Agenda Document Pack - Executive Committee - 30/04/2025
South Lanarkshire Council · 30 April 2025
Back to Executive Committee — 30 April 2025 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 22 April 2025 Dear Councillor Executive Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 30 April 2025 Time: 10:00 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 Joe Fagan (Chair/ex officio), Gerry Convery (Depute Chair), Alex Allison, John Anderson, Robert Brown, Andy Carmichael, Maureen Chalmers, Ross Clark, Margaret Cooper, Andrea Cowan, Maureen Devlin, Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Susan Kerr, Ross Lambie, Eileen Logan, Katy Loudon, Ian McAllan, Catherine McClymont, Lesley McDonald, Davie McLachlan, Richard Nelson, Norman Rae, Mo Razzaq, Kirsten Robb, John Ross, David Shearer, Margaret B Walker Substitutes Walter Brogan, Margaret Cowie, Celine Handibode, Graeme Horne, Martin Hose, Cal Johnston-Dempsey, Hugh Macdonald, Kenny McCreary, Elaine McDougall, Mark McGeever, Graham Scott, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 12 March 2025 submitted for approval as a correct record. (Copy attached) 5 - 12 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 12 - 1 April 2024 to 21 February 2025 and Probable Outturn Report dated 28 March 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 13 - 18 4 Capital Budget 20242025 and Monitoring for Period 12 - 1 April 2024 to 21 February 2025 Report dated 28 March 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 19 - 24 Item(s) for Decision 5 The Employability Promise Joint report dated 2 April 2025 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources), Interim Executive Director (Education Resources) and Director, Health and Social Care. (Copy attached) 25 - 32 6 Outcome of the Consultation Proposal to Realign the Catchment Areas of Glengowan, Machanhill and Robert Smillie Primary Schools in Larkhall Report dated 2 April 2025 by the Interim Executive Director (Education Resources). (Copy attached) 33 - 76 7 Mid-term Review of the Council Plan, Connect Report dated 26 March 2025 by the Chief Executive. (Copy attached) 77 - 112 8 Breastfeeding and Return to Work Policy Report dated 3 April 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 113 - 122 9 Recommendations Referred by Resource Committees Report dated 2 April 2025 by the Chief Executive. (Copy attached) 123 - 128 10 Composition of the Council and Membership Places Report dated 8 April 2025 by the Chief Executive. (Copy attached) 129 - 132 11 Nomination of Trustee to South Lanarkshire Leisure and Culture Board Report dated 11 April 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 133 - 134 2
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Item(s) for Noting 12 Scottish Government’s Call for Evidence to Inform the National Tackling Child Poverty Delivery Plan 2026 to 2031 Report dated 3 April 2025 by the Interim Executive Director (Education Resources). (Copy attached) 135 - 148 13 South Lanarkshire Integration Joint Board Strategic Commissioning Plan 2025 to 2028 Report dated 31 March 2025 by the Director, Health and Social Care. (Copy attached) 149 - 172 14 South Lanarkshire Council Net Zero Route Map - Scope 1 Organisational Emissions Report dated 2 April 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 173 - 182 Urgent Business 15 Urgent Business Any other items of business which the Chair decides are urgent. Exclusion of Press and Public 16 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraphs 6 and 9 of Part I of Schedule 7A of the Act." Item(s) for Decision 17 Heritable Disposal by Clyde Gateway Developments Limited • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act 18 Former Bairds Building, Hamilton • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act 3
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19 Regent Shopping Centre, Hamilton - Proposed Assignation • Exempt information in terms of Paragraph 6 of Part I of Schedule 7A of the Act • Exempt information in terms of Paragraph 9 of Part I of Schedule 7A of the Act For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 4
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 12 March 2025 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Margaret Cowie (substitute for Councillor Mo Razzaq), Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Celine Handibode (substitute for Councillor Lynsey Hamilton), Councillor Cal Johnston- Dempsey (substitute for Councillor Andrea Cowan), Councillor Susan Kerr, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor Lesley McDonald, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Norman Rae, Councillor Kirsten Robb, Councillor John Ross, Councillor Graham Scott (substitute for Councillor Catherine McClymont), Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Andrea Cowan, Councillor Lynsey Hamilton, Councillor Catherine McClymont, Councillor Mo Razzaq Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources D Booth, Executive Director; G Simpson, Partner Liaison Manager Education Resources A Donaldson, Interim Executive Director Finance and Corporate Resources J Taylor, Executive Director; M Milne, Head of Personnel Services; K McLeod, Administration Assistant; T Slater, Administration Adviser; I Strachan, Head of Administration and Legal Services Housing and Technical Resources C Jardine, Head of Property Services; G McParland, Property Manager (Assets and Estates) Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care Chair’s Opening Remarks The Chair advised that:- he had agreed to accept an item of urgent business in terms of Standing Order No 4(c) on the Composition of the Council and Membership Places, the report for which had been circulated to members it was Young Carers’ Action Day, with the work of young carers across South Lanarkshire being recognised and appreciated 1 Declaration of Interests No interests were declared. 2 5
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Councillor Fagan made a transparency statement in relation to item 7 of the agenda – Response to Consultation on Dual Mandates in the Scottish Parliament, as he had been selected as a candidate for the Scottish Parliament for the East Kilbride constituency. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 12 February 2025 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 3 Revenue Budget Monitoring for Period 11 - 1 April 2024 to 24 January 2025 and Probable Outturn A report dated 12 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the overall financial position of the General Fund Revenue Account and the Housing Revenue Account for the period 1 April 2024 to 24 January 2025 and the forecast for the year to 31 March 2025. The report and associated appendices:- summarised the 2024/2025 probable outturn position for the Council’s General Fund Revenue Account to 31 March 2025, including details of approved transfers to reserves provided details of the position on the General Fund Account for the period 1 April 2024 to 24 January 2025 advised of the redeterminations of 2024/2025 revenue grant funding provided the Housing Revenue Account position The Executive Director (Finance and Corporate Resources) responded to a question from the Chair in relation to teacher numbers, following which, the Chair proposed that the Council seek clarification from the Scottish Government, using Freedom of Information legislation if necessary, on why the mitigations put forward by the Council for reducing teacher numbers in the current financial year were acceptable, to allow the Council to take this forward to future financial years. This was agreed. The Committee decided: (1) that the Council’s breakeven probable outturn position, after Transfers to Reserves, as detailed in section 4 of the report, be noted; (2) that the current forecast on the General Fund Revenue Account for 2024/2025, and the actual spend as at 24 January 2025, as detailed in section 5 and appendices 1 and 2 of the report, be noted; (3) that the projected break-even position on the Housing Revenue Account for 2024/2025, and the actual spend as at 24 January 2025, as detailed in section 6 and Appendix 3 of the report, be noted; and (4) that the Council seek clarification from the Scottish Government, using Freedom of Information legislation if necessary, on why the mitigations put forward by the Council for reducing teacher numbers in the current financial year were acceptable. [Reference: Minutes of 12 February 2025 (Paragraph 3)] Councillor Cooper joined the meeting during this item of business 6
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4 Capital Budget 2024/2025 and Monitoring for Period 11 - 1 April 2024 to 24 January 2025 A report dated 12 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the progress of the General Fund Capital Programme and Housing Capital Programme for the period 1 April 2024 to 24 January 2025. The revised programme for the General Fund for 2024/2025 was £69.832 million which included previous adjustments approved by this Committee. The revised budget was detailed in Appendix 1 to the report. Appendix 2 showed a forecast for the financial year of £59.024 million, an underspend of £10.808 million, which related to timings of spend across 2024/2025 and into the new financial year, and resulted in budget required in 2025/2026 rather than 2024/2025. Funding for projects remaining underspent at the financial year end would be carried forward to allow the projects to be completed in 2025/2026. Actual spend incurred as at 24 January 2025 totalled £36.223 million. Actual funding received up to 24 January 2025 was £49.077 million. The revised Housing Capital Programme for 2024/2025 amounted to £77.248 million. Programmed funding for the year also totalled £77.248 million. The funding sources were detailed in Appendix 3 to the report. Budget for the period amounted to £46.103 million and, as at 24 January 2025, £46.103 million had been spent. The position on the General Fund Capital Programme and the Housing Capital Programme would be monitored by the Financial Resources Scrutiny Forum. The Committee decided: (1) that the position of the General Fund Capital Programme, as detailed in appendices 1 and 2 of the report, and the Housing Capital Programme, as detailed in Appendix 3 of the report, as at 24 January 2025, be noted; and (2) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 12 February 2025 (Paragraph 4)] 5 Update to Funding A report dated 12 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £1.463 million, which had been made available to the Council by the Scottish Government and other external sources. The funding had been allocated as follows:- Revenue Funding Resource 2024/2025 (£m) Community and Enterprise 0.224 Finance and Corporate 1.239 Total 1.463 The Executive Director (Finance and Corporate Resources) responded to a member’s question in relation to the School Meal Debt Fund. The Committee decided: that the report be noted. [Reference: Minutes of 12 February 2025 (Paragraph 5)] 7
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6 Response to Consultation on a Local Authority General Power of Competence A report dated 11 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the proposed response to the Scottish Government consultation on a Local Authority General Power of Competence. The Scottish Government had taken forward this consultation as part of its commitment to joint partnership working with COSLA and local government, seeking views and perspectives on potential legislative changes to enable local authorities to more effectively deliver public services. This statutory power was currently available to local authorities in England, Wales and Northern Ireland. The proposed response to question 4 of the consultation was highlighted which sought views on any further existing legislative barriers to the delivery of public services and to a broader range of activity that local authorities would wish to undertake. The Committee decided: (1) that the contents of the report be noted; and (2) that the submission of the response by the Council to the consultation, as attached at Appendix 1 to the report, be approved. 7 Response to Consultation on Dual Mandates in the Scottish Parliament A report dated 13 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted on the proposed response to the Scottish Government consultation on Dual Mandates in the Scottish Parliament. Dual mandates was the term used to describe the scenario of Members of the Scottish Parliament (MSPs) also holding a seat in the House of Commons, House of Lords or representing a ward in their local council. The Scottish Elections (Representation and Reform) Act 2025 placed a duty on Scottish Ministers to bring forward regulations which:- must have the effect of prohibiting Members of the Scottish Parliament (MSPs) from holding dual mandates in the House of Commons or the House of Lords may make provision prohibiting MSPs from holding dual mandates as councillors The Consultation on Dual Mandates in the Scottish Parliament sought views on the principles and practical issues of ending dual mandates. Members made comments in relation to:- limiting salaries of an MSP holding a dual mandate the 1-year grace period for a local government election to take place and how this would work in practice an individual having the capacity to undertake 2 roles effectively It was proposed that the consultation response be approved, subject to the incorporation of comments made by members. This was agreed. The Committee decided: (1) that the contents of the report be noted; and (2) that the submission of the response by the Council to the consultation, subject to the incorporation of members’ comments, be approved. 8
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8 Land and Property Transfers and Disposals A report dated 12 February 2025 by the Executive Director (Housing and Technical Resources) was submitted on proposed actions in respect of land and property transactions. The recommendations had been made in terms of agreed procedures for dealing with surplus land and property. Officers responded to members’ questions in relation to:- the capital receipt from the former Hareleeshill Sports Barn being directed to the new Larkhall Leisure Centre the insurance position in relation to the Hareleeshill Sports Barn engagement with the community on the Westwoodhill Recreation Area The Chief Executive undertook to liaise with Housing and Technical Resources and the Community Engagement Team to ensure community engagement was at the forefront when dealing with the Westwoodhill Recreation Area. Councillor Robb requested that her abstention to approving the recommendations in the report be noted. The Committee decided: (1) that the land and property identified in Appendix A to the report be re-allocated as detailed; and (2) that the land detailed in Appendix B to the report be declared surplus to Council requirements and transferred to the Corporate Land Bank for disposal. 9 Councillors’ Remuneration A report dated 10 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on councillors’ remuneration levels following review by the Scottish Local Authorities Remuneration Committee (SLARC). Local Government remuneration levels were set by the Local Government (Scotland) Act 2004 (Remuneration) Regulations 2007 and updated annually by Statutory Instrument. Information was provided on:- the current Senior Councillor roles within the Council the recommendations of the SLARC review which had been published in February 2024 the 2025 salary levels set by the 2025 Statutory Instrument the proposed new salary level for South Lanarkshire Council for the posts of Provost and Senior Councillor the proposal to uprate remuneration levels each year, in line with the increase detailed in the Statutory Instrument The Committee decided: (1) that the remuneration levels payable from 1 April 2025 for posts of Leader and Councillor, as set by the 2025 Statutory Instrument, be noted; (2) that the proposed remuneration levels payable from 1 April 2025 for the posts of Provost and Senior Councillor, as set out in section 5 of the report, be approved; and 9
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(3) that the automatic uprating of remuneration levels each year, in line with the increase detailed in the relevant Statutory Instrument, for the posts of Leader, Provost, Councillor and Senior Councillor, be approved. 10 Interim Update: 10-Year Estate Strategy A report dated 26 February 2025 by the Executive Director (Housing and Technical Resources) was submitted providing an update on the cross-cutting review of the Council’s property asset base and development of a 10-Year Estate Strategy. Information was provided on:- the policy and legislative background to the development of the Strategy, which included:- the South Lanarkshire Community Planning vision “to improve the quality of life for all in South Lanarkshire by ensuring equal access to opportunities and to services that meet all people’s needs” the targets for Scotland to achieve Net Zero the development of the Estate Strategy which would build on best practice and be undertaken in 3 phases, as outlined in the report assessment criteria and asset scoring consultation and engagement the next steps to be undertaken to finalise the Strategy The Head of Property Services responded to members’ questions in relation to:- the timescales for phase 2 funding for staffing and resource implications and support for employees arranging further members’ awareness sessions what actions could be taken to ensure any buildings sold continued to work towards becoming carbon neutral the implications of the withdrawal of the Heat in Buildings Bill a placemaking locality-based approach The Chair highlighted the requirement to continue to move towards Net Zero and the importance of investing in the Council’s estate. The Committee decided: (1) that the progress made to date and next steps, as outlined in section 8 of the report, be noted; (2) that the proposed approach and timescales for public and stakeholder consultation, as outlined in section 7 of the report, be noted; and (3) to note that a further update would be submitted to Committee on 25 June 2025. 11 South Lanarkshire Leisure and Culture (SLLC) Commissioning Plan Progress Update A report dated 19 February 2025 by the Executive Director (Community and Enterprise Resources) was submitted on the draft South Lanarkshire Leisure and Culture (SLLC) Commissioning Plan 2025 to 2027. 10
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At its meeting on 27 August 2024, the Council’s Performance and Review Scrutiny Forum considered a report outlining the approach for the future commissioning of leisure, culture and library services between SLLC and the Council. The following 3 key workstreams were identified to help ensure a successful and impactful service that met the aims and objectives of the Council, was more financially stable and worked towards the ambitions of Net Zero:- a Commissioning Plan a long-term estate strategy for the Council an agreed financial relationship between SLLC and the Council The development of the Commissioning Plan would be an iterative process and the initial draft was attached as Appendix 1 to the report. Information was provided on the:- purpose and scope of the Commissioning Plan monitoring, evaluation and reporting arrangements A further report would be submitted to Committee on 25 June 2025. The Executive Director (Community and Enterprise Resources) responded to a member’s question in relation to the evaluation of the service and how this would be improved if required. The Committee decided: (1) that the draft South Lanarkshire Leisure and Culture Commissioning Plan 2025 to 2027, attached as Appendix 1 to the report, be noted; and (2) to note that a further report on the Commissioning Plan would be submitted to Committee on 25 June 2025. [Reference: Minutes of the Performance and Review Scrutiny Forum of 27 August 2024 (Paragraph 5)] Councillor Cooper left the meeting during this item of business 12 Item of Urgent Business – Composition of the Council and Membership Places In terms of Standing Order No 4(c) of the Council’s Standing Orders on Procedures, the Chair decided that consideration be given to the following item of business as a matter of urgency. The Chair referred to the report which had been circulated to members advising of a recent change to the composition of the Council following the resignation of Councillor Lambie from the Conservative Group to join Reform UK and the proposed allocation of committee places. The Head of Administration and Legal Services provided a verbal update to the report advising that the place on the Rural Task Force should be retained by a member of the Conservative Group. The Committee decided: (1) that the change in political composition of the Council, as detailed in Appendix 1, be noted; (2) that Councillor Lambie be replaced by a member of the Conservative Group on the Conference Allocation Committee and Rural Task Force; 11
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(3) that Councillor Lambie be replaced by a member of the Conservative Group on the South Lanarkshire Charitable Trust/South Lanarkshire Educational Trust; (4) that one of the Conservative Group places on each of the Resource Committees and the Planning Committee be allocated to be shared between the Greens/Reform UK/Independent members; (5) that one of the Conservative Group places on the Executive Committee and the Climate Change and Sustainability Committee be allocated to Reform UK; (6) that Reform UK be allocated a place on the Employee, Equalities, Diversity and Inclusion Forum and the Standards and Procedures Advisory Forum; and (7) that authority be delegated to the Chief Executive, in consultation with the relevant political groups, to finalise memberships in implementation of the foregoing recommendations. 12
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 12 - 1 April 2024 to 21 February 2025 and Probable Outturn 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the forecast for the year to 31 March 2025 for the Council’s General Fund Revenue Account and Housing Revenue Account, and the actual spend position for the period 1 April 2024 to 21 February 2025 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council’s breakeven probable outturn position, after Transfers to Reserves (section 4), be noted; (2) that the current forecast on the General Fund Revenue Account for 2024/2025 (section 5.1), and the actual spend as at 21 February 2025 (section 5 and Appendices 1 and 2), be noted; and (3) that the projected break-even position on the Housing Revenue Account for 2024/2025, and the actual spend as at 21 February 2025 (section 6 and Appendix 3 of the report), be noted. 3. Background 3.1. This overview report will summarise the previously reported 2024/2025 Probable Outturn position for the Council’s General Revenue Account to 31 March 2025. An Executive Summary is provided in section 4 outlining the detail of the General Fund outturn position including details of proposed transfers to Reserves. An update on the projected outturn for 2024/2025 for both the Council’s General Fund (section 5) and for the Housing Revenue Account (section 6) is also provided. 4. Executive Summary – 2024/2025 General Services Probable Outturn 4.1. As reported previously, the 2024/2025 probable outturn position for the General Fund presented an underspend of £13.727 million. This underspend is after the previously approved Transfers to Reserves totalling £31.853 million. 4.2. In terms of this £13.727 million, members approved that the £7.907 million underspend from the Loans Fund Review be transferred to Reserves to support the Budget Strategy from 2027/2028 to 2029/2030 (Executive Committee, 12 February 2025) and that the remainder (£5.820 million) be used for one-off investments in 2025/2026 as part of the 2025/2026 Budget (Council, 26 February 2025). 3 13
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4.3. Full details of the Transfers to Reserves were included in the report to the Executive Committee (12 February 2025). 5. General Services 2024/2025 Projected Outturn as at 21 February 2025 5.1. The forecast position before and after Transfers to Reserves is shown in appendices 1 and 2. The position presented in Appendix 2 reflects the probable outturn underspend of £13.727 million as a Transfer to Reserves resulting in a breakeven position for the Council’s 2024/2025 projected outturn (section 4.2). This is in line with the probable outturn reported to Executive Committee on 12 February 2025. As the financial year-end position progresses it is expected that these variances will crystallise. 5.2. Local Government Finance Order: The Scottish Government issued the Local Government Finance Order on 27 February 2025. As well as advising of the 2025/2026 Local Government Settlement, the document also provided formal confirmation of a number of Revenue grant redeterminations for financial year 2024/2025. These amounts have already been uploaded into the budget this financial year and there were no changes from the indicative figures previously provided. 6. Housing Revenue Account Position 6.1. Appendix 3 shows the forecast position for the financial year, being a break-even position for the Housing Revenue Account. 6.2. This break-even position includes a lower than budgeted Transfer from Reserves being required in the financial year. This is mainly a result of an over recovery in income due to greater than budgeted income from rent collection. Year-end will provide confirmation of the actual out-turn position and that the forecast position will materialise. 7. Employee Implications 7.1. None. 8. Financial Implications 8.1. As detailed in sections 4 to 6 of the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 10.2. There are no implications for sustainability in terms of the information contained in this report. 11. Integrated Impact Assessment and Consultation Requirements 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. 14
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11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 28 March 2025 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 21 February 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O'Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 15
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Appendix 1 Note: While the Year to Date Actual at period 12 presents a net surplus position (£73.529m), this is timing only. The forecast outturn before transfers to reserves shows an underspend of £18.690 million. Before Transfers to Reserves Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 132.756 132.716 0.040 0.03% 103.412 Facilities Waste and Grounds 81.493 81.080 0.413 0.51% 66.422 Leisure and Culture 21.747 21.759 (0.012) (0.06%) 19.485 Planning and Regulatory Services 4.874 4.334 0.540 11.08% 3.708 Enterprise and Sustainable Development 6.694 6.327 0.367 5.48% 2.047 Roads, Transportation and Fleet 17.948 19.216 (1.268) (7.06%) 11.750 Education Resources 482.934 482.517 0.417 0.09% 429.629 Education 482.934 482.517 0.417 0.09% 429.629 Finance and Corporate Resources 41.787 40.931 0.856 2.05% 43.140 Finance Services - Strategy 2.014 2.026 (0.012) (0.60%) 3.092 Finance Services - Transactions 18.702 17.969 0.733 3.92% 15.322 Audit and Compliance Services 0.338 0.300 0.038 11.24% 0.363 Information Technology Services 7.534 7.666 (0.132) (1.75%) 11.627 Communications and Strategy Services 2.710 2.521 0.189 6.97% 2.482 Administration and Licensing Services 4.164 4.012 0.152 3.65% 4.062 Personnel Services 6.325 6.437 (0.112) (1.77%) 6.192 Housing & Technical Resources 15.091 14.386 0.705 4.67% 19.490 Housing Services 9.182 8.615 0.567 6.18% 9.844 Property Services 5.909 5.771 0.138 2.34% 9.646 Social Work Resources 237.168 235.979 1.189 0.50% 196.324 Performance and Support Services 6.067 5.973 0.094 1.55% 4.971 Children and Families 49.098 48.768 0.330 0.67% 42.104 Adults and Older People 181.164 180.814 0.350 0.19% 148.577 Justice and Substance Misuse 0.839 0.424 0.415 49.46% 0.672 Joint Boards 1.902 1.902 0.000 0.00% 1.756 911.638 908.431 3.207 0.35% 793.751 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 911.638 908.431 3.207 0.35% 793.751 CFCR 0.223 0.223 0.000 0.00% 0.000 Loan Charges 39.589 31.682 7.907 19.97% 0.000 Corporate Items 8.108 3.832 4.276 52.74% (0.516) Employers Contribution - T/f to Reserves 22.965 22.965 0.000 0.00% 0.000 Investments - 23-24 T/f to Reserves 0.325 0.325 0.000 0.00% 0.000 Outturn Underspend - T/f to Reserves 0.000 0.000 0.000 0.00% 0.000 Total Expenditure 982.848 967.458 15.390 1.57% 793.235 Council Tax 181.587 184.992 3.405 1.88% 170.762 Less: Council Tax Reduction Scheme (23.544) (23.649) (0.105) 0.45% (21.830) 158.043 161.343 3.300 2.09% 148.932 General Revenue Grant 411.592 411.592 0.000 0.00% 379.931 Non Domestic Rates 366.059 366.059 0.000 0.00% 337.901 Transfer from Reserves 47.154 47.154 0.000 0.00% 0.000 Total Income 982.848 986.148 3.300 0.34% 866.764 Net Expenditure 0.000 (18.690) 18.690 0.00% (73.529) Period Ended 21 February 2025 (No.12) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 16
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Appendix 2 Note: While the Year to Date Actual at period 12 presents a net surplus position (£73.529m), this is timing only. The forecast outturn after transfers to reserves shows a breakeven position. After Transfers to Reserves Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 132.756 132.756 0.000 0.00% 103.412 Facilities Waste and Grounds 81.493 81.080 0.413 0.51% 66.422 Leisure and Culture 21.747 21.759 (0.012) (0.06%) 19.485 Planning and Regulatory Services 4.874 4.334 0.540 11.08% 3.708 Enterprise and Sustainable Development 6.694 6.327 0.367 5.48% 2.047 Roads, Transportation and Fleet 17.948 19.256 (1.308) (7.29%) 11.750 Education Resources 482.934 482.934 0.000 0.00% 429.629 Education 482.934 482.934 0.000 0.00% 429.629 Finance and Corporate Resources 41.787 41.787 0.000 0.00% 43.140 Finance Services - Strategy 2.014 2.026 (0.012) (0.60%) 3.092 Finance Services - Transactions 18.702 18.719 (0.017) (0.09%) 15.322 Audit and Compliance Services 0.338 0.300 0.038 11.24% 0.363 Information Technology Services 7.534 7.666 (0.132) (1.75%) 11.627 Communications and Strategy Services 2.710 2.521 0.189 6.97% 2.482 Administration and Licensing Services 4.164 4.118 0.046 1.10% 4.062 Personnel Services 6.325 6.437 (0.112) (1.77%) 6.192 Housing & Technical Resources 15.091 15.091 0.000 0.00% 19.490 Housing Services 9.182 9.070 0.112 1.22% 9.844 Property Services 5.909 6.021 (0.112) (1.90%) 9.646 Social Work Resources 237.168 237.168 0.000 0.00% 196.324 Performance and Support Services 6.067 5.973 0.094 1.55% 4.971 Children and Families 49.098 49.607 (0.509) (1.04%) 42.104 Adults and Older People 181.164 181.164 0.000 0.00% 148.577 Justice and Substance Misuse 0.839 0.424 0.415 49.46% 0.672 Joint Boards 1.902 1.902 0.000 0.00% 1.756 911.638 911.638 0.000 0.00% 793.751 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 911.638 911.638 0.000 0.00% 793.751 CFCR 0.223 0.223 0.000 0.00% 0.000 Loan Charges 39.589 31.682 7.907 19.97% 0.000 Corporate Items 8.108 5.588 2.520 31.08% (0.516) Employers Contribution - T/f to Reserves 22.965 22.965 0.000 0.00% 0.000 Investments - 23-24 T/f to Reserves 0.325 0.325 0.000 0.00% 0.000 Outturn Underspend - T/f to Reserves 0.000 13.727 (13.727) 0.00% 0.000 Total Expenditure 982.848 986.148 (3.300) (0.34%) 793.235 Council Tax 181.587 184.992 3.405 1.88% 170.762 Less: Council Tax Reduction Scheme (23.544) (23.649) (0.105) 0.45% (21.830) 158.043 161.343 3.300 2.09% 148.932 General Revenue Grant 411.592 411.592 0.000 0.00% 379.931 Non Domestic Rates 366.059 366.059 0.000 0.00% 337.901 Transfer from Reserves 47.154 47.154 0.000 0.00% 0.000 Total Income 982.848 986.148 3.300 0.34% 866.764 Net Expenditure 0.000 0.000 0.000 0.00% (73.529) Period Ended 21 February 2025 (No.12) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report 17
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Variance Explanations 1. The underspend in property costs is due to the net effect of lower than forecast bad debt write offs and forecast expenditure on grounds maintenance charges partially offset by greater than forecast repairs and maintenance expenditure, electricity charges and fixtures and fittings due to increased demand. 2. The underspend is mainly due to lower than forecast expenditure on postage, printing and stationery and mobile phone costs. 3. The overspend in Payments to Other Bodies reflects additional support payments for current IT systems. 4. The over recovery in income is due to greater than budgeted income from rent collection offset in part by lower-than-expected income from laundry charges and reflects the severe weather insurance settlement being less than expected arising from ineligible expenditure. 5. The transfer to reserves is anticipated to be lower than budget due to the overall projected position. 6. The underspend is due to forecast loan charges being lower than budget along with interest on revenue balances being greater than anticipated. Appendix 3 Revised Projected Projected Year to Date Annual Outturn Outturn % Note Actual Budget Variance Budget Category £m £m £m £m Employee Costs 14.415 14.543 (0.128) (0.89%) 12.771 Property Costs 60.703 60.258 0.445 0.73% 1 48.705 Supplies and Services 1.543 1.553 (0.010) (0.65%) 0.534 Transport and Plant 0.195 0.160 0.035 17.95% 0.160 Administration 5.594 5.469 0.125 2.23% 2 0.384 Payment to Other Bodies 2.975 3.354 (0.379) (12.74%) 3 2.531 Payment to Contractors 0.100 0.100 0.000 0.00% 0.446 Transfer Payments 0.000 0.000 0.000 0.00% 0.000 Financing Charges 33.573 33.573 0.000 0.00% 0.033 Total Controllable Exp. 119.098 119.010 0.088 0.07% 65.564 Total Controllable Inc. (123.397) (124.700) 1.303 1.06% 4 (101.898) Transfer to/(from) Balance Sheet (4.862) (3.310) (1.552) (31.92%) 5 0.000 Net Controllable Exp. (9.161) (9.000) (0.161) (1.76%) (36.334) Loan Charges 9.161 9.000 0.161 1.76% 6 0.000 Net Controllable Exp. 0.000 0.000 0.000 0.00% (36.334) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 21 February 2025 (No.12) Housing Revenue Account 18
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2024/2025 and Monitoring for Period 12 - 1 April 2024 to 21 February 2025 1. Purpose of Report 1.1. The purpose of the report is to:- urpose] update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2024 to 21 February 2025 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the position of the General Fund Capital Programme (appendices 1 and 2) and the Housing Capital Programme (Appendix 3) as at 21 February 2025, be noted; and (2) that the programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. The attached statements to this report provide a summarised monitoring position to 28 February 2025 (period 12). Spending has been split into two separate sections below:- General Fund Capital Programme inc. Education, Social Work, Roads and General Services (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2024/2025 Budget: The revised programme for the General Fund was £69.832 million. This revised programme consisted of the base budget plus carry forward projects and adjustments which were agreed by the Executive Committee up to and including its meeting on 12 March 2025. 4.2. The revised budget is detailed across Resources in Appendix 1. 4.3. 2024/2025 Forecast: As noted in 4.1, the total capital programme for the year was £69.832 million (see Appendix 1). 4.4. Appendix 2 also shows the forecast spend for the financial year of £59.024 million. 4 19
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4.5. The year-end position for the General Services Capital Programme is currently being finalised and will be reported back to this Committee on 25 June 2025. Funding for projects remaining underspent at the financial year end will be carried forward to allow the projects to be completed in 2025/2026. This is a timing issue only with funding for the overall spend on these projects already identified into the next financial year. Officers have continued to work to maximise spend in 2024/2025, where possible. 4.6. 2024/2025 Actual Position: Actual spend incurred to the 21 February 2025 totalled £39.547 million. 4.7. Actual funding received to 21 February 2025 was £52.627 million. This is shown in Appendix 2. 5. Housing Programme 5.1. 2024/2025 Budget: Appendix 3 summarises the position on the Housing programme to 21 February 2025. The revised capital programme for the year was £77.248 million, as approved by the Executive Committee on 12 March 2025. Programmed funding for the year also totalled £77.248 million. The funding sources are also detailed in Appendix 3. 5.2. 2024/2025 Forecast: Housing and Technical Resources have forecast spend of £71.204 million for this financial year. The year-end position is currently being finalised and will be reported back to this Committee on 25 June 2025. 5.3. This forecast underspend of £6.044 million represents an increased underspend of £1.908 million from the £4.136 million underspend previously reported. This is due to the lack of supply in the housing market in January 2025 which negatively impacted the acquisition target for 2024/2025. A number of these ongoing acquisitions will now complete in early April 2025. 5.4. The year-end position is currently being finalised and will be reported back to this Committee on 25 June 2025. Any Council funding not utilised in year will carry forward into the next financial year. 5.5. 2024/2025 Actual Position: Spend to 21 February 2025 on the Housing Capital Programme totalled £50.399 million. 5.6. As of 21 February 2025, £50.399 million of funding had been received. 5.7. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to the Executive Committee. 6. Employee Implications 6.1. None 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. 20
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8. Other Implications 8.1. The main risk associated with the Council’s Capital Programme 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. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function, or strategy and, therefore, no impact assessment is required. 9.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 28 March 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 12 March 2025 List of Background Papers Capital Ledger prints to 21 February 2025 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 21
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APPENDIX 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 21 FEBRUARY 2025 £m Total Base Budget (including carry forward from 2023/2024) 69.832 Proposed Adjustments – Period 12 0.000 Total Revised Budget 69.832 2024/25 Budget Period 12 Proposed Adjustments Revised 2024/25 Budget Resource £m £m £m Community & Enterprise 47.364 - 47.364 Education 8.371 - 8.371 Finance & Corporate 3.086 - 3.086 Housing & Technical 9.984 - 9.984 Social Work 1.027 - 1.027 TOTAL CAPITAL PROGRAMME 69.832 - 69.832 22
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 21 FEBRUARY 2025 2024/25 Original Estimate inc C/F 2024/25 Revised Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 21/02/25 Expenditure £m £m £m £m £m General Fund Programme 73.850 69.832 59.024 10.808 39.547 Income 2024/25 Budget 2024/25 Revised Budget 2024/25 Actual To 21/02/25 £m £m £m Prudential Borrowing 32.564 16.460 16.460 Developers Contributions 8.800 7.474 4.600 Partners (Including Scotland’s Public Sector Heat Decarbonisaton Fund, Cycling Scotland, Transport Scotland and REF / Wind Farms) 0.958 4.814 1.485 Scottish Government: - Capital Grant 20.156 23.710 22.043 - Cycling, Walking and Safer Routes (now included in General Capital Grant) 1.440 0.000 0.000 - Road Safety Improvement 0.000 0.497 0.000 - Vacant and Derelict Land 1.793 1.343 1.343 - Regeneration Capital Grant 2.170 2.170 0.997 - Place Based Investment Programme 0.727 1.056 0.727 Shared Prosperity Fund 2.645 2.649 0.000 Levelling Up Fund 0.000 7.400 2.839 Capital Receipts 1.340 1.340 1.340 Specific Reserves 1.257 0.919 0.793 Revenue Contribution 0.000 0.000 0.000 TOTAL FUNDING 73.850 69.832 52.627 23
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2024 TO 21 FEBRUARY 2025 2024/25 Annual Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 21/02/25 £m £m £m £m Expenditure 2024/25 Budget 77.248 71.204 6.044 50.399 2024/25 Annual Budget 2024/25 Actual to 21/02/25 £m £m Income Capital Receipts 0.000 0.202 Capital Receipts – Land Sales 0.000 0.000 Capital Funded from Current Revenue 33.506 33.506 Prudential Borrowing 23.363 3.748 Scottish Government Specific Grant: - New Build 17.259 12.209 - Open Market Purchase Scheme 3.000 0.000 - Mortgage to Rent 0.120 0.416 Other Income 0.000 0.318 77.248 50.399 24
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Executive Director (Community and Enterprise Resources), Executive Director (Finance and Corporate Resources), Interim Executive Director (Education Resources) and Director, Health and Social Care Subject: The Employability Promise 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out a proposal for the development and implementation of an Employability Promise for care experienced young people 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- ] (1) that the proposal to develop and implement an Employability Promise for care experienced young people be approved. 1ecs] 3. Background 3.1. The Independent Care Review sat from 2018 to 2020 to consider how best to promote the wellbeing of children and young people who are care experienced in Scotland. The result of the review was a set of reports and recommendations collectively known as “The Promise”. The phrase “The Promise” refers to a commitment from civil society and public services in Scotland to improve the lives of care experienced children. 3.2. Care experienced is a term that describes the circumstances of children and young people who have involvement with Social Work to support their home life. This can be either through a compulsory supervision order from a Children’s Hearing whereby they are placed in a foster home or a children’s house away from their birth parents or they continue to live with their birth parents and home life is closely supervised by an assigned Social Worker. Care experienced is an umbrella term which also includes children and young people who live with relatives because of a breakdown in their family situation. This is called Kinship Care and can be a formal arrangement brokered by Social Work with financial support or an informal arrangement in which a wider family rallies round to support and take care of their children. Children who have gone through such situations in their lives but have returned to a stable family home are known as “Previously Looked After” and are also considered to be care experienced. 5 25
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3.3. In response to “The Promise”, South Lanarkshire developed a collective corporate approach to take forward The Plan 2022 to 2024 as set out within “The Promise”. The Plan has four main areas of focus:- A Good Childhood Whole Family Support Supporting the Workforce Planning Building Capacity 3.4. The Promise Board is chaired by the Chief Executive and attended by Chief Officers from across partner agencies. It oversees all the work being undertaken across the partnership to achieve progress within The Plan. To do so, this Board has developed a corporate parenting strategy to hold all partners to account based on the principles within “The Promise”. 3.5. The Promise Board works closely with South Lanarkshire’s Champions Board. This is a group of care experienced individuals supported by The Promise Development Team, a collaboration between Who Cares? Scotland and South Lanarkshire. This group engages with all partners to place the lived experiences of care experienced people at the heart of decision making and resource allocation. The Champions Board has six aims in relation to Care Experienced People: Lifelong support for Care Experienced People in South Lanarkshire The voice of the Care Experienced Person is at the heart of all decision-making processes at all levels Care Experienced People are supported into long term, suitable housing Care Experienced People experience positive mental wellbeing Care Experienced People gain successful employment and further/higher education opportunities 3.6. In August 2024, The Champions Board invited Paul Manning, Chief Executive to a meeting at the Hub at the Jimmy Swinburne Centre. The young people highlighted a range of issues including their lived experiences of employment and employability support in South Lanarkshire. A range of potential supports and actions were discussed, including actions that could support more care experienced young people into employment with the Council. The Champions Board have continued to engage on the issue, including through discussion and consultation with young people at Care Day 2025. 3.7. The Council currently has a range of employability supports and processes to support care experienced young people to progress to sustainable positive destinations of employment of further learning. Care experienced young people requiring support to progress to a positive destination are supported through the Council’s keyworker- based employability programmes Aspire (for young people in last 6 months of school) and AspireWorks (post-school). The support provided is individually tailored and involves personal development, employability groupwork, vocational training, health and well-being and work placements. 26
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3.8. To ensure that the Council and its partners are providing employability support to all care experienced young people who require it, processes are in place to track the destinations of care experienced young people aged 16 to 19. A tracking list is in place and is held by the Employability Service and updated regularly through inputs from Education, Social Work and Skills Development Scotland (SDS). The list is used to make contact with and re-engage young people who are not in a positive destination of employment, learning or training and make appropriate referrals for support. 3.9. In March 2025, there were 364 care experienced young people aged 16 to 19 being tracked through this process. This figure includes young people considered care experienced under the definition at 3.2, however, some young people may be excluded including young people who are looked after by other local authorities but resident in South Lanarkshire and some young people in informal Kinship Care arrangements. 3.10. The table below sets out the current status of the 364 young people. 73% of young people aged 16 to 19 are currently participating education, training or employment with 27% unemployed. In comparison a recent Interim Participation Measure snapshot published by Skills Development Scotland showed that 92.6% of all young people aged 16 to 19 were participating in December 2024 and 7.4% had a negative or unknown status. Although the data sets are not directly comparable, this highlights the disparity in outcomes between care experienced and non-care experienced young people. Table 1 – Current Status of Care Experienced Young People 16 to 19 Current status Number Percentage At school 54 15% Employment 62 17% Further Education 91 25% Higher Education 20 6% AspireWorks 38 10% Other personal development / employability 2 0.5% Unemployed 28 8% Economically inactive / ill health 29 8% Unknown 32 9% Custody 3 1% Moved outwith Scotland 5 1% Total positive status 267 73% Negative / unknown 97 27% 4. Previous Initiatives 4.1. In recent years programmes have been developed specifically to support increased numbers of care experienced young people to access employment opportunities within the Council. 4.2. An initiative developed in 2019 involved identifying care experienced young people who were ‘job ready’ and place them within Council workplaces to gauge their interest and suitability for roles. A flexible approach was taken around personnel / recruitment processes. Two young people entered Council employment through this programme. 27
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4.3. A subsequent initiative was developed in 2021/2022 with a focus on South Lanarkshire Council (SLC) modern apprenticeships (MAs). The additional MAs were initially funded by external employability funding and young people were managed flexibility outwith absence management and disciplinary procedures, in recognition of the individual barriers to employment they experienced. Five care experienced young people were identified and offered apprenticeships without competitive interview. Two other young people were identified as potential MAs but disengaged and did not take up employment. 4.4. The experiences of some of the young people who took part in these initiatives demonstrated that more planning was required to ensure that they benefited from a trauma-informed experience of employment. In some cases, this led to challenges around sustaining employment and the young people would have benefitted from more effective preparation and support to ensure that their individual circumstances were appropriately considered. 4.5. Care experienced young people, similarly to other young people experiencing barriers to employment, can find interviews challenging and some young people struggle to communicate their skills and experience. Young people who have taken part in employability programmes are often unsuccessful at interview when competing against more confident candidates who are better able to articulate their experience and competency. 4.6. Previous initiatives have been focused predominantly on young people supported by the Council’s Employability Team. Many care experienced young people do not require support from employability services and progress to post-school destinations of college, university or employment with support from school, parents / carers and Skills Development Scotland. Some of these young people are not engaging with Social Work and may not be aware of corporate parenting employment opportunities. 4.7. The programmes above were funded by external employability budgets as supernumerary posts. This caused challenges when that funding period ended (typically after 1 year) and the young people had to be matched to permanent vacancies. 5. SLC Care Experienced Young People’s Employment Promise 5.1. To address these challenges and provide increased opportunities for care experienced young people to progress to Council employment, and in line with the aspirations of the Champions Board, a Care Experience Employment Promise is proposed as set out below: 5.2. The Council will, as a corporate parent commit to developing a flexible and person- centred approach to ensure that all care experienced young people who wish to pursue employment with the Council are given the support to do so. This will include: all care experienced young people will have a named keyworker from 6 months prior to school leaving date to age 24 (and beyond if required) who will be available to provide support as required, including to develop and complete an individual action plan to support their progression to a sustainable post-school destination the Council will track the destinations of all care experienced young people in partnership with SDS and regularly contact young people who are not participating in education, training or employment to offer support 28
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for those young people interested in pursuing a career with the Council we will provide work placements to give young people experience of Council workplaces/roles where young people are interested in applying for Council vacancies, including MAs, we will provide pre-employment work placements that can be used to demonstrate their work readiness and competence. Placement evidence can be used in place of an interview to demonstrate competence where young people move into employment with the Council through this route, appropriate supports will be put in place to support sustainment and ensure a trauma informed experience of employment that takes account of the individual circumstances of care experienced young people is in place 6. Delivering The Employability Promise 6.1. Keyworker role: The keyworker role will normally be provided by a Vocational Development Worker from the Council’s Employability Team. The level of support will be determined by the young person and may vary from light touch tracking to intensive keywork support. 6.2. Work Placements: All young people engaging in work placements will have a placement action plan with start and end dates and identified outcomes. Some work placements will be designed to provide young people with experience of a particular role or to develop work readiness skills while others will be designed to support progression to Council vacancies. A training allowance of £25 per day will be available and all young people will be supported to complete a better-off calculation to ensure they are not financially worse off. 6.3. Many Council services currently provide placements to young people participating in employability programmes; however, effective delivery of “The Promise” will require communication with managers to ensure placements are available across services where required. 6.4. All young people will have an identified placement supervisor who will provide day-to- day support / management and liaise closely with the young person’s keyworker. Learning and development support will be made available to placement supervisors to ensure young people are appropriately supported in their placement, for example on trauma informed practice. 6.5. Recruitment: Where there are suitable vacancies in an area with a young person in placement, the posts will be ring-fenced by Personnel Services and evidence gathered through the young person’s placement will be used as evidence of competency in place of an interview. A work placement assessment based on the Council’s behaviour framework will be developed and will involve gathering evidence from their young person and their placement supervisor. 6.6. Communicating the Offer: The Champions Board have been consulted on the development of the Employability Promise and will continue to be involved in its delivery including supporting the development of an action plan to ensure that all care experienced young people are made aware of and supported to take up the Employability Promise. 29
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6.7. In recognition of the key role that Council services will play in the delivery of the Employability Promise through the provision of work placements and the workplace supervisor role, it is planned that the Champions Board is supported to present to the Extended Management Team on the Employability Promise. 7. Next Steps 7.1. It is planned that a short-life working group is established to oversee the further development and implementation of the Employability Promise. The group will develop an action plan that will include: - continued engagement with Council services to identify suitable placements in response to need the development of training resources for workplace supervisors the development of work placement assessment processes the development of processes to ring-fence vacancies for young people successfully completing work placements ensuring that the voices of young people with lived experience is included in the implementation of the Employability Promise. 8. Employee Implications 8.1. The delivery of “The Promise” will require some flexibilities in the application of recruitment policies on the basis that care experienced young people are a specific group experiencing barriers to employment and as part of the Council’s corporate parenting duties. These flexibilities will include: the provision of work placements within Council services which will be identified based on young people’s individual career aspirations the ringfencing of vacancies where there is suitable care experienced young people engaging in work placements within those services the development of placement assessment processes to evidence competency 8.2. Personnel Services have been involved in the development of the Employability Promise and will be represented on the short-life working group. 9. Financial Implications 9.1. The delivery costs of “The Promise” will be met by the Council’s external employability funding including Scottish Government No-one Left Behind and UK Government Shared Prosperity. This includes the delivery of the keyworker role, training allowance and any training costs, all of which will be met from existing budgets. 9.2. “The Promise” does not include the creation of additional funded posts for young people. The posts identified for young people to progress to will come from existing vacancies only. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 11. Other Implications 11.1. The are no other implications arising from this report 30
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12. Integrated Impact Assessment and Consultation Requirements 12.1. As this report proposes the development of a new policy, an Integrated Impact Assessment has been completed. This demonstrated that the Employability Promise would have a positive impact on section 4 Socio-Economic impact and on Children’s Rights and Wellbeing and a neutral impact across all other legal duties. https://www.southlanarkshire.gov.uk/downloads/file/17408/the_employability_promis e 12.2. Consultation has taken place with care experienced young people through the Champions Board. David Booth Executive Director (Community and Enterprise Resources) Jackie Taylor Executive Director (Finance and Corporate Resources) Anne Donaldson Interim Executive Director (Education Resources) Professor Soumen Sengupta Director, Health and Social Care 2 April 2025 Link(s) to Council Values/Priorities/Outcomes Our children and young people thrive Thriving business, fair jobs and vibrant town centres Previous References None Background Papers None Contact for Further Information If you would like further information, please contact: Douglas Hashagen – Employability Manager Tel: 0141 584 2915 Email: douglas.hashagen@southlanarkshire.gov.uk 31
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Interim Executive Director (Education Resources) Subject: Outcome of the Consultation Proposal to Realign the Catchment Areas of Glengowan, Machanhill and Robert Smillie Primary Schools in Larkhall 1. Purpose of Report 1.1 The purpose of the report is to:- ♦ provide information on the consultation undertaken on the proposal to change the catchment areas of Glengowan Primary School, Machanhill Primary School and Robert Smillie Primary School to better align new housing developments in Larkhall to the school geographically closer and to balance pupil numbers more effectively seek approval from the Executive Committee to implement the proposal, as above, following publication of the consultation outcome report 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- (1) After considering the published consultation outcome report in full, that:- the catchment areas of Glengowan Primary School, Machanhill Primary School and Robert Smillie Primary School be changed to better align new housing developments in Larkhall to the school geographically closer and to balance pupil numbers more effectively the proposal be effective from the start of the school session in August 2026 3. Consultation Proposal - Catchment Realignment of Glengowan, Machanhill and Robert Smillie Primary Schools 3.1 The current catchment areas for Glengowan Primary School, Machanhill Primary School and Robert Smillie Primary School in Larkhall are shown in Appendix 1. This is a historic boundary arrangement that, due to changes in the housing and population distribution within the area over time, should be redrawn to link housing areas more appropriately to each non-denominational primary school and more equitably balance the pupil population. 3.2 Appendices 2 to 4 also show the proposed new catchment zones including the two main housing development areas within Larkhall that are currently within Machanhill Primary School’s catchment area, but are geographically closer to Glengowan Primary School and Robert Smillie Primary School. 6 33
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3.3 Pupil roll data for each of the affected schools is outlined in Table 1 below. This shows the data that was used at the time of the consultation (28 August 2023 to 13 October 2023) and also data from the census of September 2023 and 2024, providing an updated picture of the current position of the pupil rolls and housing developments. Whilst the speed of completions of the new housing developments has decreased over the last few years due to the impact of the COVID-19 pandemic and other economic factors, the overall number of houses to be built is expected to remain as previously outlined. Table 1: School rolls and projections Primary School Actual Roll (2022 census) Actual Roll (2023 census) Actual Roll (2024 census) Projected Aug 2025 roll (at 2022 census) Projected Aug 2025 roll (at 2024 census) School Capacity (assumes 33 pupils per classroom) Glengowan 274 277 277 293 302 561 (17 classrooms) Machanhill 329 335 342 348 347 396 (12 classrooms) Robert Smillie 204 205 185 201 185 264 (8 classrooms) 3.4 Catchment Realignment 1 - From Machanhill Primary to Glengowan Primary: The proposal is for the Larkhall Community Growth Area (CGA) development to be rezoned from Machanhill Primary School to Glengowan Primary School. This area is shown in Appendix 1. Table 2: Proposed re-zoning of Community Growth Area (CGA) Primary School after re-zoning Current roll (September 2024 census) Number of pupils projected from the remaining area of CGA Projected future roll School Capacity Glengowan 277 195 472 561 Machanhill 342 - 347 396 On completion, the CGA development is projected to generate a further 195 non- denominational children in addition to the pupils already living on the CGA development site and already enrolled in school. Glengowan Primary School is the nearest school to this development. Within the school session 2019/2020, 64% of pupils from the CGA development currently zoned to Machanhill Primary School, chose to attend Glengowan Primary School via a placing request. In session 2020/2021 the number was 58%, and in session 2022/2023, 61% of pupils from the CGA attend Glengowan Primary School via a Placing request. In 2023 and 2024 this has increased to 75% of pupils within the CGA attending Glengowan Primary School via a placing request. 34
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3.5 Catchment Realignment 2 - From Machanhill Primary to Robert Smillie Primary: It is proposed that the Cherryhill area, outlined in appendices 2 and 4, and phase 2 of the Clare Crescent development, both of which lie directly behind Robert Smillie Primary School, be realigned from Machanhill Primary School to Robert Smillie Primary School. This area is accessible to Robert Smillie Primary School by a footpath from the development. Table 3: Proposed re-zoning of Larkhall Academy site Primary School Current roll (September 2024 census) Number of additional pupils projected from the former Larkhall Academy development Projected future roll School Capacity Robert Smillie 185 49 234 264 Machanhill 342 - 347 396 4. Consultation Outcome 4.1 A statutory consultation was undertaken in accordance with the Schools (Consultation) (Scotland) Act 2010 and took place between 28 August 2023 and 13 October 2023. This involved wide distribution of the proposal document, engagement with statutory stakeholders, the opportunity for written responses and the hosting of a public meeting. Appendix 5 provides the fully copy of the consultation outcome report, including comments from Education Scotland. 4.2 In summary, despite combined school rolls of 800, the total number of written responses was very low and totalled 46. Table 4: Analysis of written responses Responses Number % of responses In favour of the proposal 16 35% Not in favour of the proposal 28 61% Undecided 2 4% Total 46 100% 4.3 Attendance at the public meeting was around 20 attendees. Some issues raised during the consultation were around considering alternative catchment boundaries to suit the current needs of a small number of families for individual reasons. The intention was that any future children starting primary school could continue to remain linked to their existing catchment area. 4.4 Consideration to re-zoning the Larkhall Community Growth area only: Phase 2 of Clare Crescent forms one part of the area proposed to be rezoned to Robert Smillie Primary School. The larger area proposed for further housing development is also part of this consultation and should the proposal be approved, would be zoned to Robert Smillie Primary School. Should the existing streets of Clare Crescent and Sarah Drive remain within the catchment for Machanhill and the remainder of the proposed area to be rezoned move to Robert Smillie then a disconnected catchment area would be created which would cause confusion for parents and does not provide a sensible catchment boundary for the schools. 35
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4.5 The Education Scotland report stated that by reducing the distance between home and school there were some potential educational benefits. It suggested that the Council should consider a fuller review covering the wider catchment area of all denominational schools in Larkhall to meet the aspiration of having children attend their nearest school, where possible. This could help to ensure that these catchments work in the longer term as the population grows over time. If the proposal is approved without any further adjustments Education Scotland advised that the Council should consider how to mitigate the concerns, in regard to safe routes to school. 4.6 In response, it is believed that the proposed catchment changes allow for a better realignment of housing to schools geographically closer, whilst ensuring each school has the capacity to cope with future pupil growth. It should be noted that each school continues to have sufficient capacity to allow for placing requests to be considered, and this can support families who may not wish for the catchment proposal to proceed. In addition, families with children already attending these schools during session August 2025 to June 2026, and with a further sibling enrolling in P1 in respect of school sessions from August 2026 through to August 2031 will have the choice for their P1 child to be granted placement in that school regardless of any catchment change. 4.7 In 2024, 75% of pupils within the CGA attended Glengowan Primary School via a placing request, suggesting that most parents would agree with the CGA catchment re-zoning from Machanhill Primary School to Glengowan Primary School. 4.8 In terms of safe routes to school, officers will work with colleagues in grounds maintenance to make sure that the access paths to the schools are free of broken glass and the busy road identified by Education Scotland has been assessed as safe to cross. There are currently pupils crossing this road who are placing requests to Glengowan Primary School. 4.9 In conclusion, the Executive Committee is recommended to implement the catchment proposal as it stands, as it meets the objective of realigning new housing developments with the schools geographically closest to them. Mitigation to support the small number of parents opposed to the proposal has been identified in paragraph 4.6. 5. Employee Implications 5.1 The deployment of employee resources would continue to be provided by means of existing staffing protocols when calculating class teacher requirements and agreed management structures. 6. Financial Implications 6.1 None 7. Climate Change, Sustainability and Environmental Implications 7.1 By implementing the change to catchment areas there could be an increase in opportunities for walking, cycling and scooting to school and could result in a reduction in the use of cars at the school locations. 36
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8. Other Implications 8.1 If approved, the implementation date of any catchment realignment would be during P1 enrolment in January 2026 for school session 2026/2027 starting in August 2026. 8.2 Families with children already attending these schools during session August 2025 to June 2026, and with a further sibling enrolling in P1 in respect of school sessions August 2026 through to August 2031 will have the choice for their P1 child to be granted placement in that school regardless of any catchment change. 8.3 Given that the affected schools within the proposal are already zoned to Larkhall Academy, there would be no effect on secondary pupil numbers, as a result of the proposal being implemented. 9. Integrated Impact Assessment and Consultation Requirements 9.1 An integrated impact assessment has been undertaken which looked at mitigating any factors raised through the consultation. See link below:- Integrated Impact Assessment - Proposal to Realign the Catchment Areas of Glengowan Primary, Machanhill Primary and Robert Smillie Primary Schools in Larkhall 9.2 A statutory consultation was undertaken in accordance with the Schools (Consultation) (Scotland) Act 2010. Anne Donaldson Interim Executive Director (Education Resources) 2 April 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient and transparent Previous References Executive Committee 17 May 2023. List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - David Hinshelwood, Interim Head of Education (Support Services and School Estate) Ext: 5620 (Tel: 01698 455620) E-mail: david.hinshelwood@southlanarkshire.gov.uk 37
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Appendix 1 – Existing Larkhall non-denominational catchment areas and Housing development areas proposed to be realigned Craigbank Robert Smillie Hareleeshill Machanhill Glengowan 38
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Appendix 2 – Proposed new catchment areas for Glengowan, Robert Smillie and Machanhill Primary Schools Robert Smillie Proposed addition to Robert Smillie Machanhill Glengowan Proposed addition to Glengowan 39
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Appendix 3 – Detail of zone proposed to be rezoned from Machanhill Primary to Glengowan Primary Existing Glengowan Catchment Proposed area for rezoning from Machanhill PS to Glengowan PS catc hment Proposed Machanhill Catchment boundary 40
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Appendix 4 – Detail of zone proposed to be rezoned from Machanhill Primary to Robert Smillie Glengowan catchment Proposed Machanhill catchment boundary Existing Robert Smillie catchment Proposed area for rezoning from Machanhill PS to Robert Smillie PS catchment ( Larkhall Academy site ) 41
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Appendix 5 – Outcome report Outcome of statutory consultation This report outlines the outcome of the statutory consultation carried out on the proposal to realign the catchment areas of Glengowan Primary, Machanhill Primary and Robert Smillie Primary Schools, Larkhall 3 March 2025 This report has been issued by South Lanarkshire Council in response to the consultation undertaken in terms of the Schools (Consultation) (Scotland) Act 2010. This report includes recommendations of the outcome of the consultation which will be presented to the Executive Committee of South Lanarkshire Council. Contents 1. Purpose of the report 2. Background to the consultation 3. Educational benefits 4. Recommendations 5. Consultation process 6. Inaccuracies and omissions 7. Consultation respondents 8. Breakdown of responses by designation 9. Summary of Education Scotland’s report 10. Analysis of consultation responses 11. Options appraisal 12. Resource, risk and policy implications 13. Appendix 1: Distribution of consultation proposals document 14. Appendix 2: Note of public meeting 15. Appendix 3: Report by Education Scotland 16. Appendix 4: Consultation responses If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 Email: equalities@southlanarkshire.gov.uk 42
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Purpose of the report The purpose of this report is to advise all stakeholders on the outcome of the statutory consultation exercise undertaken in respect of the proposed catchment realignment of Glengowan Primary, Machanhill Primary and Robert Smillie Primary Schools, Larkhall This includes a report from Education Scotland on the educational aspects of the proposal and Education Resources’ responses to all questions and issues raised during the consultation period. Background to the consultation The current catchment areas for Glengowan Primary School, Machanhill Primary School and Robert Smillie Memorial Primary School are historic boundary arrangements that, due to changes in the housing and population distribution within the area over time, should be redrawn to link housing areas more appropriately to each non-denominational primary school and more equitably balance the pupil population. Educational benefits The main benefit from this proposal is to enable more children in the area to attend the school that is geographically closest to their home address. This could increase the opportunities for children to walk to school, and to engage in more after school activities that being within walking distance of the school could provide. Within this proposal, the council remains committed to ensuring that our schools provide high quality learning experiences which create a fertile environment for children and young people to flourish. Our school leaders strive for excellence, are empowered to build their school community around the needs of their learners and are encouraged to engage with all stakeholders to understand what makes them unique. The implementation of the proposal allows the council to make sure there is efficient and effective use of existing resources. By managing the pupil numbers across schools, the council can ensure that a full and varied curriculum is delivered to pupils within each establishment. Recommendations It is intended that the consultation report, along with any relevant documentation, will be considered by the Executive Committee of South Lanarkshire Council on 30 April 2025. The Executive Committee will be invited to: note the views expressed by stakeholders; review the response of Education Resources to the issues raised; and agree to implement the proposal as set out in the consultation proposal document to realign the catchment areas of Glengowan Primary, Machanhill Primary and Robert Smillie Primary Schools, Larkhall 43
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Consultation process A consultation proposal document was issued as a result of a decision by the Executive Committee of South Lanarkshire Council on 17 May 2023 to consult on the proposal below: catchment realignment of Glengowan Primary, Machanhill Primary and Robert Smillie Primary Schools, Larkhall The statutory consultation, in terms of the Schools (Consultation) (Scotland) Act 2010, was carried out over the period 28 August 2023 to 13 October 2023, which included a public meeting held on 13 September 2023. A consultation notice was published in the Hamilton Advertiser during week commencing 21 August 2023. The notice included a summary of the proposal, information on availability of the proposal document, how representations could be made and also details of the public meeting. Notification of the proposal was issued week commencing 21 August 2023 to the consultees listed in Appendix 1. The full consultation proposal document was published on the council website on 28 August 2023 and a copy made available from all libraries, local council offices, affected schools and via the South Lanarkshire website. Communication was issued to all statutory stakeholders at the affected schools and in the Community informing them of this consultation. A full list of consultees is provided in Appendix 1. A public meeting was held on 13 September 2023. A note of the oral representations made at this meeting is included as Appendix 2 in this report. Inaccuracies and omissions No inaccuracies or omissions were identified in relation to the consultation. Consultation respondents The total number of written responses received was 46. The consultation proposal was issued to the three affected schools with a combined school roll of around 800 pupils as well as other statutory stakeholders, the response rate to the consultation was therefore very low. Responses Number % of responses In favour of the proposal 16 35% Not in favour of the proposal 28 61% Undecided 2 4% Total 46 100% 44
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Breakdown of responses by designation Designation Total Responses For Against Undecided Member of public/other interested party 12 0 12* 0 Parent of Glengowan PS 14 7 7 0 Parent of Machanhill PS 9 4 5* 0 Parent of Robert Smillie PS 3 1 0 2 Parent of pupil due to attend an affected school 5 1 4 0 Member of staff 1 1 0 0 Parent Council of an affected school 1 1 0 0 Other 1 1 0 0 Total 46 16 28 2 *1 respondent submitted 2 separate responses to the consultation as a member of the public *1 respondent submitted 2 separate responses to the consultation, one as a member of the public and one as a parent Appendix 4 outlines the responses received from stakeholders. The written responses contained are relatively unedited, but information that would lead to the identification of individuals has been removed in accordance with the Data Protection Act 1998. Summary of Education Scotland’s report South Lanarkshire Council sent a copy of the proposal document to Education Scotland in its role as a statutory consultee. In addition, Education Scotland was provided with a summary of all relevant online responses, written responses and oral representations made during the consultation period. South Lanarkshire Council received a copy of Education Scotland’s report on 31 October 2023. A summary of this report and Education Resources’ response to the key points is included in Section 8 of this consultation outcome report and a copy of the whole document is included at Appendix 3. South Lanarkshire Council welcomes the very helpful report and in particular has noted the following from the report: “HM Inspectors agree that by reducing the distance between home and school that there are some potential educational benefits. However, the current proposal focuses only on two new housing developments. The council should consider whether a fuller 45
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review covering the wider catchment area of all non-denominational schools in Larkhall is now required to meet their aspiration of having, wherever possible, children attend their nearest school. This could help to ensure that these catchments work in the longer term as the population grows over time. If the council decide to approve the current proposal without any further adjustments, they should consider how they can work with stakeholders to mitigate their concerns in regard to safe routes to school. The educational benefits of the proposal are outlined in section 2.2 of this report. Analysis of consultation responses The council has reviewed the proposals having regard (in particular) to any relevant written representations received by the council during the consultation, and representations made at the public meeting, and Education Scotland’s report. A number of issues were raised which the council have considered before making their final recommendation: • Purchase of houses specifically for school catchment • Feel a review of all of Larkhall catchments should be undertaken not just 2 areas of new housing For example Millheugh area is currently zoned to Glengowan where transport is needed but if zoned to Machanhill, under 1 mile • Phase 2 Clare Crescent/Sarah Drive should remain within Machanhill • Unsafe walking route between Phase 2 Clare Crescent and Robert Smillie Primary school Appendix 4 outlines the responses received from stakeholders. The written responses contained are relatively unedited, but information that would lead to the identification of individuals has been removed in accordance with the Data Protection Act 1998. Options appraisal The following Outcome Options were considered following a review of the consultation responses • Retain status quo The purpose of the consultation was to propose to alter the current catchment areas for Glengowan Primary School, Machanhill Primary School and Robert Smillie Memorial Primary School which are historic boundary arrangements that, due to changes in the housing and population distribution within the area over time, should be redrawn to link housing areas more appropriately to each non-denominational primary school and more equitably balance the pupil population. Should the status quo remain, we would not be able to provide the benefits of the proposal for families to live closer to their catchment school and the balance of pupils across the schools would not be able to be managed effectively therefore this option is not the preferred outcome. 46
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• Rezone the Larkhall Community Growth area only Phase 2 of Clare Crescent forms one part of the area proposed to be rezoned to Robert Smillie Primary School. The larger area proposed for further housing development is also part of this consultation, and should the proposal be approved would be zoned to Robert Smillie Primary School. Should the existing streets of Clare Crescent and Sarah Drive remain within the catchment for Machanhill and the remainder of the proposed area to be rezones move to Robert Smillie then a disconnected catchment area would be created which would cause confusion for parents and does not provide a sensible catchment boundary for the schools. • Implement the proposal as outlined This is the recommended option as it aligns the new housing developments with the schools geographically closer to them and balances the pupil numbers across the affected schools. 47
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Resource, risk and policy implications Resource implications Property costs As this proposal aims to maximise the use of existing accommodation it represents best value and demonstrates the effective and efficient use of council resources. Staffing costs In terms of employee resources, this will continue to be provided in each school by means of existing process for example annual class configuration protocols and agreed management allocations. Risk implications The council has a duty to conduct risk assessments under the Management of Health and Safety at Work Regulation 1999. Any current risk assessments at the school would be reviewed if the proposal is implemented. Strategy This report supports Education Resources’ priorities for raising educational achievement and attainment and achieving efficient and effective use of resources. 48
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Appendix 1: Distribution of consultation proposals document Notification of the proposal was provided to the following consultees: Notice of the consultation was provided to the following stakeholders during week commencing 21 August 2023 advising them of the consultation and where to access the proposal document. • The Parent Council or combined Parent Council of affected schools • The parents of pupils at affected schools • The parents of any children expected to attend either primary school within 2 years of the publication of this proposal document – to this end, notification has been given to parents of nursery children at Glengowan Primary, Machanhill Primary and Robert Smillie Memorial Primary nursery classes, Skylark ELC, Larkhall Children’s Centre and Happy Feet nursery. • The pupils at any affected school; • All South Lanarkshire Council employees at the affected schools; • Trade union representatives; • Community councils within the affected locality; • All relevant users of the affected primary schools; • South Lanarkshire Community Planning Partners • All Elected Members of South Lanarkshire Council; • South Lanarkshire Youth Council; • Local churches • Education Scotland (formerly Her Majesty’s Inspectorate of Education, HMIe); • The Constituency MSP of the affected schools; • List MSP for the area of the affected schools; • The MP of the affected schools; • Area Commander, Chief Inspector for Lanarkshire Division of Police Scotland; • Chief Executive, NHS Lanarkshire; • Chief Executive, Strathclyde Partnership for Transport; • Area Commander, Scottish Fire and Rescue Services; 49
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The steps listed below were also taken to ensure that the proposal document was widely available. Notice of the proposals and of publication of the proposal document was placed within the Hamilton Advertiser and Rutherglen Reformer. All affected schools promoted this consultation through existing communication routes (school newsletters, school website and so on); The proposal document was also published on the South Lanarkshire Council website: www.southlanarkshire.gov.uk; Twitter and Facebook messages were used to raise awareness and let people know of the consultation; The proposal document was offered in another language or format if required; The proposal document was also available at the following locations: Council Offices, Education Resources, Almada Street, Hamilton, ML3 0AA. Phone 01698 454102. All libraries in South Lanarkshire Local Council Offices The schools affected by the proposal 50
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Appendix 2: Note of public meeting Education Resources Executive Director Carole McKenzie Larkhall consultation Public meeting note 13/9/23 Panel – Lynn Sherry (LS) Head of Education, David Hinshelwood (DH) Support Services Manager, Linda Gardner (LG) Quality Link Officer for Larkhall Learning Community Scribes – Lee McMurray, Alison Millar and Fiona Roach In attendance – Glengowan Primary School Head Teacher, Machanhill Primary School Head Teacher, Robert Smillie Primary School Head Teacher Lynn Sherry (LS) opened the meeting at 6pm LS gave an introduction to the consultation and the statutory process. The consultation commenced on 28 August 2023 and will close on 13 October 2023. LS outlined the proposal, the purpose of the meeting and the reasons for consulting. LS explained that an outcome report would be published which will take account of all responses, including the note of the meeting and the feedback from Education Scotland. David Hinshelwood (DH) then explained about the historical nature of existing catchment areas and the proposal to try and match developments to the closest school. DH advised on the process followed to produce primary school roll projections. 3 pupils per year group per 100 houses. DH explained that following a review this has now increased to 3.5 pupils per year group per 100 houses. DH explained the process of projecting numbers from new housing development – changed to 3.5 per stage per 100 houses and outlined the denominational/non-denominational split and that this is refined per area to reflect local choices. DH explained that we try to level capacities across schools, and where necessary Developer contributions would be used to adapt areas for any additional pupils. Question and answer session LS opened the meeting up for questions and requested that participants advise in what capacity their interest is. Parent of child at Machanhill Nursery Class Has a child attending nursery at Machanhill and bought a property because it was in the Machanhill catchment, proposal would mean they would be in the Glengowan catchment. This would cause issues as grandparents would provide childcare after school and they are within walking distance of Machanhill. LS – Placing Requests would still be available. 51
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Lovell Houses resident 1 Was in Machanhill Primary catchment but proposal would put them into Robert Smillie catchment instead. Path from the estate to Robert Smillie is not safe. Lovell Houses resident 2 Path is not on ordnance survey. Purchased house there as it was in Machanhill catchment. Quicker to drive to Machanhill than it is to Robert Smillie. Why not rezone the Millheugh area as they need to get bussed to Glengowan but could walk to Machanhill? Attainment levels at Glengowan and Machanhill very good but Robert Smillie significantly less and therefore would not want child to attend as would not get the same quality of education. Linda Gardner (LG) – schools are more than just attainment figures, also about the experiences that are given. Lovell Houses resident 3 Would you be confident that they would get the same level of education LG – yes • There was a general feeling from the group that they did not agree with this response and they did not agree that the level of education would be the same. Lovell Houses resident 1 Want to give children the best chance, statistics are important to parents. Lovell Houses resident 2 Experience is all well and good but not sufficient if the statistics say otherwise. Lovell Houses resident 3 Agree teachers would give the same experience within a classroom setting however this does not matter when set against the attainment statistics. In addition, the path that children would be asked to use to get to school is covered with broken glass. Lovell Houses resident 1 People work hard to buy houses within specific catchment areas. 52
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Parent of child at Machanhill Nursery Class Moved from the Glengowan catchment to a house within Machanhill catchment DH reiterated that the Placing Request (PR) process was still there. There is a lot of movement between schools in the Larkhall area. Cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. DH advised that transport is based on walking routes not driving routes, council will need to address issues with the path however. DH advised we welcome responses outlining alternative proposals – for example Millheugh suggestion Lovell Houses resident 3 Consider retaining the phase 2 Clare crescent development within Machanhill with the remainder of the Morgan Glen development going to Robert Smillie. Lovell Houses resident 2 Agree that Clare Crescent in full should be retained in Machanhill. DH encouraged all to respond via the survey to the consultation. Resident and parent Can see Machanhill Primary from the house but is in the Glengowan catchment and that if a PR was not accepted it would cause issues for childminding business. DH advised as explained the catchment areas are historic and did not change when Glengowan Primary was relocated from Academy Street. Resident advised that just doesn’t agree with the catchment as does not reflect closeness to school. DH advised that the current proposal looked at the new housing developments in the area and not existing housing as far as possible. Resident advised they have a child at Machanhill nursery DH advised that as nurseries do not operate within catchments that attending a nursery does not give an automatic right to attend that primary school. Lovell Houses resident 3 Questioned whether only new developments were considered rather than start with a blank page. DH explained that the proposal was first put to council prior to Covid where a large number of houses now built did not exist and therefore the proposal would not have affected as many families. However, the proposal still makes sense with regards to location in relation to schools and managing capacities. 53
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Persimmon Homes resident Live within Persimmon homes at motorway, concerned about the safety of children going to school as the road is not safe for walking. Should consider a path through Summerlee but need to look at safe walking routes, crossings and so on. DH – roads colleagues will review and address issues Resident stated that should also look at speed restrictions, the ability to go to school through Summerlee would make sense. DH – we would need to review the routes, DH reiterated that routes are assessed on the basis children are accompanied by a responsible adult Resident advised that pavements and so on are not cleared of leaves making it difficult to walk on. Likelihood that the proposal would increase traffic at Glengowan so traffic management will need to be addressed. No issue with the catchment change – road safety and safe walking routes are the issue. Cllr Carmichael – introduced himself to the group and advised that if residents have concerns about road safety issues, please bring them to one of their local councillors so that they can try and get them resolved. Persimmon resident Happy with the catchment change but will they need to fill out a PR in January? DH advised that under current arrangements a Placing request should be made. The proposal would not be implemented until approved by the Executive Committee of the council. LS thanked everyone for attending and closed the meeting at 6:50pm 54
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Appendix 3: Report by Education Scotland Schools (Consultation) (Scotland) Act 2010 Report by Education Scotland addressing educational aspects of the proposal by South Lanarkshire Council to change the catchment areas of Glengowan, Machanhill and Robert Smillie Memorial Primary Schools. October 2023 55
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1. Introduction 1.1 This report from Education Scotland has been prepared by His Majesty’s Inspectors of Education (HM Inspectors) in accordance with the terms of the Schools (Consultation) (Scotland) Act 2010 (“the 2010 Act”). The purpose of the report is to provide an independent and impartial consideration of South Lanarkshire Council’s proposal to change the catchment areas of Glengowan, Machanhill and Robert Smillie Memorial Primary Schools. Section 2 of the report sets out brief details of the consultation process. Section 3 of the report sets out HM Inspectors’ consideration of the educational aspects of the proposal, including significant views expressed by consultees. Section 4 summarises HM Inspectors’ overall view of the proposal. Upon receipt of this report, the Act requires the council to consider it and then prepare its final consultation report. The council’s final consultation report should include this report and must contain an explanation of how, in finalising the proposal, it has reviewed the initial proposal, including a summary of points raised during the consultation process and the council’s response to them. The council has to publish its final consultation report three weeks before it takes its final decision. 1.2 HM Inspectors considered: • the likely effects of the proposal for children of the schools; any other users; children likely to become pupils within two years of the date of publication of the proposal paper; and other children in the council area; • any other likely effects of the proposal; • how the council intends to minimise or avoid any adverse effects that may arise from the proposal; and • the educational benefits the council believes will result from implementation of the proposal, and the council’s reasons for coming to these beliefs. 1.3 In preparing this report, HM Inspectors undertook the following activities: • attendance at the public meeting held on 13 September 2023 in connection with the council’s proposals; • consideration of all relevant documentation provided by the council in relation to the proposal, specifically the educational benefits statement and related consultation documents, written and oral submissions from parents and others; and • visits to the site of Glengowan Primary School, Machanhill Primary School and Robert Smillie Memorial Primary School, including discussion with relevant consultees. 2. Consultation process 2.1 South Lanarkshire Council undertook the consultation on its proposal(s) with reference to the Schools (Consultation) (Scotland) Act 2010. 2.2 The council undertook the consultation between 28 August and 13 October 2023. The proposal was communicated to stakeholders via the council website, through social media and local press. The consultation paper was made available in the affected schools and other council buildings, and formal notice was given to a wide range of consultees. South Lanarkshire Council held a public meeting at Machanhill Primary School on 13 September 2023. Around 20 members of 56
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the public attended the public meeting. A number of concerns were raised at the public meeting including safe walking routes and differing levels of attainment across the three schools. A few attendees questioned why only new housing had been considered when realigning catchment areas. They suggested alternatives including rezoning some well-established areas. A few people were concerned about the potential negative impact on families who had chosen to move into homes currently zoned to a specific school. For example, having to change their plans around childcare. 2.3 The council received 46 online responses to the proposal, mostly parents and other interested members of the public. A minority, 35%, were in favour of the proposal and a majority, 61%, were not in favour. A few, 4%, were undecided, and two people submitted two responses each. Respondees raised similar concerns as those expressed at the public meeting, mainly around educational outcomes and the suitability, safety and distance of walking routes. In their final consultation report, the council should provide further information and reassurance around the issues raised at the public meeting and in the online responses. 3. Educational aspects of proposal 3.1 The council state that the main educational benefit would be to enable children in the area to attend the school that is geographicaly closest to their home address. By reducing the distance between home and school, the council also state that this could increase the opportunities for children to walk to school and to engage in more after school activities. HM Inspectors agree that reducing the distance between home and school has these potential educational benefits. However, in the current proposal this would only affect children living in the new houses within the community growth and development areas. Having moved the location of Glengowan Primary School some years ago, a number of children no longer attend the school geographically closest to their home address. The council should consider whether there is a need to carry out a further review of catchment areas so that all children in the wider area are zoned to attend their nearest school. 3.2 All of the parents and staff that HM Inspectors met with agree that the council should review the catchment areas within Larkhall. However, almost all of them suggested that the review should consider more than these two new housing developments. A few parents and staff were concerned about children’s safety on some of the proposed walking routes. They suggested that it may be better to align the Machanhill/Glengowan boundary with the main road that crosses through the community growth area. This would avoid children having to cross a busy traffic route. They also hoped that a path to the existing gate at the rear of Glengowan Primary School could be opened up to provide a safe and shorter walking distance to the school from the new housing development. 3.3 Although the proposed changes will not directly affect the children that HM Inspectors spoke with, they all agree that there are potential benefits. They like the idea of children living in the same area attending the same school as each other. They agree that more children could walk, cycle or scoot to school if there were safe, accessible and shorter distances between home and school. 3.4 A few staff and parents from Machanhill Primary School are concerned about a potential negative educational impact on children’s learning if the proposal is approved. They are worried that a smaller school roll could lead to a reduction in the size of the leadership team. They think that this in turn could impact on the capacity of the school to offer the high quality learning experiences that the community and the council are committed to. They believe that the school has more classroom 57
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space than the council’s current assessment and could therefore accommodate more children. The council may wish to reassess the physical capacity of the school when carrying out any further reviews of catchment areas 4. Summary Overall, HM Inspectors agree that by reducing the distance between home and school that there are some potential educational benefits. However, the current proposal focuses only on two new housing developments. The council should consider whether a fuller review covering the wider catchment area of all non-denominational schools in Larkhall is now required to meet their aspiration of having, wherever possible, children attend their nearest school. This could help to ensure that these catchments work in the longer term as the population grows over time. If the council decide to approve the current proposal without any further adjustments, they should consider how they can work with stakeholders to mitigate their concerns in regard to safe routes to school. HM Inspectors October 2023 58
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Appendix 4: Consultation responses I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response Yes Parent of pupil at Machanhill Primary School No Parent of pupil at Machanhill Primary School I bought my house based on the catchment school being Machanhill, I don't agree that phase 2 of Clare Crescent should be moved to Robert Smillie. In fact I think it's a terrible idea. Very unhappy with this Response is noted Yes Parent Council of Machanhill Primary School Yes Parent of pupil at Machanhill Primary School Yes Other interested party (please specify) Catchment area for my child is Machanhill primary however Glengowan is closer to my house so had to do a placement request for my child to attend Glengowan primary. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. No Parent of pupil at Machanhill Primary School Without being judgemental, I want to give my child the best possible start in life. We bought our house on the basis it was Machanhill catchment. I don't feel it fair to change 1 street to go to Robert Smillie. The things I've heard about the school and people at it are not what i want my child in amongst There is a larger area proposed to be moved to Robert Smillie Primary schools catchment, this area is planned to have further housing development. schools are more than just attainment figures, also about the experiences that are given. 59
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response No Member of the public / community Robert Smillie is known as the worst Primary School in Larkhall. It performs far below that of the other schools in the area. With the greatest of respect, the owners of the homes in the Lovell development did not pay £200,000-£275,000 for a home only for their child to be sent to the worst performing school. In addition, these home owners will more than likely pay the highest level of council tax and so would expect a better performing school in return. schools are more than just attainment figures, also about the experiences that are given. No Parent of pupil at Machanhill Primary School No Parent of pupil at Glengowan Primary School Luckily my child is already at school so this does not personally affect me however these houses were sold to us in phase 2 with a school catchment of Machanhill which I know most of my neighbours with young children bought on the purpose of attending this school and literally on the same street (phase 1) which has the same distance we would in phase 2 (also clare crescent) to the pathway will not be affected. Most drive children to school which is further and the footpath between our development and the school is always covered in broken glass and dog mess. I wouldn’t be comfortable if my child was walking there alone either police and fire brigade are often called for due to people causing trouble on that piece of land. We have engaged with our Roads and Transportation colleagues regarding the issues that have been raised about the condition of the footpath between the proposed area to be rezoned and Robert Smillie Primary School. No Parent of pupil at Glengowan Primary School Yes Parent of pupil at Machanhill Primary School 60
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response Yes Parent of pupil at Machanhill Primary School No Parent of pupil at Glengowan Primary School As I have another child going to school soon and would like them both at same school Families with children already attending the affected schools, with a further sibling enrolling in P1 in respect of school sessions August 2024 through to August 2029, will have the choice for their P1 child to be granted placement in that school regardless of any catchment change No Parent of pupil at Glengowan Primary School My child currently goes to nursery at Glengowan and I wouldn't like the catchment to change as would want my child to continue on to primary at Glengowan and not have to worry about a place for x. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. No Member of the public / community My x and partner reside in Clare Crescent (2nd phase) As yet they do not have a family but if they are fortunate enough to do so, I would be the main child care and I live opposite Machanhill so this arrangement wouldn't be the most suitable. I realise that placing requests are an option but are not always granted. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. Yes Parent of pupil at Glengowan Primary School It takes 10mins to walk to Glengowan from the new persimmon estate but about 25mins to Machanhill. So much so kids get free taxis to the school when money could be better used also with a generation where we are trying to promote healthy and safer ways to get to school why have a school (Machanhill) at my estate when you would need to get a lift or taxi as they can walk to Glengowan and can see it from our back windows. noted 61
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response Yes Other interested party (please specify) I moved to the new persimmon estate and was told the catchment would be changing so my child could attend Glengowan so I would really like this to happen noted No Parent of pupil at Glengowan Primary School Yes Parent of a child attending Glengowan child attending Glengowan as closer to my home however our catchment area is Machanhill which is too far away. We had to apply for a placement request and will have to do this for our other child if this is now changed. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. Undecided Parent of pupil at Robert Smillie Memorial Primary School It is very important for me that my children will be able to attend Robert Smillie Memorial School and Skylark nursery. Because I don't have a car to drive them far. With three children, living close to the school and nursery is very comfortable for both children and parents. My x go to Robert Smillie School and they enjoy school and teachers very much. My x goes to x nursery and also x likes this place and teachers. For children school is like another family. So it is important that our school is able to work in the future and that our children are able to study in it. For our family it is very beautiful and we like the school staff and nursery staff. x it was not easy for my children to get used to living here and start studying. But thanks to the Robert Smillie staff and Skylark staff, now they feel safe. Children are already used to it here. So I don't want them to be transferred to another school. For the children it will be stress and loss of friends. Only Robert Smillie Memorial Primary School and the noted 62
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response BEST staff for my children is at this school. Only Skylark nursery and the BEST staff Skylark Nursery. No Member of the public / community Object to the catchment changes for Machanhill to Robert Smillie for the phase 2 development of the Lovell estate. Currently my child will be getting enrolled at Machanhill one of the best performing in the area to having to go to Robert Smillie one of the worst performing with only 40% of p7 pupils attaining the national standard for reading and writing. Geographically the houses are closer however this is only when walking. If i was having to drive my child to school then geographically we are closer to Machanhill. Furthermore according to google maps the so called footpath connecting the estate to Robert Smillie is not an actual footpath and therefore would take longer for us to walk to Robert Smillie following google maps as opposed to Machanhill. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. 63
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response We bought the house under the premise that the catchment was Machanhill, which if we bought within phase 1 would still be the case. We also have a younger child in the house who will be attending a local nursery and would mean logistically our drop off and pick up would be in complete opposite directions and not environmentally friendly if having to utilise the car to complete both drop offs prior to us having to start work. In terms of the children being at school there are more options for childcare if we remain in the current catchment. Looking at the proposal based on the current enrolment figures and future predicted figures changing phase 2 to Robert Smillie does not have a significant impact on enrolment and still allows both schools to be well within their overall capacity levels. There is a mixture of age groups within the street with a lot of children already attending Machanhill. For the sake of a small number of children currently in the street i would not change the catchment. I can already confirm if it had to go ahead my children will NOT be attending Robert Smillie. Yes Other interested party (please specify) No Member of the public / community They will do whatever they decide irrespective of what happens no matter what noted Yes Parent of pupil at Glengowan Primary School 64
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response No Member of the public / community I am a resident living in x close to the Robert Smillie Memorial Primary School. I am not in support with this proposal as in this new development the kids and adults who all reside here have formed a nice little community together which has seen the kids from the top and bottom of the development all form friendships. By splitting the school catchment area this will result in the kids who have formed friendships in their early years starting off their school experience at separate schools. I feel that when kids are starting off in school it’s nice for them to have some connections with friends already formed to promote some confidence in them beginning their educational journey. I should note also that the path mentioned that creates a link between the development and the school is not a suitable passage for primary school kids to be travelling on to school. Since living here the path has seen vandalism, drug dealing and people loitering and drinking there at various times throughout the day and night. There is also a high number of older kids who often frequent these paths on motorbikes where there has been times they have almost hit people walking their dogs along the path. It would be great to see the community spirit that has already formed being allowed to continue through the next generation of kids growing up here by allowing them to remain in the same catchment as the rest of the development. We have engaged with our Roads and Transportation colleagues regarding the issues that have been raised about the condition of the footpath between the proposed area to be rezoned and Robert Smillie Primary School. 65
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response No Member of the public / community As someone who lives in the Phase 2 development of Clare Crescent with a young child due to attend school in the coming years I have great concerns regarding this proposed change. The lane referred to for access is not safe for a young child to walk, there is a high level of anti social behaviour, the path itself is in poor condition and covered in glass, little lighting and not overlooked by houses. Given not all parents or carers are physically able to walk up the hill across a very poorly maintained area of land to Robert Smilie PS, the drive via Machan Road and through the residential streets of Strutherhill is quite significant. The houses in the Development were sold as being within Machanhill catchment and this was one of the key reasons we purchased the house. Our main childcare provider is a family member who does not drive and lives close to Machanhill. Robert Smillie would be impossible for pick up and we’d have no option but to sell and move to another area. Given there is a lack of affordable housing in the area, it would be very disappointing to be forced to move houses due to these changes. Given it was purchased only 2 years ago with the intention of sending my x to Machanhill. There’s also proposals to develop the remaining land near to Clare Crescent with a significant number of homes. What is the plan for these children? Would it only be this small Phase 2 section where the children are going to be disadvantaged? I have also taken this opportunity to review the care inspectorate reports and can see that Machanhill was assessed as a better school. For my child’s future education it would be extremely disappointing to be forced to change to a lesser rated school. Not only that, for people who don’t have children of school age it will We have engaged with our Roads and Transportation colleagues regarding the issues that have been raised about the condition of the footpath between the proposed area to be rezoned and Robert Smillie Primary School. The larger area proposed for further housing development is also part of this consultation, and should the proposal be approved would be zoned to Robert Smillie Primary School. 66
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response also significantly reduce the value of the properties and lead to financial problems in an already tough time. No Member of the public / community Yes Parent of pupil at Glengowan Primary School No Other interested party (please specify) My x has just started Machanhill nursery. X stays in the catchment area at the moment. I am very worried about this change because we provide childcare before /after school along with x other set of grandparents and we all stay beside Machanhill School. Our x is starting x school life with new friends who will go on with x through school years and possibly into adulthood. I would like to hope children who have already started Machanhill would be allowed to continue. As nurseries do not operate within catchment, attending a nursery does not give an automatic right to attend that primary school. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. 67
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response No Other interested party (please specify) My x bought a house within the present catchment area purely on the knowledge at that time that x would start schooling at Machanhill Nursery and then into the primary itself. We as grandparents staying within a 5minute walk to the school agreed that we would be able to walk to the nursery in the morning to drop x off then again when the schooling finished could easily walk back up to pick x up. I'm now told that the catchment area is changing. Both parents work and that's the main reason they bought their house within the present catchment area, purely because we are literally round the corner from Machanhill which makes it easy for us to pick our grandchild up. As grandparents now in our seventies it would be extremely difficult for us to walk the distance down to Glengowan x 4 every day. x like any child starting a new adventure has only just started to accept x surroundings along with the teachers and children. All new and daunting to a three year old child, and now council wants to move the goalposts as to which school a child must attend. It would be extremely difficult as grandparents to commute all the way down to Glengowan to drop off and pick up x 5 days a week twice a day. As I say, x mum and dad bought their house purely because it would be easier for everyone involved purely because the distance between school and grandparents house was minimal. If x is forced to go to Glengowan everything that the parent has put in place will have been for nothing. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. Yes Member of staff 68
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response No Member of the public / community No Parent of pupil at Glengowan Primary School The school is already very busy at the start and end of day and adding so many extra pupils is only going to exacerbate this. This has a negative impact on those walking as the paths are quite congested at the school and the access road and parking is also an issue. If you were going to add to the school roll, then access would need to be altered to accommodate the increased flow in traffic. A path linking the Community Growth area development is part of the masterplan for the area and will therefore allow opportunities for children to walk to school and therefore minimise additional traffic. No Member of the public / community Yes Parent of pupil at Glengowan Primary School Undecided Parent of pupil at Robert Smillie Memorial Primary School No Member of the public / community No Parent of pupil at Machanhill Primary School I have other children who I wish to attend Machanhill and would like all siblings to attend the same school Families with children already attending the affected schools, with a further sibling enrolling in P1 in respect of school sessions August 2024 through to August 2029, will have the choice for their P1 child to be granted placement in that school regardless of any catchment change 69
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response No Member of the public / community I currently have a 3 year old, who at present should be going to Machanhill when x is 5. I strongly disagree with this proposal, specifically the part of changing phase 2 of the Lovell development to Robert Smillie. There are so many reasons which I strongly disagree with this which i will try my best to detail. The reasoning for this is because there is a 'path' between the Morgan glen development and Strutherhill. I use 'path' very loosely. This is a gravel track, constantly covered in broken glass, dog litter and needles. Not to mention the quads and motorbikes that speed up this route at all hours of day with total disregard for anyone nearby. There is also regular drug deals going on here, and various fights where people have been seen to be flashing about knives. There is no way that suggesting this route for a child as a safe way to walk to school would ever make sense. I wouldn't walk there myself nevermind with a child! We have worked hard to purchase a nice home for our x, and paid a premium for this as the houses were sold with the Machanhill catchment. Half of these houses would never have been sold if the catchment area was Robert Smillie. We pay one of the highest rates of council tax for this area and i just feel we are getting absolutely nothing for it, now not even the school that was promised. We do our best to raise our x to the best of standards and believe that x is a product of environment, so whilst we give x that at home I'd very much expect the same in school environment, which I don't believe would be the case at Robert Smillie school. Of which I believe the statistics are drastically lower than the other schools in Larkhall for reading and writing by primary 7, of which I believe the figure is a mere 60% for Robert Smillie. We have engaged with our Roads and Transportation colleagues regarding the issues that have been raised about the condition of the footpath between the proposed area to be rezoned and Robert Smillie Primary School. schools are more than just attainment figures, also about the experiences that are given. 70
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response Again putting my x at a disadvantage from the outset by the environment x is being put in. Furthermore you spend thousands of pounds every year to bus children from Millheugh to Glengowan, but because we are a new estate we are being penalised. I am really disgusted. We pay thousands of pounds every year for council tax alone, I've paid nursery fees for my x while we both work, we get no help whatsoever, and now we are being potentially let down by your proposal. I urge you to strongly reconsider this decision on this part of the proposal, whether it's falling in line with Millheugh and busing everyone to Glengowan or leaving it the way it was and us staying with Machanhill. No Member of the public / community I have a 3 year old child who at present will attend Machanhill Primary School in 2025 as our current catchment however the new proposal by SLC is for my child to attend Robert Smilie which I'm very disappointed at. Tonight I attended the consultancy meeting at Machanhill where concerns from local residents were raised. I've recently bought my property based on our catchment being Machanhill Primary. This was highlighted by the builder & provided by the council. Tonight SLC staff stated the proposal commenced in August 2023 with planning made for '3 or 4 years' yet this has not previously been provided to the public which is concerning, given families like mine based the purchase of our family home on allocated catchments. There is a current financial crises with high property prices, making it unaffordable and unpractical to continually relocate to accommodate the change in catchments. A decision like this should be put public years in schools are more than just attainment figures, also about the experiences that are given. We have engaged with our Roads and Transportation colleagues regarding the issues that have been raised about the condition of the footpath between the proposed area to be rezoned and Robert Smillie Primary School. 71
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response advance and highly widespread for awareness so families making the biggest purchases in their lives are well informed in order to make the best decision for their loved ones. This approach is outrageous and completely unacceptable. My wife and I both work, contributing positively towards society, making sacrifices to save up and purchase a nice house in a nice street to accommodate the catchment area of a good school, to give our x the best opportunities in life to find out these may well be taken away from us. We pay a high council tax bracket, being one of the highest in the area as band F, which is £283 per month. Being subject to this financial strain amongst others yet proposed to be assigned the catchment area of Robert Smilie which is within a deprived area with extremely poor educational results is beyond acceptable and ultimately will not be stood for. Why would I accept contributing more, to be afforded the same opportunities as those who do not contribute and abuse the systems. I accept everyone should receive equal opportunities but I am not willing to place my childs future at risk for poor judgment and management from SLC and the Education board by failing to see the difference in standards across the three schools, punishing those who are bursting their backsides to try give their children the best opportunities in life through providing positive environments for their families. Children can break the mould which I accept and applaud however statistically a child is a product of their environment. I know this for a fact through my own profession. We create a positive living / learning environment for our child and I will want this mirrored by the school my child attends. Statistically Machanhill Primary can accommodate our wishes and unfortunately Robert 72
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response Smilie cannot. The stats do not lie and the fact is that Machanhill and Glengowan primary schools are far greater for learning than Robert Smilie with a much higher rate of positive destinations achieved. SLC's proposal to split the new Loval development streets (Clare Crescent & Sarah Drive) into two separate catchment areas is madness. Children between the streets all play together and splitting them up for starting a new school adds stress young children don't need. It would make much more sense to have all these children attend Machanhill together. This would make the children more comfortable in a new environment and ultimately bring better learning opportunities for the future of our communities. This would assist working parents with sharing transport to and from school between those in the development. The "pathway" proposed between Robert Smilie and Sarah Drive is not a safe place for children. This is not a properly built / maintained path but instead a make shift effort with multiple hazards. There is broken glass and dog fouling constantly on it. There is continuous anti social behaviour through alcohol misuse, violence and drug dealing between older youths and adults. Drug users regularly frequent the paths between the new houses, Robert Smilie and Morgan glen areas. Dirt bikes are continually driving up and down the path at speed, with no consideration for others. There has even been violence through persons brandishing knives. This is no place for a child to be present let alone passing through every day to attend school. Putting a child through this brings several child wellbeing concerns which I don't accept. This is not safeguarding the children of the community and exposure to this will hinder the child's learning. The 73
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response majority of the pupils and families attending Robert Smilie come from deprived areas where crime rates are higher and success in life is lower. Majority of Machanhill and Glengowan pupils come from lower crime areas with higher positive destinations. I don't work hard to expose my children to weaker / higher risk environments. I propose SLC and the Education board continue with Sarah Drive, Larkhall being included in the Machanhill Primary school catchment area. No Parent of pupil at Glengowan Primary School I have already previously responded to survey with my previous points however some points which were not addressed at the meeting and told to respond on the survey was when the houses were built at morgan glen which were sold under Machanhill catchment I appealed my council tax bracket which I was advised was correct due to being in a 'desirable' area of Larkhall which i was told compared to similar size houses in other areas with different catchment schools so would like to know if this will be reviewed again when the school changes as the estate will become less desirable as i know most with children bought under the school catchment? Another point is Millheugh area is closer to Machanhill school and this has not been affected under review and the council need to pay a bus company to get these children to and from school which i cant understand why these estates are not impacted and one estate is affected when people in the same street (half of clare crescent) will be going to Machanhill No Member of the public / community I strongly disagree with the part of the proposal in which phase 2 of Clare Crescent should be moved from Machanhill to Robert Smillie crescent. These houses were sold to people at a premium on the basis on the Machanhill catchment, they get banded We have engaged with our Roads and Transportation colleagues regarding the issues that have been raised about the condition of the footpath between the 74
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response higher in council tax as they were told it was a 'more desirable area' to now this proposal tearing that apart. As a woman in her late 50s i wouldn't walk the path that's proposed as the reason for the change never mind expect a primary school age child to. It isn't even a proper path, there is motorbikes and quads speed up and down at all hours, there is drug deals regularly going on and youths have been seen brandishing knives. This is not acceptable. So much is spent bussing children from Millheugh to Glengowan, which is costing you money, so why can we not continue for them to go to Machanhill as they are not expecting a bus. Also if you were to drive to school as most people do on their way to work, this would take so much longer than getting to Machanhill. Please reconsider this proposal, it is not good for the young children of phase 2 proposed area to be rezoned and Robert Smillie Primary School. No Member of the public / community No Parent of pupil at Machanhill Primary School We moved house in November x from a house which was under the Glengowan catchment area to a house which was under Machanhills catchment area. We chose Machanhill so that grandparents can collect my x from school on foot which they cannot do at Glengowan (no access to a car and unable to walk as far as Glengowan) My x is now in Machanhill Nursery and I was pleased that this would mean an easier transition to Primary School when the time comes as my x does not adapt well to change. Not only have we moved house at considerable expense but potentially we now have no way to collect our from school. As nurseries do not operate within catchment, attending a nursery does not give an automatic right to attend that primary school. The Placing Request (PR) process is still available. There is a lot of movement between schools in the Larkhall area. We cannot guarantee 100% acceptance through the PR process, but 94% of PR’s throughout the authority are accepted. 75
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I agree with the proposal: I am responding in my capacity as a: Comments South Lanarkshire Council Response Yes Parent of pupil at Glengowan Primary School Makes a lot of sense and stops the potential of kids living in same or neighbouring streets going to different schools. noted Yes Parent of pupil at Robert Smillie Memorial Primary School 76
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Chief Executive Subject: Mid-term Review of the Council Plan, Connect 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with a mid-term review (MTR) of the Council Plan, Connect, for approval [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [] (1) that the draft of the mid-term review, attached at appendix 1, be approved. 3. Background 3.1. The Council Plan - Connect 2022 to 2027 was approved in June 2022 and set out the Council’s key actions to be delivered over five years, around a long-term vision to improve the lives and prospects of everyone in South Lanarkshire. 3.2. As the Plan approaches the mid-point of its five year term, it is appropriate to review the contents, and to health-check the existing priorities and outcomes in light of the changing internal and external pressures impacting on the Council. 3.3. This report gives the context and background to the review, and summarises the key changes made to the Council Plan. 4. The Council Plan Connect 4.1. The diagram below shows the Council’s “Plan on a page”, which encapsulates the Council’s vision, values and outcomes as set out in the Council Plan as approved in June 2022. 7 77
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4.2. These core elements of the Council Plan were developed through extensive engagement and consultation and, as such, they articulate a clear message about what the Council does for South Lanarkshire and where its priorities lie. 4.3. In addition to the vision, values and outcomes of Connect, the Council Plan contains a number of other elements, which set the outcomes in context and supply key information about how the Plan will be delivered, resourced and monitored. 4.4. The Council Plan has the following sections: Who we are and what we do – explains our values and introduces each Resource and what it is responsible for How we wrote the Plan – explains the engagement behind the Plan and provides context around population, economy, environment, health, community planning and Community Plan Our vision – articulates the vision underpinning the Plan Our priorities – identifies People, Planet and Progress as 3 cross-cutting priorities Our outcomes – overview of the outcomes which were identified through engagement and consultation Delivering the Plan – resourcing the Council Plan, performance management arrangements and Public Performance Reporting The Plan on a page. 78
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5. Approach to the Mid-term Review 5.1. The current Council Plan was developed through the largest consultation and engagement process ever attempted by the Council. The consultation took the views of over 3,300 people as well as 27 different groups representing communities and stakeholders across South Lanarkshire. Information from many other sources including local community plans, face to face discussions, online feedback, feedback from Community Groups, Community events and surveys was also gathered to help us understand what mattered most to the people of South Lanarkshire. 5.2. This engagement laid the foundation for the priorities and outcomes which feature in Connect. The Connect priorities and outcomes are shared with the South Lanarkshire Local Outcome Improvement Plan (LOIP) (the Community Plan), which has a 10-year lifespan to 2032. Aligning these two strategic plans and strengthening the links between them was one of the key action points arising from the South Lanarkshire Best Value Assurance Review in 2018. 5.3. In view of the strong foundations of the existing Plan and the clear alignment with the Community Plan, the approach taken in the MTR is to confirm the continuing relevance of the council’s vision, values and outcomes, while sharpening the focus on priorities which are already an integral part of the current Council Plan. 5.4. As a result, the MTR does not change the core elements of the current Council Plan, namely the vision, values, priorities or outcomes. However, to take account of changes that have taken place since the Plan was written, and to reflect the likely demands of the next few years, the mid-term review brings into view three important themes: the financial challenges facing local government messages around transformation and service redesign tackling poverty and prevention as an overarching consideration in the work of the council – fairness and the need to support the most vulnerable 5.5. These themes have been introduced into the Council Plan through revised wording around the priorities, and are supported by significant new material to set the context and tone of the Plan. The six outcomes within Connect have been reviewed by Resources to ensure they are up-to-date and in line with current service delivery models. 5.6. A consultation on the MTR was available on the Council’s website from 24 February to 4 April and received 284 responses. 81% of respondents agreed or strongly agreed with the Council’s vision and 72% agreed or strongly agreed with the revised priorities. 76% of respondents agreed or strongly agreed with the Council Plan outcomes. 79
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5.7. The table below shows how the Council Plan, Connect has been updated. Contents of Connect MTR changes (if any) Introduction Updated to reflect themes: • the financial challenges; • messages around transformation and service redesign; • tackling poverty and prevention Who we are and what we do Updated to reflect current service delivery and capacity How we wrote the plan Renamed: The Changing Context This section in Connect, which discusses findings and conclusions from engagement, has been replaced with The Changing Context which focuses on what has changed and factors which will influence the future direction of the Council. The section covers themes from the introduction in more detail: • the financial challenges; • messages around transformation and service redesign; • tackling poverty and prevention Our Vision No change Our Priorities No change in the wording of the priorities, however the narrative under each of them has been updated to reflect the 3 themes Our Outcomes No change to the wording of the outcomes, however narrative under each outcome reflects challenges and any next steps/commitments have been reviewed to ensure they are up-to-date in respect of service functions and capacity Delivering the Plan Resourcing the Council Plan, performance management arrangements, risk and assurance, etc and Public Performance Reporting Updated to reflect the current situation The Plan on a Page No change 6. Next Steps and recommendations 6.1. Committee is asked to note the consultation arrangements described in section 10 below. 6.2. The Committee is invited to approve the draft MTR, attached at Appendix 1. 80
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7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Other Implications 9.1. None. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Impact assessments were completed for the Council Plan when it was developed in 2021 and the changes proposed in the mid-term review do not introduce new policies or strategies, therefore no new impact assessment is required. 10.2. Resources have been consulted on the MTR throughout 2024 and a consultation questionnaire was live on the Council’s website between 24 February and 4 April 2025. 10.3. In February 2025, a briefing on the MTR was circulated to Elected Members inviting feedback and comments. Paul Manning Chief Executive 26 March 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References • None List of Background Papers • None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 81
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Appendix 1 – Final Draft Mid-term Review of Connect Contents 1. Introduction 2. Who we are and what we do 3. The changing context 4. Our Vision 5. Our Priorities 6. Our Outcomes 7. Delivering the Plan 8. The Plan on a Page 7 83
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Introduction Welcome to the mid-term review of South Lanarkshire Council’s plan for 2022 – 2027. This mid-term review updates our plan to reflect how the world has changed, for the council and our communities, in the last few years. When we wrote the Plan, we were emerging from the pandemic and the economic pressures of recent times – rising food and energy prices – were just beginning to be felt. Today, two years on, much has changed and it’s appropriate to take stock of our priorities for the remaining term of Connect. In this mid-term review, we re-affirm the core vision and values which guide us and inform the vital public services we provide. Our priorities and outcomes, which were developed out of extensive engagement and conversations the length and breadth of South Lanarkshire, have not been rewritten – they are as relevant today as they were two years ago. However, our review points to the need to sharpen our focus and examine every aspect of what we do – what we deliver, how we deliver it, and who we deliver it to – to ensure we are making the most of the resources at our disposal. As we do this, we need to focus our efforts on where they will make the biggest difference. South Lanarkshire Council is proud of its role as a key anchor organisation, sitting at the heart of local decision-making and democracy, championing South Lanarkshire and working ceaselessly for the benefit of those who live, work, visit and do business in South Lanarkshire. This mid-term review continues to focus on the topics that matter most to people the length and breadth of South Lanarkshire. We look forward to continuing our work with communities over the remaining term of the Plan to improve the lives and life prospects of everyone in South Lanarkshire. 84
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Who we are and what we do The council delivers a wide range of services which touch all communities and every household in South Lanarkshire. At the heart of the council’s vision are our values based on fairness, empathy and the commitment to make a difference to the lives of all of our citizens and communities. Our values express our determination to be ambitious for South Lanarkshire and to be a high-achieving and high-performing council. Our 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 Community and Enterprise Resources is responsible for diverse services which impact significantly on the quality of life experienced by residents, businesses and visitors to South Lanarkshire. Activities include: • delivering key services within schools and council premises, including cleaning, catering, receptionist, janitorial, concierge, and crossing patrol services • keeping our streets clean and maintaining and developing public parks, open spaces, tree stock, fixed play areas, sports fields, golf courses, allotments, and food growing opportunities • collecting and disposing of waste and encouraging recycling • managing and maintaining the councils’ cemeteries and crematorium, providing bereavement services, and ensuring the provision of burial ground • maintaining and improving our roads and transportation network to support safe and effective transport, and promoting active travel • procuring and managing the council’s vehicle fleet, including refuse collection, roads maintenance, street sweeping and passenger transport • providing planning and building standard services which guide and control physical development and land use in the area, ensure the health and safety of persons in or about buildings, ensure the conservation of energy and the achievement of sustainable development • protecting public health through the delivery of environmental health services • providing trading standards to protect consumers and communities • promoting economic development and delivering support for local businesses • delivering effective employability services to support individuals and business • supporting town centres and physical regeneration, and • leading the council in developing and promoting sustainability, supporting the transition to a net zero carbon economy, and addressing climate change South Lanarkshire Leisure and Culture (SLLC) on behalf of the council, promotes the health and wellbeing of South Lanarkshire residents through the council’s museums, libraries, art centres, indoor and outdoor sports and leisure centres, community halls and country parks. 85
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Education Resources is South Lanarkshire council’s largest service. There are over 54,000 young people attending nursery, primary, secondary and additional support needs schools each day in South Lanarkshire. Education is both a national and local priority. Our purpose is to inspire learners, transform learning and strengthen partnerships. Our priorities are to: • Improve health and wellbeing to enable children and families to flourish. • Ensure inclusion, equity and equality are at the heart of what we do. • Provide a rich and stimulating curriculum that helps raise standards in literacy and numeracy. • Support children and young people to develop their skills for learning, life and work. • Empower learners to shape and influence action on climate change and sustainability. These priorities align closely with the National Improvement Framework which sets out a clear framework for schools and educational settings across Scotland including placing the human rights and needs of every child and young person at the centre of education. Our commitment to ensuring that the individual needs of every child and young person are met regardless of age, background or ability means that our service provision is comprehensive, complex and far-reaching. Finance and Corporate Resources provides support which allows the council to deliver its wide range of services on behalf of local people. Services include: • Preparing council budgets and financial strategies • Collecting revenue through e.g. Council Tax • Personnel Services • Support for councillors and committees • Professional services such as legal services, internal audit • Communications • IT services • registration of births, deaths and marriages/civil ceremonies Housing and Technical Resources is the fourth largest social landlord in Scotland and is responsible for developing and delivering on strategies and plans relating to housing and homelessness. It is also responsible for delivery of maintenance and improvement works to the council's property portfolio. Activities include: • Managing a stock of over 25,000 homes including sheltered housing and two sites and services for the Gypsy/Traveller community • Providing services to people who are homeless or at risk of becoming homeless • Delivery of the integrated Home Options service • Engaging with tenants and communities and providing advice and support services • Managing the council’s property portfolio • Delivery of repairs and maintenance services and works to the property portfolio to ensure legislative compliance • Designing, managing, and delivering property construction projects, additional affordable housing and regeneration programmes • Providing services to support refugees • Working with others to tackle anti-social behaviour and promote community safety 86
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• Contribute to the wider town centre regeneration proposals and align with policy direction on town centre living Social Work Resources promotes social welfare and provides effective care and support to meet the needs of vulnerable people in South Lanarkshire. Through the Health and Social Care Partnership, a range of effective services are delivered including: • Care and protection services for children, young people and adults at risk of harm • Supporting people with mental health and substance use issues • Delivering family support and fostering and adoption services to children and parents • Engaging those in conflict with the law, with beneficial community projects reducing reoffending through our community justice services • For those who have committed offences, safely and effectively support them to reintegrate into the community and realise their potential for the benefits of all • Supporting carers to meet their personal outcomes • Ensuring individuals with assessed needs are provided with access to timely support and interventions as appropriate • Working in partnership with other agencies to provide support to those in most need 87
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The Changing Context This section describes some of the many factors which impact on how the council delivers services. While there are undoubtedly challenges in the years ahead there are also great strengths within South Lanarkshire and its communities. The council and partners will work to continue their vital role in delivering local services which make a difference to people and communities across the council area. We have reviewed our plan and revised the content to re-emphasise the key services we deliver and the core values which guide our work. We have set out how we will approach the challenges ahead – how we will sharpen our focus and ensure we are delivering on our commitments. Demands and pressures Many council services are facing rising demands and cost pressures. Factors such as cost inflation, rising levels of poverty, changes in social attitudes and expectations, and population change are creating new demands for services. Some key areas of pressure are: Financial and resource challenges We are operating in a challenging financial context. A series of reports by Audit Scotland identifies that Scottish councils face significant financial sustainability challenges, placing vital public services at risk due to the significant gap between the money needed to deliver local services and the money available. Together, all 32 councils have a gap of £585 million for 2024/2025. This is estimated to increase to £780 million by 2026/2027. In broader terms, the outlook for Scottish Public Finances is not positive. The Scottish Fiscal Commission (SFC) estimates that the overall Scottish Budget will have an average budget gap of over 10 percent each year over the next 50 years. These financial pressures will build as the population ages and as the cost of delivering services increases. Taken together, this means we need to look at all aspects of our services as we seek to do as much as we can within the funding available. Audit Scotland identify that difficult decisions have already been required across local government, and for the Council, difficult choices will have to be made about where to focus resources and how best to support our communities. Given the magnitude of the Budget Gap, there requires to be a fundamental re-think of what public services in Scotland can do moving forward in order to achieve financial sustanability. That includes what the Council can deliver by way of services to the public. This will require us to reconsider the things we do as a Council, how we do them and where we deliver them from. To facilitate this, and in line with the work of SOLACE and the Improvement Service thinking, the Council continues with its Transformation Review Programme which includes both Cross-Cutting and Resource Reviews and which has been instrumental in delivering savings proposals for members consideration. Population and Demographic Changes The financial challenges described above are likely to be impacted further by population change. Between now and 2043, the older 75+ population of South Lanarkshire is projected to increase by 50% from 31,821 to 47,692. This translates to an average 2.27% increase each year which would require to be factored into health and social care service planning. The average life expectancy for both men and women is below the Scotland average overall and within South Lanarkshire, improvements in life expectancy have also stalled in recent 88
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years. 13% of the population also live with 3 or more long term conditions, while 3% live with 5 or more long term conditions. When comparing Scottish data, South Lanarkshire’s population is in poorer health than any other areas. Homelessness services. The operating context in relation to the prevention of homelessness continues to be extremely challenging. Homelessness has increased at an unprecedented level over the last three years resulting in the considerable pressure to meet the needs of households most in need. The council has introduced a range of actions to help mitigate the impact of the increase and will continue to explore options to alleviate the pressure. A key priority for the council is addressing homelessness as identified in the Local Housing Strategy and the South Lanarkshire affordable housing supply programme. The council continues to work closely with our partners to address emerging issues and the priorities identified in the South Lanarkshire Homelessness Strategic Plan, including preventing homelessness occurring and reducing the time spent by households in temporary accommodation and minimise moves before moving to a settled home. The introduction of the Housing Bill in relation to homelessness prevention duty will require landlords to take specific actions to reduce the risk of homelessness. Town Centres The retail environment has changed considerably in recent years resulting in the closure of many national and local stores. This has impacted on our town centres with the council having already prepared masterplans for East Kilbride and Hamilton Town Centres regeneration. These are complex projects which will take time and resources to delivery however the council is committed to creating sustainable town centres for our communities. A changing council To meet these challenges and pressures, the council needs to embrace change. It needs to examine everything it delivers, looking for ways to be more efficient, effective, resourceful and innovative. As well as responding to service demands, the council has to move with the times, delivering modern services which meet the needs and expectations of our communities. The council must ensure it has the right people at the right place at the right time, with the knowledge, skills and resources they need to deliver services for South Lanarkshire. Transforming how the council works is a key task in the years ahead, and we need to take a comprehensive and systematic approach to ensure all options are considered and the best solutions are implemented. Key areas of focus to manage our changing council include: Council Transformation Programme. The council has had a programme of transformation reviews over recent years, which have fed through to deliver outcomes in terms of savings, efficiencies, and transformation programmes. This process is continuing with the high-profile work on Cross-Cutting and Resources Reviews which have been instrumental in delivering savings proposals for members consideration. Change has been the one constant in recent years, and this is reflected in the guidance to support managers to deliver their transformational projects. It is 89
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important that managers and leaders are equipped to lead transformation, and that review and improvement processes are adopted and welcomed. In order to bridge the council’s budget gap, these transformational Reviews present an opportunity to shape council services which are responsive, flexible, and fit for the future. A transparent process which is understood by all involved, the early involvement of those affected, and honest evaluation of options are key features of our continued approach. Financial strategies and plans. The challenges for Local Government finance have continued over recent years and the outlook remains challenging, around balancing pressures of meeting additional demand and costs of delivering services. The challenges local authorities are facing are extraordinary. The continued impact of inflationary increases and service demands has seen the budget gap faced by the council reach levels that mean that the council will have to reconsider how and what services we can deliver going forwards. A key part of the financial management process is the development of financial plans which deliver the council’s visions, values, and priorities, while at the same time recognising and responding to financial constraints. A 3 Year Budget Strategy has been developed which demonstrates the financial outlook to members over the medium term. The annual budget setting process for the council includes consideration and approval of efficiency and savings options and considers requirements for investment. In the current financial environment where we are experiencing inflation levels at unprecedented levels, the challenges around consideration and approval of savings options continues to be key. The council’s programme of Transformational Reviews (both Resource specific and Cross- Resource) will play a key role in addressing the Budget Gap identified in the council’s Budget Strategy. Looking at how we can continue to demonstrate financial resilience and sustainable finances will also be a focus. The strategic approach to financial planning also includes planning for Capital programmes of work. Strategic workforce planning. The council needs to ensure it has the right people in the right place at the right time, with sufficient employee resources to deliver services. To achieve this, the council has developed a workforce plan which outlines the challenges facing the council workforce, identifies the key strategic drivers and service demands on the horizon for the council and defines a set of actions that will develop and build on the existing workforce to meet council service demands. The Strategic Workforce Plan will include the Councils approach to its workforce, which supports the ‘people’ elements of our workforce strategy and plans. South Lanarkshire Council and its employees continue to go through a period of change which will impact on how we deliver services in the future. The Strategy will continue to ensure the impact of the key challenges facing councils is reflected, mitigated where possible, and risks managed, for example financial pressures, post Brexit and Covid Pandemic recovery. Strategic IT developments. The council is continuing to invest in digital technologies to improve the delivery of services to citizens, streamline and standardise business processes, and improve collaboration and partnership working (for example Health and Social Care Partnership - HSCP). This investment is targeted at delivering significant productivity improvements and cost savings. Information Technology (IT) has a major part to play in the ongoing digital transformation of the council by implementing and supporting new technologies at pace and at scale, including emerging areas encompassing artificial intelligence. 90
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The council will work in partnership with the Local Government Digital Office, NHS Lanarkshire, Scottish Government, and key suppliers to share best practices and accelerate rollout and adoption of new digital solutions. Working with communities Our Council and Community plans both reflect the priorities of our communities and connect to the neighbourhood plans created in smaller areas of South Lanarkshire. Our ambition is that all communities in South Lanarkshire are empowered to lead on their local priorities and can see positive changes taking place through the way we work together. We will continue to support community groups to represent the views of their neighbours and to work together to address issues that matter to them. We will work to develop opportunities for our community to take action themselves, including continuing to support community asset transfer and helping them to take action to improve sustainability. In education, parental and community engagement are not just beneficial but essential for creating an education system that is rights respecting, equitable, inclusive, safe and focused on the holistic development of every child. It is about building partnerships that support learning and growth, both inside and outside the formal learning environment. Shaping our future The council has a key role to play in shaping the places that make up South Lanarkshire, supporting town centres and communities across our 1,772 square kilometre area. The council will be at the forefront of important changes affecting communities the length and breadth of South Lanarkshire, including: Town centre regeneration. Town centres retain a key role at the heart of our communities as a focal point for retail, business, culture, leisure and social interaction. Our town centres remain a council priority, and we are working across all our towns to manage change to allow our towns centres to serve the evolving needs of communities in the future. The way in which we support each town varies depending on the specific challenges, ranging from large transformational masterplans in East Kilbride and Hamilton, which have been formally adopted by the council, to smaller local interventions linking to local priorities and Community Wealth Building priorities. Local Development Plan. The council has a statutory duty to prepare a Local Development Plan for all parts of its area. The focus of the plan will be to address challenges, including the climate and nature emergencies, the embedding of sustainable development principles in decision making, tackling poverty and disadvantage and health inequalities and embedding the principles of Local Living through the identification and maintenance of 20-minute neighbourhoods. The plan will be place-based with the Place Principle providing the policy context to ensure a participative approach to the future planning of places, services and infrastructure through partnership working with council services, transport providers, local communities, and health and education providers. Economic development and renewal. The UK, Scottish, Glasgow City Region and South Lanarkshire economies are all facing real challenges following the global pandemic, our country’s new international trading position, the war in Ukraine and the climate emergency; all of which impact our lives now and in the foreseeable future. Economic recovery in South Lanarkshire will incorporate the principles 91
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of community wealth building and be framed around three key themes of sustainable development: People, Place and Business (or social, physical, and economic regeneration). These themes align council and pan-Lanarkshire activity with local, national and regional strategies, delivering the collaborative approach required to achieve sustainable and inclusive economic growth. The Economic Strategy (2022-27) sets out the key priorities and actions for the council and aims “to make South Lanarkshire a flourishing, green, dynamic and equitable place for all”. Marmot places. South Lanarkshire Council, in partnership with NHS Lanarkshire and the Community Planning Partnership, is one of three Scottish local authorities that will particate in the Scottish Marmot Place pilot. A Marmot Place recognises that health and health inequalities are mostly shaped by the conditions in which people are born, grow, live, work and age. It takes action to improve health and reduce health inequalities. Based on eight principles, including “early years”, “education”, “place” and “ill health prevention”, Marmot Places develop and deliver interventions and policies to improve health equity, embed health equity approaches in local systems and take a long-term, whole- system approach to improving health equity. Marmot will help all partners learn to ensure that they are investing in the necessary new skills and resources to fully assess the effectiveness and value for money of public spending. It will improve governance and accountability through the robust use of data to deliver policy. Our sustainable future The council recognises the urgency of the climate emergency and the need for sustainable approaches to service delivery including awareness raising and education for all. The need to work towards a sustainable future is one of the cross-cutting priorities in the council plan. The council acknowledges the serious and immediate threat of climate change and is committed to accelerating the pace of action in response to the global climate emergency and in line with Scotland’s transition to a net-zero and climate resilient society and economy. It is expected that, as a public body, the council leads by example and uses its role to influence area-wide climate change action and sustainability. The Sustainable Development and Climate Change Strategy 2022 – 2027 and action plan sets out how the council aims to develop sustainably and tackle climate change. The council supports the delivery of Climate Ready Clyde’s Adaptation Strategy and action plan which seeks to transform Glasgow City region to adapt to the climate challenge and ensure everyone benefits from doing so. The council is also responsible for submitting annual Public Bodies Climate Change Duties reports, which detail progress made by the council in delivering against its duties, as set out in the Climate Change (Scotland) Act 2009. The inability to take the necessary action - due to funding constraints - to combat climate change and work toward achieving net zero carbon emissions by 2045 (thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents) is a top risk for the council. Sustainable development and climate change work carried out by the council seeks to mitigate this risk. 92
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Our Vision Our shared vision is “to improve the lives and prospects of everyone in South Lanarkshire”. This plan sets out how we will deliver on that vision by focusing on what matters to the people of South Lanarkshire and the priorities they have identified for people, progress and planet. 93
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Our priorities In our conversations with communities in South Lanarkshire, three themes came up time and again. These three topics were so widespread and touched on so many aspects of people’s lives that we used them as foundations for our Plan. People – we need to put people first and reduce inequality Together, we will take a people first approach to reducing inequality and improving lives and life prospects. Tackling poverty, ensuring fairness and targeting resources where they will have the greatest impact is key. Progress – we need to progress and improve Together, we will build on what we have learned in facing the challenges of recent years, make progress in the things that matter for South Lanarkshire, and continuously improve how we do things. Progress is about delivering the right things that matter to everyone, in the right place and at the right time. It is about finding new ways of working which make the most of our resources and provide the greatest benefit for those who need it most. We need to sharpen our focus and examine every aspect of what we do – what we deliver, how we deliver it, and who we deliver it to – to ensure we are making the most of the resources at our disposal. Planet – we need to work towards a sustainable future in sustainable places We will act in ways that protect our natural world for a healthier future. We will work together to develop local solutions to protect nature and to take action on climate change including awareness raising and providing education that supports our young people to lead the way. We will design our services to be sustainable and make best use of resources. These are our priorities, which we will reflect in everything we do. 94
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Our outcomes In our conversations across South Lanarkshire, people told us what mattered to them and their communities. Although we encountered a wide range of opinions, when people were asked about what mattered most, and what the council and its partners should focus on, they talked about similar things. They valued a sense of community, good neighbours, safe neighbourhoods and environments. They wanted to see children and young people given the best start in life and support to thrive. They wanted good housing, good parks and open spaces, and good options for getting around, whether by car or public transport. And people told us they wanted to see the economy of South Lanarkshire recover and grow, with thriving town centres and good jobs and training opportunities for local people. Guided by what you have told us, we have taken these topics and grouped them under 6 outcomes. These outcomes capture what it is that people value and want to see in South Lanarkshire. This plan sets out what we will do to continue delivering these outcomes for the benefit of everyone in South Lanarkshire. Communities and Environment Caring, connected, sustainable communities Education and Learning Inspiring learners, transforming learning, strengthening partnerships Health and Wellbeing People live the healthiest lives possible Children and Young People Our children and young people thrive. Housing and Land Good quality, suitable and sustainable places to live Our Economy Thriving business, fair jobs and vibrant town centres 95
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Communities and Environment Caring, connected, sustainable communities Reference points What you told us • Residents value outdoor play areas for children, as well as clubs and activities which give children and young people something to do • The quality and safety of local parks, woodlands, nature trails and paths is important if people are to enjoy the outdoors • Good neighbours and a sense of community make a huge difference to quality of life • People are increasingly feeling the effects of rising prices impacting on everyday essentials such as food, clothing, travel and heating Facts and figures • Most South Lanarkshire residents rate their local neighbourhood as a very or a fairly good place to live and feel that they can rely on someone in their neighbourhood for help • Fuel poverty is an issue for many households, with around 1 in 5 experiencing fuel poverty and 1 in 10 in extreme fuel poverty • Of the 153,658 tonnes of household waste generated in South Lanarkshire, just under 18% is sent to landfill with the rest being recycled or composted (approx 41%) or diverted from landfill by other means (approx 42%). • In April 2021, there were 5 food growing sites owned and managed by South Lanarkshire Council with a total of 335 plot holders • The council’s total carbon footprint has reduced by 65.7% between 2005 and March 2023 Good practice, legislation and policy • The council approved a motion in 2019 to note the UK and Scottish Government’s climate emergency declarations and has developed a sustainable development and climate change strategy which sets out the council’s priorities as it builds a sustainable, climate resilient and net-zero South Lanarkshire. • Protecting and enhancing specific aspects of our local environment is tackled by the South Lanarkshire Biodiversity Strategy; the Air Quality Strategy; Litter Strategy. • Other strategies and plans which will make a difference include the Sustainable Development and Climate Change action plans, , the Local Heat and Energy Efficiency Strategy and accompanying delivery plan, the Food Growing Strategy, and the forthcoming development of the Local Good Food Nation Plan. The council also distributes climate change grants to local community groups and partner organisations to pursue environmental, sustainability or climate change projects. What we deliver for South Lanarkshire - Keeping our streets clean and maintaining and developing play parks, gardens, open spaces and allotments/ food growing opportunities - Collecting and disposing of waste and encouraging recycling 96
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- Maintaining our road network to support safe and effective transport, and promoting active travel - Manage the use and development of land in the public interest and ensure work on new and existing buildings meets national standards - Promoting sustainability and taking action to address climate change - Promoting and developing a fair, healthy, and sustainable food system - Registration of births, deaths and marriages/civil ceremonies We will - Work with communities to create safe, strong sustainable places - Protect our natural environment and enhance our green spaces - Invest in services to protect the vulnerable - Ask, listen, and act on what our communities tell us - Support a circular economy by re-using, recycling and generating energy from the waste we manage - Increase digital access in rural areas - Address climate change by reducing carbon emissions, adapting to the impacts of climate change, and acting sustainably - Ensure high-quality streets, parks and other public areas so that South Lanarkshire is a place where people want to live, work, visit and invest - Improve road and transport infrastructure, including public transport and opportunities for active travel - Develop a healthier, fairer and more sustainable food system - Empower learners, to shape and influence action on sustainability and climate change Our measures of success will include: - Reduced carbon emissions - Increase in household waste recycling - More people reporting a strong sense of community - Increased ownership of local assets 97
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Education and Learning Inspiring learners, transforming learning, strengthening partnerships Reference points What you told us • Improve health and wellbeing to enable children and families to flourish. • Provide a rich and stimulating curriculum that helps raise standards in literacy and numeracy. • Support children and young people to develop their skills for learning, life and work. • Adult learning should be affordable and accessible to older adults. This is good for mental health and physical health and making friendships. • Digital training and accessible learning with opportunities to gain skills are important for adults and young people alike. • Life skills teaching is required – money management, mortgages and use of credit. The skills that should be promoted are IT/Digital skills as well as interpersonal. • Help create resilient communities. Facts and figures • South Lanarkshire is home to:125 Primary schools, 17 Secondary schools and 7 Additional Support Needs schools providing services to over 54,000 children, young people and their families each day. It is also home to South Lanarkshire College and the University of the West of Scotland. • 5500 younger children are supported within 22 early learning centres and 66 nursery classes. Our partnerships with over 100 external providers provide a further 2500 places. • South Lanarkshire Council employs over 1000 early years practitioners, 3400 teachers and 1200 school support assistants in our playrooms and school classrooms. • In 2023/24, the overall pupil attendance rate in South Lanarkshire was 90.4% compared to 90.3% nationally. • In 2023/24, 75% of primary pupils achieved expected levels in literacy compared to 74% nationally. 81% of primary pupils achieved expected levels in numeracy compared to 80% nationally. • In 2022/23, 96.9% of our school leavers entered a positive destination compared with 95.7% nationally. • In 2023/24, over 19,000 children, young people and adult learners participated in learning activities offered by our Youth, Family and Community Learning Service. Over 1200 achieved nationally recognised awards, over 7500 cast votes in the Scottish Youth Parliament election, almost 400 adult learners improved their literacy skills, 250 ESOL learners improved their language skills and well over 7500 reported improved confidence and self-esteem. Good practice, legislation and policy • We will place the human rights and needs of every child and young person at the centre of our education provision in line with the United Nations Convention on the Rights of the Child (UNCRC) to empower children and young people and to keep them safe. 98
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• We will give our children and young people a strong voice in our decision-making and actions around climate justice and sustainability. • We will continue to take forward the national priorities for education outlined in the National Improvement Framework via our improvement planning processes. • We will continue to work with partners on the proposed reform agenda within Scottish education. The Education (Scotland) Bill 2024 aims to improve the curriculum, introduce a revised qualifications and assessment framework and create an independent inspectorate. • We will support our heads of establishment in adopting guidance and good practice in areas such as relationships and behaviour, improving attendance, anti-bullying and the use of mobile phones. • We have a renewed commitment to engaging with our children, young people, families, employees and the wider community on our work to ensure that all stakeholders have a meaningful voice in shaping our priorities, policy and practice. What we deliver for South Lanarkshire - Excellence: through raising achievement and improving outcomes - Equity: by ensuring that every child and young person has the same opportunity to succeed no matter their background - Safe and inclusive learning environments - Improvement in children and young people’s health and wellbeing We will - Provide a rich and stimulating curriculum that helps raise standards in literacy and numeracy - Ensure inclusion, equity and equality are at the heart of what we do - Improve health and wellbeing to enable children and families to flourish - Support children and young people to develop their skills for learning, life and work - Empower learners, including through our curriculum, to shape and influence actions on climate change and sustainability Our measures of success will include: - Improved attendance - Improved health and wellbeing - Improved attainment in literacy and numeracy - Improved positive leaver destinations for our young people 99
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Health and Wellbeing People live the healthiest lives possible Reference points What you told us • Isolation and poverty have a big impact on health and wellbeing • Mental health is an issue that concerns many residents, especially as it affects children and young people • Affordable and accessible activities – something for everyone whatever their ability or budget – are really important. • Carers can feel isolated, undervalued and frustrated at the lack of opportunities to “make a better life” for themselves and their families. Facts and figures • In 2021, residents scored their life satisfaction, happiness and sense of purpose lower than the Scottish average. • Compared to Scotland, life expectancy in South Lanarkshire is around 0.5 years lower for both males and females. • Pre-pandemic figures show that only 8% of adults in South Lanarkshire use active travel (walking or cycling) to get to work. • Emergency hospital admissions are higher than the Scottish average in South Lanarkshire. Good practice, legislation and policy • Social Work (Scotland) Act 1968; Adults with Incapacity (Scotland) Act 2000; Mental Health (Care and Treatment) (Scotland) Act 2003; Adult Support and Protection (Scotland) Act 2007 • Integrated Strategic Commissioning Plan 2019 – 2022 focusses on the development of better integrated health and social care services for people in South Lanarkshire. • Strategic Commissioning Plan 2025-2028 – Following the conclusion of extensive consultation, South Lanarkshire Integration Joint Board's Strategic Commissioning Plan 2025-2028 (SCP) will set out the key priorities in the ongoing development of health and social care in South Lanarkshire over the next three years and beyond. • Social Care Reform - COSLA and the Scottish Government have committed to reforming the social care system and enhance the rights for people accessing care support. What we deliver for South Lanarkshire - A range of carers’ supports is commissioned by South Lanarkshire offering information, advice and direct support to adult and young carers. ‘Lanarkshire Carers’ also has delegated responsibility to lead on the provision of Adult Carer Support Plans for those with low or moderate needs. - Protecting public health through the delivery of environmental health services - Safe, well maintained open spaces and parks for the benefit of all - Measures to keep our roads safe for all road users and pedestrians 100
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- Protection services for vulnerable children, young people and adults and their carers - Providing care at home - Community support services, respite and residential services - Enabling carers to continue in their caring role - Justice and mental health services - Providing school menus which meet the Food and Drink In Schools (Scotland) Regulations 2020 - Providing bereavement services We will - Support people to live active and independent lives - Work with our communities to deliver person-centred care and support - Improve health and wellbeing to enable children and families to flourish - Carry out our statutory function to protect children, young people and adults from risk of harm - Promote self-care and self-management - Promote early intervention and prevention to achieve healthy, active lives and reduce inequalities - Deliver day opportunities for adults and older people which promote increased choice and options - Help people to continue to live within their homes and communities through integrated community health and social care services - Work to ensure a just transition that supports a net zero and climate resilient economy in a way that delivers fairness and tackles inequality - Harness the important contribution that leisure and cultural services make in rela- tion to health and wellbeing through our partnership with South Lanarkshire Lei- sure and Culture - Modernise our leisure and cultural facilities, including the new build Larkhall Lei- sure Centre and implementation of the Council’s £13m leisure and culture Trans- formation Fund Our measures of success will include: - Increasing scores for resident life satisfaction, happiness and sense of purpose - Increased number of people supported to live independently at home 101
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Children and Young People Our children and young people thrive. Reference points What you told us • Building young peoples’ resilience and giving them skills for life and citizenship is important. • The activities available for children and young people are held in high regard and it is important to ensure they are available to everyone and cater to all needs. • We should value the views of children and young people and involve them in decision-making and give them a say in how services are designed and delivered. Facts and figures • Just over 1 in 4 (27%) of South Lanarkshire’s population is aged under 24, and while the population of South Lanarkshire is projected to increase overall by 2028 (up 2%), decreases are projected in the 0 to 15 age group (down by -4%) and the 16 to 24 age group (down by -2%). • Around 21.3% of all children aged 0 to 15 in South Lanarkshire are in relative low- income households, slightly below the 22.4% figure for Scotland as a whole. • Latest figures show there are 701 looked after children (LAC) in South Lanarkshire (IMPROVe - 31 July 2024) • The most common settings for looked after children were with friends/relatives (50% - 351) or in foster care (23% - 159). (IMPROVe - 31 July 2024) • In the 12 months to September 2021, the employment rate for those aged 16 to 19 was 35.0%. The South Lanarkshire rate was a tenth higher than the Scottish rate at 35.0% compared to 31.7%. In the case of those aged 20 to 24, over the same period, the South Lanarkshire employment rate was 79.4%, nearly a fifth greater than the Scottish rate: 79.4% compared to 67.9%. Good practice, legislation and policy • The following legislation provides important direction and guidance for our planning: The Children (Scotland) Act 1995; The Children and Young People (Scotland) Act 2014; The Community Empowerment (Scotland) Act 2015; The Carers (Scotland) Act 2016 (includes rights for young carers); United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Act 2024 • Children’s Service Plan “Getting it Right for South Lanarkshire’s Children, Young People and Families 2023 – 2026; NHS Lanarkshire Child Health Plan; Corporate Parenting Strategy and Action Plan; Child Protection Business Plan • The Promise (Independent Care Review) of Scotland’s Care system, including the underpinning legislation, practices, culture and ethos, setting out an overall view of what the new approach to supporting children, young people and families should be • Child Friendly Complaints guidance launched by The Scottish Public Services Ombudsman (SPSO) in 2024, supports Scottish public services in taking a child friendly approach to complaints, ensuring the rights of the child under the United Nations Convention on the Rights of the Child (UNCRC) are met throughout. • Family Support Strategy – Family Support Hubs. ‘The Promise’ identified the need to significantly upscale family support services and identified whole family 102
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support as a priority in the Plan 2021 to 2024. This work continues within Plan 24- 30, ensuring ‘The Promise’ to children, young people, families and care experienced adults is kept in full by 2030. What we deliver for South Lanarkshire - Promote children’s rights in line with the United Nations Convention on the Rights of the Child (UNCRC) to empower children and young people and to keep them safe. - Support care experienced young people to achieve positive learning outcomes and positive destinations - Support and protect children and young people - Support children and young people to remain with their own families in their own communities wherever possible - Provide family support to promote the welfare and development of children, young people and their families - Providing residential care and supporting kinship care - Support for young carers - Fostering and adoption - Youth justice We will - Support parents/carers and family members to continue to be regularly engaged in communications with their child’s school - Support children and young people to develop their skills for learning, life and work - Ensure children have the best start in life and are supported to realise their potential - Improve the health and wellbeing of children, young people and families - Improve the life chances of children and young people in need of care and protection Our measures of success will include: - Positive learning outcomes and positive destinations for care experienced young people - Percentage of Child Protection Investigations completed that progress to Case Conference - Percentage of our looked after children and young people accommodated in residential placements. 103
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Housing and Land Good quality, suitable, sustainable places to live Reference points What you told us • Provide good value affordable rents for tenants while allowing continued investment, particularly in the current economic climate. • People require basic needs – shelter, food, heating etc. • Where I live there is a good community spirit • The Gypsy Traveller community have stated that "By working with the council, our community have been fully involved in the decision-making process about the new facilities making us feel valued.” Facts and figures • South Lanarkshire is the fourth largest social landlord in Scotland managing over 25,000 homes, this includes over 900 new homes constructed over the last 5 years and over 450 acquired via the council’s market purchase scheme. • There are approximately 150,000 Households and 153,863 Dwellings in South Lanarkshire and the numbers of both have increased each year since 2001. • On average, the council receives approximately 2400 homeless applications per year • By 2028 the number of households in South Lanarkshire is projected to increase by almost 5% to 153,273. • In South Lanarkshire over the 2017-2019 period, it was estimated that 62,000 dwellings failed to meet the Scottish Housing Quality Standard (SHQS). This represented 42.2% of all dwellings in South Lanarkshire and was above the Scottish average of 41.4% failing to meet the standard. Good practice, legislation and policy • The Local Housing Strategy sets out how the Council and partners will meet housing need and demand. It makes links to the quality of the built environment and sustainable communities. • The Homelessness Strategic Plan (which replaces the Rapid Re-housing Transition Plan sets out how we are working with partnering agencies to bring about a step change in addressing homelessness. • The Local Development Plan 2 (LDP2) outlines the development and land use strategy for South Lanarkshire with LDP3 under development and scheduled for completion in late 2025/26. • The Strategic Housing Investment Plan is a 5-year rolling plan which links the strategic priorities identified in South Lanarkshire’s Local Housing Strategy (LHS) to a strategic plan for the delivery of additional affordable housing. • Housing to 2040 sets out a vision for housing in Scotland to 2040 and a route map to get there. It aims to deliver our ambition for everyone to have a safe, good quality and affordable home that meets their needs in the place they want to be. • The Housing (Scotland) Bill introduced in parliament in March 2024 will give effect to key aspects of the Housing to `2040 strategy, including enhanced rights for private sector tenants, private sector rent control and the prevention of homelessness. 104
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What we deliver for South Lanarkshire - Manage a stock of over 25,000 homes including sheltered housing and two sites and services for the Gypsy/Traveller community - Provide services to people who are homeless or at risk of becoming homeless - Deliver our Integrated Home Options service - Engage with tenants and communities and providing advice and support services - Provide Strategic and Support functions across the Resource - Manage the council’s property portfolio including properties for sale or lease. - Deliver repairs, maintenance and legislative compliance works to the council’s property portfolio to ensure legislative compliance. - Design, manage and deliver property construction projects, additional affordable housing and regeneration programmes. - Provide services to support refugees - Work with others to tackle anti-social behaviour and promote community safety - The maintenance of a 5-year housing land supply across all tenures We will - Support people to access and sustain housing which meets their needs through our Integrated Housing Options service - Provide a comprehensive range of services to help prevent and alleviate homelessness including the provision of suitable temporary and supported accommodation - Provide high quality services to our tenants, including those who live in sheltered housing and residents at our Gypsy/Traveller sites - Work to bring vacant and derelict land sites into productive use - Promote a mix and choice of homes by facilitating private housing development - Work with property owners and landlords to make sure our private housing is suitable for the needs of our residents - Work to bring empty homes back into use to help meet needs within South Lanarkshire - Deliver a first-class repairs and maintenance service - Continue to develop a range of properties to meet the council needs - Continue to deliver an affordable housing programme to meet needs - Help create town centres that offer a social, cultural and economic heart to a community - Manage the council’s portfolio of properties and land - Continue to engage and work with tenants and other customers to design our services. - Support the sustainability and prosperity of rural communities and economy while protecting the distinctive character of the rural area - Increased ownership or local assets - Work with communities to create safe, strong and sustainable places Our measures of success will include: - Increased levels of affordable rented homes - Improved outcomes for households experiencing homelessness, including access to settled accommodation - Ensure our repairs service continues to meet the needs of customers - More energy efficient council homes 105
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Our Economy Thriving business, fair jobs and vibrant town centres Reference points What you told us • People need to be able to access training and skills to help them get into a job or to progress in their employment. • Transport links can be a problem for employment, particularly in rural areas. • Support is needed for local small businesses and town centres need help to adjust and evolve to meet new demands and changing shopping and leisure habits. Facts and figures • South Lanarkshire residents earn an average of £15.28 per hour in 2021, with unequal pay leading to a gender pay gap (the difference between male and female hourly earnings) of £1.86 or 11.4%. • In 2020 there were an estimated 18,000 people (20.8% of employees) in South Lanarkshire who were earning less than the UK Living Wage (£9.50). • South Lanarkshire productivity (GVA per head) is increasing but is 21% lower than the Scottish average. • There are just under 10,000 active businesses in South Lanarkshire, accounting for 5.4% of all Scottish active businesses. • The one-year survival rate for South Lanarkshire companies established in 2019 who were still in business in 2020 was 92.9% compared to 90.5% in Scotland. The five- year survival rate for South Lanarkshire, for businesses started in 2015 and still in business in 2020 was 39.3% slightly below the Scottish average of 39.4%. Good practice, legislation and policy • A number of strategies work together to support and improve our local economy, including Promote – the South Lanarkshire Economic Strategy, the South Lanarkshire Tourism Strategy, the Local Transport Strategy, the Park and Ride Strategy. What we deliver for South Lanarkshire - Promote South Lanarkshire as a location to invest and grow - Deliver support to local businesses, helping them to achieve net zero and create green jobs - Maintain a range and choice of sites for employment use across South Lanarkshire and respond to the changing nature of our town centres by encouraging a more diverse mix of uses - Providing planning and building standard services which guide and control physical development and land use in the area - Providing trading standards to protect consumers and communities - Licensing applications 106
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We will - Minimise unemployment and underemployment with a focus on disadvantaged communities - Train individuals to develop and grow their skills, to be more productive and prosperous in the workplace to benefit both employers and workers and thereby create, sustain and retain a viable workforce - Improve employment and entrepreneurial activity in key business sectors at key locations - Help create town centres that offer a social, cultural and economic heart to a community and contain shared built environment, heritage and spaces that, with the right conditions, provides inclusive and sustainable centres - Deliver council and community planning partners’ strategic projects to enable economic development and sustainable growth - Promote South Lanarkshire as a leisure and tourism destination and realise the potential our tourism, heritage and cultural attractions and outstanding natural environment have in contributing to the economic wellbeing of the area - Work with business to become digitally confident, highlighting the need to utilise digital tools to grow and the benefits of a digitally empowered workforce - Create and build collaborative partnerships between local government, public sector partners, businesses and business organisations as we embark on our journey to net zero to enable the creation of sustainable businesses that thrive, innovate and support our local communities - Establish a responsible, resilient, equitable and locally based procurement framework that maximises opportunities for local and third sector businesses to bid for and win contracts in our area - Recognise that fair work drives success, wellbeing and prosperity for individuals, businesses, organisations and society - Promote South Lanarkshire via the Inward Investment Strategy as a place location to invest and grow Our measures of success will include: - Increased value of spend with local businesses - Increased number of living wage employers in South Lanarkshire - More people in employment and economically active - Reduced poverty and household debt - Vacancy rates within town centres 107
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Delivering the Plan Funding To deliver its objectives, the council operates with a budget of £967 million per annum (2024/2025). We have a strong budget planning process led by our Financial Strategy which sets out a detailed medium term forecast for the financial resources required to meet the aims of the council. The Financial Strategy is updated every year. Through the Financial Strategy the council can ensure that it sets a budget that delivers the ambitions of this Council Plan. The Financial Strategy is informed by the changing environment in which we operate, and the changing needs that we are serving. The strategy helps us manage the resources of the council in the most effective way to ensure that we continue to deliver the services that the residents of South Lanarkshire want, and that we do so while making the best possible use of resources. The Financial Strategy looks at the day to day running costs for the council. The council also has a Capital spend programme that builds on significant capital investment in previous years, which included spend in our schools, social housing, and roads. There are elements of uncertainty which may influence our Financial Strategy, including a lack of clarity on the level of grant funding that the council will get in future years. We are also facing, as many others are, significant additional pressures due to increasing costs across all spend areas and that will mean that the financial position for the council over the next few years will continue to be tough. The management of the council’s budget is subject to strong controls including robust monitoring arrangements and regular reporting to committees and scrutiny forums. People To deliver the Council Plan, and to meet the challenges and opportunities facing the council, we must ensure that we have the right people with the right skills in the right place at the right time. We have a large and diverse workforce, committed to customer-centred service delivery and we must continue to draw upon the knowledge, skills and dedication of our employees. We believe that the people who work for us are our biggest asset and we encourage wellbeing by providing all employees with a safe and healthy working environment where all are treated with dignity and respect. Physical and other assets The council has a significant asset holding and it is essential that our assets are well managed, fit for purpose, and used effectively to support our objectives. To ensure this, the council has a corporate Asset Management Plan (AMP) which includes specific plans for the key asset categories of property, roads infrastructure, housing, fleet and information communication technology. 108
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Working corporately the AMP process enables us to review the suitability, performance and condition of our assets, target investment and consider future service and investment priorities which will include the steps necessary to meet national climate change targets and influence future proposals to utilise the council’s portfolio of assets in a way which improves energy efficiency whilst reducing carbon outputs. Performance management We are accountable for everything we do, and reporting our performance allows residents to see for themselves the steps we are taking to improve our services and deliver our vision. By close monitoring and management of performance, we can ensure our plans are delivered effectively, and that our services are continuously improving to deliver better outcomes for everyone. The council has a structured approach to improvement by managing, monitoring and reporting performance. This allows us to understand our progress and take action where necessary. As part of this we must ensure the public is aware of our performance and continually take on board their views and needs. Robust performance monitoring and reporting arrangements are in place which includes regular progress reports to the council’s committees, and this is complemented by public performance information on the council’s website. Top risks The council is aware that there will be a number of risks over the period of the Council Plan and we will take steps to ensure that these are kept under review so that they can be evaluated and appropriate action taken to mitigate such risks. As the council delivers the Plan, risk management will continue to be a key element in the governance arrangements, providing assurance that the council is compliant with best practice standards and that work is being undertaken to address the gaps highlighted by ongoing council wide and Resource wide risk identification. Governance and assurance The role of governance within the council is to ensure that intended outcomes are achieved for citizens and service users and that the council operates in an effective, efficient and ethical manner. Good governance is about the culture, systems, processes and values by which the council conducts its business and delivers services. There are clear principles which should underpin good governance. The council must be able to demonstrate that: its focus is on its purpose and on the outcomes for citizens and service users; the values for the whole organisation are promoted and demonstrate good governance through behaviour; informed, transparent decisions are taken and risk is managed; the capacity and capability of the council to be effective is developed; members and officers are performing effectively in clearly defined functions and roles; and the council is engaging stakeholders and making accountability real. In delivering the Council Plan, the council will adhere to and work within a framework of internal values and expected external principles and standards which help to deliver good standards of governance. These standards apply to all elected members and employees. 109
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How to find out more and get involved There are many ways to get involved in your local community and influence the work of the council and the Community Planning Partnership, for example, through volunteering, joining a local action group, helping to find out what matters in your area or getting involved in how decisions are made. More information can be found on the Community Planning website. 110
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The Plan on a Page Our Vision Improve the lives and prospects of everyone in South Lanarkshire Our 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 Our Priorities (cross-cutting themes) People – we will work to put people first and reduce inequality Progress – we will work to progress and improve Planet – we will work towards a sustainable future in sustainable places Our Outcomes Communities and Environment Caring, connected, sustainable communities Education and Learning Inspiring learners, transforming learning, strengthening partnerships Health and Wellbeing People live the healthiest lives possible Children and Young People Our children and young people thrive. Housing and Land Good quality, suitable and sustainable places to live Our Economy Thriving business, fair jobs and vibrant town centres 111
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Breastfeeding and Return to Work Policy 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update to the Executive Committee on:- the Council Breastfeeding and Return to Work Policy the Council registering for the Breastfeeding Friendly Scotland (BFS) Scheme the Council’s next steps toward becoming an accredited Breastfeeding Friendly Scotland Employer [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the Breastfeeding and Return to Work Policy (Appendix 1) be approved; (2) to note that the Council had registered for the Breastfeeding Friendly Scotland (BFS) Scheme; and (3) to note the Council’s next steps, detailed at section 5, to submit its application for becoming an accredited Breastfeeding Friendly Scotland Employer (Bronze) in the coming months. [1recs] 3. Background 3.1. The Council’s Breastfeeding and Return to Work Policy, will replace the existing policy. 3.2. The Council signed up to the BFS Scheme in October 2024 and is actively working towards South Lanarkshire Council becoming an accredited Breastfeeding Friendly Scotland Employer. 3.3. BFS is a Scottish Government supported national scheme which is implemented by local NHS Boards. It aims to provide mothers with positive experiences of breastfeeding when out and about and raise awareness of breastfeeding. 3.4. The Scottish Government is due to formally publish a Breastfeeding Friendly Local Authority Award framework which will allow South Lanarkshire Council to apply to become an accredited Breastfeeding Friendly Employer at Bronze status. The revised policy will be submitted along with the required evidence from the breastfeeding friendly working group. 8 113
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4. Key Policy Changes and Updates 4.1. The key changes and updates to the previous policy have been informed through best practice information from the NHS and benchmarking of other local authorities’ policies, as well as legislation and consultation with employees. From the information gathered, the main changes in the policy are that it:- acknowledges the Council’s support for breastfeeding as the optimal infant feeding choice has key aims providing a holistic framework to underpin a supportive breastfeeding culture. These include, guiding managers on how to support employees who choose to breastfeed when returning to work after maternity leave; a list of resources to support employees regarding breastfeeding and mental wellbeing; ensuring publicly accessible Council premises are breastfeeding friendly and encouraging a supportive workplace culture for breastfeeding employees outlines roles and responsibilities, including senior officer and organisational support of the policy signposts to the updated new and expected mothers risk assessment signposts to counselling, physiotherapy and breastfeeding support resources is inclusive of the most recent legislative references 4.2. These policy improvements strive to ensure a safe and supportive workplace environment for nursing employees. There are also additions to the policy which demonstrates that the Council’s commitment to supporting breastfeeding, extends to its publicly accessible premises. This is reflected in the policy aims, which are to ensure that all pregnant and breastfeeding employees are confident that they will be supported to continue breastfeeding on their return to work should they wish to do so and that publicly accessible premises are available, the policy: provides managers with guidance on how to support individuals who choose to breastfeed when returning to work after maternity leave signposts information/resources to pregnant employees on the benefits of breastfeeding and how to access breastfeeding support as far as is reasonably practicable, ensure all publicly accessible Council premises are breastfeeding friendly to allow individuals to feel comfortable to breastfeed encourages a culture which supports employees who choose to continue breastfeeding once back at work 4.3. Upholding this commitment requires employees, in roles which interact with the public, to respond supportively to requests for assistance, e.g., requests from members of the public to access a private place to breastfeed. To highlight the importance of employees providing helpful assistance to such requests, the policy highlights that it is illegal to prevent or stop a nursing parent breastfeeding in public areas. 4.4 Furthermore, as part of the Council being a Breastfeeding Friendly (BF) employer, the Council’s publicly accessible buildings will display the BF logos and posters will be displayed, all of these buildings have been officially signed up to being breastfeeding friendly and management are informed of this. Training information will be requested to be completed by these managers and employees in front facing roles. All employees will be provided with a communication to explain key aspects of BFS, including their responsibilities in providing appropriate assistance to a breastfeeding mother. 114
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5. Next Steps 5.1. On approval of the policy, next steps would be: communicate the policy to employees and managers via the Council’s normal communication channels create a dedicated Breastfeeding Friendly intranet page to bring together information in one place e.g. links to Breastfeeding and Return to Work Policy, key forms (e.g. risk assessment, return to work from maternity leave form), wellbeing/support resources and associated Breastfeeding Friendly Scotland Scheme information 5.2. The Council will submit its application for becoming an accredited Breastfeeding Friendly Scotland Employer (Bronze) in the coming months, once it has sight of the Scottish Government Framework. 5.3 The breastfeeding friendly working group, that comprises of representatives from NHS and the Council, will continue to progress the Council through making further improvements to reach silver, and gold status. 5.4. Once the Breastfeeding and Return to Work Policy has been in place for a minimum 2 years, the Council will conduct a further employee survey to measure improvements in employee awareness, the policy application update and impact. 6. Employee Implications 6.1. The Breastfeeding and Return to Work Policy will be communicated to employees and managers. 7. Financial Implications 7.1. There are no financial resources required as a result of the information presented in this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for sustainability or risk in terms of the information contained within this report. 9. Other Implications 9.1. The Breastfeeding and Return to Work Policy contributes to the Council’s commitment to being recognised under the Breastfeeding Friendly Scotland Scheme. Accreditation to this Scheme will align with key Council values e.g. Excellent Employer and Focussed on People and their Needs. 10. Integrated Impact Assessment and Consultation Requirements 10.1. An Integrated Impact Assessment has been carried out in terms of the new Breastfeeding and Return to Work policy. See link below:- Integrated Impact Assessment - Breastfeeding and Return to Work Policy 10.2. Consultation with the trades unions regarding the improvements to the Breastfeeding and Return to Work Policy have taken place at the Maximising Attendance Working Group. 115
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Jackie Taylor Executive Director (Finance and Corporate Resources) 3 April 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open, and sustainable. Excellent employer We will work to put people first and reduce inequality People live the healthiest lives possible Our children and young people thrive List of Papers Attached Appendix 1 –Breastfeeding and Return to Work Policy. Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Michelle Milne, Head of Personnel Services Ext :4330 (Tel : 01698 454330) E-mail : michelle.milne@southlanarkshire.gov.uk 116
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Appendix 1 Finance and Corporate Resources Personnel Services The Breastfeeding and Return to Work Policy 117
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1. Policy Statement South Lanarkshire Council recognises the short-term and long-term health advantages of breastfeeding for both mother and baby and supports breastfeeding as the optimal infant feeding choice for all parents. The council, therefore, takes a positive and supportive attitude where employees choose to breastfeed on their return to work. South Lanarkshire Council also recognises that breastfeeding is not always a choice and understands the sensitivities around this issue. The council is committed to supporting the well-being of all of its employees and will signpost to support/resources for all infant feeding circumstances. Please note, while this document uses the word mother to describe the parent who is breastfeeding, the council acknowledges and respects that there are parents who are breastfeeding who may have a gender identity other than female and may use terms other than ‘mother’ to describe themselves. 2. Aims 2.1. The aim of the policy is to ensure that all pregnant and breastfeeding employees are confident that they will be supported to continue breastfeeding on their return to work should they wish to do so. To support this aim the council will: • provide managers with guidance on how to support individuals who choose to breastfeed when returning to work after maternity leave. • signpost information/resources to pregnant employees on the benefits of breastfeeding and how to access breastfeeding support. • as far as is reasonably practicable, ensure all publicly accessible council premises are breastfeeding friendly to allow individuals to feel comfortable to breastfeed. • encourage a culture which supports employees who choose to continue breastfeeding once back at work. 3. Scope 3.1. This policy applies all employees of the council to ensure understanding, encouragement and support of those mothers who intend to breastfeed. 4. Roles and Responsibilities 4.1 In order to ensure fair and consistent application of the policy and create a supportive culture towards breastfeeding, roles and responsibilities are outlined below. 4.2 Executive Directors and Heads of Service • Support requests related to breastfeeding and supply the necessary facilities where reasonably practicable. • Ensure managers and employees are aware of the Breastfeeding and Return to Work policy. • Uphold an organisational culture that supports breastfeeding and return to work. 4.3 Line Managers • Familiarise themselves with the Breastfeeding and Return to Work Policy. • Ensure employees are aware of the Breastfeeding and Return to Work policy before starting maternity leave. • If the employee has confirmed their intention to breastfeed, discuss breastfeeding. arrangements with the employee before they return to work. This allows time for reasonable adjustments and practical arrangements to be considered and put in place effectively. 118
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• Review the existing individual risk assessment carried out before an employee returns from maternity leave. Review this with the employee to identify any particular risks, that need to be considered, in relation to the arrangements put in place for the employee to continue breastfeeding. • If the employee does not wish to return to work on a full time basis, flexible working must be discussed and seriously considered in line with the flexible working policy. Explore and consider all possible options to alter the employee’s work pattern. Advice should be sought from Personnel Services as required. • Ensure that all agreed adjustments are recorded and adhered to. • Ensure ongoing wellbeing conversations take place regularly and set regular review dates. 4.4 Employees • The employee should inform their line manager, if they intend to continue breastfeeding, 8 weeks before they return to work. (See notification requirements below) • Follow any safety arrangements implemented for their protection. • All employees should be familiar with this policy to assist with any support and safety arrangements that are put in place for any colleague who is breastfeeding. • Where an employee’s role involves interaction with the public, they should be able to assist or signpost breastfeeding mothers who may require support. Support provided may differ across varying work environments e.g. a request to provide a private room to breastfeed may not always be possible. However, it is important that employees understand what they can offer in their own workplace and should seek clarification from their manager. • All employees must understand it is discriminatory, unlawful and an offence to stop or prevent someone from breastfeeding. 5. Legislation 5.1 There is a range of legislative requirements that protects an employee’s right to breastfeed in their place of work. (Appendix 1). 6. Notification Requirements 6.1 Employees should complete their maternity leave details via Fusion, under the time and absence section. 6.2 Employees are required to confirm their return to work date to their manager, by providing 8 weeks’ notice before their return date. At this time, if the employee intends to breastfeed or express during working hours, they should inform their manager. This will allow the manager to have a supportive discussion with their employee, about what reasonable adjustments need to be considered, to enable the employee to continue breastfeeding on return to work. 7. Risk Assessment and Return to Work Arrangements 7.1 The new and expected mothers risk assessment must be carried out by the manager, with the employee during their pregnancy. It must be reviewed in advance of the employee’s return to work, in consultation with the employee, to take account of any specific risks and needs of mothers who intend to breastfeed/express while at work. Reviewing the risk assessment will ensure that employees return to a healthy and safe work environment, and with agreed adjustments in place. Advice and guidance can be provided by Personnel Services. 7.2 As the manager and employee review the risk assessment, part of the discussion will also include considering practical arrangements that may be needed to provide a supportive return to work for the employee. 7.3 A helpful discussion may involve considering flexible working hours; times and arrangements for feeding/expressing milk; other reasonable adjustments. Reasonable time will be allowed during working hours to express milk. This in practice could mean agreeing extended lunch and/or other breaks, starting slightly later in the morning or leaving early in the evening, 119
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depending on the service provision and within the context of the flexible working options available. 7.4 As required, the manager must also provide facilities to allow mothers to express and store milk at work e.g. access to a refrigerator and a private clean space to breastfeed/express. 7.5 Any temporary or permanent adjustments agreed between the employee and their line manager must be confirmed in writing. It is also important to agree a review date at this meeting to evaluate the arrangements made as part of continued support. 8. Complaints 8.1 Any employee who disagrees with any decisions made by their line manager in relation to the application of this Policy may raise a grievance under the council’s Grievance Procedure. 9. Links to other policies/documents 9.1 This policy is linked to: • Flexible Working Policy • Maternity, Adoption, Paternity Leave, Additional Paternity Leave, Shared Parental Leave and Pay Policy. • Grievance procedure • Dignity at Work policy 10. Further Sources of Information/Support and External Links • All employees can access counselling through the council’s Employee Assistance Provider, PAM Assist by calling 0800 882 4102. All calls are free, confidential and available 24 hours, 7 days a week throughout the year. • Physiotherapy can be accessed by management referral as part of the council’s physiotherapy arrangements, or NHS facilities are available via the employee’s GP or NHS Lanarkshire self-referral. • www.nhsinform.scot/ready-steady-baby • www.laleche.org.uk Appendix 1: Legislation The Breast Feeding etc (Scotland) Act 2005 Under this Act, it is illegal to stop a mother feeding her child under the age of 2 years, either by breastfeeding or bottle feeding, in premises where the public have general access (including premises if the child is lawfully permitted to be there). The Equality Act 2010 (Amendment) Regulations 2023 Confers the same protection for breastfeeding children over the age of 2 years supporting families for the duration of feeing. Any person who deliberately stops or attempts to stop a person from feeding a child in these circumstances will be guilty of an offence, which could lead to a conviction. EU Council Pregnant Workers Directive 92/85/EEC If an employee’s work affects their ability to breastfeed, an employer must temporarily alter their working conditions and/or hours or give alternative work to allow them to continue breastfeeding. This will require employers to be flexible about breaks and other working conditions. 120
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Management of Health & Safety at Work Regulations 1999 (SI 1999 No 3242). The regulations require that risks should be assessed, and control measures put in place where new mothers are at greater risk than other workers where new mothers are at greater risk than other workers because of their condition. Particular hazards to be considered are any physical, biological or chemical agents. Workplace (Health, Safety & Welfare) Regulations (S1 1992 No 3004). These regulations state that employers have a specific duty to provide suitable rest facilities for nursing parents. Personal Protective Equipment (PPE) at Work Regulations 1992 (SI 1992 No 2966). Physiological changes while breastfeeding may affect the ability of the nursing parent to wear PPE correctly and comfortably and may therefore reduce the level of protection PPE is designed to offer. Control of Substances Hazardous to Health Regulations 1994 (SI 1994 No 3246) plus Approved Codes of Practice on Control of Biological Agents, Chemicals (Hazard Information & Packaging Regulations 1994) (SI 1993 No 1746). These regulations highlight that the exposure limits to certain biological or chemical agents must be at a lower level for nursing parents. Ionising Radiations Regulations 1999 (SI No 3232)(IRR99). Special attention must be given to ensure new mothers are not employed in work where there is a high risk of radioactive contamination. Control of Lead at Work Regulations 1980 (SI 1980 No 1248). Exposure for breastfeeding mothers should be viewed with concern. Equality and Human Rights Act Scotland Nursing parents may be able to bring claims for breaches of their rights if they are prohibited from breastfeeding in the workplace. 121
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Chief Executive Subject: Recommendations Referred by Resource Committees 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval of the following recommendations referred to this Committee:- recommendation from the Housing and Technical Resources Committee of 26 February 2025 that the revised South Lanarkshire Council Housing Repairs Policy be approved for implementation from 5 May 2025 recommendation from the Social Work Resources Committee of 26 March 2025 that the proposed changes to the current Adoption Allowance Scheme be approved [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the revised South Lanarkshire Council Housing Repairs Policy be approved for implementation from 5 May 2025, as referred by the Housing and Technical Resources Committee of 26 February 2025; and (2) that the proposed changes to the current Adoption Allowance Scheme be approved, as referred by the Social Work Resources Committee of 26 March 2025. [1recs] 3. Recommendations Referred by Housing and Technical Resources Committee of 26 February 2025 – South Lanarkshire Council Housing Repairs Policy – Extract of Minute 3.1. A report dated 13 January 2025 by the Executive Director (Housing and Technical Resources) was submitted on the revised South Lanarkshire Council Housing Repairs Policy. In terms of the Housing (Scotland) Act 2001, the Council had a statutory duty to provide a repairs service to maintain its housing stock and related assets to an acceptable standard. In accordance with the Housing and Technical Resources’ Policy and Strategy review schedule, a review of the Housing Repairs Policy had been undertaken during 2024. 9 123
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Information was provided on:- ♦ the review and consultation process undertaken ♦ the key changes made to the Policy reflecting the feedback received The proposed revised Policy was attached as Appendix 1 to the report. Subject to endorsement by this Committee, the revised Housing Repairs Policy would be submitted to the Executive Committee for consideration at its meeting on 30 April 2025 and, if approved, would be implemented from 5 May 2025. The Chair thanked the Tenant Participation Co-ordination Group for the work that the Group did. Officers responded to a member’s question regarding the process for checking for alterations made without permission. The Committee decided: (1) that the revised South Lanarkshire Council Housing Repairs Policy, attached as Appendix 1 to the report, be endorsed and referred to the Executive Committee for approval; and (2) that it be noted that, if approved, the revised Policy would be implemented with effect from 5 May 2025. [Reference: Minutes of 23 May 2018 (Paragraph 8)] 3.2 A link to the report submitted to the Housing and Technical Resources Committee of 26 February 2025 is provided for information. South Lanarkshire Council Housing Repairs Policy 4. Recommendations Referred by Social Work Resources Committee of 26 March 2025 –– Adoption Allowance Scheme - Extract of Minute 4.1. A report dated 11 March 2025 by the Director, Health and Social Care was submitted providing an update on proposed changes to the current Adoption Allowance Scheme. A National Review of Care Allowances had been published in 2018 which highlighted that each local authority was able to develop their own Adoption Allowance Scheme within the parameters of the Adoption and Children (Scotland) Act 2007 (the 2007 Act). Under the 2007 Act, local authorities had a duty to assess someone’s need for adoption support services and to provide this support. Adoption Support Services and Allowances (Scotland) Regulations 2009 came into force on 28 September 2009, replacing the Adoption Allowances (Scotland) Regulations 1996. Under those Regulations, South Lanarkshire Council, as an adoption agency, could make payments to adoptive parents who met the criteria for adoption allowances. The adoption and fostering regulations stipulated that a financial assessment required to be undertaken in advance of the payment of an Adoption Allowance. 124
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The central principle was that an Adoption Allowance was payable to an adoptive parent for the purpose of supporting the placement of the adoptive child or the continuation of adoptive arrangements after an adoption order was made. An Adoption Allowance could be provided following a financial assessment of the family and when it was required to cover additional expenditure related to the needs of the child. The assessment had to take account of income and expenditure and, on that basis, the cost of meeting a child’s needs. On 29 August 2024, following agreement between the Scottish Government and COSLA, the introduction of the Scottish Recommended Allowance (SRA) for Foster and Kinship Carers was announced. Additional funding had been provided to implement those changes. This marked the first time a set minimum rate had been introduced which all local authorities had to pay. This had been implemented for foster carers and kinship carers within South Lanarkshire. Prior to the introduction of the SRA, Adoption Allowances had been paid at the same rate as the Fostering Allowance. No additional funding had been provided and there was no requirement to pay Adoption Allowances at the same rate as the SRA. As part of the Budget Recovery Plan prepared to address the Children and Families recurring funding gap of £10.6 million, a review of Adoption Allowances had been completed. The Sustainability and Value Option Approach had been used for appraisal, as detailed in paragraph 4.7 of the report. The proposed changes to Adoption Allowances, appraised as ‘benchmarking and efficiencies’, would meet the Council's statutory requirements. The proposed changes would result in a reduction in expenditure of £0.082 million per annum, as detailed in paragraph 6.1 of the report. The proposed changes to the payment of Adoption Allowances were set out in section 4 of the report as follows:- the introduction of a start-up grant of £750 per child placed which would replace the current pre-Adoption Allowance setting a maximum time limit of 3 years for payment of Adoption Allowances Adoption Allowances would no longer be paid for young people turning 18 (as of 1 April 2025), unless there were exceptional circumstances Following the 3-year time limit period, adoptive parents would be able to request a further adoption support plan. This would include a full financial assessment which ensured the maximisation of universal benefits, or additional funding and independent scrutiny through presentation at South Lanarkshire’s Adoption and Fostering Panel. Carers with young people turning 18 as of 1 April 2025 would be notified of those changes which, if endorsed by the Committee and approved by the Executive Committee on 30 April 2025, would take effect from 1 July 2025. If required, families would be supported to seek advice from the Money Matters Team to ensure all efforts had been made to maximise income from benefits. 125
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Adoption Allowances were paid quarterly in advance and, if a payment had been made for a young person where the allowance would now end, families would not be asked to repay any such allowance. No effort would be made to recover payments already made to families. For carers who were in receipt of current Adoption Allowance payment for young people over 18 years of age, individual meetings would take place to discuss an appropriate timescale to bring those payments in line with the new criteria. The Service Manager (Children and Justice) responded to a member’s question in relation to SRA for Foster and Kinship Carers and confirmed there was no requirement to pay Adoption Allowances at the same rate as the SRA. The Committee decided: that the proposed changes to the current Adoption Allowance Scheme, as detailed at section 4 of the report, be endorsed. The Committee recommended to the Executive Committee: that the proposed changes to the current Adoption Allowance Scheme be approved. [Reference: Minutes of 6 March 2024 (Paragraph 8)] 4.2 A link to the report submitted to the Social Work Resources Committee of 26 March 2025 is provided for information. Adoption Allowance Scheme 5. Employee Implications 5.1. Any employee implications were highlighted as part of the original reports to the Resource Committees. 6. Financial Implications 6.1. Any financial implications were highlighted as part of the original reports to the Resource Committees. 7. Climate Change, Sustainability and Environmental Implications 7.1. Any climate change, sustainability and environmental implications were highlighted as part of the original reports to the Resource Committees. 8. Other Implications 8.1. Any risks or other implications were highlighted as part of the original reports to the Resource Committees. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Integrated impact assessment and consultation arrangements were highlighted as part of the original reports to the Resource Committees. The links to the integrated impact assessments are provided below:- Integrated Impact Assessment - South Lanarkshire Council Housing Repairs Policy Integrated Impact Assessment - Adoption Allowance Scheme 126
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Paul Manning Chief Executive 2 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References ♦ Housing and Technical Resources Committee of 26 February 2025 (Paragraph 11) ♦ Social Work Resources Committee of 26 March 2025 (Paragraph 9)) List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 127
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Chief Executive Subject: Composition of the Council and Membership Places 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of a recent change to the composition of the Council following the resignation of Councillor Corbett from the Conservative Group to join Reform UK and the proposed allocation of committee places 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the current political composition of the Council, as detailed in paragraph 3.3, be noted; (2) that Councillor Corbett be replaced by Councillor Lockhart on Community and Enterprise Resources Committee; (3) that Councillor Corbett be replaced by Councillor McCreary on Licensing Committee and that Councillor Nelson fill the vacant place as a substitute member; (4) that Councillor Corbett be replaced by Councillor Lockhart as a substitute member on Planning Committee; (5) that Councillor Corbett be replaced by Councillor Lockhart as a substitute member on Planning Local Review Body; (6) that Councillor Corbett be replaced by Councillor Nelson as a substitute member on Climate Change and Sustainability Committee; (7) that Councillor Corbett be replaced by Councillor Nelson as a substitute member on Housing and Technical Resources Committee; (8) that Councillor Corbett be replaced by a Conservative Group member on the following:- Education Appeals Committee (from those members/substitute members not serving on Education Resources Committee) Appeals Panel/Grievance and Disputes Panel (from those members/substitute members not serving on Finance and Corporate Resources Committee) (9) that Councillor Lockhart be replaced by Councillor Corbett on the Rural Task Force, with Councillor Lambie appointed as substitute member; (10) that Councillor Corbett be appointed as a substitute member on the following:- Executive Committee Planning Committee Education Resources Committee Finance and Corporate Resources Committee Climate Change and Sustainability Committee 10 129
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Employee, Equalities, Diversity and Inclusion Forum Standards and Procedures Advisory Forum (11) that Councillor Lambie, as Leader of the Reform UK Group, be appointed to the Community Wealth Building Commission; (12) that, as outlined at section 6 of the report, one of the places currently held by the SNP Group on COSLA be allocated to the Liberal Democrat Group; and (13) that authority be delegated to the Chief Executive, in consultation with the relevant political groups, to finalise any outstanding memberships in implementation of the foregoing recommendations, with a copy of the committee and forum memberships circulated following confirmation. [1recs] 3. Background 3.1. Following the resignation of Councillor Corbett from the Conservative Group to join Reform UK, the political composition of the Council has changed slightly and the allocation of committee places has been reviewed. 3.2. The Council’s previous composition, as reported to Executive Committee on 12 March 2025, was as follows:- Labour - 25 (39.06%) Scottish National Party - 25 (39.06%) Conservative - 6 (9.38%) Liberal Democrats - 3 (4.69%) Independent Group - 2 (3.13%) Reform UK - 1 (1.56%) Greens - 1 (1.56%) Independent - 1 (1.56%) 3.3. The current composition is:- Labour - 25 (39.06%) Scottish National Party - 25 (39.06%) Conservative - 5 (7.81%) Liberal Democrats - 3 (4.69%) Independent Group - 2 (3.13%) Reform UK - 2 (3.13%) Greens - 1 (1.56%) Independent - 1 (1.56%) 3.4. Councillor Corbett currently serves on:- Community and Enterprise Resources Committee Clydesdale Area Committee Licensing Committee Planning Committee (substitute) Planning Local Review Body (substitute) Rural Task Force (substitute) Climate Change and Sustainability Committee (substitute) Housing and Technical Resources Committee (substitute) Lanarkshire Valuation Joint Board (substitute) 130
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Education Appeals Committee (from the list of those members/substitute members who do not serve on the Education Resources Committee) Appeals Panel/Grievance and Disputes Panel (from the list of 15 members not serving on Finance and Corporate Resources Committee) 4. Places on Committees 4.1. While there is no statutory requirement in terms of allocating membership places, the Council endeavours to reflect the overall political balance in the membership of its committees, forums, Joint Boards and Outside Bodies insofar as is reasonably practicable. 4.2. The political composition of most committees and forums remains unaffected. However, the political composition of the Rural Task Force is based on the total number of members within wards 1, 2, 3, 4, 5 and 20 which equates to:- Labour – 40% SNP – 25% Conservatives – 15% Reform UK – 10% Others – 10% 4.3. Based on the above, it is proposed that one of the places held by the Conservative Group is allocated to Reform UK. 5. Community Wealth Building Commission 5.1. Councillor Lambie, as Leader of the Reform UK Group, is now entitled to a place on the Community Wealth Building Commission. 6. COSLA Representation 6.1. Following a recent communication from COSLA requesting confirmation of the Council’s membership, a review was undertaken to ascertain if it still reflected the Council’s current composition. 6.2. Based on the current political balance, as outlined at paragraph 3.3, one of the places currently held by the SNP Group should be allocated to the Liberal Democrat Group. The proposed composition should be Labour – 2; SNP – 2; Conservative – 1; Liberal Democrat – 1. 7. Employee Implications 7.1. None. 8. Financial Implications 8.1 None. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1 There are no risks or sustainability issues in terms of the information contained in this report. 131
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11. Integrated Impact Assessment and Consultation Requirements 11.1. There was no requirement for an integrated impact assessment or formal consultation in terms of the information contained in this report. Paul Manning Chief Executive 8 April 2025 Link(s) to Council Values/Priorities/Outcomes Fair, open and sustainable Accountable, effective, efficient and transparent Previous References Executive Committee of 12 March 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Susan Somerville, Administration Manager Ext: 4197 (Tel: 01698 454197) E-mail: susan.somerville@southlanarkshire.gov.uk 132
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Nomination of Trustee to South Lanarkshire Leisure and Culture Board 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval for the nomination of a trustee to the South Lanarkshire Leisure and Culture (SLLC) Board [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Councillor Richard Nelson be nominated to fill one of the vacant trustee positions for elected members or officers of the Council on the South Lanarkshire Leisure and Culture Board. 3. Background 3.1. The revised governance arrangements and constitution for SLLC were approved by the Council at its meetings on 23 June 2021 and 15 June 2022 respectively. The constitution set out the membership of the SLLC Board which included 14 charity trustees made up of 5 elected members or officers of the Council, 1 representative of the trade unions and 8 who were neither an elected member nor an officer of the Council. 3.2. The constitution also set out eligibility criteria and the appointment process for trustees. This process requires the Council to give written notice to SLLC for the appointment of a trustee, and to be guided by SLLC’s Nominations Committee in relation to the selection of appropriate trustees. 4. Appointment of Trustees 4.1. There are currently 3 vacant positions for elected members or officers of the Council on the SLLC Board and Councillor Richard Nelson has intimated his interest in an appointment to this Board. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. None. 11 133
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7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications associated with this report. 8. Other Implications 8.1. An elected member is not obliged to accept an appointment to an external organisation. However, if they do then they may find themselves taking on additional legal duties, e.g. as a trustee of a charity or a director of a company, where they will, in essence be obliged to act in the best interests of that organisation. The exact nature of these legal duties will depend upon the nature of the organisation in question and the role they are appointed to. There is also potential for future conflicts of interests between such a role and their role as an Elected Member. The Standards Commission has issued an Advice Note on such matters. There are no other implications arising from this report. 9. Integrated Impact Assessment and Consultation Requirements 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. Jackie Taylor Executive Director (Finance and Corporate Resources) 11 April 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References South Lanarkshire Council of 15 June 2022 Executive Committee of 2 October 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan, Head of Administration and Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk 134
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Interim Executive Director (Education Resources) Subject: Scottish Government’s Call for Evidence to Inform the National Tackling Child Poverty Delivery Plan 2026 to 2031 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the committee of the response from South Lanarkshire Council to the call for evidence from the Scottish Government to inform the next National Child Poverty Delivery Plan 2026 to 2031 [1purpose] 2. Recommendation(s) 2.1. The committee is asked to approve the following recommendation(s):- [recs] (1) that the response, attached as Appendix 1, be noted. [1recs] 3. Background 3.1. The Child Poverty (Scotland) Act 2017 aims to measure, tackle and report on activity to mitigate child poverty issues in Scotland. The act: sets the Scottish Government’s targets to reduce the number of children experiencing the effects of poverty by 2030 requires Scottish Ministers and public bodies to create delivery plans and reports to help reach those targets 3.2. The focus of activity is expected to contribute to four child poverty reduction targets to be achieved by 2030. These are: (1) Less than 10% of children are in relative poverty. (2) Less than 5% of children are in absolute poverty. (3) Less than 5% of children are in combined low income and material deprivation. (4) Less than 5% of children are in persistent poverty. 3.3. The Act introduced a new requirement for local authorities and relevant health boards to prepare Local Child Poverty Action Reports (LCPARs) as soon as reasonably practicable after the end of each reporting year. 3.4. The Scottish Government has made it clear that the requirement to produce LCPARs signals an imperative to undertake new activity and a new approach to tackling child poverty; effectively a noticeable step-change in tackling child poverty. 12 135
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3.5. Feedback on South Lanarkshire’s LCPARs from the Improvement Service continues to be overwhelmingly positive. 3.6. Since the introduction of the duties within the act, the Council and NHS Lanarkshire have worked closely with other partners to produce a single LCPAR, recognising a collective effort would be more effective. 3.7. The Child Poverty Working Group was established in late 2018 to produce the plan. This group has continued to meet to ensure that the work around the plan remains as relevant and focussed on the key actions to address child poverty in South Lanarkshire as possible. 3.8. The work of the local partnerships and the LCPARs is informed by a national delivery plan. The first delivery plan, Every Child, Every Chance, covered the period 2018 to 2022. The second and current delivery plan, Best Start, Bright Futures, covers the period 2022 to 2026. These plans have included a focus on addressing the three drivers of child poverty reduction - income from employment, costs of living, and income from social security and benefits in kind and on supporting families at greatest risk of poverty. 3.9. The third and final delivery plan will cover the period 2026 to 2031 and is expected to set out the measures for the purpose of meeting the child poverty targets in 3.2 above. It has the aspiration that action committed is affordable, deliverable, and able to deliver impact at the scale and pace required. 3.10. The call for evidence comes at a time when South Lanarkshire Council and the Community Planning Partnership have been successful with an application to be one of the three places in Scotland chosen to work with Public Health Scotland (PHS) and the University College London’s Institute of Health Equity, headed by Sir Michael Marmot, who have partnered to create the Collaboration for Health Equity in Scotland (CHES). 3.11. The aspiration of CHES is to create the best possible environment for the population to live healthy, happy, and thriving lives to help reduce the negative impacts of the social determinants of health. One of the eight Marmot principles is: Early Years, Give every child the best start in life. 4. The Call for Evidence 4.1. The call for evidence to help scope out the next delivery plan was made on 25 February 2025 with the final date for submissions 28 March 2025 and responses were invited from organisations, including local authorities and those in the third sector, private sector and health boards. 4.2. This call sought views and any evidence about how well current policies and actions are working and what new ideas or approaches might help to achieve significant reductions in child poverty in Scotland. This includes interventions that the Scottish Government should continue to support, stop or deliver differently if evidence of impact is limited; new ideas that could be implemented, including work that could be delivered at scale; and evidence from other countries that could be applied in Scotland. 136
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4.3. Given the short timescale to take part in the consultation, the South Lanarkshire Council submission was shared with the Chairs of Education Resources, Housing and Technical Resources, and Social Work Resources and then made to the Scottish Government’s Tackling Poverty Unit on 28 March. It is now presented to Executive Committee for noting. 4.4. There were nine questions for consideration in the call for evidence, which included the following: What is working well and what actions should Scottish Government and partners either continue to do or to do more of? Are there policies, actions or approaches that the Scottish Government and/or partners should either stop or do differently? Are there new policies, actions or approaches that Scottish Government should consider implementing? How can Scottish Government and partners work differently to ensure seamless, integrated supported for families? What prevents this? What more can we do to understand the challenges being faced by the family at greatest risk of poverty, including the six priority families identified to ensure their specific and interconnected needs are met? What targeted action could be taken to tackle inequalities faced by marginalised groups, to help raise their incomes and improve their outcomes? This could include specialist support for one or more groups. 4.5. The response was scoped by members of the Child Poverty Working Group and from other key colleagues with an insight into our work to mitigate child poverty across South Lanarkshire. This included representatives from Education, Social Work, Housing and Technical Resources, NHS Lanarkshire, Skills Development Scotland, Department of Work and Pensions, Social Security Scotland and third sector organisations. 4.6. A copy of the Council’s responses to each of the questions is attached at Appendix 1. 5. Employee Implications 5.1. There are no employee implications associated with this report. 6. Financial Implications 6.1. There are no financial implications associated with this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained in this report. 8. Other Implications 8.1. There are no issues in terms of risk associated with this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Neither an Integrated Impact Assessment nor formal consultation is required as a result of this activity. 137
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Anne Donaldson Interim Executive Director (Education Resources) 3 April 2025 Link(s) to Council Values/Priorities/Outcomes Education and learning: inspiring learners, transforming learning, strengthening partnerships People – we will work to put people first and reduce inequality Planet – we will work towards a sustainable future in sustainable places Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Mullarkey, Children’s Services Partnership Planning Manager Tel: 07795453122 E-mail: kevin.mullarkey@southlanarkshire.gov.uk 138
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Appendix 1 South Lanarkshire’s response to the call for evidence to inform the next National Child Poverty Delivery Plan The Scottish Government has identified a number of key strategic themes that are being proposed as drivers in the new national delivery plan: • Increasing earned incomes by supporting and providing opportunities for parents and carers, to enter, sustain and progress in work. This includes through the likes of employability support and the provision of essential infrastructure such as childcare and transport. • Reducing the costs of living and maximising incomes from social security to allow families to live dignified lives and meet their basic needs. This includes through the likes of social security, affordable homes, and advice services. • Delivering holistic and whole family support to improve outcomes and wellbeing and enable families to better engage with other services that directly increase their incomes. This includes through action focused on preventing families falling into poverty and wider community-based support. • Supporting children and young people to reach their full potential and to break the cycle of poverty in the longer term. This includes through the likes of early years support, education, and post-school transitions. Across all of these themes is the need to retain a sharp focus on addressing the needs of the families at greatest risk of poverty, (including the six priority family groups identified: lone parent families; families with a disabled adult or child; larger families with three or more children; minority ethnic families; families with children under the age of one; and families with mothers under the age of 25) and to give consideration to other inequalities including the deeply gendered nature of child poverty and the challenges associated with living in rural areas. Our response to the call for evidence is based on engagement with a wide range of partners contributing to the child poverty agenda across South Lanarkshire and is informed by our learning and evidence we have gathered from the work we do locally. 1. Do you think these are the right themes to focus on? Yes we agree: The strategic themes developed cover the multi-faceted nature of child poverty. In addition to the previous themes/drivers of Income through employment, income maximisation and reducing living costs it’s encouraging to see the addition of holistic family support and supporting children and young people to break the cycle being added. The key strategic themes and priority groups noted encompass the measures required to address families at the greatest risk of poverty. We think that the deeply gendered nature of inequality is also a welcomed lens from which to understand and approach this work. The societal and structural drivers underpinning gender inequality are underlying child poverty drivers. In regard to inequalities groups, it is crucial that service providers work collaboratively to ensure appropriate levels of engagement with a range of groups experiencing inequalities, for example marginalised groups such as gypsy/travellers, households experiencing homelessness etc to achieve the best possible outcomes. Engagement with Housing services facilitates this. 12 139
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We suggest that increasing Income Through Employment should remain as a standalone theme and it is welcome to see factors including childcare and transport included at this high level, given the barriers they pose for many people, particularly parents and those living in rural locations. As part of a whole family wellbeing approach, South Lanarkshire has already considered the interconnectedness of the issues that operate to contribute to and result from child poverty and welcome this potential focus in the forthcoming delivery plan. We agree with affordability and connectivity of transport both in urban and rural areas however a stronger focus is required on rural areas. Supporting children and young people to reach their full potential should be person centred and include wider contextual factors in which they learn and develop, including outdoor learning, alternatives to mainstream education and other affordable opportunities both within and out with a school setting, such as joining a sports team or pursuing a hobby. We would request that the voices of children and young people inform this priority in terms of their needs to reach their full potential. We think that combining two areas into the second theme (reducing the cost of living and maximising incomes from social security) has the potential to make this theme too wide. However, there is an argument that combining all aspects of benefits, income maximisation and debt advice makes sense, as this information will likely be captured by the one system at local authority level. Including affordable homes here should more explicitly reference risk of homelessness. There may be overlap between the third and fourth theme as when there is a focus on whole family support, children and young people are already at the centre of planning. The early years support in the fourth theme should include things breastfeeding support, the role of the family nurse partnership, early learning and childcare and education. There may also be overlap with this theme and the second theme when thinking about entitlement to school related benefits or supports e.g. school meals and uniform grants. If included, it would be important to be clear exactly what should be captured under this driver and that it’s not just repetition or overlap with other standalone plans e.g. Children’s Services Plan, The Promise etc. 2. Are there other key strategic themes we should consider? Maximum reach in accessing hard to reach groups is likely to be a common issue both locally and nationally, therefore it is important to ensure relevant data sharing between partners to identify children affected by the greatest poverty or at risk of greater poverty. There is a particular need to have a more accessible approach to support and understand the needs of ethnic minority parents, particularly those with no recourse to public funds or those who may not have the right to live and work in the UK. With this in mind, we note community empowerment and resilient communities’ approaches are also relevant cross cutting areas of work to consider developing. Place is an important aspect of life opportunities and addressing the stigmatisation individuals/families/young people and communities of place and interest. While this often sits in other policy areas nationally, in a neighbourhood, opportunities are very interconnected with levels of affluence. There are many forms of stigmatising behaviours whether affluent or deprived, however in this context it comes from multiple sources, and continues to contribute towards the increasing gap between the most and least affluent and may contribute to young 140
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people who live in more deprived communities having access to fewer opportunities than their peers. We think there could be greater focus on person centred, flexible childcare as a significant enabler for parents going into work. Rural child poverty should have its own theme. Rurality adds additional inequality dimensions to all of the drivers of child poverty. Parents in rural areas face not only the barriers of child poverty but also the challenge of limited transport. This often results in food poverty, as parents are restricted to their local shop with non-competitive pricing. This, in turn, encourages parents to rely on takeaway food, which leads to poor diets for both them and their children. Additionally, parents must pay for travel to attend the nearest Job Centre, which can affect welfare benefits and potentially leads to sanctions. As a result, parents are often pushed into a cycle of poor mental health or disability challenges, which contributes to worklessness in future generations. The lack of local employment opportunities forces parents to travel for work, further aggravating the problem. Furthermore, the availability of suitable, affordable childcare is often limited, making it even more difficult for parents to access employment opportunities. Extending and developing innovative approaches to solving the financial and logistical challenges for families in rural area should be considered, e.g. use of a digital model of accessing health appointments will help reduce financial and time pressures on families such as the ‘Near Me’ approach that supports families (and others) attend pre-arranged appointments by video call. Consideration should also be given to the relationship between poor mental health and child poverty. Living in poverty has a devastating impact on parents and children’s mental health. Money and mental health are inextricably linked; not having enough money leads to parental stress and guilt, which has a knock-on impact on children over the course of their lives. Cohesive and integrated partnership working should be a theme and not just an enabler. No one partner or service can tackle child poverty in isolation, therefore the importance of partnership working should be emphasised throughout the themes where appropriate. Longer term and demand led funding for core services not only creates stable employment for staff but allows better retention and increased knowledge and skills of staff and improvement projects to develop. This then leads to increased quality engagement with individuals and families who need it most. When demand increases during times of crisis, temporary additional capacity across the system should be available. 3. What is working well and what actions should Scottish Government and partners either continue to do or to do more of? What is working well • Provision of holistic family support through the Whole Family Wellbeing approach works well and should be scaled up, modelled and shared where possible. • Continue the inclusive work carried out in school settings through the use of the Pupil Equity Fund and share the substantial learning nationally so that more children and young people benefit. • Programmes aimed at improving family employability are working well e.g. Aspire, childcare services to alleviate barriers to employment and financial inclusion services, including health visiting financial inclusion routine enquiry. From an employability point of view there has been significant progress through the council’s Tackling Child Poverty elements of the No-one Left Behind programme, primarily 141
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focusing on the delivery of early-stage keyworker-based employability support to families who would otherwise be unlikely to engage with employability services. • The creation of additional temporary employment opportunities through NHS and South Lanarkshire Council Demonstrator programmes has provided bespoke work patterns for parents to support their transition to employment. • Intentions to abolish the 2-child benefit cap is also very welcome with data suggesting it could lift as many as 15,000 children out of poverty. • Investment in good quality, well-funded welfare rights advice that is accessible to everyone, including through local authority teams and the likes of Citizen’s Advice. Mechanisms to let people know about it, including community outreach and dedicated posts within our NHS services as anchor organisations, to support the huge amount of staff who may be struggling financially, but also to support them to raise the issue and support their patients and service users to access support through referral or signposting. • Financial literacy: Polices that encourage financial literacy particularly for families at risk of poverty. Financial education programmes can empower families to make informed decisions about budgeting, savings and financial planning. The CLD sector is well placed to deliver on this challenge. What should the Scottish Government and partners do more of? Data and Evidence More work must be done with the UK Government to improve data sharing between the DWP, Social Security Scotland and local authorities to improve the uptake and delivery of Scottish benefits. We must continue to improve the data we have available to us. Place based data must be very local: When we look very closely at a range of partnership place data, it can offer us more evidence of families struggling than when we look at intermediate level data. Place level data is not readily available below the intermediate level zone which risks limiting our understanding and responses. It would be extremely useful at a local level to have data into areas where benefits are being under claimed so targeted promotion could be carried out to increase uptake. There have been various discussions at national events in regard to data and several Child Poverty Accelerator Fund (CPAF) projects have focussed on implementing systems that can better utilise data at a local level. In terms of being equitable across Scotland, it would be beneficial to have a ‘Once for Scotland’ system, based on positive findings from these CPAF projects, to enable all local authority areas to better target their limited resources and make data-driven decisions. ‘Once for Scotland’ approaches would also be beneficial when looking at access to data within local authority areas or between local areas and government. This would save time, duplication and effort. We note there are also significant resources across Scottish Government providing data or data services across a variety of different policy topics. Is there a benefit to having this all together in a ‘once for Scotland’ that is more than just child poverty focused? Strategic Alignment across all support: The Scottish Government should continue to embed child poverty and addressing inequality as a key aim across all national strategies and plans. This could improve communication between Scottish Government directorates with Child Poverty as a key theme cutting across various policies including Employability, Childcare, 142
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Transport, Food and Fuel Poverty, Housing, Educational Attainment and Health etc. This would allow a more efficient and effective distribution of funds, reducing duplication and preventing gaps in essential services and better alignment to local resources and strategies. For example: • The Local Housing Strategy (LHS) aims to ensure that houses are energy efficient to help tackle fuel poverty which is experienced by many families with children. The LHS aligns with the South Lanarkshire Local Child Poverty Action Plan which commits to prioritising the allocation of social housing tenancies to homeless families with children, greater homelessness prevention awareness, and sustained tenancy support for vulnerable families, and ensures that partners work together with the aim of reducing the number of homeless households with children experiencing poverty in South Lanarkshire. • The Strategic Housing Investment Plan (SHIP) acts as a delivery mechanism for new affordable housing and details the proposed development priorities over a five-year period. A key objective of South Lanarkshire Council’s SHIP is to help reduce the cost of living and does so by ensuring housing developments are close to key amenities such as schools, which helps to minimise transport costs as facilities will be within walking distance, also reflecting the potential impact of place on the drivers of child poverty. Employability We’d like to see more of a focus on parents with barriers to employment who require long- term flexible, keyworker-based support through the NOLB model. There may be scope to increase the availability of funding to support job related training for parents who are in low waged / PT employment but do not require keyworker support. The previous Individual Learning Account (ILA) model delivered by SDS could provide a vehicle for this but with a focus on parents from eligible groups and with increased funding for individuals. Funding could support parents to re-train to support increased earnings, with a focus on growth sectors. 4. Are there policies, actions or approaches that the Scottish Government and/or partners should either stop or do differently? The Scottish Government should ensure that in order to meet the 2030 child poverty targets, sufficient resources are made available to all partners. Testing, piloting change without mainstreaming: The Scottish Government invests in short term test of change projects often without any exit strategy for how pilots end and how any lessons are learned, and work is rolled out and scaled up. Implementation, ‘carry on’ or change funding following successful projects would assist in redesigning existing resources to support a new operational model for organisations to roll out or scale up these projects. This is especially helpful during a time when demand for universal support services was rising at pace as the cost-of-living crisis grew and resources for universal services are in decline. Short term funding for pilot projects can create silos and tensions between local services finding themselves bidding against each other, or well established, existing services suddenly finding a new service with an urgency to fulfil KPIs in overlapping areas. Despite best intentions, the short-term funding can also create unsustainable dependence that could be better fulfilled by stronger sustained funding into e.g. dedicated tackling poverty teams 143
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and employability services at local authority level, or third sector specific support. At times there appears to be a disconnect between different Scottish Government departments working in the tackling poverty agenda. At times there are no dedicated resources provided, not even short-term ones, when directives are given by government or national agencies, which can be a capacity challenge for both statutory and voluntary organisations. Promote family support and benefits A key focus for both the Scottish Government and partners should be to ensure that that each and every family can achieve maximum access to relevant benefits in the easiest way possible. Not every family will be aware of, for example, the national minimum school clothing grant policy or Best Start Foods that can help parents/carers buy healthy foods like milk or fruit during pregnancy and when the child is under 3 years of age. The Scottish Government may want to think about national advertising campaigns through various social media platforms as well as mainstream TV and radio. Valuing local relationships and strategic investment When Scottish Government provides national funding sources, there could be greater co- ordination with local authorities in relation to relevant local funding and strategies to consider. There are examples of nationally funded services that are duplicating long- established services which have deep roots in the community, with partnership relations with other local partner agencies. It would improve strategic connectivity for funding to be allocated locally, so that partners can be supported to respond collectively to identified unmet need. While pop up additional resources are always welcome, they are usually temporary and provide a need for local partnerships to quickly consider how to maximise and integrate an unexpected new service into the local landscape and also plan for its exit and to pick up the support being provided to local families. We’re often informed after the allocation is made rather than provided an opportunity for discussion early on. This can create resentment in an existing network and create barriers for the new provider in a system where relationships and collaboration are critical. We invest time to manage this positively and focus on the families we support. At worst, there are experiences of nationally funded organisations contacting local groups and services with referrals to those services that the organisation was funded to provide. Joining up the Advice Sector A recognition by the Scottish Government, in terms of advice services, local authorities are by far, the largest funder of these services nationally, particularly in relation to the provision of local services. It would be preferable if the Scottish Government would work closer with local authorities when piloting new projects and funding services, to avoid duplication and to ensure lessons are learned and introduced into local advice services. 5. Are there new policies, actions or approaches that Scottish Government should consider implementing? Areas for consideration are as follows: • Welcoming approaches to address stigma • Increase, accessible and affordable childcare • Stronger focus on understanding rural poverty challenges for a families 144
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• A focus on the relationship between poor mental health and child poverty • Strategic alignment of funding between national and local resources • Improved evidence and data sources, especially localised, place level data • Increase the importance of CLD in preventing the impacts of child poverty becoming generational e.g. youth work and specialist youth support, community capacity building for local supports (community food, homework clubs, gardening, community art etc) community empowerment, increased out of school opportunities for children and young people in less affluent areas. • Support a consistent approach to ‘wrap around’ models which identify key areas where support is needed for the families with greater needs and would help ensuring optimum co-ordinated support across services for example health, housing and education. This is envisaged in part through the Whole Family Wellbeing Fund. 6. How can Scottish Government and partners work differently to ensure seamless, integrated supported for families? What prevents this? • A multi-disciplinary, whole systems approach in all policy areas linked to the support provided to families (regardless of whether it is voluntary or statutory). Barriers such as data sharing limitations, competing partners’ objectives and lack of communication between services can hinder support. Health, Housing and Education Services, including money advice working together can tackle a range of issues which could impact on those families most at risk. • Provide collaborative infrastructure - Systems that offer seamless transition between services. Barriers such as data sharing limitations, competing organisation objectives and lack of communication between services can hinder support. For example, ensuring appropriate systems are in place between partners which will help speed up referrals for families between partners. • Improve access to data: This is often prevented through access to data. Even within organisations, there can be barriers between different departments or services which means key information may not be able to be shared. This can then prevent targeting of work or communications. • Multi-year funding to assist with programme planning and staff retention across all partner sectors 7. What more can we do to understand the challenges being faced by the family at greatest risk of poverty, including the six priority families identified to ensure their specific and interconnected needs are met? Collect qualitative and quantitative information e.g. from the whole family wellbeing hubs (South Lanarkshire model). Ongoing meaningful engagement, with families, children and young people experiencing poverty is vital. This engagement should be working more collaboratively with families, not 145
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just consulting them. Engage with families and young people, listen to their stories, record and make use of their stories as evidence, understand their needs and their ambitions to have a best possible outcome for their children, and address the additional barriers and challenges they identify that they experience as a result of living in poverty/in a deprived area. Key workers: In order to understand the challenges requires the ability by partners to build relationships with those families at greatest risk of poverty. A key worker approach has been proven to build a wholistic relationship with individuals faced to consider a range of factors with them and is especially useful to have a long-term relationship where there are no easy solutions other than supporting someone to go on a journey that may have twists and turns and requires support to be sustained, flexible and responsive. Coordination of right service at right time. (e.g. through a GIRFEC approach) A lot of services all together at the same can feel overwhelming rather than supportive. Having to suddenly be responsive to a lot of offers of help across a lot of services that they might not trust or understand can put a lot of pressure on a parent who is already under stress. Prioritisation at the pace of the family in addressing all of the social determinants of inequality and supporting families one step at a time is necessary. It is vital that partners know the makeup of the six priority groups and recognise that there is likely to be a need to tailor the approach to ensure ease of access to the necessary services to support them and meet their interconnected needs. E.g. ethnic minority parents face many barriers related to welfare rights, sponsorships, and more. However, the language and cultural barriers could be better addressed with additional support, not only for the parents but also for the services that assist them. 8. What targeted action could be taken to tackle inequalities faced by marginalised groups, to help raise their incomes and improve their outcomes? This could include specialist support for one or more groups. Addressing inequalities, particularly for marginalised groups requires targeted financial assistance for example for young mums, families with disabled children and care experienced children and young people. This requires a reduction in services or resources available to other groups. For example, increase flexible, available and affordable childcare options as a priority for this group to enable progress around goals and into work. Targeted support to tackle inequalities faced by marginalised groups is already at the forefront of many frontline services. Appropriate information sharing at the earliest point of contact with families and relevant agencies is crucial to achieve the best outcomes, not only in relation to income but wider interconnected needs, for example around access to housing, health and education services. A more holistic approach to poverty would be preferable. For example, we know that the groups that suffer the deepest poverty and hardship in communities are lone parent households. These may be grandparents, and their poverty reduces their capacity to support their wider family, including grandchildren. Families benefit when they can rely heavily on wider family networks and their community for support and if we neglect these wider networks then all families/households with children suffer. 146
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Invest in community-led support and activities to meet basic needs such as food, heating, transport and fuel, social inclusion and local activities. This will generate ongoing social capital in addition to the need for a service. Invest in the whole family wellbeing approach as interventions need to be holistic and family centred. Create safe spaces for families (out with a public sector setting or within a trusted setting such as a peer worker model) where they feel that they have a voice and are being listened to and then support them to make the changes that they want to see for their family. Increase understanding of the gender gap. Given we know that over 90% of single parents are women and that their additional gender-based inequalities in areas such as household chores, domestic abuse/violence, care for children and access to well-paid work. The Scottish Government has progressed a lot of knowledge building about gender-based budgeting that could inform this approach. This has yet to make it out to practitioner level to be strategically applied. 9. Please use this text box to enter anything else you feel is relevant that we may have missed, this may include any research, evaluation or findings from consultations that you have undertaken which are relevant to this call for evidence. You can attach any published reports, research on lived experience of poverty, or internal pieces of work you may hold along with your submission Continue to support the tried and tested best practices from employability services Tackling Child Poverty funding (No-one Left Behind) through the five-stage employability pipeline: • Early intervention for parents furthest removed from the labour market, requiring a person-centred, holistic approach. • Paid work placements for parents to engage in supported employment with empathetic employers, progressing toward meaningful and sustainable employment. • Key worker services offering a person-led approach tailored to each parent’s needs. • Employability-focused group work/sessions to enable parents to connect with a peer group, fostering friendships, sharing knowledge, and gaining experience. This in turn promotes better mental health and improved prospects, benefiting their children. Focus on those families facing the deepest poverty. Some of the families facing the biggest inequalities are those with no recourse to public funds and staff often struggle to access the level of support these families need to meet the most basic standard of living. Recognise that in-work poverty is growing and that in-work families in SIMD 2 and 3 are now also experiencing poverty and prioritising household spend. The type of support for in-work families requires different timings and frequencies. It is potentially a gap that the care experienced families are not explicitly referenced in addition to the six priority family groups. While this is explicit in South Lanarkshire’s Child Poverty Commitment and LCPARs, this can be a barrier at local level when targeting work as care experienced families can face huge barriers and inequalities. 147
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Director, Health and Social Care Subject: South Lanarkshire Integration Joint Board Strategic Commissioning Plan 2025 - 2028 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update members on the new Integration Joint Board (IJB) Strategic Commissioning Plan 2025 – 2028 1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of the report is noted. [1recs] 3. Background 3.1. As per the Public Bodies (Joint Working) (Scotland) Act 2014, Integration Joint Boards (IJBs) are required to prepare and agree three-year Strategic Commissioning Plans (SCP) that set out how resources will be directed to secure better health and well-being outcomes. The South Lanarkshire Integration Scheme details the services/functions and arrangements for the IJB (including its four administrative localities), an updated Scheme having been approved by Scottish Ministers in March 2024. 3.2. At its June 2024 meeting, the IJB received a report titled Development of Strategic Commissioning Plan 2025 - 2028 which set out in detail the statutory obligations that had to be met in preparing a new SCP; and presented the programme of work developed within the local Strategic Commissioning Group that would be undertaken to ensure completion within the required timescales. That programme of work was subsequently taken forward under the auspices of the Strategic Commissioning Group (SCG) with the appended SCP finalised in March 2025. 3.3. The IJB approved its new Strategic Commissioning Plan 2025 - 2028 at its March 2025 meeting. The SCP is being brought to the Council’s Executive Committee for noting as a key partner to its delivery primarily through the South Lanarkshire University Health and Social Care Partnership (HSCP). 13 149
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4. Strategic Commissioning Planning 4.1. Strategic commissioning is an on-going and iterative process, as illustrated below:- 4.2. The preparation of the SCP 2025 – 2028 has been undertaken with due consideration to the Scottish Government’s Health and Social Care - Strategic Plans: Statutory Guidance; and Healthcare Improvement Scotland Strategic Planning: Good Practice Framework. 4.3. The process of preparing a medium-term SCP for the IJB has been further shaped by local reflection and learning, with the process characterised by three core components: Data Analysis Stakeholder Engagement Situational Awareness 4.4. Data Analysis 4.4.1. Public Health Scotland’s Local Intelligence Support Team (LIST) have provided support in completing an updated joint strategic needs assessment. This has been made publicly available online at the HSCP website. 4.4.2. In addition, other published data sets and resources have been utilised, including data published by the Improvement Service, Office for National Statistics, and the National Records of Scotland. 4.4.3. An updated Housing Contribution Statement has also been prepared, clearly articulating the links between housing, health and social care. This has been made publicly available online at the HSCP website. 150
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4.5. Stakeholder Engagement 4.5.1. Feedback and insights gained through preexisting and extensive engagement processes (e.g. the preparation of NHS Lanarkshire Our Health Together; and the South Lanarkshire Council Connect Plan) provided a foundation for the development of the SCP. 4.5.2. An extensive engagement process was undertaken in accordance with the Scottish Government and COSLA’s Planning with People guidance. This has been made publicly available online at the HSCP website. 4.5.3. A hybrid approach was adopted whereby on-line and in-person sessions were held with stakeholders. A communications and engagement toolkit was developed and shared widely with stakeholders and media outlets to help encourage maximum involvement. Engagement sessions were also planned with strategic groups to widen the dissemination of information. 4.6. Situational Awareness 4.6.1. Key local strategies and plans of the Health Board, Council and Community Planning Partnership have been reviewed, synergies identified, and complementary areas noted (e.g. Children Services Plan). 4.6.2. Cognisance has been taken of other local priorities, programmes and improvement activity, including strategies and programmes of work presented to the IJB that span the previous SCP and this new one (e.g. local Carers’ Strategy). 4.7. The combined outcome of the processes described has been the identification of five strategic goals for the Strategic Commissioning Plan 2025 – 2028, namely:- Nurture - to support more children to reach their developmental milestones Access - to improve the accessibility and range of primary care services Flow – to shift the balance of care from acute to community services, including reducing delayed discharges Recovery – to reduce harm from substance misuse and reduce drug related deaths Protect – to strengthen public protection arrangements help keep vulnerable children and adults safe from harm 4.8. The strategic goals complement and reinforce the prescribed National Health and Wellbeing Outcomes, and the priorities set within NHS Lanarkshire Our Health Together and South Lanarkshire Council’s Connect Plan. 4.9. The strategic goals are also underpinned by existing structures and programmes of work through which they can be driven forward, monitored and reported. 4.10. Key enabling drivers – catalysts for change – have also been highlighted as been critical to delivery, namely:- Financial sustainability Workforce development Carers support Digital development Collaborative innovation 151
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4.11. IJB members participated in a workshop session on 13 February 2025 at which an earlier iteration of these strategic goals and catalysts for change were presented by officers. Whilst not a decision-making forum, this interactive session provided the opportunity for members to consider, comment, challenge and inform the proposals presented. At that workshop, the onward process for measuring and reporting progress against each area was discussed (see below). At that workshop, the importance of the IJB actively engaging with partners in wider action to improve population health and tackle inequalities was also emphasised. Whilst then the formal timescale for this SCP is three-years, a longer-term collaborative ambition is now explicitly stated, i.e:- to improve life expectancy by 2035 whilst reducing the life expectancy gap between the most deprived local areas and the national average 4.12. The preparation and design of the SCP as an on-line document itself has then been further informed by feedback from the presentation of publications to-date (e.g. Annual Performance Reports). Fundamental to this has been key insights derived from external auditor observations in relation to the negative impact that excessive detail and extraneous information can have on reader accessibility; and that the reader experience – and by extension transparency – can be enhanced by greater use of infographics as a replacement for block text. The SCP attached as Appendix 1 has been honed then with an emphasis on: Succinctness and clarity Connectivity - to existing analysis, plans and programmes of work Visual accessibility Strategic – i.e. high level – focus 4.13. In accordance with good practice, hyperlinks have been used throughout the draft to further aid accessibility, so that readers can navigate between content, and access relevant information quickly as required whilst avoiding duplication of content. 4.14. Having been approved at the IJB meeting of March 2025, the appended SCP is being brought to the Council’s Executive Committee for noting having already been presented to the NHS Lanarkshire Board. It will also be shared with other key partnerships (e.g. the Community Planning Partnership) and groups (e.g. the Health and Social Care Forum). 4.15. The above strategic goals will then re-frame and refresh the range of Directions from the IJB to the Council and to the Health Board for delivery (principally, although not exclusively, for progressing through the HSCP) and in accordance with the requirements of the legislation. 4.16. Work is being completed to refresh the IJB routine performance reporting suite for consideration at the next meeting of the IJB Performance and Audit Sub-Committee (PASC) to ensure that the target measures are clearly linked to the strategic goals. In refreshing the performance measures for routine reporting, due consideration will be given to the constructive feedback from the recent Internal Audit report of the South Lanarkshire IJB Performance Monitoring as presented to the PASC at its May 2024 meeting. 152
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5. Employee Implications 5.1. Workforce profiles and projections from national sources (e.g. the Scottish Social Services Council) have been reviewed alongside the workforce plans of NHS Lanarkshire, South Lanarkshire Council and the local integrated health and social care workforce plan (as previously presented to the IJB). 5.2. The SCP highlights continued workforce development as a key catalyst for change / enabling requirement for the delivery of the SCP. 6. Financial Implications 6.1. The Medium to Long Term Financial Forecast separately presented to the March 2025 meeting of the IJB has informed the development of the SCP, recognising that the IJB must operate within the budget available. 6.2. The SCP highlights continued financial sustainability as a key catalyst for change / enabling requirement for the delivery of the SCP. 6.3. IJBs continue to operate in a complex, challenging and changing environment, both locally and nationally. The intense budget and service pressures on Local Government, NHS Boards and IJBs, across Scotland and locally, has been emphasised previously. The scale of the challenge to make the IJB financially sustainable cannot be underestimated. The IJB Financial Forecast - Medium to Long Term will continue to evolve as costs and funding become more certain. Engagement with both partners, wider national networks and the Scottish Government in relation to future funding available will continue. 7. Climate Change, Sustainability and Environmental Implications 7.1. In accordance with the requirements of Section 7 (1) of the Environmental Assessment (Scotland) Act, 2005 a Strategic Environmental Assessment pre- screening exemption on the SCP was submitted to the Scottish Government. The proposed SCP is exempt from Strategic Environmental Assessment as its implementation will have minimal effect in relation to the environment. This is in accordance with Sections 5 (4) and 7 (1) of the 2005 Act. 8. Other Implications 8.1. The preparation of a three-year strategic plan is a statutory requirement as per the Public Bodies (Joint Working) (Scotland) Act 2014. 9. Integrated Impact Assessment and Consultation Requirements 9.1. An integrated impact assessment has been undertaken as part of the development of the SCP 2025 – 2028, and this is publicly available online here: Integrated Impact Assessment. 9.2. The SCP has been prepared in accordance with the updated Planning with People guidance issued by the Scottish Government and COSLA in May 2024, and as reinforced by the IJB Participation and Engagement Strategy. A full report on the outcome of the engagement process is available on the HSCP website. 9.3. Collaborative working across HSCP teams, University Health and Social Care North Lanarkshire, other Council services (e.g. Social Work Children and Families; and Housing Services) and Health Board services (e.g. Acute Directorate; and Public Health Directorate), primary care contractors and with Community Planning Partners, including third and independent sector organisations and community groups will continue to be crucial to the delivery of the strategic goals and the SCP as a whole. 153
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Professor Soumen Sengupta Director, Health and Social Care 31 March 2025 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Ambitious, self-aware and improving Caring, connected, sustainable communities Previous References IJB Report: Development of Strategic Plan 2025 – 2028 (June 2024) IJB Report: Financial Forecast - Medium to Long Term (March 2025) List of Background Papers Scottish Government’s Health and Social Care - Strategic Plans: Statutory Guidance https://www.gov.scot/publications/strategic-plans-statutory-guidance/pages/1/ Good Practice Framework for Strategic Planning. https://ihub.scot/media/8733/good-practice-framework-for-strategic-planning.pdf Updated Joint Strategic Needs Assessment 2025 https://www.slhscp.org.uk/info/14/key_documents Updated Housing Contribution Statement 2025 https://www.slhscp.org.uk/info/14/key_documents Strategic Commissioning Plan Engagement Report 2025 https://www.slhscp.org.uk/info/14/key_documents Updated Housing Contribution Statement https://www.slhscp.org.uk/info/14/key_documents NHS Lanarkshire Our Health Together https://www.nhslanarkshire.scot.nhs.uk/our-health-together/ South Lanarkshire Council’s Connect Plan https://www.southlanarkshire.gov.uk/connect South Lanarkshire Community Plan 2022-2032 https://www.southlanarkshirecommunityplanning.org/info/1/what_is_community_planni ng/135/our_priorities Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Professor Soumen Sengupta Director, Health and Social Care Ext 3700 (Tel: 01698 453700) E-mail: soumen.sengupta@southlanarkshire.gov.uk 154
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South Lanarkshire Integration Joint Board Strategic Commissioning Plan 2025–28 13 155
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2025/28Strategic Commissioning Plan Foreword Professor Soumen Sengupta Chief Officer Lesley McDonald Vice-Chair Margaret Walker Chair We are pleased to introduce our new Strategic Commissioning Plan 2025 – 2028 (the Plan) which sets out how health and social care services will be delivered to improve the quality of support for people in South Lanarkshire. The Plan sets out our key strategic goals which will provide a consistent focus for the work that we do and the decisions that we make. Alongside the five strategic goals we commit to here, we will continue to deliver against the National Health and Wellbeing Indicators; and contribute to the delivery of key local strategies – notably the NHS Lanarkshire Our Health Together Strategy, South Lanarkshire Connect and the South Lanarkshire Community Plan. In discharging our responsibilities, we will embrace and promote the principles of Getting it right for everyone (GIRFE), The Promise and Realistic Medicine with a shared emphasis on empowerment, efficiency, collaboration and compassion. Together this reflects our commitment to working with others to improve access; to shifting the balance of care; to digital and technological innovation; and to prevention. The challenges facing health and social care services are well documented – as are the challenges and inequalities that face many of our communities. Ensuring sustainable and effective services and supports for local people will mean that we will have work as a whole system to address these challenges and confront bold choices where required over the next three years. We will do this responsibly, prudently and fairly in striving to make the best use of all of our resources for the people we serve and with the staff we have the privilege of leading. Our mission here goes beyond that though. Our health and social care teams have a track-record of improvement through teamworking, innovation and learning. We will continue to champion our staff as they lead those improvements. And whilst this Plan is focused on key areas for delivery over the medium-term, we are steadfast in our commitment to whole system working – locally and nationally - to secure improvements in population health and health equity over the long-term. Our continued thanks to all of our staff, our partners and the communities that we serve. 156
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2025/28Strategic Commissioning Plan Our Area South Lanarkshire has a population of just over 320,000. By 2043 the population is projected to grow by almost 1.3% although decreases are expected in most age groups under 64. By 2043 the population aged over 75 is projected to grow by almost 50%. Just over 1 in 5 children aged 0 to 15 are in relative low-income households. Clydesdale Hamilton Cambuslang and Rutherglen East Kilbride Localities 157
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2025/28Strategic Commissioning Plan Our Wellbeing Life expectancy in South Lanarkshire is lower - for both males and females - compared to Scotland. Life expectancy at birth, 2001-03 to 2021-23 81 78 75 72 2001-03 2003-05 2005-07 2007-09 2009-11 2011-13 2013-15 2015-17 2017-19 2019-21 2021-23 Year 78.9 78.6 73.5 74.0 80.8 Female, Scotland 80.3 Female, South Lanarkshire 76.8 Male, Scotland 76.3 Male, South Lanarkshire 158
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2025/28Strategic Commissioning Plan Our Role As defined within the Public Bodies (Joint Working) (Scotland) Act 2014: • The IJB is responsible for the strategic planning of the functions delegated to it and for ensuring the delivery of those functions. • All IJBs have a duty to deliver the national Health and Wellbeing Outcomes. Integration Joint Board (Strategic) • Formal public body • Develops and leads the strategy for Health and Social Care through the Strategic Commissioning Plan • Issues ‘Directions’ to the Council and the Health Board Health and Social Care Partnership (Operational) • Takes forward the operational implementation of the plan on behalf of the Council and the Health Board • Provides assurance to the IJB and the parties on progress with the implementation of the plan 159
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2025/28Strategic Commissioning Plan Our Mission Working together to improve health and wellbeing in the community - with the community Our Vision For all our communities to live longer and healthier lives, supported by the right care, in the right place and at the right time. 160
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2025/28Strategic Commissioning Plan Our Guiding Principles LearningEarly intervention Candour Person centred care Empowerment Inclusion 161
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2025/28Strategic Commissioning Plan Our Strategic Goals Nurture We will support more children to reach their developmental milestones Access We will improve the accessibility and range of primary care services Flow We will shift the balance of care from acute to community services, including reducing delayed discharges Protect We will strengthen our public protection arrangements to help keep vulnerable children and adults safe from harm Recovery We will reduce harm from substance misuse and reduce drug related deaths 162
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2025/28Strategic Commissioning Plan Our Strategic Partners Primary Care U rgent and Emergency Care M ental Health and Wellbeing Planned Care 163
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2025/28Strategic Commissioning Plan Our Strategic Partners To improve the lives and prospects of everyone in South Lanarkshire People We need to put people first and reduce inequality Progress We need to recover, progress and improve Planet We need to work towards a sustainable future in sustainable places 164
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2025/28Strategic Commissioning Plan National Health and Wellbeing Outcomes A framework for improving the planning and delivery of integrated health and social care services Our Outcomes National Health and Wellbeing Outcomes People able to look after and improve their own health and wellbeing People able to live independently in their community Positive experiences of services, and dignity respected Services contribute to reducing health inequalities Support unpaid carers to look after their own health and wellbeing People who use health and social care services are safe from harm Services help to maintain or improve the quality of life Staff feel engaged and supported to continuously improve services Resources used effectively and efficiently 165
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2025/28Strategic Commissioning Plan Our Catalysts for Change Financial Sustainability Workforce Development Carers Support Digital Development Collaborative Innovation 166
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2025/28Strategic Commissioning Plan Our Resources The IJB has a statutory duty to set a balanced budget. The IJB has a track-record of achieving financial balance. The IJB recognises that transformational change and whole system action are required to deliver sustainable health and social care services for local communities. Financial Forecast 2025/26 – 2027/28 2027/28 2026/27 2025/26 700 720 740 760 780 800 820 840 £Million•• Projected Spend • • Projected Funding 167
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2025/28Strategic Commissioning Plan Our Decisions Our Sustainability and Value Option Appraisal Screening approach provides a consistent and transparent framework for considering proposals for change, reinforcing the IJB’s commitment to prioritising the most vulnerable and at-risk across our communities. Public Protection and Clinical Safety Professional Registration Requirements Service Redesign or Reduction with impact on outcomes Service Redesign or Reduction with no/limited impact on outcomes Benchmarking and Efficiencies 168
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2025/28Strategic Commissioning Plan Our Governance The IJB has well-established governance and decision-making arrangements in place. AccountabilityLeadership Sustainability IntegrityEffectiveness Transparency 169
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2025/28Strategic Commissioning Plan Our Ambition To improve life expectancy by 2035 whilst reducing the life expectancy gap between the most deprived local areas and the national average. The IJB understands that the primary determinants of health and inequalities are economic, environmental and social. The IJB is committed to working through and with local Community Planning Partners in order to secure long term improvements for local people and future generations. 170
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If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk 171
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Report Agenda Item Report to: Executive Committee Date of Meeting: 30 April 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire Council Net Zero Route Map - Scope 1 Organisational Emissions 1. Purpose of Report 1.1. The purpose of the report is to provide:- [purpose] an update on new climate change legislation and forthcoming changes to national carbon reduction targets an update on the position of South Lanarkshire Council services in reducing organisational carbon emissions an update on the agreed proposal to develop a South Lanarkshire Council net zero route map for Scope 1 organisational emissions [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the publication of the Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 (paragraph 3.1.) be noted; (2) that the Council’s position to date in reducing its organisational carbon emissions (paragraph 3.4.) be noted; and (3) that the decision by the Climate Change and Sustainability Committee on 19 March 2025 to approve the development of a South Lanarkshire Council net zero route map for Scope 1 organisational emissions (paragraph 4.3.) be noted. [1recs] 3. Background 3.1. In November 2024, the Scottish Parliament passed the Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 which modifies the greenhouse gas emissions reduction targets within previous climate change legislation. The Climate Change (Scotland) Act 2009 Act had included the following climate targets for the reduction of all greenhouse gas emissions Scotland-wide: reduction of 75% by 2030 compared to the 1990 baseline reduction of 90% by 2040 and compared to the 1990 baseline reduction of 100% by 2045 compared to the 1990 baseline (i.e. net zero emissions1) 1 ‘Net zero emissions’ means the amount of greenhouse gas emissions we put into the atmosphere is equal to the amount we take out. 14 173
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The new 2024 legislation amends these targets in response to the Climate Change Committee’s (CCC) advice that Scotland’s interim emissions reduction target for 2030 is beyond what can be achieved. Whilst the target of net zero emissions by 2045 has not been changed, the Scottish Government is seeking to establish five-yearly carbon budget targets which will be set through secondary legislation later in 2025. 3.2. Public bodies, including South Lanarkshire Council, are expected to contribute to the above national targets, with the statutory framework for their climate action and reporting outlined in the Climate Change (Scotland) Act 2009. This states that a public body must, in exercising its functions, act: in the way best calculated to contribute to the delivery of Scotland’s national emissions reduction targets in the way best calculated to help deliver Scotland’s statutory climate change adaptation programme in a way that it considers is most sustainable 3.3. In addition to these legal obligations, the Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Amendment Order 2020, states that public bodies must provide the following information on their organisation’s carbon emissions in their statutory annual Public Bodies Climate Change Duties Reports: a. the body’s target date for achieving zero direct (Scope 1) emissions of greenhouse gases (in the case of South Lanarkshire Council, scope 1 emissions include emissions from properties heated by gas and oil, and emissions from petrol and diesel fleet vehicles). b. the body’s targets for reducing indirect (Scope 2 and 3) emissions of greenhouse gases (in the case of South Lanarkshire Council, scope 2 emissions are associated with the consumption of purchased electricity, e.g. lighting in the Council’s primary schools and offices, and from charging the Council’s EV fleet vehicles; and scope 3 emissions are those arising from the procurement of goods and services from a third party/contractor, e.g. business travel associated with staff-owned vehicles, household waste, and other procured goods and services). c. how the body will align its spending plans and use of resources to contribute to reducing emissions and delivering its emissions reduction targets. d. how the body will publish, or otherwise make available, its progress to achieving its emissions reduction targets. e. what contribution the body has made to helping deliver Scotland’s Climate Change Adaptation Programme. 3.4. The Council has implemented many carbon reduction projects and initiatives over recent years, resulting in a 68.9% carbon emissions reduction since the baseline year of 2005/2006 (the year the Council started to record its carbon emissions). The following table shows the percentage reductions across all carbon emission sources based on 2023/2024 figures (the last recorded full year data): 174
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3.5. Scope 1 emissions (paragraph 3.3) accounts for a sizeable proportion of the Council’s current overall carbon footprint (62.5%). Consequently, the Council has agreed to aim towards a zero Scope 1 emissions target by 2038. This 2038 target timescale is in line with the ambitious public sector targets detailed in Scotland’s Climate Change Plan and Scotland’s Heat in Buildings Strategy. In the latter, there is a target for public organisations such as local authorities to achieve zero emissions heat from their public sector buildings by 2038 i.e. remove fossil fuels from the Council estate). Subsequent to this report being written and presented to the Climate Change and Sustainability Committee on 19 March 2025, it was announced on 3 April 2025 that a revised Heat in Buildings Bill will be brought forward. The full implications of this change for our public sector buildings, and therefore the net zero route-map, will be considered when the Bill is published later in the year. In addition to the 2038 target for public sector buildings, in The National Transport Strategy there is a requirement to phase out the need for new petrol or diesel vehicles in public sector fleets by 2030. Despite both these national targets and the Council’s setting of a Scope 1 emission target timescale, the Council does not currently have a defined route map in place to achieve the 2038 target; however, across the Council, several relevant strategies are in place that provide a framework to build upon. 3.6. To gauge the Council’s readiness for such a Scope 1 route map, the Sustainable Development Team have liaised with the key services / resources who are responsible for assets that contribute most to these emissions: Roads, Transportation and Fleet Services and Housing and Technical Resources, to ascertain the resources, financial and otherwise, that would be required to reduce emissions in the required timescales. A summary of discussions is detailed below 4. Assessment of South Lanarkshire Council services in reducing Scope 1 carbon emissions and likely future progress. 4.1. Buildings - Council Estate (69.2% of Council’s overall carbon footprint and 77% of the Council’s Scope 1 emissions - the scope 1 emissions result from properties heated by gas and oil) 175
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4.1.1. Legislation and National Targets The Scottish Government has recently conducted a consultation on the proposed Heat in Buildings Bill. The Bill makes proposals relating to how we heat our buildings and improve energy efficiency and states that all buildings owned by a Scottish local authority should be using zero direct emissions heating systems by the end of 2038. 4.1.2. Emissions The emissions from Council buildings can be broken down into Scope 1 emissions (properties heated by gas and oil) and Scope 2 emissions (properties with electric heating) as shown in the table below. Carbon Emissions from Council Estate 2005-6 Baseline (Carbon Tonnes) 2023/24 (Carbon Tonnes) % change from baseline Scope 1 (Gas, Oil) 31,595 23,314 -26.21% Scope 2 (Electricity) 37,831 10,227 -72.97% Total (Scope 1 & 2) 69,426 33,541 -51.7% 4.1.3. The overall emissions from buildings (Scope 1 and 2) in the South Lanarkshire Council estate have reduced by 51.7% since 2005. This has been due to implementation of energy efficiency measures, the use of renewable technology such as solar PVs and boiler upgrades, as well as the national emission factors for grid electricity decreasing by around 60%. 4.1.4. Carbon reduction Projects to Date Many projects have contributed to the emissions reductions from the Council’s estate. Some of the key achievements are noted below: energy savings and carbon reductions have been delivered through the installation of various technologies within Council properties including voltage optimisers, insulation and draught proofing, secondary glazing, photovoltaic panels, Combined Heating and Power (CHP) boilers, LED lighting, BEMS controls and heat recovery systems since the start of the Central Energy Efficiency Fund (CEEF) Programme in 2005/06, the revolving fund has been responsible for a total of £6.377 million of investment, up to and including 2023/24, delivering a total of 395 energy efficiency projects solar photovoltaics (PV) panels are installed in 55 of the Council’s 128 primary schools with a peak capacity installed of 1,735kW, producing over 1.2m units of electricity per year a PV feasibility study for the entire primary school estate has been funded from the Climate Emergency Fund. The findings from this study will inform current and future CEEF investment. Further funding from the Shared Prosperity Fund facilitated 14 structural roof reports and engagement with Scottish Power Energy Networks ensuring a pipeline of projects are shovel ready when funding becomes available Our Lady of Lourdes Primary is the first property transitioned from gas to fully electrified heat. The refurbishment work included replacing gas boilers with a new air source heat pump heating system, replacement roofing including insulation, over cladding including insulation, new electrical light fittings, rewire, and mechanical ventilation. This project will be used as a net zero school demonstrator project 176
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4.1.5. Next Steps for Buildings (Council Estate) in Reducing Scope 1 Carbon Emissions The CEEF Programme for 2024 - 2026 sets out a programme for the installation of photovoltaic panels in a further 10 primary schools and at one land and fleet depot. 4.1.6. The Council’s first Local Heat and Energy Efficiency Strategy (LHEES) sets out a long- term plan for decarbonising heat in buildings and improving energy efficiency across the entire local authority area. The LHEES delivery plan sets out how the Council proposes to support the implementation of the strategy. The priorities of the LHEES strategy are listed below and tie in with the priorities of a potential net zero strategy for the Council estate: Priority 1: Reduce heat demand using a fabric first approach to improve the condition and energy efficiency of housing across all tenures to ensure that poor energy performance is removed as a driver of fuel poverty. Priority 2: Transition to zero direct emissions heating systems in buildings across South Lanarkshire to tackle climate change. Priority 3: Make greater use of heat networks as part of the wider just transition to net zero. 4.1.7. A Property and Estates Review is underway which aims to deliver a strategic approach to optimisation of the Council’s estate. The Review will aim to direct investment into a reduced, energy efficient core estate and facilitate the transition to net zero. Phase 1 of the study will baseline the Council estate and provide a comprehensive assessment of the current property portfolio. An initial report on the work undertaken in Phase 1 was presented to the Executive Committee on 12 March 2025. Phases 2 and 3 will include the development of an Estate Strategy and 10-year delivery plan and explore and identify potential funding sources for these. Together, Phases 1-3 will help to identify the core estate for future years and detail the priority assets for investment in decarbonisation. The results of this work will inform the development of the proposed net zero route map for the Council’s Estate emissions. 4.1.8. Challenges to Delivery The Council has approximately 300 buildings with fossil fuel heating systems which will be difficult to decarbonise due to several challenges including:- market disincentives, such as the current unit price differential between gas and electricity (this has the potential to make electric heat pumps more expensive to run than existing gas-powered heating systems) challenging property types, such as those that require significant fabric upgrades an underdeveloped supply chain for energy efficiency and heating upgrades as reported in the Non-Domestic Buildings - Net Zero Feasibilities Report to Climate Change and Sustainability Committee on 15 May 2024, the level of investment required to transition the Council estate to net zero is around £927 million at 2023 prices 4.2. Council Fleet - Scope 1 (14.4% of Council’s Overall Carbon Footprint and 23% of the Council’s Scope 1 Emissions) 4.2.1. Fleet management is a key aspect of Council operations, underpinning the delivery of a multitude of essential services. From passenger services, school transport and refuse collection to social care and winter maintenance, the efficiency and reliability of these services hinge on the effective management of the entire fleet. 177
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4.2.2. Legislation and National Targets The National Transport Strategy 2020 - 2022 sets out the following net zero targets for public bodies:- phasing out of new petrol or diesel light commercial vehicles in public bodies by 2025 phasing out of new petrol or diesel vehicles in public sector fleets by 2030 4.2.3. Emissions Transport is the largest contributor to harmful climate emissions in Scotland. For South Lanarkshire Council, the fleet vehicles required to deliver the entire range of Council Services accounted for 6,967 tonnes of carbon in 2023/24, 14.4% of the Council’s carbon footprint. The emissions from fleet have reduced by 33.1% since 2005. 4.2.4. Carbon Reduction Projects to Date In addition to changing demands in pool vehicle use, there have been a number of interventions which have contributed to this carbon reduction. Some of the key interventions and achievements are noted below:- South Lanarkshire Council has used the Scottish Government’s Switched On Fleets funding for several years to lease small electric cars and vans within the Council’s fleet. As of May 2024, the small vehicle fleet consists of 639 vehicles of which 439 are diesel and 200 (30%) are electric to date, 19 charging sites have been commissioned for fleet vehicles. Each site supports a range of vehicles and so far, a ratio of five vehicles to one charging cable has worked successfully as of February 2024, the telematics solution hosted by Inseego Ltd had been installed in 1,271 of the Council’s vehicles. This represents 87% of the Council’s fleet of 1,410 vehicles. Telematics has reduced emissions through the optimisation of routes the procurement of modern vehicles that offer improved fuel efficiency has also contributed to the decrease in carbon emissions service redesign/route optimisation exercises for key services e.g. winter maintenance 4.2.5. Next Steps for Council Fleet in Reducing Carbon Emissions The Council’s Fleet Strategy and its associated Action Plan was endorsed by Community and Enterprise Resources Committee on 31 March 2020 and approved by the Executive Committee on 24 June 2020. It sets out five key strategic outcomes, namely:- 1. The Council has an appropriately sized fleet with the right vehicles to ensure its services operate in an efficient and effective manner. 2. The Council maintains a safe, efficient, and legally compliant fleet. 3. The Council has a cost effective, efficient fleet service that supports operational requirements and responds to service needs quickly and efficiently. 4. The impact on the environment is reduced. 5. The cost effectiveness of the Fleet. 178
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4.2.6. Progress on the Fleet Strategy has been impacted by COVID-19, which saw the industry face real supply chain and resourcing challenges along with uncertainty over future Council Service demand. Work has now commenced and will continue through 2025/2026 on a review of the Fleet Strategy. This will include a review of the above strategic outcomes, and the annual Fleet Asset Management Plan will also be prepared and published in parallel. 4.2.7. In discussion with Services, there is also renewed focus on the vehicle replacement programme to ensure, as far as is practicable, given available proven technology, a modern and reliable fleet which continues to drive emissions down. To support this, Council Services are also being encouraged to provide an informed assessment of their service demands / needs for the next three to five years to better understand opportunities for reducing fleet vehicles or to deliver a more efficient service e.g. route optimisation. 4.2.8. Replacing aged, unreliable vehicles will reduce maintenance costs and will offer further opportunities to procure new ultra-low emissions vehicles. New, more reliable vehicles will also support operational requirements as time lost to mechanical break downs will be reduced. An associated financial strategy will be required to support the transition to low carbon/electric vehicles. 4.2.9. Challenges to Delivery The financial cost to transition to ultra-low emission vehicles is significant. To convert the fleet’s small petrol and diesel vehicles to electric vehicles could see lease costs alone increase approximately £1.25 million per year. 4.2.10. Currently there is a reasonable charging network across the Council estate, however, further expansion at key locations will be required to provide services and users of Council vehicles with the confidence that they can charge vehicles. Any increase in the number of electric fleet vehicles would also require investment, currently not available, to increase the availability of charge points to meet demand. 4.2.11. In the West of Scotland work is underway to transition the Council’s public charging infrastructure network to a shared model, operated on a day-to-day basis by the private sector. An extensive network of charge points is already in place across South Lanarkshire, and this is expected to provide part of the solution to support the electric fleet expansion. Any expansion of this through a shared model would be beneficial. 4.2.12. Future carbon reduction within Council fleet is also possible by reducing the overall number of vehicles within the fleet and a range of ongoing reviews are presently considering a reduction in vehicles to generate fleet related efficiencies and in turn reduced emissions. This includes depot rationalisation, winter maintenance, waste review, grass cutting, ASN transport and street sweeping. 4.2.13. The options for heavier vehicles, for which there are no readily available or proven low carbon alternatives, will be considered as technologies advance and pilots are undertaken. As ultra-low emission heavy commercial vehicles become more readily available, securing the funding required to purchase them will continue to be a challenge. 179
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4.3. Next Steps for Council in Developing Scope 1 Route Map 4.3.1. There are numerous workstreams progressing, involving key services which contribute most to Council carbon emissions; these will inform the Council’s net zero journey. However, South Lanarkshire Council will not reach the net zero emissions target by 2045 at the current pace of emissions reductions. Projections show that if Council emissions continue on the current trajectory, by 2045, the Scope 1 emissions will remain high at over 17,900 carbon tonnes. 4.3.2. It is proposed, therefore, that Scope 1 emissions be the focus of the first phase of emissions reduction mapping, as the Council aims to reduce these emissions in line with national legislation. There is established baseline data for Scope 1 emissions and there is a clear understanding of the challenges of decarbonising the Council’s buildings and fleet. A Scope 1 net zero route map would coordinate action, set clear and achievable emissions targets, and align spend to achieve those targets. 4.3.3. This route-map would not only address the Council’s legal obligations outlined at paragraphs 3.2. and 3.3., but would also address the recommendations in the Audit Scotland report, Scotland’s councils’ approach to addressing climate change, published in September 2022. This report stated that Councils need to be more transparent about gaps between the level of impact of planned actions and the scale of the challenge, and recommends the following action in response to the climate emergency: 1. Ensure clear and transparent emissions targets are in place. 2. Increase action on adaptation and climate resilience. 3. Make action plans clear about the gaps and challenges that remain. 4. Increase collaboration efforts. 5. Embed climate change into decision making at all levels. 180
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4.3.4. It has, therefore, been agreed that as part of the Council’s longer term strategic planning that a net zero route map for Scope 1 emissions will be developed to help deliver on our climate change commitment. The route map will be developed in cognisance of other statutory Service strategies and highlight the significant financial investment required to achieve net zero, detailing costs and potential sources of finance. In the first instance, it has been agreed that a 3–5-year route map could be developed. 5. Employee Implications 5.1. All Resources are required to contribute to the implementation of the Sustainable Development Climate Change Strategy to ensure that actions and targets are met, including carbon reduction and net zero targets. The Sustainability Team monitor and report the Council’s progress. 6. Financial Implications 6.1. The amended order for the Climate Change (Scotland) Act 2009 introduced a Statutory Instrument highlighting the need to report how we align spending plans and use of resources to contribute to meeting our carbon emission reduction targets. This was introduced from 2020/2021 onwards and is required to be included each year in the Public Bodies Climate Change Duties Compliance report. 6.2. As previously reported, carbon reduction up to now has been achieved within current budgets and from ad hoc capital funds, however, without significant financial investment (whether through direct government funding or via innovative new funding models), the Council will be unable to meet the challenging national net zero carbon targets. Nevertheless, an Office for Budget Responsibility budget and spending review concluded that acting early could halve the cost of getting to net zero compared to acting late. 6.3. The paper presented to Climate Change and Sustainability Committee on August 14th titled ‘Glasgow City Council – Model for Climate Investment’ details a potential means of attracting the required investment which could be rolled out across the Glasgow City Region. 7. Climate Change, Sustainability and Environmental Implications 7.1. To achieve the Council’s climate change commitments, significant action and investment is required to reduce operational emissions as soon as possible. More measures to reduce, and or mitigate, carbon emissions must be progressed to meet the statutory targets. The proposed net zero route map would help the Council to achieve its legal duties with regards to Climate Change, Sustainability, and the Environment. 8. Other Implications 8.1. ‘Failure to meet sustainable development and climate change objectives’ is one of the top risks for the council. Without a plan in place and a financial plan to support it, then this risk will continue to be one of the Council’s top risks. 9. Integrated Impact Assessment and Consultation Requirements 9.1. Consultation has been undertaken with all relevant Council Resources and Services in the preparation of this report, specifically with Housing and Technical Resources and Roads, Transportation and Fleet Services. 181
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9.2. 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 integrated impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 2 April 2025 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 Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References Non-Domestic Buildings - Net Zero Feasibilities, Climate Change and Sustainability Committee on 15 May 2024 Glasgow City Council – Model for Climate Investment, Climate Change and Sustainability Committee on 14 August 2024 Carbon Management Year End Report 2023/2024, Climate Change and Sustainability Committee on 9 October 2024 List of Background Papers Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 Sustainable Development and Climate Change Strategy 2022-2027 UN’s Sustainable Development Goals Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kathryn McCafferty, Carbon Management Officer E-mail : kathryn.mccafferty@southlanarkshire.gov.uk 182