 86,137 0 - 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 18
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Appendix B SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 9 Ended 1 December 2023 (No. 9) Facilities, Waste and Grounds Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 01/12/23 Actual BEFORE Transfers 01/12/23 Variance 01/12/23 % Variance 01/12/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 65,604 63,743 1,860 1,860 42,103 41,186 917 under 2.2% 1,b,c,e Property Costs 2,131 2,258 (127) (127) 1,174 1,240 (66) over (5.6%) 2,a,d,e Supplies & Services 8,897 9,531 (634) (634) 4,819 5,083 (264) over (5.5%) 3,a,b,e Transport & Plant 9,263 9,040 223 223 6,096 6,127 (31) over (0.5%) a,b,e Administration Costs 176 234 (58) (58) 82 128 (46) over (56.1%) 4 Payments to Other Bodies 55 49 6 6 37 37 0 - 0.0% Payments to Contractors 17,587 18,368 (780) (780) 10,957 10,968 (11) over (0.1%) b,e Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 44 59 (15) (15) 8 9 (1) over (12.5%) Total Controllable Exp. 103,757 103,282 475 475 65,276 64,778 498 under 0.8% Total Controllable Inc. (20,557) (20,409) (148) (148) (12,809) (12,743) (66) under recovered (0.5%) 5,e Net Controllable Exp. 83,200 82,873 327 327 52,467 52,035 432 under 0.8% Transfer to Reserves (as at 01/12/23) - - - - - 0 0 - n/a Position After Transfers to Reserves (as at 01/12/23) 83,200 82,873 327 327 52,467 52,035 432 under 0.8% Variance Explanations 1. The variance is due to vacancies that are being actively recruited within all services. 2. The overspend is due to higher than anticipated spend on cleaning materials within Facilities. 3. The overspend is mainly due to higher than anticipated expenditure on bin purchases within Waste, along with higher than anticipated expenditure on equipment repairs and a payment for the cashless system within Facilities. 4. The overspend is mainly due to an overspend on medical costs within the service along with printing costs within Facilities Management. 5. The under recovery of income mainly relates to the decrease in uptake of the Care of Gardens Service with Grounds, cleaning service movements within Facilities, partially offset by an over recovery within Waste because of additional service requests from Housing and Tech. Budget Virements a. Removal of budget in respect of Procurement savings. Net effect (£0.038m): Property (£0.004m), Supplies and Services (£0.028m), Transport and Plant (£0.006m). b. Transfer from Reserves in respect of Front Line First and Strategic Waste Fund. Net effect £0.682m: Employees £0.126m, Supplies and Services £0.100m, Transport and Plant £0.306m, Payment to Contractors £0.150m. c. Transfer of budget in relation to pay award. Net effect £4.793m: Employees £4.793m d. Transfer of budget in respect of additional rates poundage and utilities. Net effect £0.194m: Property £0.194m. e. Realignment of budget to reflect service provision within Grounds and Facilities. Net effect £0.000m: Employees £0.102m, Property (£0.006m), Supplies and Services £0.022m, Transport and Plant £0.001m, Payment to Contractors (£0.056m), Income (£0.063m). 19
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Appendix C SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 9 Ended 1 December 2023 (No. 9) Planning and Regulatory Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 01/12/23 Actual BEFORE Transfers 01/12/23 Variance 01/12/23 % Variance 01/12/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 7,844 7,624 220 220 5,066 4,886 180 under 3.6% 1,b Property Costs 38 33 5 5 8 7 1 under 12.5% a Supplies & Services 183 304 (121) (121) 125 149 (24) over (19.2%) 2 Transport & Plant 126 206 (80) (80) 77 88 (11) over (14.3%) Administration Costs 132 148 (16) (16) 85 94 (9) over (10.6%) c Payments to Other Bodies 275 182 93 93 71 71 0 - 0.0% c Payments to Contractors 1,145 1,750 (605) (605) 890 1,354 (464) over (52.1%) 3,c Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 46 62 (16) (16) 3 3 0 - 0.0% Total Controllable Exp. 9,789 10,309 (520) (520) 6,325 6,652 (327) over (5.2%) Total Controllable Inc. (4,407) (5,291) 884 884 (2,713) (3,161) 448 over recovered 16.5% 4 Net Controllable Exp. 5,382 5,018 364 364 3,612 3,491 121 under 3.3% Transfer to Reserves (as at 01/12/23) - - - - - - - - n/a Position After Transfers to Reserves (as at 01/12/23) 5,382 5,018 364 364 3,612 3,491 121 under 3.3% Variance Explanations 1. The variance is due to vacant posts within the services which are being recruited. 2. The variance represents greater than budgeted costs on an IT system upgrade within Planning and Building Standards. 3. The variance is mainly due to an increase in demand for clinical waste services, this is offset by an over recovery of income within Environmental Services. 4. The over recovery relates to income received for clinical waste which offsets the expenditure overspend within payment to contractors. The overall over recovery is partially offset by the lower demand for Planning and Building applications. Budget Virements a. Transfer of budget in respect of utilities. Net effect (£0.003m): Property (£0.003m). b. Transfer of budget in relation to pay award. Net effect £0.419m: Employees £0.419m. c. Realignment of budget to reflect service delivery within Projects. Net effect £0.000m: Administration £0.014m, Payment to Other Bodies £0.010m, Payment to contractor (£0.024m). 20
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Appendix D SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 9 Ended 1 December 2023 (No. 9) South Lanarkshire Leisure and Culture Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 01/12/23 Actual BEFORE Transfers 01/12/23 Variance 01/12/23 % Variance 01/12/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 4 6 (2) (2) 4 4 0 - 0.0% Property Costs 98 108 (10) (10) 92 92 0 - 0.0% Supplies & Services 0 0 0 0 0 0 0 - n/a Transport & Plant 0 0 0 0 0 0 0 - n/a Administration Costs 8 8 0 0 8 8 0 - 0.0% Payments to Other Bodies 80 93 (13) (13) 0 0 0 - n/a Payments to Contractors 23,048 22,848 200 0 16,759 16,759 0 - 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. 23,238 23,063 175 (25) 16,863 15,863 0 - 0.0% Total Controllable Inc. (11) (19) 8 8 (11) (11) 0 - n/a Net Controllable Exp. 23,227 23,044 183 (17) 16,852 16,852 0 - 0.0% Transfer to Reserves (as at 01/12/23) - 200 (200) - - - - - Position After Transfers to Reserves (as at 01/12/23) 23,227 23,244 (17) (17) 16,852 16,852 0 - 0.0% No significant variance explanations to report No budget virements to report Approved Transfers to Reserves (£0.200m): i. Community Led Investments (£0.200m) 21
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Appendix E SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 9 Ended 1 December 2023 (No. 9) Enterprise and Sustainable Development Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 01/12/23 Actual BEFORE Transfers 01/12/23 Variance 01/12/23 % Variance 01/12/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 5,599 5,238 361 361 3,651 3,490 161 under 4.4% 1,a,d,e Property Costs 1,234 1,233 1 1 548 546 2 under 0.4% c,g Supplies & Services 245 248 (3) (3) 91 100 (9) over (9.9%) Transport & Plant 47 44 3 3 45 43 2 under 4.4% Administration Costs 89 85 4 4 25 25 0 - 0.0% f Payments to Other Bodies 6,707 6,710 (3) (3) 964 964 0 - 0.0% b,c,d,e Payments to Contractors 369 469 (100) (100) 9 9 0 - 0.0% d Transfer Payments 0 0 0 0 0 0 0 - n/a Financing Charges 44 47 (3) (3) 3 3 0 - 0.0% Total Controllable Exp. 14,334 14,074 260 260 5,336 5,180 156 under 2.9% Total Controllable Inc. (8,361) (8,410) 49 49 (3,627) (3,632) 5 over recovered 0.1% c,e Net Controllable Exp. 5,973 5,664 309 309 1,709 1,548 161 under 9.4% Transfer to Reserves (as at 01/12/23) - - - - - - - - n/a Position After Transfers to Reserves (as at 01/12/23) 5,973 5,664 309 309 1,709 1,548 161 under 9.4% Variance Explanations 1. This variance is mainly due to vacant posts within the services which are being recruited. Budget Virements a. Transfer of budget in relation to pay award. Net effect £0.305m: Employees £0.305m. b. Transfer of budget for capital funded from revenue in respect of Business Infrastructure. Net Effect (£0.026m): Payment to Other Bodies (£0.026m). c. Establish budgets in respect of Hamilton Palace Grounds, Area Regeneration, Community led Local Development, Hamilton Towers. Net effect £0.000m: Property £0.694m, Payment to Other Bodies £0.704m, Income (£1.398m). d. Transfer from reserves in respect of Social Enterprise and Support Programme, Locate in South Lanarkshire, Tourism Cooperative and Strategy, Food Strategy Support fund and Climate Change South Lanarkshire. Net Effect £0.947m: Employees £0.031m, Payment to Other Bodies £0.556m, Payment to Contractors £0.360m. e. Realignment of budget to reflect service delivery within the service. Net effect £0.000m: Employees £0.020m, Payment to Other Bodies £0.055m, Income (£0.075m). f. Removal of budget in respect of procurement savings. Net effect (£0.003m): Administration (£0.003m). g. Transfer of budget in respect of utilities. Net effect £0.019m: Property £0.019m. 22
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Appendix F SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Community and Enterprise Resources: Period 9 Ended 1 December 2023 (No. 9) Roads, Transportation and Fleet Services Annual Budget Forecast for Year BEFORE Transfers Annual Forecast Variance BEFORE Transfers Annual Forecast Variance AFTER Transfers Budget Proportion 01/12/23 Actual BEFORE Transfers 01/12/23 Variance 01/12/23 % Variance 01/12/23 Note £000 £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 23,376 21,755 1,621 1,621 14,562 13,681 881 under 6.0% 1,a,d Property Costs 1,799 1,868 (69) (69) 1,241 1,281 (40) over (3.2%) 2,b,c,d Supplies & Services 9,506 9,887 (381) (421) 5,632 5,667 (35) over (0.6%) 3,b,c Transport & Plant 13,595 14,655 (1,060) (1,060) 9,074 9,979 (905) over (10.0%) 4,c,d Administration Costs 398 532 (134) (134) 329 367 (38) over (11.6%) 5 Payments to Other Bodies 5,875 6,060 (185) (185) 4,659 4,659 0 - 0.0% d Payments to Contractors 5,312 6,676 (1,364) (1,364) 2,008 2,008 0 - 0.0% d,e Transfer Payments 617 617 0 0 308 308 0 - 0.0% Financing Charges 50 61 (11) (11) 3 6 (3) over (100.0%) Total Controllable Exp. 60,528 62,111 (1,583) (1,623) 37,816 37,956 (140) over (0.4%) Total Controllable Inc. (39,031) (39,671) 640 640 (26,319) (25,745) (574) under recovered 2.2% 6,d Net Controllable Exp. 21,497 22,440 (943) (983) 11,497 12,211 (714) over (6.2%) Transfer to Reserves (as at 01/12/23) - 40 (40) - - 0 0 n/a Position After Transfers to Reserves (as at 01/12/23) 21,497 22,480 (983) (983) 11,497 14,927 (714) over (6.2%) Variance Explanations 1. The variance relates to staff turnover and vacancies within Roads and Fleet which are being recruited. 2. The overspend is mainly due to higher than anticipated costs in the upkeep of the Roads depots. 3. The overspend is due to IT costs in respect of a system upgrade within the Fleet. 4. The variance is mainly due to the timing of efficiencies and greater than anticipated expenditure in the workshop within Fleet services. 5. The overspend is due to a greater than budgeted spend on printing & stationery, security uplift fees and medical costs. 6. The under recovery reflects less than anticipated income from maintenance works within Roads Construction and within the Parking account where actual income from Parking charges are less than budget. This is partially offset by an over recovery within Fleet for additional vehicle maintenance income. Budget Virements a. Transfer of budget in relation to pay award. Net effect £1.503m: Employees £1.503m. b. Transfer of budget in respect of additional rates poundage and utilities. Net effect £1.085m: Property £0.175m, Supplies and Services £0.910m. c. Removal of budget in respect of procurement savings. Net effect (£0.008m): Transport and Plant (£0.008m). d. Realignment of budget to reflect service provision within Roads and Fleet. Net effect £0.000m: Employees (£0.474m), Property £0.106m, Transport and Plant £0.656m, Payment to Other Bodies £0.500m, Payment to Contractors £0.509m, Income (£1.297m e. Transfer from reserves in respect of Community Resilience programme Net Effect £0.035m: Payment to Contractors £0.035m. Approved Transfers to Reserves (£0.040m): ii. Fleet Sinking Fund contribution (£0.025m) iii. Year 3 of 4 of Electric Vehicle Payback (£0.015m) 23
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Head of Finance (Strategy) Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Capital Budget Monitoring 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on the progress of the capital programme for Community and Enterprise Resources for the period 1 April to 1 December 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 £38.577 million, and expenditure to date of £17.094 million, be noted; and (2) that the projected outturn of £34.100 million be noted. [1recs] 3. Background 3.1. This is the third 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 revised budget for Community and Enterprise Resources is £38.577 million. This reflects the budget of £39.602 million reported to the last meeting of this Committee in November 2023, adjusted to reflect changes totalling a net decrease of £1.025 million: an increase of £0.115 million approved by the Executive Committee on 22 November 2023 (£0.115 million increase) and also proposed a proposed decrease of £1.140 million submitted to the Executive Committee on 24 January 2024. The details of these amendments are shown in Appendix A. 3.3. The Executive Committee (24 January 2024) is also being asked to approve a separate exception on the Glasgow City Region City Deal – Greenhills Road project as an exempt paper. At the time of writing, this has not been reflected in this paper for commercial reasons. 3.4. 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. 4 25
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5. Financial Implications 5.1. 2023/2024 Budget The total capital programme for Community and Enterprise Resources is £38.577 million, as detailed in Section 3.2. 5.2. 2023/2024 Outturn Work has been ongoing to monitor the predicted spend position for this financial year and current estimates from Community and Enterprise Resources suggest an outturn of £34.100 million, an underspend of £4.477 million. The majority of the variance is due to the timing of spend on a number of projects resulting in budget required in 2024/2025 rather than 2023/2024. 5.3. The projects which will now underspend in 2023/2024 include the extension of Philipshill Cemetery, East Kilbride; Renewal of Play Parks; White Bridge design (Chatelherault Country Park); Larkhall Leisure Centre design; heating replacement at TACT Hall, Blantyre; Priory Changing Pavilion, Blantyre; Rural Development Centre, Lanark; various projects within the Place Based Investment Programme; Cuningar Allotments; and City Deal Community Growth Area junction improvement project at Woodfoot Road/Wellhall Road, Hamilton. Funding for these projects will carry forward into next financial year. 5.4. Period 9 Position Anticipated spend to date was £17.208 million and spend to 1 December 2023 amounts to £17.094 million, resulting in the Community and Enterprise Resources being £0.114 million behind programme. This primarily reflects the timing of project expenditure on the Roads Carriageway programme, with recharges still to be processed for works completed to date. 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. Jackie Taylor Head of Finance (Strategy) David Booth Executive Director (Community and Enterprise Resources) 15 January 2024 26
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Community and Enterprise Resources Committee, 7 November 2023 Executive Committee, 22 November 2023 Executive Committee, 24 January 2024 List of Background Papers Financial ledger to 1 December 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 27
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Appendix A South Lanarkshire Council Capital Expenditure 2023/2024 Community and Enterprise Resources Programme For Period 1 April 2023 – 1 December 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 - 3,307 962 967 Enterprise and Sustainable Development 9,685 2,559 (2,265) 9,979 1,783 1,793 Roads, Transport and Fleet 25,763 2,831 (3,303) 25,291 14,463 14,334 TOTAL 38,210 5,935 (5,568) 38,577 17,208 17,094 For Information Only Budget Adjustments approved by Executive Committee, 22 November 2023: Budget Adjustments approved by Executive Committee, 24 January 2024: Budget Adjustments Lanark Library, Lindsay Institute, Lanark Community Bus Fund Switched on Fleet Switched on Towns and Cities Total Budget Adjustments (£0.464m) £0.303m £0.250m £0.026m £0.115m Budget Adjustments Calderglen Country Park SLC Industrial Infrastructure - Energy Efficiency Langlands West Strategic Industrial Development Site, East Kilbride Carluke High Mill Community Facility – Phase 1 Cycle Shelters at Schools Community Bus Fund Total Budget Adjustments £0.043m £0.026m (£0.500m) (£0.501m) £0.095m (£0.303m) (£1.140m) 28
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Chief Executive Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources – Workforce Monitoring – September to November 2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information for September to November 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 September to November 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; staffing watch as at 9 September 2023 [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 September to November 2023. 4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of November 2023 for Community and Enterprise Resources. The Resource absence figure for November 2023 was 7.3%, this figure has increased by 1.0% when compared to the previous month and is 1.1% higher than the Council-wide figure. Compared to November 2022, the Resource absence figure has decreased by 0.4%. Based on the absence figures at November 2023 and annual trends, the projected annual average absence for the Resource for 2023/2024 is 6.3%, compared to a Council-wide average figure of 5.4%. 5 29
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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, 370 referrals were made this period. This represents a decrease of 3 when compared with the same period last year. 4.3. Accident/Incident Statistics There were 53 accidents/incidents recorded within the Resource this period, an increase of 19 when compared to the same period last year. 4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 21 disciplinary hearings were held within the Resource, a decrease of 8 when compared to the same period last year. During the period 2 appeals were heard by the Appeals Panel, this figure has decreased by 3 when compared to the same period last year of which 1 was withdrawn. One Appeals Panel was pending, this figure has increased by 1 when compared to the same period last year. One grievance hearing was raised within the Resource, this figure has decreased by 2 when compared to the same period last year. No Dignity at Work complaints were raised within the Resource, this figure remains unchanged when compared to the same period last year. 4.5. Analysis of Leavers (Appendix 2) There were a total of 49 leavers in the Resource this period eligible for an exit interview. This figure has decreased by 8 when compared with the same period last year. Twelve exit interviews were conducted in this period, this figure has increased by 2 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 September to November 2023, 107 employees (65.85 FTE) in total left employment. Managers indicated that 101 posts (59.85 FTE) were being replaced, 2 posts (2.00 FTE) are being filled on a temporary basis and 4 posts (4.00 FTE) were due to the end of fixed term contracts. 5. Staffing Watch 5.1. There has been no change in the number of employees in post from 10 June 2023 to 9 September 2023. 6. Employee Implications 6.1. There are no implications for employees arising from the information presented in this report. 30
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7. Financial Implications 7.1. All financial implications are accommodated within existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications in terms of the information contained within this report. 9. Other Implications 9.1. There are no implications for sustainability or risk in terms of the information contained within this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive David Booth Executive Director (Community and Enterprise Resources) 21 December 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 – 7 November 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 31
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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 2.3 July 5.3 5.9 4.6 July 4.9 5.6 4.3 July 4.0 4.6 3.8 August 2.9 3.4 3.0 August 6.4 6.6 5.2 August 5.9 6.1 4.9 August 4.7 4.4 4.1 September 3.4 3.1 2.5 September 8.2 7.9 7.1 September 7.5 7.1 6.4 September 6.4 5.4 5.3 October 3.8 5.1 2.0 October 7.9 7.5 7.0 October 7.3 7.1 6.3 October 6.3 5.8 5.1 November 3.5 4.2 2.6 November 8.0 8.3 8.1 November 7.3 7.7 7.3 November 6.9 6.5 6.2 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 3.2 Annual Average 7.7 7.4 6.8 Annual Average 7.1 6.9 6.3 Annual Average 5.9 5.7 5.4 Average Apr-Nov 3.0 3.9 3.0 Average Apr-Nov 6.8 7.2 6.3 Average Apr-Nov 6.3 6.7 5.9 Average Apr-Nov 5.3 5.4 4.9 529 2927 3456 16242 Appendix 1 Absence Trends - 2021/2022, 2022/2023 & 2023/2024 Community and Enterprise Resources APT&C Council WideManual Workers Resource Total No of Employees at 30 November 2023 No of Employees at 30 November 2023 No of Employees at 30 November 2023 No of Employees at 30 November 2023 32
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COMMUNITY AND ENTERPRISE RESOURCES Sep - Nov Sep - Nov 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 123 106 REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 0 0 TOTAL 373 370 Sep - Nov Sep - Nov 2022 2023 Over 7 day absences 2 8 Over 3 day absences** 1 0 Minor 18 18 Near Miss 4 11 Violent Incident: Physical**** 6 12 Violent Incident: Verbal***** 3 4 Total Accidents/Incidents 34 53 Sep - Nov Sep - Nov 2022 2023 Total Number of Hearings 29 21 Total Number of Appeals 5 2 Appeals Pending 0 1 Time Taken to Convene Hearing September - November 2023 0-3 Weeks 4-6 Weeks Over 6 Weeks 17 2 2 Sep - Nov Sep - Nov 2022 2023 Number of Grievances 3 1 Number Resolved at Stage 1 1 0 Number Resolved at Stage 2 2 1 Sep - Nov Sep - Nov 2022 2023 Number of Incidents 0 0 Sep - Nov Sep - Nov 2022 2023 Career Advancement 3 6 Poor Relationship with Manager/Colleagues 0 2 Moving Outwith Area 0 1 Personal Reasons 4 0 Travelling Difficulties 1 0 Childcare/caring responsibilities 1 2 Other 1 1 Number of Exit Interviews conducted 10 12 Total Number of Leavers Eligible for Exit Interview 57 49 Percentage of interviews conducted 18% 24% ****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 110 *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. 105 APPENDIX 2 122 148 18 11 33
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FTE H/C FTE H/C Terminations/Leavers 65.85 107 181.83 311 Being replaced 59.85 101 171.25 299 Filling on a temporary basis 2.00 2 2.00 2 Plan to transfer this budget to another post 0.00 0 0.00 0 End of fixed term contract 4.00 4 6.58 8 Held pending service Review 0.00 0 2.00 2 Plan to remove for savings 0.00 0 0.00 0 Appendix 2a Reason Sep - Nov 2023 Cumulative total 34
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As at 9 September 2023 Total Number of Employees F/T P/T F/T P/T 1248 260 204 1428 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1535.63 371.38 236.50 44.05 16.00 0.00 5.00 0.00 2213.56 As at 10 June 2023 Total Number of Employees F/T P/T F/T P/T 1263 250 201 1426 Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 5.00 1548.64 363.88 231.25 46.05 16.00 0.00 5.00 0.00 2215.82 *Full - Time Equivalent No of Employees Salary Bands MALE FEMALE TOTAL 3140 Appendix 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES *Full - Time Equivalent No of Employees Salary Bands 3140 MALE FEMALE TOTAL 35
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resource Plan - Quarter 2 Progress Report 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Community and Enterprise Resource Plan Quarter 2 (Q2) Progress Report 2023/2024, for the period 1 April to 30 September 2023 [1purpose] 2. Recommendations 2.1. The Committee is asked to approve the following recommendations:- [ (1) that the Community and Enterprise Resource Plan Quarter 2 Progress Report 2023/2024, 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 to date, as detailed in paragraph 5.3 of the report, be noted; and (3) that it be noted that there are no areas identified for improvement, as detailed in paragraph 5.4 of the report. 3. Background 3.1. The Community and Enterprise Resource Plan 2023/2024 was approved by Community and Enterprise Committee on 10 May 2023 and noted by the Executive Committee on 21 June 2023 and sets out the outcomes, measures and actions to be managed and delivered by the Resource for the financial year 2023/2024. 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. 4. Resource Outcomes 2023/2024 4.1. The Resource has established a number of outcomes to support the delivery of the Connect Outcomes in 2023/2024. These are detailed at Appendix 1. 5. Quarter 2 Progress Report 2023/2024 5.1. Progress against all Resource Plan measures is contained in the Quarter 2 Progress Report 2023/2024, 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:- 6 37
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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. Measures which are classified as ‘red’ are considered in detail at section 5.4. of this report. To ensure adequate scrutiny of performance across all Resources, the Council’s Performance and Review Scrutiny Forum may consider ‘red’ and/or ‘amber’ measures at a future meeting. The overall summary of progress to date is set out in the table below. There remains a legacy impact of COVID-19 and the response to it in some areas, and performance should be considered in that context. Status Measures Statistical Project Total % Blue 0 1 1 1.8% Green 9 29 38 67.9% Amber 5 7 12 21.4% Red 0 0 0 0% Report later/Contextual 5 0 5 8.9% Totals 19 37 56 100% (Data correct as at 4 January 2024) 5.3. Key achievements for 2023/2024, to date, are noted below:- 5.3.1. Connect Outcome Communities and Environment Resource Outcome Achievement The Council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably The Climate Emergency Community Grants fund was re- launched in April 2023 and has once again proven to be a big success, with the £75,000 fully committed by the end of June 2023. A full report on the overall impact of the Climate Emergency Fund, including the community grants, will be presented to the Climate Change and Sustainability Committee post March 2024. The Council supported the first annual community climate conference hosted by One Carluke Area Network (ONECAN). Speakers at the event included former Minister for Environment Biodiversity and Land reform Mairi McAllan, Heather Ashworth from Keep Scotland Beautiful and Scene consultants who presented the community-led Carluke Carbon Emission Report. 38
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Connect Outcome Communities and Environment Office for Zero Emissions Vehicles (OZEV) Project consists of the installation on 13 dual on-street electric vehicle chargers in various residential streets in South Lanarkshire. These works have now been completed. The Council supports and promotes a fairer, healthier, and more sustainable food system As part of our efforts to identify opportunities to increase food growing provision throughout South Lanarkshire, planning permission was applied for a new allotment site at Chatelherault and planning consent was granted. Works started in April 2023 and were completed in August 2023. All the plots have now been let with the site fully operational. High quality streets, parks and other public areas ensures South Lanarkshire is a place where people want to live, work, visit and invest Strathaven, Castlebank and Cambuslang Parks have successfully retained Green Flag status in 2023. Strathaven Park has won the prestigious award from Keep Scotland Beautiful for the 11th year in a row, while Cambuslang Park and Castlebank Park have won for nine and eight consecutive years respectively. Recognising the very best of our country’s outdoor areas, the International Green Flag Award acts as a benchmark for clean, safe and well-maintained parks and green spaces. Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel An extensive consultation exercise, involving numerous groups, organisations, elected members and the public, was undertaken in July/August 2023 to feed into the development of the new Local Transport Strategy. The new Strategy will set the future direction for the Council’s approach to the development and upkeep of the transport infrastructure and policy within the area. The Strategy will also set out how the Council will contribute to the delivery of the obligations set out in the National and Regional Transport Strategies and other key policy drivers. It is anticipated that a draft strategy will be presented to committee in spring 2024. Connect Outcome Our Economy Resource Outcome Achievement Economic Development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon A new South Lanarkshire Social Enterprise Strategy was approved by Executive Committee on 21 June 2023. The Strategy sets out the Council’s commitment to increase the number of social enterprises and improve the sustainability of the sector in South Lanarkshire. 5.3.2. In addition to working towards these Outcomes, it is recognised that the Council will continually aim to improve and ensure effective and efficient use of resources, and that business will be conducted with integrity and transparency and will operate to the highest standards. In order to monitor and report progress against these values, Resource outcomes have also been identified under the heading Delivering the Plan and achieving Best Value. 39
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Delivering the Plan and achieving Best Value Resource Objective Achievement Customers experience high quality and improving council services A new Cemetery Strategy was approved at Community and Enterprise Resources Committee in May 2023 to allow the service to take forward and develop new working arrangements within Bereavement Services. 5.4. Areas for improvement There are no areas identified for improvement. 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 Committee and the Employees Issues Forum. 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. 8.2. The Council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the climate emergency and in Scotland’s transition to a net-zero and climate resilient society and economy. All Resource Plans have recognised sustainable development and climate change as a key area of focus for 2023/2024. 9. Other Implications 9.1. A significant element of the delivery of the outcomes in the Community Plan 2022 to 2032 will come through the achievement of the actions contained within Connect. 9.2. Resource Plan actions are assessed as part of the Resource’s risk management arrangements and relevant issues have been added to the Resource Risk Register. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Many of the actions detailed within the Resource Plan reflect ongoing strategies and policies which will be or have been the subject of consultation and equality impact assessment. David Booth Executive Director (Community and Enterprise Resources) 11 January 2024 40
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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 Committee- 29 August 2023 List of Background Papers Council Plan Connect 2022 to 2027 – South Lanarkshire Council, 15 June 2022 Community and Enterprise Resource Plan 2023/2024 – Community and Enterprise Resources Committee, 30 May 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Anne Lewis (Performance and Development Officer) E-mail: anne.lewis@southlanarkshire.gov.uk 41
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Appendix 1 Community and Enterprise Resource Outcomes 2023/2024 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 • Communities are well connected • 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 • The 20 minute neighbourhood principle is established in our communities to make our places more sustainable and liveable. Education and Learning • No resource outcomes for this Connect outcome 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 • Health inequalities are addressed through collaboration with local communities and partners • 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 Connect outcome Housing and Land • Vacant, derelict and contaminated land is brought back into productive use • Appropriate supply of housing land (including affordable housing) is maintained Our Economy • South Lanarkshire is an attractive place to start, grow and locate a business • Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon • Thriving town and neighbourhood centres provide a focal point for local communities • 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 42
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IMPROVe - SLC Performance Management System Report printed on 29 Jan 13:00 Quarter 2 : April 2023 - September 2023 South Lanarkshire Council Community and Enterprise Resource Plan (This represents the cumulative position to September 2023) Performance Report 2023-24 Appendix 2 6 43
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IMPROVe - SLC Performance Management System Report printed on 29 Jan 13:00 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 3 0 3 9 Education and Learning 0 0 0 0 0 Health and Wellbeing 3 0 0 0 3 Children and Young People 0 0 0 0 0 Housing and Land 0 0 0 0 0 Our Economy 3 2 0 2 7 Delivering the plan and achieving best value 0 0 0 0 0 Total 9 5 0 5 19 Page 1 44
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IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - 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 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of streets found to be acceptable during Litter Monitoring Systems Surveys The Litter Monitoring System (LMS) is a statutory requirement and involves external validation by Keep Scotland Beautiful. It is reported via the Local Government Benchmarking Framework (LGBF). In 2021-22, South Lanarkshire Council continued to score higher 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. An update will be provided at quarter three. Report Later 92.10% ------ 94.10% 92.10% ------ Land Audit Management System grounds maintenance score The Land Audit Management System (LAMS) score at quarter two was 72.5%, which is above the target of 72%. Green 72.0 72.5 72.0 71.3 72.0 Communities are encouraged and supported to reduce, re-use and recycle their waste Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of total household waste that is recycled in 2023 This measure is reported per calendar year and the latest figures relate to the period from April to June 2023 (48%). The year to date figure reflects performance from January to June 2023 (44.24%). This remains below the target of 50%. Performance in April to June 2023 (48%) is an improvement on the same quarter in 2022 (45.08%). The new bulky waste contract continues to increase the quantities of bulky waste being recycled. Performance will continue to be closely monitored. Amber 50.00% 44.24% 40.50% 41.50% 41.20% Page 2 45
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IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment Communities are encouraged and supported to reduce, re-use and recycle their waste Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of household waste sent to landfill in 2023 This measure is reported per calendar year and the latest figures relate to the period from April to June 2023. The year to date figure reflects performance from January to June 2023 (1.45%). This remains well below the target to stay under 10%. Performance in April to June 2023 (1.52%) is slightly more than the same quarter in 2022 (1.48%). Green 10.00% 1.45% 9.71% 8.66% 1.84% The council addresses climate change by reducing carbon emissions, protecting our natural environment, adapting to the impacts of climate change, and acting sustainably Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Reduction in the council’s carbon emissions achieved by March 2024 (buildings, waste, street lighting, transport) The Council’s carbon footprint for 2022-23 shows a 20% reduction since the baseline year 2019-20 (a further reduction of 1.5% compared to 2021-22). The carbon emissions associated with household waste reduced significantly in 2022, by 52.8%, compared with 2019. This is partly due the amounts of waste being processed at the Energy from Waste (EfW) facility. The emissions from energy use in Council buildings also reduced by 8% in 2022-23 compared with 2019-20. The significant reduction in 2022-23 is also due to the national carbon conversions factors for electricity, gas and waste which are lower than the 2019-20 factors. Figures for 2023-24 are not yet available. Report Later ------ ------ ------ ------ 20.0% Communities are well connected Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of properties with Superfast Broadband >30Mbps Progress towards target is slowing with 0.05% increase in quarter two. Progress is dependent on BT Openreach investment. Alternative solutions such as Starlink satellite availability may affect this target. It should be noted that coverage increases in Full Fibre continue at reasonable levels however investment is dependent on market conditions. Amber 99.0% 97.5% 96.6% 97.0% 97.3% Page 3 46
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IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan Performance Indicators South Lanarkshire Council - Community and Enterprise Communities and Environment Communities are well connected Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of properties with Full Fibre Connection Investment in Full Fibre connection to households continues within urban areas with a 2.3% coverage increase in the quarter. Green 33.0% 34.5% 13.8% 21.9% 32.6% All roads, footways and bridges and associated infrastructure are safe and fit for purpose Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target 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 which is undertaken each year. The target figure of 30.8% is based on the results for the period 2021-23, noting that recent condition figures indicates regression compared to last year. Report Later 30.8% ------ 30.6% 29.7% 30.8% Number of road casualties in South Lanarkshire during 2023 Provisional casualty figures are available for the first eight months of 2023, when there were 215 casualties. Of these, there were 4 fatal casualties, 71 serious casualties and 140 slight casualties. There were 0 child fatal casualties, 12 children seriously injured and 14 children slightly injured. Compared with the same period in 2022, there were 166 casualties. Of these, there were 6 fatalities, 50 serious casualties and 110 slight casualties. For children in 2022, there were 0 child fatal casualties, 2 children seriously injured and 9 children slightly injured. These are provisional 2023 figures. Amber 279 215 317 254 279 Page 4 47
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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 second quarter of 2023-24 (July-Sept 2023). This equates to 2,648 food businesses. Year to date, 95% 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% 95.0% 90.0% 93.0% 96.0% All schools and nursery children have access to nutritious school meals Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Level of primary school meal uptake (as a proportion of total primary school meals which could be taken up over the period) Meal uptake is achieving target set. Green 60.0% 66.2% 41.3% 58.2% 66.0% Level of secondary school meal uptake (as a proportion of total primary school meals which could be taken up over the period) Meal uptake is achieving target set. Green 38.0% 38.4% 24.4% 36.3% 38.0% Page 5 48
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Half way target of 250 has not been achieved and the number of starts ups has been behind each month of 2023 and this is largely due to changes in staffing at the contractor, where staff have retired and left to take up new positions. Whilst new staff have been recruited it takes time for them to get up to speed. The contractor is confident that the target will be achieved over the year and there is an improvement plan in place which reflects this. Amber 500 123 ------ ------ 520 Number of business support interventions per annum by Economic Development (grants, loans or advice) Slightly behind the halfway point of 600 on the annual target as the UKSPF programmes have not been opened for the full 6 months period. However, there is a strong pipeline and we should be able to achieve the full annual target. Green 1,200 376 3,075 2,679 1,615 Number of jobs created or sustained per annum as a direct result of Economic Development intervention Exceeded half way target of 250 in the first 6 months. On target to achieve for full year. Green 500 380 ------ 1,095 1,256 Increased value of sales generated by businesses as a direct result of Economic Development intervention Exceeded half way target of £2.5M in the first 6 months. On target to achieve for full year. Green £5.000m £4.589m ------ £22.107m £13.113m Perecentage of procurement spend on local enterprises This is a local government benchmarking framework indicator. 2021-22 information was published in January 2023, and showed that the percentage of spend on local enterprises increased from 16.99% in 2020-21 to 18.21% in 2021-22. However, this remained below the Scottish average of 29.88%, and placed South Lanarkshire in 28th place out of all the authorities. In support of the Community Wealth Building Strategy, officers continue to analyse expenditure in order to better understand the geographical profile of our core trade expenditure within South Lanarkshire, across Lanarkshire as a whole, Glasgow City Region and Scotland. The figure for 2022-23 will be reported as part of the LGBF framework in early 2024 and will be updated at quarter three. Report Later ------ ------ 0 18 0 Page 6 49
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The six monthly report is being prepared and will be submitted to Glasgow City Region on 9 October 2023. Report Later £3.000m ------ £0.000m £0.000m £0.000m Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Performance Indicators Comments/ Progress Status 2021/22 2022/232020/21Target To Date -------- Last 3 Years ------------------- This Year ----------- Percentage of all planning applications approved A slight increase in refusals has resulted from a review of ‘legacy’ planning applications. Clearing the backlog of applications which had stalled due to the lack of progress on legal agreements or applicants not submitting information while leading to this increase should deliver improved performance against this indictor in the future. Amber 95.0% 91.2% 96.2% 97.1% 97.6% Page 7 50
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Summary - number of measures complete, green, amber and red under each Council Plan Outcome / Theme Council Outcome/ Theme Complete Green Amber Red Report later Total Communities and Environment 1 12 3 0 0 16 Education and Learning 0 0 0 0 0 0 Health and Wellbeing 0 5 2 0 0 7 Children and Young People 0 0 0 0 0 0 Housing and Land 0 1 0 0 0 1 Our Economy 0 11 2 0 0 13 Delivering the plan and achieving best value 0 0 0 0 0 0 Total 1 29 7 0 0 37 Page 8 51
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IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - 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 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 Draft Open Space strategy to be presented to the Planning Committee by March 2024 Consultants appointed and initial data gathering commenced. Green To make South Lanarkshire a cleaner place to live, work and visit free of litter, fly tipping and dog waste Prepare an annual progress report for Climate Change and Sustainability Committee in September 2023, demonstrating the impact of the Litter Strategy (2022-2027) The annual progress report for the Litter Strategy was presented to committee on 20 September 2023. Complete Communities are encouraged and supported to reduce, re-use and recycle their waste Action Measures Comments/ Progress Status Support a circular economy by re-using, recycling and generating energy from the waste we manage Commence a review of the waste service during 2023-24 that will incorporate the impact of the Deposit Return Scheme The Waste Review is ongoing and is on target for completion within the agreed timescales. Phase 1 - Household Waste Recycling Centre (HWRC) sites is complete and the new contract for the management and operation of HWRCs is currently being evaluated. In terms of the other Phases (Infrastructure and Kerbside Collection Services), several key pieces of work have already been completed including a Waste Compositional Analysis. Green Page 9 52
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - 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 sustainably Action Measures Comments/ Progress Status Lead by example and influence area-wide climate change and sustainability action Implement the Sustainable Development and Climate change Strategy (2022-2027) Action Plan, and report progress at quarter two and quarter four to Climate Change and Sustainability Committee Quarter four progress was reported to the Climate Change and Sustainability Committee on 20 September 2023. The Action Plan for 2023-2024 has been agreed with services and been created on IMPROVe. The first update is due in October for Quarter two. Emails asking for updates going out on 9 October 2023. Quarter two progress will be reported to the Climate Change and Sustainability Committee in February 2024. Green Protect, enhance and respect South Lanarkshire's natural environment Develop a new Biodiversity Strategy (2024-2030) and Biodiversity Implementation Plan for (2024-2026) for approval by Climate Change and Sustainability Committee by February 2024 Both documents are currently being drafted. Green Ensure national planning policy set out in National Planning Framework 4 in relation to climate change, biodiversity and sustainable travel is Prepare Supporting Planning Guidance on climate change & sustainability and green issues as an interim measure pending preparation of LDP3 Supporting Planning guidance and Policy documents will be reported to the relevant Committees during 2024. Amber embedded in decision making process for planning applications and the preparation of the South Lanarkshire Local Development Plan 3 Awareness sessions to be developed for elected members, planning officers and developers/agents by September 2023. Reports to Committees will continue to be presented through 2024, while awareness sessions with Members, Communities and the development industry will be held within the context of the engagement for the Local Development Plan. Amber Page 10 53
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - 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 sustainably Action Measures Comments/ Progress Status Create the conditions for the decarbonisation of the council's fleet Implement and review the Fleet Strategy (2020-2025) Action Plan including a reduction in transport related emissions, conversion of fossil fuelled small fleet to full electric and the trailling of a new fuel option for the medium to heavy fleet The Fleet Asset Management Plan 2022-23 has been completed, and will be presented to the Community and Enterprise Resource Management Team. It has been copied to Housing and Technical Resources for inclusion in the Corporate Asset Management Plan. The Fleet Asset Management Plan provides an update in relation to progress against the actions contained in the Fleet Strategy (2020-25). It is recognised that the two years lost to the Covid-19 pandemic have impacted the extent of progress that might have otherwise been made. Green Deliver new and improved low carbon vehicle charging infrastructure Maintain, manage and expand public infrastructure points / hubs in line with available internal and external funding sources Office for Zero Emissions Vehicles (OZEV) Project. This project consists of the installation of 13 dual on-street electric vehicle chargers in various residential streets in South Lanarkshire. Works are now complete. Electric Vehicle Charging Infrastructure Glasgow City Council, in conjunction with other City Region Local Authorities, including South Lanarkshire, commissioned a consultant to complete an EV Strategy and Plan. Market engagement is underway and options being considered on a regional basis for expansion. Green Page 11 54
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment 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 the Good Food Strategy (2020-2025) Action Plan and report progres at quarter two and quarter four to the Climate Change and Sustainability Committee The year four of the Good Food Strategy Action Plan (2023/2024) was approved by the Climate Change and Sustainability Committee on 20 September 2023. The quarter two report showing progress on the implementation of the strategy will be presented at the Climate Change and Sustainability Committee on 29 November 2023. Green Continue to identify opportunities to increase food growing provision throughout South Lanarkshire Progress planning application and process for new site at Chatelherault, and if successful, begin development of the site and allocating plots from the waiting list by March 2024 Planning consent for the new site at Chatelherault was granted and works started April 2023 with completion August 2023. All plots are now let with the site fully operational. Green All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Deliver prioritised road safey infrastructure improvements and promote road safety Deliver road safety projects and schemes in line with agreed 2023-24 programme Casualty reduction measures are being introduced at the following locations: A749, East Kilbride Road - new warning signage and road markings. Bloomgate/Westport Lanark - pedestrian refuge island and new town gateway pinch point. A73 Braidwood - new signs/road markings. A73 - Bogside to Carluke - alterations to junctions at Wildman Road and Law Hospital. A72 Palace Grounds Road - application of high friction surfacing at pedestrian crossing. A73 - application of high friction surfacing north of Hyndford Bridge. General signing, lining and catseye improvements on A721, A70 and A706. Green Page 12 55
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment All roads, footways, cycle routes, bridges and associated infrastructure are safe and fit for purpose Action Measures Comments/ Progress Status Improve resilience of strategic routes during adverse weather Implement prioritised / enhanced drainage / gulley cleaning action plan across the network by June 2023 During financial year 2023-24 additional resources have been allocated to increase gully cleaning capacity. This will allow the service to address a backlog in gully cleaning as well as direct resources to clearing other key areas of our drainage infrastructure. More detail will be provided in the quarter three update. Green Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Produce a new Local Transport Strategy for South Lanarkshire to support the National and Regional Transport Strategy as well as the provisions, where appropriate, of the Transport Scotland Act Draft Local Transport Strategy to be presented to Committee by Spring 2024 A consultant to undertake the development of the next Local Transport Strategy has been appointed. An extensive consultation exercise was undertaken in July/August with numerous groups, organisations, elected members and the public invited to contribute views. We are currently reviewing the feedback to enable relevant policies and actions to be developed. It is anticipated that a draft document will be presented to committee in Spring 2024. Green Page 13 56
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Provide road and infrastructure improvements to support new developments including those undertaken as part of the City Deal An Outline Business Case will be prepared for the Stewartfield Way Sustainable Transport Capacity Enhancement Project in Autumn 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. Discussions are on-going with Transport Scotland and the retail park at Kingsgate. Project continues to be refined and a review of timelines is underway. Amber Page 14 57
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Communities and Environment Road and transportation infrastructure supports new development, enables use of public transport and encourages active travel Action Measures Comments/ Progress Status Encourage active travel by extending our network of walking and cycling routes Deliver walking and cycling projects/schemes in line with agreed 2023-24 capital programme A number of cycling and walking projects are progressing: - 1) Active Travel Studies – A number of further studies have been completed for towns such as Blackwood, Kirkmuirhill, Abington, Crawford, Carnwath, Forth and Biggar. These are currently being reviewed and once approved these will complete studies for all areas of South Lanarkshire and will be uploaded onto the Council’s website. The priorities identified in these studies will be reviewed as part of the development of the new Local Transport Strategy. 2) East Kilbride Cycle Network – The next phase of the development of a segregated cycle network with enhanced pedestrian facilities in East Kilbride has commenced on Churchill Avenue. This will link West Mains Road to Cornwall Street and towards the trunk road network on the A726. This work is 90% complete and it is anticipated that works will be completed in November. 3) Carstairs to Carluke – Works which include surfacing upgrades, shared cycle /pedestrian crossing points of the A706 and A70, signing, road markings and other associated works are 80% complete and and transfer of land ownership to allow for the final section to be constructed is programmed. 4) Cycle Parking Provision in Town Centres – Locations for new shelters have been identified with associated consultation and works programmed for later this year. 5) Cycle Shelters and parking stands in schools – Locations for new shelters have been identified and funding has been awarded by Sustrans. 6) Cycle Route designs continue being taken forward in various locations such as Carstairs, Hamilton, Uddingston and Bothwell. Green Page 15 58
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Health and Wellbeing All school and nursery children have access to nutritious school meals Action Measures Comments/ Progress Status Complete the roll out of free school meals to all primary children All P6s and P7s to receive free school meals in line with Scottish Government timescales The Scottish Government has taken the decision to move the implementation date to August 2024 to allow further information to be gathered before releasing funds. Work is ongoing to prepare for the roll out. Amber Health inequalities are addressed through collaboration with local communities and partners Action Measures Comments/ Progress Status Complete the Shaping Places for Wellbeing project in Rutherglen Use the data analysis conducted during 2022-23 to develop actions to address health inequalities, taking account of the existing infrastructure available in the form of codesigned solutions, by October 2023 The project is led by the Improvement Service and partners include NHSL and Clyde Gateway as well as several services within the Council. The officer working group is developing an all sector action plan to be delivered by partners with a revised timescale for completion of March 2024. Amber Present regular update reports to the Corporate Management Team, with a final outcome report being delivered by March 2024 Updates reported to CMT as appropriate. Green Page 16 59
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Health and Wellbeing All residents have the opportunity to access cultural, leisure and outdoor recreational activities to help improve their wellbeing and quality of life Action Measures Comments/ Progress Status Develop a Commissioning Plan to define the council’s ask of South Lanarkshire Leisure and Culture (SLLC) Develop a Commissioning Plan for approval by Executive Committee An initial session was held with Elected Members on 19 June 2023 to provide contextual information to support the development of a new Commissioning Plan for SLLC. The Commissioning Plan is intended set out a clear strategic framework for the provision of leisure and culture activities in South Lanarkshire. A survey was developed for completion by Members over the summer period, with a follow up session in September 2023. Green Improve health and wellbeing by offering attractive and affordable leisure and cultural activities delivered with warmth, friendliness and individual pride (SLLC Mission) Implement the South Lanarkshire Leisure and Culture Strategy (2022-2027), monitor impact on a quarterly basis via the four SLLC Strategy Implementation Groups, and report on progress twice per year to the Community and Enterprise Resources Committee The performance management framework to support the strategy is currently being finalised. The initial progress report will be presented to Community and Enterprise Resources Committee in February 2024. Green Begin implementation of the multi-year Play Area Investment Programme Undertake consultation with local members and communities in Larkhall, Cambuslang and Rutherglen Consultation has been undertaken with Larkhall elected members and schools consultation has been programmed for week commencing 2 October for all primary schools in Larkhall. Invitations have been sent out to Rutherglen/Cambuslang elected members, with local consultation following thereafter. Green Finalise design options and implement agreed proposals by March 2024 Design options for Larkhall will be completed early October once schools consultation events have taken place, with initial design proposals presented to Rutherglen/Cambuslang elected members late October 2023. Green Page 17 60
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Housing and Land Vacant, derelict and contaminated land is brough back into productive use Action Measures Comments/ Progress Status Agree and implement vacant and derelict / contaminated land programme Implement projects approved within the Vacant and Derelict Land Fund framework agreed for 2023-24 Clyde Gateway project to upgrade access road and extend car park at Cuningar Phases 2 and 3 completed. Cuningar allotments project out to tender. Vacant Derelict Land Fund programme for 2023-24 approved at Community and Enterprise Committee. Green Page 18 61
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Prioritise business development advice, support and financial assistance to ensure businesses are able to continue to operate, whilst creating the right conditions for low carbon economic growth Deliver programmes, services, and events to businesses around sectors, location, and themes (e.g., food and drink, tourism, construction, low carbon, innovation, internationalisation, collaboration, and young enterprise) Young Enterprise - we have liaised with Elevator in the development of new events. VisitLanarkshire’s seasonal marketing campaign for Spring 2023 took place over April 2023. A similar campaign for Autumn 2023 will go live next month. We attended VisitScotland Connect in April to present Lanarkshire to the travel trade and create leads for travel trade ready businesses across the area. We supported New Lanark enabling them to attend the event and have received positive feedback. We have begun plans to offer this support again in 2024. We have agreement with VisitScotland for us to support agritourism businesses to become quality assured using funds at VisitScotland. Work is being commissioned with Green Tourism to provide a programme of support and resources to support tourism businesses across Lanarkshire on sustainability. We are working with AccessAble to support the promotion of accessibility across our tourism businesses. Planning is underway to run winter promotional campaigns for South Lanarkshire. Tourism officer carried out a talk for travel and tourism students and further support is planned to increase travel and tourism related university courses. Tourism grant fund planned with Shared Prosperity Funding which will assist tourism businesses to promote their business and the wider area to tourists. Green Page 19 62
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy South Lanarkshire is an attractive place to start, grow and locate a business Action Measures Comments/ Progress Status Manage the Supplier Development Programme to deliver events, training and e-commerce support to SME’s or third sector organisations who are interested in working with the public sector South Lanarkshire Council continue to host the programme team who are delivering a range of events and webinars for councils and other partner organisations across Scotland. Green Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Review the remit, membership and effectiveness of the existing Lanarkshire Economic Forum, and if required, refocus/restructure in Review the original scope and membership of the Lanarkshire Economic Forum, together with the outputs of the Forum since establishment in 2020 Review of the Lanarkshire Economic Forum is underway. It's future/remit is also being considered as part of the future delivery arrangements for Business Gateway. Green order for it to act as the Economic Transformation Board to drive forward the South Lanarkshire Economic Strategy Dependent on the outcomes of the review, refocus/restructure the forum in consultation with the partner organisations This is linked to the review and will be considered in due course. Green Promote sustainable economic development across South Lanarkshire Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of the South Lanarkshire Economic Strategy (2022-2027) The strategy has been adopted by the Executive Committee and update report will be taken to committee in spring 2024. Green Page 20 63
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Positively enhance the benefits of tourism across South Lanarkshire by delivering the very best for our visitors, our businesses, our people, our communities, and our environment Prepare an annual progress report for Community and Enterprise Resources Committee, demonstrating the impact of South Lanarkshire Tourism Strategy (2022-2025) The strategy has been approved by the Community and Enterprise Committee and an update report will be taken to committee in February 2024. Green Champion the social enterprise sector and invest in start-up and growth of our local social enterprise Develop a new Social Enterprise Strategy for approval by Community and Enterprise Resources Committee in May 2023 The South Lanarkshire Social Enterprise Strategy 2023-2027 was approved by the Council's Executive Committee on 21 June 2023. The three high level priorities of the Strategy are: stimulating social enterprise; developing stronger organisations; and realising market opportunity. Green Income generating projects will be scoped across all council resources to identify viable projects with a focus on green initiatives including exploring options for delivery and funding Liaise with all council resources, third parties and funders to identify new opportunities for generating income and consider a risk analysis of each opportunity This area of activity is ongoing and will be reported to Executive Committee on 24 January 2024. Green Page 21 64
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Economic development and growth in South Lanarkshire is fair, inclusive, sustainable and low carbon Action Measures Comments/ Progress Status Consult with community organisations and develop a Rural Action Plan maximising existing and future funding through Community Led Local Development and Renewable Energy Fund Finalise the Rural Action Plan and report to Rural Task Force in November 2023 A seminar proposing new priorities and changes to the REF was given to the Rural Task Force on 2nd October 2023. These will be developed into a full paper for the November meeting of the Task Force and will then move on to committee for approval. Green Thriving town and neighbourhood centres provide a focal point for local communities Action Measures Comments/ Progress Status Complete the south Lanarkshire wide town centre visioning strategy which will give a strategic overview on the engagement and interventions with town centres over the next 10 years, and a series of town specific strategies and action plans will sit below this, giving a template for placemaking within our communities. Complete draft town centre visioning study by end June 2023 for consultation, and present final visioning strategy to Community and Enterprise Resources Committee in November 2023 Draft study complete and decision on next steps and reporting being discussed. Green Page 22 65
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Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise IMPROVe - SLC Performance Management System Report printed on Monday 29 January 2024 Resource Plan actions and measures South Lanarkshire Council - Community and Enterprise Our Economy Physical development and land use in the area is enabled, guided and controlled to help facilitate economic growth Action Measures Comments/ Progress Status Preparation of revised Residential Design Guide Develop interim framework for consultation with stakeholders, with final framework prepared by end of June 2023 LDP3 Engagement strategy will be finalised in quarter three with a view to rolling out at the start of 2024. Amber Present finalised document to Planning Committee for approval by December 2023 Progress on the Residential Design Guide has been delayed in order to reflect emerging themes and the need to incorporate wider placemaking principles. It is now anticipated a draft document will be presented to Planning Committee in quarter one 2024-25. Amber Customers experience high quality and improving council services Action Measures Comments/ Progress Status Implement the Frontline First Fund Identify and implement a programme of projects to deliver the Frontline First Fund A range of works have been identified along with a spend profile for this year. Implementation work will begin over the Autumn and Winter period. Green Page 23 66
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Renewable Energy Fund - Strengthening Links to Rural Priorities 1. Purpose of Report 1.1. The purpose of the paper is to:- [purpose] outline proposed changes to the Renewable Energy Fund (REF) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the key challenges for the rural area, as identified in paragraph 4.6, be noted; and (2) that the proposed amendments to the REF criteria, as set out in paragraph 4.7, be endorsed and referred to the Executive Committee for approval. 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 contributions from windfarm developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. Processes are continuously reviewed to ensure best practice in grant provision and monitoring is undertaken to ensure the necessary support is delivered to eligible communities. 3.2. The Council administers the Community Benefit element of REF for 42 windfarms within South Lanarkshire and the Community Benefit for Clyde Windfarm Fund (CWFF). Between the various funds £3,111,584 income was received in 2022/2023 which was split between REF (£2,020,682) and CWFF (£1,090,902). 3.3. The funds are currently administered covering a range of programmes listed below:- Community Microgrants to every community council RISE employability programme Connect2Renewables employability programme REF 100% grant funding for capital spend below £10,000 REF grants for capital spend above £10,000 3.4. As an indication of the scale over the last 15 years, £10 million has been awarded and invested within communities closest to the windfarms with each £1 of grant generating on average £3 of additional funding. Over the 15 years, a total of over 500 grants have been awarded and of these over 110 have been grants of over £20,000. 7 67
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3.5. The REF’s overall themes were reviewed and refreshed in 2019 and complement Council and community plans. The themes are listed below, and the detailed priorities are contained in Appendix 2:- build stronger communities build prosperous communities develop healthy and active communities create sustainable and environmental communities. 3.6. The themes and priorities are broad and were drawn from previous community capacity funding programmes, such as LEADER. They support a wide range of community needs and projects, however, REF only supports capital projects, and this limits the range of projects seeking grant funding. 3.7. The number of windfarms, scale and community benefit income generated is increasing. The income has approximately doubled in 5 years to an estimated £2.5 million in 2023/2024. This allows a review on how the funds can best support local communities and the strategic outcomes from the funds. 4. Review of Community Benefit 4.1. There are several reasons to review the Community Benefit funds at this time and these are summarised below:- 20 years since the creation of the REF increasing value of the funds within certain communities lack of corresponding increase in the number of community led applications difficulty for communities to develop larger impactful projects perceived lack of scale and strategic impact of funds perceived lack of long-term impact of funds for communities 4.2. The annual income from windfarm community benefits varies between communities and within wards dependent on scale and proximity of windfarms but is concentrated on 6 rural wards which form the Rural Task Force. Some wards within Larkhall and East Kilbride also have access to apply to REF. All wards within the Council area are eligible for microgrants. The table below summarises the annual income available for rural wards and selected communities at the higher and lower range:- Ward Lower annual REF Income Higher annual REF Income Ward 1 Law £200k Crossford/ Carluke £310k Ward 2 Braehead £200k Forth £330k Ward 3 Carmichael £ 0k Carstairs £300k Ward 4 Auchenheath £500k Douglas £1m Ward 5 Auldhouse £200k Strathaven £900k Ward 20 Larkhall (Raploch) £ 20k Ashgill £200k 4.3. In addition, some communities in Wards 3 and 4 are also eligible for funding from the Clyde Windfarm administered by the Council of approximately £1 million per annum, however, eligibility and funding decisions are made by a community panel and advised by SSE Renewables. The proposed REF changes do not extend to the Clyde Windfarm. 4.4. Following engagement with local communities through events such as the rural conference, it is considered there are 4 aspects that could be limiting the impact of the Fund:- 68
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Strategic focus on rural community priorities and challenges. Limitation to capital only projects prevent longer term projects being delivered. For example, a project to support energy efficiency in a community could only support infrastructure to public buildings but not provide advice and support to residents or businesses. Scale of grants available and match funding requirements. Organisational capacity within the area, to deliver impactful projects and programmes, relying on volunteers, limits the speed and development of more complex projects. 4.5. While the funds currently provide significant local community benefit, with the scale of the funds increasing and with these funds guaranteed for the next 15 to 25 years, there is a need to agree the challenges that the Fund should address. These challenges consistently arise in rural consultation events such as the Community Planning Partnership (CPP) group and in community action plans, however, often these challenges require joined up strategic action, which is difficult for single communities to deliver. It is, therefore, considered appropriate to agree a range of rural challenges the fund will seek to address and have a long-term impact on. 4.6. Through the work of the rural Community Led Local Development Programme (CLLD) funded by Scottish Government, and community engagement such as the Rural Conference in March 2023, several strategic challenges were identified which are not currently fully addressed via REF. These priorities are listed below in order of importance: 1.) transport and connectivity 2.) recreation and community facilities 3.) rural entrepreneurial activities and business infrastructure 4.) jobs, training and employability 5.) environmental and net zero sustainability 6.) rural poverty and wellbeing 7.) tourist and visitor infrastructure to support tourism 4.7. It is proposed that the criteria for REF grants is amended to align and deliver on the challenges and to increase the benefit for communities. The proposed amendments are:- An ability to fund revenue projects for up to 3 years in addition to capital projects. Increase the small grants level to 100% funding up to £20k. Increase the large grant maximum to 75% and in specific areas and with conditions up to 100% grants would be available. Introduce a Rural Facilities Sustainability Fund to help communities consider asset ownership and retain facilities for a period of up to 3 years. In consultation with communities, Community and Enterprise Resources will develop larger more complex community projects on behalf of local communities and local needs focusing around the strategic challenges. 4.8. Further detail and a comparison of the changes to the current position is included within the Appendix 1. 4.9. These changes have been developed following consultation with the Council’s Rural Task Force and were taken to the Rural Task Force on 15 November 2023 for noting. The proposals have also been discussed at the rural CPP group and the third sector interface with broad approving of the changes. 4.10. Consultation with windfarm operators has been undertaken with broad approval of the changes. 69
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4.11. If endorsed, the proposed changes will be referred to the next appropriate meeting of the Executive Committee for approval. Application decisions under the revised criteria being effective thereafter. 5. Employee Implications 5.1. Some of the windfarms allow for development officers to be part funded through the Fund. This has been used within the Douglas Valley area to support the community with the Hagshaw Hill Framework using Douglas West Windfarm Community Funds. This approach can be considered in other instances to support development of grants and strategically important initiatives developed/delivered by the Council. 6. Financial Implications 6.1. Changes to the Fund criteria may allow for the support of local facilities and initiatives and potentially bring additional match funding and assist the overall revenue and capital budget pressures for rural leisure facilities. The changes will allow communities more scope to develop local initiatives and projects while reducing the Council’s involvement and funding. 7. Climate Change, Sustainability and Environmental Implications 7.1. One of the Themes of the Fund is Creating Sustainable and Environmental Communities. Environmental and net zero sustainability is also recognised as a challenge which will allow an increased focus of the funds on the area of Climate Change and Sustainability. 8. Other Implications 8.1. Not amending the criteria is likely to result in the Fund not being fully committed and not addressing the need and challenges of the communities potential leading to operators withholding funds or seeking to introduce changes of their own. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report updates the criteria for REF but does not introduce a new policy, function or strategy and, therefore, no Impact Assessment is required. 9.2. Consultation was undertaken with the Rural Task Force, local communities and windfarm operators. David Booth Executive Director (Community and Enterprise Resources) 22 December 2023 70
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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 Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References Executive Committee, 31 March 2004, Community Benefit: Establishment of a Renewable Energy Fund Executive Committee, 1 December 2010, Renewable Energy Developments and Community Benefit Community and Enterprise Resources Committee, 30 October 2018, Renewable Energy Fund Community Benefit Fund Proposed Update and Amendments Executive Committee, 21 November 2018. Recommendations Referred by Resource Committees 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), Enterprise and Sustainability Services Tel: 07469027925 E-mail: Kenny.lean@southlanarkshire.gov.uk 71
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Appendix 1 Renewable Energy Fund Proposed Changes SUMMARY OF CHANGES EXISTING REF PROPOSED REF Small Grants 100% grants up to £10k 100% grants up to £20k Large Grants Above £10k maximum of 65% grant Above £20k grants approved at committee Above £20k maximum of 75% grant 100% grants available in high fund areas 4 – 5 publicised funding rounds per year Above £20k grants approved at committee (no Change) Revenue Funding Not available Up to 3 years funding for projects Rural Facilities Sustainability Fund Not Available Revenue + emergency capital funding with funding for development and feasibility costs for up to 3 years. Council Led Initiatives Connect2Renewables Employability Pilot project to be explored for a rural community transport initiative. Other opportunities also to be explored. Projects will go to committee for approval. 72
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Further Detail Small Grants Increase the small grants of up to £10k at 100% grants to £20k. Large Grants Large grants of over £20k available at up to 75% grants available in most REF areas. Five funding rounds per year for grants above £20k which will coincide with Community and Enterprise Resources Committee meetings. 100% grants available in areas where there are two REF windfarms contributing over £100k per year into the REF, currently these are Middlemuir, Kypemuir, Blacklaw, Galawhistle, Whitelees, Douglas West, Andershaw, Auchrobert, Dalquandy, Calderwater, West Browncastle. This will cover the following villages of, Abington, Auchenheath, Auldhouse, Blackwood, Brocketsbrae, Coalburn, Chapelton, Crawfordjohn, Douglas, Drumclog, Glespin, Kirkmuirhill, Lesmahagow, Rigside, Stonehouse, Strathaven and the South area of East Kilbride, (Whitehill, Greenhills, Crosshouse). At all times match funding is encouraged. Above £20k, 100% grants are the exception but are available when strong projects are unable to secure match funding. Revenue Costs Restricted Funding can only be used for a specific project with full cost recovery. Revenue funding including running costs such as salaries, heating, lighting, administration, consumables and small items of equipment to deliver projects that meet local and REF priorities. Funding for up to 3 years. Projects must:- • Show strong alignment with REF priorities • Demonstrate clear outcomes representing value for money • Deliver against local community action plans if they are present. • Job description required for any posts being funded Rural Facilities Sustainability Fund Scope A priority set up within the REF to support rural communities through change in community leisure and facility provision, initially for up to 3 years. Open to constituted and non-constituted organisations (the later dependent on further conditions). Available in REF areas where funds are available for each windfarm fund and community. Areas with limited funding would be on a first enquiry basis. Open to support retaining any community facility at clear risk of or identified for closure. For example, South Lanarkshire Leisure and Culture (SLLC) sports centre, halls, library, church halls or bowling green. 73
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Primarily revenue funding for 36 months and can contribute to small scale urgent capital costs to keep a facility open. Could fund the projected/actual deficit, (running costs heating, staff etc less any income). Would also fund support on community consultation, structural surveys, legal, option appraisal, business planning. (These are all currently fundable through REF so not additional). Purpose To allow communities up to 3 years to consider, evaluate the communities needs and Community Asset Transfer models and options on facilities with imminent closure risk. Would provide a tailored solution and package of support and funding for the rural area. Potential stages. Available following Executive Committee approval. Fast track for sustainability funds to keep property open. Enquiry submitted from a group linked to a property at risk. If on closure list or considered at risk moved to application stage. If SLLC property running and deficit costs provided from SLLC spreadsheet to the group. Other evidence of deficit costs would be required for other properties. Application submitted with these costs. Fast track Internal panel assessed for applications below £20k, above £20k would go to Community and Enterprise Resources Committee as other grants would. Approved or rejected and guidance provided. Approval would open option to seek further funding for community consultation and consultancy 2nd application commenced and costs established. 74
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APPENDIX 2 Themes and investment priorities • All projects should meet at least one of the four Themes and projects meeting the following investment priorities will score higher in assessment. Theme one: Stronger Communities • Investment priorities • Support for communities to consider their own priorities at a community level and deliver projects that address these priorities. • Support for projects that seek to address fuel poverty, financial poverty or access to services. • Support to improve mobility for rural residents. • Support for projects aimed at older and younger residents of remoter rural communities. • Support to assist communities take on local community owned and/or managed assets. Theme two: Prosperous Communities • Investment priorities • Support for targeted engagement in training, education and employment initiatives. • Support for projects that aim to improve the vitality and viability of rural town and village centres. • Support for growing the SME infrastructure and environment through improved business infrastructure and services but not direct to individual businesses. • Support to locally focused social enterprises and not for profit organisations which aims to increase profitability and numbers employed. • Support for tourism infrastructure, attracting visitors and or employment. Theme three: Healthy Active Communities • Investment priorities • Support for projects that help healthy and active life styles including sports, recreation and leisure. 75
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• Support for projects that aim to maintain independence for older people and disadvantaged groups. • Support for the relief by reason of age, ill health disability financial hardship or other disadvantage. Theme four: Sustainable Environmental Communities • Investment priorities • Support to protect and enhance the area’s natural and cultural heritage assets including increasing awareness of the asset. • To promote and encourage environmental enhancements including the provision or upgrade of infrastructure. • Support for projects which aim to improve energy efficiency, reduce carbon emissions, develop sustainable transport, climate change mitigation and increase community growing. 76
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Report Agenda Item Report to: Community and Enterprise Committee Date of Meeting: 6 February 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community Benefit Funds Middle Muir - Connect2Renewables Programme Extension 1. Purpose of Report 1.1. The purpose of the report is to:- [ seek approval for the community benefit from Middle Muir Windfarm to continue to support the Connect2Renewables employability programme [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that it be approved that the funding support for the Connect2Renewables Programme be extended for a further 5-year period to 2028 and that the contribution to the programme be increased to a maximum of £174,453. [1recs] 3. Background 3.1. At the Enterprise Services Committee of 17 January 2017 approval was given for the use of Community Benefit funds generated from Middle Muir Windfarm operated by Banks Renewables. This approval included an allocation of £127,500 or 50% of the Community Benefit income per annum to the Council to deliver Connect2Renewables (C2R) employability programme with the remaining 50% administered through the Council’s Renewable Energy Fund (REF) grants programme. This agreement with the operator and committee approval was to operate until 2023 with further allocations to the C2R programme to be subject to review and agreement. 3.2. The windfarm is located between the villages of Douglas and Crawfordjohn and comprises of 15 turbines. In 2017, this generated £255,000 of community benefit and with inflationary Retail Price Index this has increased to £348,906 in 2023. The eligible area for use of Community Benefit from the funds is shown within Appendix 1. 3.3. The C2R employability support programme delivers help to unemployed people and/or individuals who require support for skills development within the eligible area of the wind farm to get into work or study. The fund has been used for 5 categories of support listed below:- Employment incentive programme - where an employer receives a wage subsidy for up to a year to employ a resident from the local area. Pre employment support grant - a grant of up to £200 to help move people into work and overcome barriers. 8 77
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Grant towards college living costs - a grant of £500 to a local resident starting college/university for the first time who needs additional support. Tailored funding - funding to remove barriers to college or employment which can include a contribution to such things as computer training, tools, PPE, driving lessons or lifeguard training for the local leisure centre. Non-financial support from staff - this can include guidance and links to partners and CV advice. 3.4. In early 2023 Banks Renewables commissioned a study on the outcomes of the Community Benefit Funds and specifically C2R which are summarised below. The number of people supported by the C2R employability fund since 2018 Middle Muir Supported into a job through the employment incentive programme 35 Pre-employment support grant 30 Grant towards college living 51 Tailored financial support 56 Non-financial employment support 171 Totals people supported 343 3.5. The report concludes that the initiative has been a success and has had significant benefit to the target groups within the area. As such, both Banks Renewables and the Council’s Employability Service believe the C2R programme should continue. 4. Connect2Renewables continuation. 4.1. Following agreement with Banks Renewables and the Council’s Employability Service, it is proposed that the Middle Muir C2R programme is extend for a further 5 years to 2028 and that the contribution from the Community Benefit Fund is increased to a maximum of £174,453 per annum calculated as 50% of the annual income as at 2023. 4.2. The programme will continue to support unemployed people and/or individuals who require support for skills development within the eligible area of the wind farm. The programme will particularly target early-stage employability activity with a particular focus on disengaged and economically inactive people with a focus on people experiencing health related barriers and parents including those in low waged / part time jobs. The C2R programme will continue to develop and adapt and compliment other Council and national support programmes. Adaptations or additional support will be undertaken in partnership with Banks Renewables and the local communities. 5. Employee Implications 5.1. Currently 1 FTE at Grade 3 level 2 is funded through the C2R programme this post will continue using the Community Benefit funds and review additional staffing requirements. 6. Financial Implications 6.1. There are no additional financial implications for the Council in managing the C2R programme. 7. Climate Change, Sustainability and Environmental Implications 7.1. The C2R programme compliments sustainability aims, supporting local people into local employment and supports local SME employers reducing transport to work demands by delivering local services. Practical examples of this include, local people being helped into local jobs on a dairy farm and the local Coalburn Leisure Centre. 78
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8. Other Implications 8.1. No other risks or implications as a result of this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. Consultation was undertaken with the Council’s Employability Service. David Booth Executive Director (Community and Enterprise Resources) 22 December 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 Executive Committee 3 March 2004, Community Benefit: Establishment of a Renewable Energy Fund Enterprise Services Committee 17 January 2017, Community Benefit Funds – New Contribution – Middle Muir Wind Farm 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), Enterprise and Sustainability Services Tel: 07469027925 E-mail: Kenny.lean@southlanarkshire.gov.uk 79
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Appendix 1 80
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Lanark Racecourse Masterplan and Wider Racecourse Update 1. Purpose of Report 1.1. The purpose of this report is to:- [purpose inform the Committee of the work undertaken to prepare the Lanark Racecourse Masterplan seek Committee approval to publicise the Masterplan document inform the Committee of the next steps in implementing the Masterplan inform on progress to deliver the Lanark Community Workshop 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the Lanark Racecourse Masterplan be endorsed as the guiding document for future management and investment at the racecourse site; (2) that the Lanark Racecourse Masterplan be reported to the Finance and Corporate Resources Committee and Clydesdale Area Committee for noting and that it be approved to be published thereafter and made available to parties with an interest in the site; and (3) that the progress being made to deliver Lanark Community Workshop be noted. 3. Background 3.1. Lanark Racecourse and surrounding woodland, part of Lanark’s Common Good, sits on the edge of the market town and adjacent to Lanark Loch. Formerly a racecourse the area now performs an important role as open space for the town. As well as there being formal uses such as an equestrian centre, grass and artificial sports pitches, the area is popular for walking, trail cycling and other outdoor leisure activities. The extensive nature and flexibility of the site also lends itself to one off events, such as horse and dog shows, caravan conventions, sports competitions, and the occasional concert. 3.2. Lanark’s Common Good is ‘heritable and moveable property’ which is owned by the Council which has been passed down through local government reorganisations from the former Burgh. Common Good assets are owned by the Council and managed for the benefit of the citizens of the former Burgh. The Common Good funds are held separately from other local authority funds for accounting purposes. New rules in relation to Common Good were introduced by the Community Empowerment (Scotland) Act 2015 and although the Masterplan will form the foundation for future external funding applications and the delivery of investment on the racecourse, the 9 81
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relevant legislation will require the community to be formally consulted prior to the delivery of any project where a property transaction will take place. 3.3. The Lanark Common Good Fund, supported by revenues attracted from Common Good Estate, will continue to support activities related to the upkeep of Common Good assets. The Common Good Estate for Lanark’s annual net financial position can vary depending on the maintenance and repairs required every year. At the time of writing this report, the account has a balance of £250,000, however, it should be noted that many of the assets that sit in the Common Good Fund are old, and require regular maintenance, which can be expensive. Depleting the Common Good Fund balance would mean that no funding would be available for these other existing assets. The use of the Fund, to support new investment will, therefore, need to be considered in the context of the overall Common Good estate and its investment requirements. It is the intention, therefore, that external funding will lead to the delivery of investment at the racecourse and not Common Good Funds. 3.4. South Lanarkshire Council manages the area on behalf of Lanark Community, and it is important that its management and any future investment reflects the wishes and aspirations of the community. The Masterplan will form the foundation for future external funding applications and the delivery of investment on the racecourse will be led by the success of such applications and not Common Good or central Council funding. 3.5. The informal nature of the space along with the historic uses of large sections means that the racecourse is not used to its full potential. The preparation of a Masterplan to explore opportunities while recognising the importance of maintaining and supporting these community uses will seek to maximise its potential. 3.6. With outdoor recreation and open spaces coming to the fore during the COVID-19 crisis, of primary importance was engagement with the local community, users and partners to understand their aspirations for the area which in turn will identify a list of short, medium and longer-term projects that could be delivered, funding permitting by suitable organisations. 4. Lanark Racecourse Masterplan 4.1. Through a competitive procurement process, Ironside Farrar was commissioned to develop the Lanark Racecourse Masterplan and Priority Project Report. This considers existing uses within the site and identifies areas of strength and weakness in terms of the physical environment and other constraints. 4.2. The Masterplan has been prepared under the guidance of officers within Enterprise and Sustainable Development Services, Property Services and South Lanarkshire Leisure and Culture (SLLC), in consultation with the community of Lanark. The process has also had input from Historic Environment Scotland and NatureScot. 4.3. In developing the Masterplan, it was key to engage with the local community, as the asset forms part of the Common Good and is predominantly used by local people. The Masterplan sets out the process which was undertaken in its preparation and outlines the results of the community and stakeholder engagement that took the form of 3 in person engagement events held at the Tolbooth, High Street Lanark, 3 online visitor surveys and 3 stakeholder workshops involving Council departments and associated organisations. 82
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4.4. The initial consultation exercise identified Lanark Racecourse’s key strengths and weaknesses which allowed the team to focus on how these could be enhanced/improved. Core Strengths:- informal activities (play/walking/cycling) natural environment assets woodland assets and wildlife sports (football/rugby) proximity to Lanark Loch and its associated facilities scenic value equestrian recreation events Core Weaknesses:- lack of investment level of activity/facility public transport connectivity path network site orientation and lack of directional signage restricted appeal accessibility conflict of users with equestrian use 4.5. The Masterplan sets out a range of recommendations as guided by the community and partner engagement exercise. The main recommended actions/investments focus on building the sites quality, distinctiveness and appeal including:- Visitor Welcome and Orientation - defining and clearly identifying the entrance and providing clarity in directional information to improve quality of visitor experience. Heritage Focus - investing in restoration of the Tote building and providing increased interpretation and improved directional signage to increase visitor awareness of the site history. Protection of Ancient Woodland - combining education with protection through better visitor information and emphasis on importance of its national status. Biodiversity - extending the biodiversity offer through increased planting and careful proactive management of the site. Trails, Routes and Signage - developing clear accessible routes for improved public access linked with a supporting Interpretive Strategy. Connectivity - providing enhanced connections to the wider areas long distance routes. Promoting private sector investment and potential franchise operations for café/sports development of existing and new partnerships with charities, sports clubs, voluntary groups and environmental bodies. 4.6. The Action Plan summary, that forms part of the Masterplan, sets out 26 actions with associated timescales and potential partners/lead organisations (as set out in Appendix 1). The Action Plan will remain a live document with projects and priorities evolving over time. The Masterplan is intended to support the development and delivery of projects moving forward and assist in securing funding to deliver projects led by a range of partners. 83
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4.7. The Council will have a role to play in the delivery of all proposals within in the Action Plan. In most cases the role will be that of facility managers and not direct involvement in delivery. To be clear, however, this report is seeking approval to adopt the Masterplan as a basis to move forward and approvals relating to specific projects including funding, delivery, individual business plans and lead partners will be taken to the appropriate committee for approval at a future date. 5. Next Steps and Timescale 5.1. Subject to Committee approval, it is intended that the Lanark Racecourse Masterplan be reported to Finance and Corporate Resources Committee and Clydesdale Area Committee for noting. Thereafter, it is intended that the document be published and made available to all parties with an interest in the site to guide future investment and management. 5.2. Some smaller projects have been identified that, subject to funding, could be taken forward in the short to medium term. As set out in paragraph 3.3, it is not anticipated that any of these projects would be funded through existing Council or Common Good Fund as all the projects have the potential to attract external funding. With appropriate liaison and agreement these could be taken forward by local organisations, to maximise any financial opportunities. In many cases this will be led by specific interest community groups and organisations who may be able to access external funding. 5.3. When the Masterplan was commissioned the site of the equestrian centre buildings (Scottish Equestrian Centre and Hotel) was explicitly omitted due to ongoing lease negotiations. As a result of these negotiations, the current tenant has been given notice to quit and the Council will have vacant possession of the equestrian centre building and associated grazings as of July 2024. It is proposed that the window of opportunity to July 2024 is taken to test the market and seek a new tenant for the buildings, as a continuity of occupier will minimise any burden on the Council and the Common Good Fund. The first stage will be the appointment of an appropriate property consultant to market test the viability of the facility as an equestrian centre or for an alternate use releasing the grazing land to support the delivery of the Masterplan. 6. Wider Lanark Racecourse Related Projects 6.1. Funding of £807,000 from the Scottish Government’s Regeneration Capital Grant Fund was secured by the Council in 2016 to develop a Clydesdale Rural Development Centre. The award would have seen the development of new community and business space together with a community workshop, however, the project could not be delivered due to difficulties secure a site within the town. 6.2. Work has been progressing since Autumn 2022 to take forward the dual building project, on the racecourse site. During the design process it became clear that the funding available would not allow the project to be delivered in its original form. Despite detailed enquiries it was not possible to secure sufficient additional funding streams, either by the Council or the identified occupiers of the business space, Healthy Valleys. The project has, therefore, been reduced in scope, in agreement with the Scottish Government, to develop the community workshop only at this time. 6.3. It is clearly disappointing that the whole project cannot be delivered, however, officers will continue to work with the community to achieve wider outcomes set out in plans, as part of the Lanark Vision and Racecourse Masterplan, including exploring options to develop and enhance business and enterprise resources and capacity in Lanark. The Council has also offered to work with Healthy Valleys to assist them identify premises or a site where they can take forward a building project to meet their needs. 84
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6.4. The development of the Lanark Community Workshop has secured planning permission for a location close to the existing car park and the contract has been awarded with works due to commence in spring 2024. Tenants for the workshop are the Lanimer Committee. 7. Employee Implications 7.1. There are no employee implications through the endorsement of the Masterplan. 8. Financial Implications 8.1. The costs for the Council in preparing the Masterplan have been funded through external sources with support from the Place Based Investment Programme approved at the 9 August 2022 meeting of the Community and Enterprise Resources Committee. 8.2. As noted, the Masterplan identifies a number of actions and projects which will require funding. Each will be considered on an individual basis and will be subject to separate approvals. The Lanark Common Good Fund supported by revenues attracted from Common Good Estate will continue to support activities related to the upkeep of Common Good assets. The use of such Funds to support new investment will only be considered where revenues allow, and approvals will be sought in the usual manner. It is the intention that external funding will lead the delivery of investment on the Racecourse and not Common Good. 8.3. Implementation of the Masterplan will focus on the co-ordination of activity and events that will largely be funded through external funding. The financial resources required to deliver the objectives of the Action Plan will be considered on a project-by-project basis. In addition, the Masterplan provides a basis to support external funding bids from a range of sources, however, it is important to note that much of the success of the plan will relate to support and investment from the private sector and the buy in from the community. 8.4. Council management of the site will continue from within existing identified budgets. 9. Climate Change, Sustainability and Environmental Implications 9.1. The Masterplan was prepared having regard to the existing and emerging challenges around climate change and sustainability. It is intended to complement and comply with the Council’s and wider communities’ aspirations in the area. 10. Other Implications 10.1. The risks associated with not supporting the proposal is that Lanark Racecourse will not have a co-ordinated approach to its response to the many challenges it faces. The support and partnership working within Lanark could be lost, leading to a loss of activity/interest in the racecourse asset and increased calls for the Council’s intervention and investment. The Council’s reputation could also be damaged if it is not seen to actively support and encourage community initiatives and investments in Lanark Racecourse. 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 the Enterprise and Sustainable Development Services with a range of other Council Services who have an ongoing role in delivering services and initiatives at Lanark Racecourse. This consultation and co-operation will continue throughout the duration of the initiative. 85
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David Booth Executive Director (Community and Enterprise Resources) 22 December 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Good quality, suitable and sustainable places to live. Previous References Community and Enterprise Resources Committee – 9 August 2022 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- John Archibald Project Development Officer, Enterprise and Sustainable Development Services E-mail: john.archibald@southlanarkshire.gov.uk 86
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Appendix 1 Action Plan Summary WOODLAND MANAGEMENT AND BIODIVERSITY REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + WMB1 Tackle issues with fallen trees in maturing plantation woodland to facilitate access. Physical works SLC Y Revenue Common Good/ Existing SLC budgets/ External Funding Obligation to keep area safe WMB2 Undertake a Woodland Management Plan to identify opportunities to add diversity of species within all areas and through a sympathetic phased clearance of plantation areas and for the expansion of woodland and tree cover. Strategy SLC/NatureScot/Wildlife Trust Y One off Existing SLC budgets/ External Funding Management obligation - supports climate change agenda 87
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WMB3 Review opportunity to add/enhance bird and bat habitat throughout the woodland areas. Physical works SLC/NatureScot/Wildlife Trust/Community Y One off External Funding Improved biodiversity and wildlife habitat WMB4 Reinforce the importance of the line of historic Beech trees through their management protection and enhancement Strategy/Planning SLC Y Revenue Existing SLC budgets/ Common Good/ External Funding Management obligation WMB5 Enhance the existing wetland area to improve species diversity and increase potential educational use and activity. Design SLC/NatureScot/Wildlife Trust/Community/Schools/ CSGN Y One off External Funding Improved biodiversity and wildlife habitat 88
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FACILITIES REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + F1 Improved sport changing facilities, toilets and shelter should funding become available. Proposals should consider increased variety of sports on offer. Evaluation and Business case SLC Leisure Trust/local user groups and clubs Y One off and ongoing External Funding and income revenues Facilities would be run by the delivery organisation/club who would use revenues to support the activity F2 Undertake a feasibility study to identify viable options for long term uses for the Tote building. Evaluation and Business case SLC/ HES/private partners Y One off External Funding Currently a financial burden due to maintenance costs of an A listed building. Study an opportunity to unlock building potential F3 Introduce picnic areas around the site to increase Design SLC/NatureScot/CSGN/Community groups Y One off External Funding Enhanced visitor experience 89
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amenity for local people and encourage use. F4 Increased informal recreation opportunities through introduction of outdoor gym facilities. Design SLC/NatureScot/CSGN/Community groups Y One off External Funding Enhanced visitor experience F5 Introduce power provision on southern area of the course to encourage increased use for events. Design SLC Y One off and on going External Funding Improved facilities improve attractiveness of site and increase revenues from site hire for events F6 Introduce allotments and community orchard within a small area of the east of the site to establish site viability. Design SLC/Community groups Y SLC External Funding Obligation on Council to supply allotment opportunities. Rental income from users to support ongoing costs F7 Introduce camper van overnight parking, EV charging and disabled parking in the primary car park. Design SLC/Community groups Y One off and ongoing External Funding Facilities would be run by the delivery organisation/club who would use revenues to support the activity. Ground rent to Common Good 90
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F8 Create opportunities for the introduction of a Pump track bicycle facility within the site. Design SLC/Community groups Y One off and ongoing External Funding Improved facilities and support of move to sustainable transport. Facility would be developed and managed by appropriate local organisation F9 Further explore caninecross or dog agility facilities within the site. Design SLC/Community groups Y One off External Funding Enhanced visitor experience F10 Undertake detailed review of opportunities for a Uniformed campsite with local Scout/ Guide and Boys Brigade associations. Evaluation and Business case SLC/Community, Scout, Guide BB associations Y One off External Funding Facilities would be run by the delivery organisation/club who would use revenues to support the activity 91
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ACCESS AND ACCESSIBILITY REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + AA1 Address pot holes and poor drainage in car parks Physical works SLC Y Revenue Common Good/Existing SLC budgets/ External Funding Obligation to provide safe access AA2 Access routes for less able users with appropriately spaced resting and seating points should be introduced to enable use by all. Design SLC/Community groups Y One off External Funding Enhanced visitor experience AA3 Improved area wide active travel routes will be reinforced and a connection to Springbank Cemetery established. Design SLC/Community groups Y one off External Funding Enhanced visitor experience AA4 Clear orientation and waymarker signage to reduce conflict on paths Strategy SLC/SL Access Forum/Community Y One off External Funding Enhanced visitor experience 92
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between pedestrians, cyclists and equestrian use. AA5 Improvements to site wide signage Strategy SLC/SL Access Forum/Community Y One off External Funding Enhanced visitor experience 93
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SITE PERCEPTION REF ACTION PLAN TASK PARTNERS (Suggested lead BOLD). In all cases SLC involvement will be through existing staff resource as capacity allows SHORT TERM MEDIUM TERM LONG TERM Nature of cost Source of Funding Return on Investment 1-3yrs 3-5yrs 5- 10yrs + SP1 Protect and enhance views to the Tote Tower and seek to reintroduce building signage and graphics. Design SLC/HES/Community groups Y One off External Funding Enhance gateway to town and improve visitor experience SP2 A73 road boundary improvements. Design SLC/NatureScot/Wildlife Trust Y One off External Funding Enhance gateway to town and improve visitor experience SP3 Establish clear entrance signage and remove clutter on arrival from the A73 to the main car park. Strategy and Design SLC Y One off External Funding Enhance gateway to town and improve visitor experience SP4 Undertake enhanced area maintenance to acknowledge site importance and protect the historic Physical works SLC Y On going External Funding /Common Good and existing SLC budgets Enhanced visitor experience 94
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racecourse route. SP5 Use materials and interpretive signage to strengthen links to and awareness of the site heritage. Strategy and Design SLC/ HES/NatureSCot/CSGN/Community groups Y One off External Funding /Common Good Enhanced visitor experience SP6 Increase quantities and/or size of bins throughout the Racecourse to ensure adequate capacity. Physical works SLC Y One off and ongoing External Funding Existing obligation to manage litter collection 95
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire Inward Investment Strategy 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the work being undertaken to refresh the Council’s approach to Inward Investment within South Lanarkshire 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that approach to Inward Investment within South Lanarkshire be approved. 3. Background 3.1. Inward investment makes a distinct and significant impact on Scotland’s economy at both a national and regional level. The term ‘inward investment’ describes both foreign direct investment (FDI) and similar investment from the rest of the UK into Scotland. Inward investment companies make a positive and significant impact on Scotland’s economy. They are typically more productive and pay higher than average wages compared to domestic businesses. They are more likely to operate in export sectors and to have a higher proportion of spend on research and development and innovation. 3.2. Scotland’s Inward Investment Plan: Shaping Scotland’s Economy sets out the national approach to targeting and attracting inward investment. Scottish Development International (SDI) is Scotland's trade and inward investment agency. They engage with major businesses and investors from around the world to encourage them to do business in or with Scotland. Over the last 12 months the Council has sought to strengthen its relationship with key SDI representatives and tap into the inward investment opportunities that they have provided. However, it is apparent that more could be done to strengthen the Council’s approach to inward investment. This paper sets out various initiatives being developed by Enterprise and Sustainable Development Services. 4. South Lanarkshire Inward Investment Strategy 4.1. The Strategy consists of 5 workstreams:- establishment of a cross resource in-house team to drive forward investment in South Lanarkshire creation of a cross resource property enquiry data base to track enquiries which can be monitored and analysed 10 97
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development of a stand-alone South Lanarkshire Inward Investment website to promote Council and key stakeholder sites development of a South Lanarkshire Inward Investment proposition document or ‘pitch book’ foster closer relationships with SDI, Scottish Enterprise (SE), property agents, developers and investors 4.2. Cross Resource In-House Team 4.2.1. It has become apparent that both Enterprise and Sustainable Development Services and Property Services separately receive property enquiries, however, in the past this has not always been entirely co-ordinated, monitored or analysed. Since taking up post, the Head of Enterprise and Sustainable Development has brought together key officers across both Resources to meet regularly to develop this Strategy, collaborate and identify opportunities. 4.3. Property Enquiry Data Base 4.3.1. As outlined in paragraph 4.2.1, property enquiries to the Council are routed through 2 resources. To ensure that these can be properly actioned, monitored and analysed a standard database has been created and monitored on a monthly basis. This was established in September 2023 and since then 43 enquiries have been received. Some initial findings were:- around 80% of enquiries were seeking industrial space of up to 5,000sq, ft with no units within the Council property portfolio available to accommodate them around 10% of enquiries were seeking larger scale premises that cannot be satisfied in the South Lanarkshire area land requirements for serviced plots of up to 2 acres accounted for around 11% of enquiries. Companies seeking space included those operating in:- construction food and drink green energy healthcare/life sciences transport/vehicle related activity manufacturing 4.3.2. Enquiries for larger premises and serviced land cannot be accommodated at present due to lack of supply. This constrains the ability of existing companies to develop their current operations within South Lanarkshire and for inward investors to make South Lanarkshire their first choice. 4.3.3. It is intended that this data base will be analysed quarterly and reported to Community and Enterprise Resources Committee twice per year. 4.4. Inward Investment Website 4.4.1. Most local authorities in Scotland have a dedicated inward investment website. These websites operate separately from the Council’s main website and have a distinct and separate identity and brand. The purpose of these websites is to promote the area to potential investors and developers from both within the UK and overseas. Fife and West Lothian are 2 of the best current examples:- www.investinwestlothian.com 98
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www.investfife.co.uk 4.4.2. The website will promote South Lanarkshire’s Unique Selling Point presenting information on:- our modern infrastructure our key business sector key business locations and investment opportunities (both Council and stakeholders) our skills base South Lanarkshire as a place to live, work and relax partner organisations - SDI, Further and Higher Education providers, Skills Development Scotland, Business Gateway etc. news and events relevant to Inward Investment case studies of positive Inward Investment experiences Inward Investment contact information. 4.4.3. Without an online offer to demonstrate what South Lanarkshire has to offer it is difficult to pitch South Lanarkshire as a key investment location to potential inward investors in a competitive market place. The website will be a ‘one stop shop’ for investors and developers, demonstrating South Lanarkshire’s unique attraction for major employers and help make any move to South Lanarkshire as smooth as possible. The key message must be that ‘South Lanarkshire is open for business’. 4.4.4. Branding and website designers have been procured and work is ongoing with IT and Corporate Communications to develop and deliver both of these activities, in line with SLC standards and requirements. 4.5. Proposition Document 4.5.1. A Proposition Document will showcase all South Lanarkshire has to offer and will summarise the website content. Whilst available in hard copy it will primarily be available in digital format to allow regular updates to be made. The document will have multiple uses:- It can be shared with colleagues in SDI/Scottish Enterprise to ensure they are aware of all that South Lanarkshire has to offer to future investors. It can be used at relevant trade and industry events. It can be used when communicating with local and national property agents. Aspects of it will be used to create marketing campaigns to raise awareness of South Lanarkshire as a great place to live, work and relax. 4.5.2. The document will provide key contact information of a named individual at South Lanarkshire Council who can deal with any enquiries in a fast, efficient and professional manner providing a ‘one stop shop service’. 4.6. Relationship Building 4.6.1. Crucial to successful inward investment is intelligence gathering; being close to the market to know of emerging enquiries, lease breaks etc. This is achieved by fostering relationships with property agents, SDI, SE etc. and by attending property events. 5. Key Challenges 5.1. Enterprise and Sustainable Development Service commissioned commercial property consultants Ryden to undertake a review of the commercial and industrial property supply in a number of areas across South Lanarkshire. This work is concluding and 99
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will be the subject of a separate report to Committee in due course. This information will inform market capacity to satisfy requests from inward investors as well as assisting expanding local companies to source suitable accommodation. 5.2. The reports identify a number of issues that constrain the ability of the area to satisfy inward investment enquiries including:- a lack of new industrial supply coming to the market vacancy rates are low and some established industrial estates have no available supply older premises are becoming obsolete and have poor energy performance there is limited refurbishment of existing stock taking place by private asset management firms levels of industrial stock have fallen as a result of redevelopment of sites for residential use there is little or no demand for new build speculative office accommodation the supply of serviced development plots that would be attractive to inward investors is critically low – this echoes the views of SDI and SE 5.3. In the current situation where market failure is widespread, it is difficult to accommodate inward investment enquiries - a recent inward investor from America with a strong preference for an East Kilbride base required to locate out with South Lanarkshire due to a lack of available space to meet their timescales. 5.4. Whilst the creation of an inward investment website will be important to accommodate new inward investment enquiries and meet the needs of expanding indigenous companies, there needs to be a supply of development ready sites. Sites owned by developers at Shawfield and Conexus at Poneil are development ready, however, key sites owned by the Council at Langlands in East Kilbride and Canderside at Larkhall require investment to undertake infrastructure works before bringing them to the market. Proposals are currently being developed for these sites. 6. Next Steps and Timescales 6.1. It is intended that the new website will be live in April 2024. Marketing materials and a programme of targeted events to help raise the profile of South Lanarkshire as an area to invest will also take place during 2024. This will be achieved by developing a stronger relationship with SDI, partner organisations, agents and developers. It is intended to have a presence at relevant exhibitions where South Lanarkshire can be promoted to a wider audience. 7 Employee Implications 7.1. The development and implementation of the Inward Investment Strategy will be taken forward by officers with Enterprise and Sustainable Development Service. 8 Financial Implications 8.1. A budget of £50,000 has been identified for this initial activity and will be funded from the existing ‘Get South Lanarkshire Working’ budget. More limited funding for future years activity (for web site development, events etc.) will be met from existing revenue budgets. 9. Climate Change, Sustainability and Environmental Implications 9.1. This project will be taken forward in line with the Council’s sustainability objectives. 100
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10. Other Implications 10.1. The risks associated with not supporting the proposal is that South Lanarkshire will not have a co-ordinated and effective presence when inward investment opportunities, that will effectively grow the local economy, are on offer. The Council’s reputation may be damaged if it does not proactively support and encourage inward investment in the area. 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, 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 Inward Investment. This consultation and cooperation will continue throughout the duration of the initiative. David Booth Executive Director (Community and Enterprise Resources) 22 December 2023 Link(s) to Council Values/Priorities /Outcomes Ambitious, self-aware and improving Fair, open and sustainable Working towards a sustainable future in a sustainable environment Thriving business, fair jobs and vibrant town centres Previous References None List of Background Papers Scottish Enterprise International Operating Plan 2023/2024 Summary Report - Scotland’s Inward Investment Plan: Shaping Scotland’s Economy Glasgow City Region Investment Proposition September 2021 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Alison Brown, Head of Enterprise and Sustainable Development Tel: 01698 454700 Email: alison.brown@southlanarkshire.gov.uk 101
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Report Agenda Item To: Community and Enterprise Resources Committee Date: 6 February 2024 Prepared by: Executive Director (Community and Enterprise Resources) Subject: UK Levelling Up Fund - Round 3 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the outcome of round 3 of the UK Levelling Up Fund (UKLUF) provide an overview of the next steps 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the outcome of the UKLUF Round 3 be noted; and (2) that the next steps be noted. [recs] 3. Background 3.1. As reported to Community and Enterprise Resources Committee on 30 May 2023, the UKLUF is a capital fund which can make awards of up to £20 million for regeneration, town centre and cultural investments, and awards of up to £50 million for transport investments. Match funding of 10% is required. The fund has a budget of £4.8 billion, of which £800 million is ring fenced for Scotland, Wales, and Northern Ireland. 3.2. The UKLUF Round 1 was launched March 2021 with successful bids announced in November of that year. Round 2 was launched March 2022, successful bids were announced in January 2023. Both rounds 1 and 2 operated as traditional challenge funds with bids from across the UK competing for the available funding. 3.3. The bids, detailed below, submitted by South Lanarkshire Council (SLC) in the first 2 rounds of UKLUF were unsuccessful:- Round 1 1. EV@SL: Levelling Up South Lanarkshire Round 2 1. EV@SL: Levelling Up South Lanarkshire 2. National Business District: Shawfield Remediation and Development 3. Three Rivers Active Tourism: Clydesdale Way 11 103
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4. UK Levelling Up Fund Round 3 4.1. In November 2023, the UK Government’s Department for Levelling Up, Housing and Communities announced that following feedback from local authorities, and in line with the principles set out in the Funding Simplification Plan, round 3 of the UKLUF would move away from the competitive approach of rounds 1 and 2, and would see funding awarded to high-quality bids that were submitted in round 2. 4.2. On 20 November 2023, the Council received formal notification that UKLUF Round 3 awards would be allocated based on bids submitted in round 2, and that 2 South Lanarkshire bids had been shortlisted for an allocation:- National Business District: Shawfield Remediation and Development Three Rivers Active Tourism: Clydesdale Way (Joint bid developed in partnership with Dumfries and Galloway Council (DGC) and Scottish Borders Council (SBC)). 4.3. Full details of project values, UKLUF grant requested, and match funding requirements are detailed in the table below:- Project Name Partners Total Project Value LUF Grant Requested Match Funding and Source National Business District: Shawfield Remediation and Development Clyde Gateway Urban Regeneration Company (URC) £16,264,000 £14,637,600 £1,626,400 Clyde Gateway Developments Limited Three Rivers Active Tourism Partnership Project: -Clydesdale Way SLC -Annan Harbour DGC -Chambers Institute SBC Dumfries and Galloway Council (Lead Applicant) Scottish Borders Council £25,343,796 Of which: £7,550,000 (SLC) £13,131,796 (DGC) £4,662,000(SBC) £22,809,416 Of which: £6,795,000 (SLC) £11,818,616 (DGC) £4,195,800 (SBC) £2,534,380 Of which: £755,000 (SLC) £1,313,180 (DGC) £466,200(SBC) 4.4. UK Government officials have confirmed that the provisional award of funding is for these specific projects and that the money cannot be used to support activity that is substantially different. In addition, the award is subject to project validation, subsidy control checks, and UK Government departmental sign-off. 4.5. In December 2023, the Enterprise and Sustainable Development Service (ESDS) completed initial validation checks for both awards, which have a total value of £23,814,000. Details of the next, more detailed, stage of the UK Government’s validation and onboarding process is anticipated late December 2023/January 2024. 104
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5. UKLUF Project Outlines 5.1. National Business District: Shawfield Remediation and Development Developed in partnership with Clyde Gateway URC, this project will support remediation and development at the National Business District – Shawfield Phase 2. The project will help address the historical legacy of chromium contamination at Shawfield via ground remediation, improvements to the ground water and the development of business space to stimulate local economic activity through enhancement of the built environment, attracting and supporting business activity in the Clyde Gateway area, and providing training and employment opportunities. 5.2. Three Rivers Active Tourism: Clydesdale Way Developed in partnership with Dumfries and Galloway Council (lead applicant) and Scottish Borders Council, the project is focussed on the Dumfriesshire, Clydesdale, and Tweeddale constituency. The bid was developed to promote tourism, culture and rural economies and is made up of 3 projects, one from each of the three local authorities. South Lanarkshire’s project focuses on the rural path and cycling network through the development of the Clydesdale Way. The Clydesdale Way will transform access and connectivity within and between rural communities by enhancing the path network and visitor infrastructure which will in turn support place, tourism, and local community needs. 6. UK LUF Next Steps 6.1. National Business District: Shawfield Remediation and Development The project will be delivered by Clyde Gateway on behalf of South Lanarkshire Council using the well-established governance structures Clyde Gateway and South Lanarkshire Council have in place. Reporting requirements will be updated to reflect UK Government guidance. A Delivery Plan has been developed and Clyde Gateway have confirmed the current programme allows for all necessary statutory consents and regulatory approvals to be in place throughout 2024, permitting each scheme to progress separately through procurement, construction, and implementation, in advance of the March 2026 deadline for the UKLUF Round 3 funding. This will include any land acquisition, third party agreements, wayleaves etc. 6.2. Three Rivers Active Tourism: Clydesdale Way ESDS is undertaking a comprehensive review of the project as originally envisaged to assess deliverability and to identify any adjustments that may need to be made for example, as a result of inflationary pressures. The ESDS team is working with colleagues across Resources including Legal, Procurement, Planning, Roads, Countryside and Estates to identify and agree individual Resource’s requirements, secure buy in, and progress early mobilisation activities to inform the project scope, procurement solution, risk register etc. A governance structure will be developed and implemented which reflects the scale of the project together with the reporting requirements of both the UK Government and partner local authorities. 7. Employee Implications 7.1. ESDS is working with colleagues across the Council to develop a Resource Schedule which will identify staffing and support requirements within all services involved and inform planning and work programmes. 8. Financial Implications 8.1. Match funding values and sources are set out in this report. South Lanarkshire Council’s match funding for the Clydesdale way project is in place. 9. Climate Change, Sustainability and Environmental Implications 105
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9.1. The projects will make significant contribution to the local environment through the remediation of significant land contamination and the creation of new active travel and leisure path networks. 10. Other Implications 10.1. The UKLUF awards provide significant capital investment in South Lanarkshire and will contribute to priorities set out in Connect, the Council Plan 2022 to 2027. 11. Equality Impact Assessment and Consultation Arrangements 11.1. There is no requirement to carry out an impact assessment in terms of the updates contained within this report. Consultation and project development activity is ongoing with a number of resources. David Booth Executive Director (Community and Enterprise Resources) 22 December 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Priorities We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References UK Levelling Up Fund Update, Community and Enterprise Resources Committee, 30 May 2023 Members Briefing UK Funds Briefing 10 September 2021 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Pauline Crisp Team Leader, Enterprise and Sustainable Development Services Email: pauline.crisp@southlanarkshire.gov.uk 106
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Report Agenda Item Report to: Community and Enterprise Resources Committee Date of Meeting: 6 February 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Community and Enterprise Resources - Notification of Contracts Awarded - 1 April to 30 September 2023 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide notification in line with Standing Orders on Contracts to Committee of all contracts awarded by Community and Enterprise Resources during the period 1 April to 30 September 2023. 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that details of the contracts awarded be noted. [1recs] 3. Background 3.1. It is a requirement of Clauses 21.8 and 22.5 of the Standing Orders on Contracts that details of the acceptance of all tenders above £50,000 be reported retrospectively to the relevant Committee for noting, other than those under Clause 21.3 where the award is not the lowest in a price only tender, or costs exceed the approved financial provision. In these instances a report is submitted to the appropriate Committee and subsequent authority to award is granted by that Committee. 4. Contract Awards 4.1. A full list of contracts awarded during the period 1 April to 30 September 2023 on the basis of lowest offer and/or most economically advantageous offer submitted, is provided at Appendix 1. 5. Employee Implications 5.1. Contracts management including performance appraisal will be undertaken by both the main user Services and Procurement. 6. Financial Implications 6.1. There are no financial implications associated with this report which is for information purposes only. Appropriate budgetary provision is available for each of the contracts awarded. 7. Other Implications 7.1. There is a risk that failure to report awards may lead to contracts being awarded that do not represent best value, breach statutory procurement obligations and Standing Orders or do not follow internal processes which mitigate the risk. 12 107
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8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy nor recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. 8.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. David Booth Executive Director (Community and Enterprise Resources) 11 January 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Community and Enterprise Resources Committee 7 November 2023 List of Background Papers Standing Orders on Contracts Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Emma Smith, Corporate Procurement and Transactions Manager Ext: 5329 (Tel: 01698 455329) E-mail: emma.smith@southlanarkshire.gov.uk 108
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Appendix 1 Community and Enterprise Resources Contracts Awarded over £50,000 in value Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period GGR Group Ltd SLC/PS/COMENT/22/157 £72,761.00 03/04/2023 Supply and Delivery of Mini Crawler Crane 03/04/2023 - 29/09/2023 Richard Aitken (Seedsman) Ltd SLC/PS/COMENT/22/092 £3,109,015.90 06/04/2023 The Supply and Delivery of Grounds Maintenance Materials 06/04/2023 - 31/03/2028 Origin Amenity Solutions Ltd SLC/PS/COMENT/22/092 £3,109,015.90 06/04/2023 The Supply and Delivery of Grounds Maintenance Materials 06/04/2023 - 31/03/2028 Ricardo-Aea Ltd SLC/PS/COMENT/21/178 £130,640.00 11/04/2023 Air Quality Monitoring Support Services 01/04/2023 - 01/04/2026 (Option to extend until 01/04/2028) Metdesk Limited SLC/PS/COMENT/22/040 £13,500,000.00 12/04/2023 The West of Scotland Local Authorities Weather Forecast and Maintenance Partnership 16/05/2023 - 15/05/2028 (Option to extend until 15/05/2033) Hillhouse Quarry Company SLC/CE/23/023 £52,504.96 17/04/2023 Supply and Delivery of Roadstone 17/04/2023 - 21/04/2023 Motus Commercials SLC/CE/23/028 £104,220.00 26/04/2023 Supply and delivery of Heavy Vehicles 26/04/2023 - 31/07/2023 SLR Consulting SLC/PS/COMENT/22/148 £134,658.00 26/04/2023 Waste Consultancy Services 26/04/2023 - 31/03/2025 (Option to extend until 31/03/2026) 109
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Scottish Borders Council SLC/PS/COMENT/22/024 £2,000,000.00 28/04/2023 Supply and Application of Tanker Applied Road Surface Coatings 01/05/2023 - 30/04/2028 AECOM Ltd SLC/PS/COMENT/22/151 £116,673.20 10/05/2023 Local Transport Strategy for South Lanarkshire Council 11/05/2023 - 31/01/2024 Dennis Eagle Ltd SLC/CE/23/050 £1,130,022.00 30/05/2023 Supply and delivery of Heavy Vehicles 30/05/2023 - 31/12/2023 Hillhouse Quarry Group Ltd SLC/CE/23/129 £58,978.50 01/06/2023 Supply and Delivery of Roadstone 01/06/2023 – 30/06/2023 Certas Energy UK Ltd SLC/CE/23/052 £7,135,604.00 08/06/2023 Supply and Delivery of Liquid Fuels 17/05/2023 - 31/03/2025 Highland Fuels Ltd SLC/CE/23/052 £7,135,604.00 08/06/2023 Supply and Delivery of Liquid Fuels 17/05/2023 - 31/03/2025 Aebi Schmidt UK Ltd SLC/CE/23/053 £87,626.00 08/06/2023 Supply and delivery of Heavy Vehicles 08/06/2023 - 31/12/2023 Bernard Corrigan Ltd SLC/CE/23/043 £2,046,000.00 09/06/2023 Direct Award for the Supply and Distribution of Fresh Meats, Cooked Meats and Fresh Fish 08/06/2023 - 31/03/2027 Campbells Prime Meat Ltd SLC/CE/23/043 £2,046,000.00 09/06/2023 Direct Award for the Supply and Distribution of Fresh Meats, Cooked Meats and Fresh Fish 08/06/2023 - 31/03/2027 Brakes SLC/CE/23/043 £2,046,000.00 09/06/2023 Direct Award for the Supply and Distribution of Fresh Meats, Cooked Meats and Fresh Fish 08/06/2023 - 31/03/2027 Brett Nicholls Associates Limited NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 CIM Project Financial Mgmt Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Kl Business Consulting Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 110
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Inspirent Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Secure Business Advisors Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Concept HR Solutions NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Intend Business Development Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Morrow Associates Limited NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Optimum Business Growth Limited NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Tinto Procurement NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 JA Lloyd T/A Gap Communications NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 JandG3 Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 NSDesign Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 111
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period SBP (Scotland) Limited NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Managed IT Experts Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Solutions On Demand Limited NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Glasgow Chamber of Commerce NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Mabbett and Associates Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Stirton Consulting Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Where Now Consulting Ltd NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Russell McLeod Limited NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 MJM Associates (Scotland) Limited NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Themacdogfactory Limited T/A Brexeasy NLC-CPT-22-146 £131,666.66 12/06/2023 Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 - 31/03/2025 Hillhouse Quarry Group Ltd SLC/CE/23/130 £52,296.00 15/06/2023 Supply and Delivery of Roadstone 15/06/2023 – 14/07/2023 112
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Lloyd Ltd SLC/CE/23/061 £646,060.00 19/06/2023 Supply and delivery of Plant 19/06/2023 - 29/12/2023 Molson Scotland Ltd SLC/CE/23/061 £646,060.00 19/06/2023 Supply and delivery of Plant 19/06/2023 - 29/12/2023 Hillhouse Quarry Group Ltd SLC/CE/23/134 £191,698.65 19/06/2023 Supply and Delivery of Roadstone 19/06/2023 – 07/07/2023 Motus Commercials SLC/CE/23/062 £388,815.00 19/06/2023 Supply and delivery of Heavy Vehicles 19/06/2023 - 29/12/2023 Bustec Scotland Ltd SLC/PS/COMENT/22/004 £980,000.00 19/06/2023 Framework for the Provision of Vehicle Body Repairs 19/06/2023 - 18/06/2027 Riverside Truck Rental Ltd SLC/PS/COMENT/22/004 £980,000.00 19/06/2023 Framework for the Provision of Vehicle Body Repairs 19/06/2023 - 18/06/2027 Agmors Coachworks Ltd SLC/PS/COMENT/22/004 £980,000.00 19/06/2023 Framework for the Provision of Vehicle Body Repairs 19/06/2023 - 18/06/2027 Hillhouse Quarry Group Ltd SLC/CE/23/131 £57,052.50 20/06/2023 Supply and Delivery of Roadstone 20/06/2023 – 19/07/2023 Hillhouse Quarry Group Ltd SLC/CE/23/132 £56,680.00 01/07/2023 Supply and Delivery of Roadstone 01/07/2023 – 31/07/2023 Cromwell Polythene Ltd SLC/CE/23/029 £95,976.00 05/07/2023 Supply and Delivery of Compostable Food Waste Liners 10/07/2023 - 09/07/2024 (Option to extend until 09/07/2025) Hillhouse Quarry Group Ltd SLC/CE/23/133 £72,240.00 10/07/2023 Supply and Delivery of Roadstone 10/07/2023 – 09/08/2023 Intelligent Health SLC/CE/23/063 £494,237.00 02/08/2023 Beat the Street 08/08/2023 - 07/08/2025 (Option to extend until 07/08/2027) Elveden Farms Ltd SLC/CE/23/042 £62,847.00 04/08/2023 Supply and Delivery of Christmas Trees 2023 04/08/2023 - 31/12/2023 113
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Contractor CRN Value of Contract Awarded Date of Award Brief Description Contract Period Chargemaster Ltd SLC/CE/23/084 £165,000.00 09/08/2023 Installation of Electric Vehicle Charging Points (various locations) 09/08/2023 - 29/02/2024 Park's of Hamilton (Townhead Garage) Ltd SLC/CE/23/085 £90,195.46 10/08/2023 Supply and Delivery of Light Vehicles for the 2023 - 2024 financial year 10/08/2023 - 31/08/2023 Motus Commercials SLC/CE/23/086 £155,955.00 10/08/2023 Supply and delivery of Heavy Vehicles 10/08/2023 - 31/03/2024 Maclay Civil Engineering Ltd SLC/PS/COMENT/22/106 £1,539,674.95 14/08/2023 NEC3 Engineering and Construction Contract Option B for A72 / M74 Junction 7 Signalisation 14/08/2023 - 01/03/2024 Hillhouse Quarry Group Ltd SLC/CE/23/135 £74,473.48 16/08/2023 Mini Comp under SXL Supply and Delivery of Roadstone FW 16-21 - Clydesdale Area A721 Elsrickle 16/08/2023 – 31/08/2023 Sportex Group Ltd SLC/CE/23/059 £92,814.07 28/08/2023 Upgrade of Whitemoss Tennis Court, East Kilbride 07/09/2023 - 02/11/2023 Bryson Tractors Ltd SLC/CE/23/064 £78,700.00 06/09/2023 Supply and Delivery of Compact Tractor 06/09/2023 - 30/09/2023 Inspirent Ltd SLC/CE/23/030 £163,400.00 14/09/2023 South Lanarkshire Council Social Enterprise Business Accelerator 02/10/2023 - 31/03/2024 (Option to extend until 31/03/2025) Hillhouse Quarry Group Ltd SLC/CE/23/136 £59,769.40 19/09/2023 Supply and Delivery of Roadstone 19/09/2023 – 30/09/2023 Parks Motor Group SLC/CE/23/103 £179,382.55 26/09/2023 Supply and delivery of Heavy Vehicles 26/09/2023 - 31/03/2024 A M Phillip Trucktech Ltd SLC/CE/23/104 £197,987.00 26/09/2023 Supply and delivery of Heavy Vehicles 26/09/2023 - 31/03/2024 114
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Contract extensions awarded over £50,000 in value Contractor Contract Reference Value of Contract Awarded Date of Extension Brief Description Contract Extension period Fast Fixx Catering Engineers Ltd SLC/PS/COMENT/22/031 £450,000.00 03/04/2023 Repair, Inspection and Maintenance of Commercial Catering Equipment 01/05/23 - 30/04/24 Mac-Electrical and Welding Services SLC/PC/COMENT/20/096 £50,000.00 16/05/2023 Maintenance and Repair of Portable Gas Appliances. 18/05/23 - 17/05/24 SSI Schaefer Limited SLC/PS/COMENT/22/051 £850,000.00 15/06/2023 Supply and Delivery of Refuse Containers 01/07/23 - 30/06/24 Levenseat Ltd SLC/PS/COMENT/20/086 £60,000.00 27/06/2023 Receipt and Processing of Recyclable Waste 01/10/23 - 31/03/25 Smurfit Kappa Recycling SLC/PS/COMENT/20/086 £60,000.00 27/06/2023 Receipt and Processing of Recyclable Waste 01/10/23 - 31/03/25 Hillhouse Quarry Group, JH Civil, Luddon Construction, Mac Ashphalt, MAM Contractors, McLay Contractors, Tarmac, Complete Paving, Covanburn SLC/PS/COMENT/17/089 £625,000 01/07/2023 Roads Contractor Framework Non-Contractual Extension 01/07/2023- 30/09/2023 115
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Contractor Contract Reference Value of Contract Awarded Date of Extension Brief Description Contract Extension period Active Traffic Management, Apex Traffic management, Central Traffic management, Class one, Markon SLC/PS/COMENT/17/238 £150,000 01/07/2023 Temporary Traffic Management Framework Non-Contractual Extension 01/07/2023 – 30/09/2023 116