Agenda Document Pack - Executive Committee - 11/12/2024
South Lanarkshire Council · 11 December 2024
Back to Executive Committee — 11 December 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 03 December 2024 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, 11 December 2024 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, Eileen Logan, Katy Loudon, Ian McAllan, Catherine McClymont, Kenny McCreary, Lesley McDonald, Davie McLachlan, Richard Nelson, Norman Rae, Mo Razzaq, Kirsten Robb, John Ross, David Shearer, Margaret B Walker Substitutes Walter Brogan, Poppy Corbett, Margaret Cowie, Celine Handibode, Graeme Horne, Martin Hose, Cal Johnston-Dempsey, Ross Lambie, Hugh Macdonald, 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 13 November 2024 submitted for approval as a correct record. (Copy attached) 5 - 18 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 8 - 1 April 2024 to 1 November 2024 Report dated 13 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 19 - 24 4 Capital Budget 2024/2025 and Monitoring for Period 8 - 1 April 2024 to 1 November 2024 Report dated 19 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 25 - 32 5 Update to Funding Report dated 15 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 33 - 36 Item(s) for Decision 6 Glasgow City Region City Deal – Centre West, East Kilbride Outline Business Case Report dated 26 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 37 - 58 7 Outcome of Statutory Polling Scheme Review Report dated 18 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 59 - 76 8 Council Motion - Keep the Beat Alive Report dated 27 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 77 - 88 Item(s) for Noting 9 2025/2026 Budget Update - COSLA Lobbying Document Report dated 22 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 89 - 92 10 Marmot Place for South Lanarkshire Report dated 24 November 2024 by the Chief Executive. (Copy attached) 93 - 100 11 National Care Service – Update Report dated 25 November 2024 by the Director, Health and Social Care. (Copy attached) 101 - 104 2
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12 Commercial Opportunities Report dated 14 November 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 105 - 110 13 Cost of Living Support Report dated 14 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 111 - 118 14 Artificial Intelligence and the Council Report dated 30 August 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 119 - 132 15 Developing an Age Friendly South Lanarkshire ‘A great place to grow older’ Report dated 1 October 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 133 - 136 16 Programme for Government 2024/2025 Report dated 24 October 2024 by the Chief Executive. (Copy attached) 137 - 186 Urgent Business 17 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 3
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 13 November 2024 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 Andrea Cowan, Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Lynsey Hamilton, Councillor Celine Handibode (substitute for Councillor Susan Kerr), Councillor Graeme Horne (substitute for Councillor Ian McAllan), Councillor Martin Hose (substitute for Councillor Kenny McCreary), Councillor Cal Johnston-Dempsey (substitute for Councillor David Shearer), Councillor Eileen Logan, Councillor Katy Loudon, Councillor Catherine McClymont, Councillor Lesley McDonald, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Norman Rae, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor Graham Scott (substitute for Councillor Margaret B Walker) Councillors' Apologies: Councillor Susan Kerr, Councillor Ian McAllan, Councillor Kenny McCreary, Councillor David Shearer, Councillor Margaret B Walker Attending: Chief Executive’s Service P Manning, Chief Executive; J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy Community and Enterprise Resources D Booth, Executive Director; A Brown, Head of Enterprise and Sustainable Development; S Laird, Engineering Manager; K McCafferty, Carbon Management Officer; C Park, Head of Roads, Transportation and Fleet Services Education Resources A Donaldson, Head of Education (Inclusion); L Sherry, Head of Education (Support Service and School Estate) Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); M Husband, Head of IT Services; K McLeod, Administration Assistant; M Milne, Head of Personnel Services; T Slater, Administration Adviser; I Strachan, Head of Administration and Legal Services Housing and Technical Resources S Gibson, Executive Director; C Jardine, Head of Property Services Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care; L Purdie, Head of Children and Justice Services 1 Declaration of Interests No interests were declared. Councillor Razzaq made a transparency statement at item 10 of the agenda – Transformation Fund – Phase 1 update and Phase 2 Proposals, as he was a member of the South Lanarkshire Leisure and Culture Board. 2 5
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2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 2 October 2024 were submitted for approval as a correct record. In relation to item 10 – Council’s Approach to Impact Assessments – Councillor Robb requested that bullet point 3 be extended to read ‘mitigating travel implications, with officers to consider the inclusion of provision in the planned review of the Employee Travel Plan for mitigations to carbon neutralise those flights which were deemed necessary’. This was agreed. The Committee decided: that the minutes be approved as a correct record, subject to the agreed amendment to item 10. 3 Revenue Budget Monitoring for Period 7 - 1 April 2024 to 4 October 2024 A report dated 14 October 2024 by the Executive Director (Finance and Corporate Resources) was submitted providing a forecast for the year to 31 March 2025 for the Council’s General Fund Revenue Account and Housing Revenue Account. The year-end forecast to 31 March 2025 for both the Council’s General Fund Revenue Account and Housing Revenue Account was a projected breakeven position as at 4 October 2024. Details were provided in the appendices to the report. Information was provided on the following key budget areas:- teacher numbers employer’s pension contribution increase (teachers) The early Outturn position for 2024/2025 was also provided. The Committee decided: (1) that the projected break-even position on the General Fund Revenue Account for 2024/2025, and the actual spend as at 4 October 2024, as detailed in section 4 and Appendix 1 of the report, be noted; (2) that the position on the 2024/2025 Early Outturn, as detailed in sections 4.7 to 4.10 of the report, be noted; and (3) that the projected break-even position on the Housing Revenue Account for 2024/2025, and the actual spend as at 4 October 2024, as detailed in section 5 and Appendix 2 of the report, be noted. [Reference: Minutes of 2 October 2024 (Paragraph 3)] Councillor Chalmers left the meeting during consideration of the above item of business 4 Capital Budget 2024/2025 and Monitoring for Period 7 - 1 April 2024 to 4 October 2024 A report dated 23 October 2024 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 to 4 October 2024. 6
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The revised programme for the General Fund for 2024/2025 was £76.792 million which included previous adjustments approved by this Committee. The programme included further proposed adjustments, as outlined in the report and detailed in Appendix 1. To reflect accounting regulations, it was also proposed that £1.000 million be transferred to the Revenue Budget for the Private Housing Scheme of Assistance project. The overall programme was summarised in Appendix 2 to the report, with the funding available to support the programme detailed in Appendix 3. Appendix 3 also showed a forecast for the financial year of £76.792 million. Actual spend incurred as at 4 October 2024 totalled £17.581 million. Actual funding received up to 4 October 2024 was £45.336 million. This was also detailed in Appendix 3. Relevant officers would continue to monitor the generation of all income. 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 4 to the report. Budget for the period amounted to £22.439 million and, as at 4 October 2024, £22.439 million had been spent. The forecast for 2024/2025 identified an outturn of £72.106 million. The reason for this related to Affordable Housing Supply Programme funding, as outlined in the report. 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 to 3 of the report and the Housing Capital Programme, as detailed in Appendix 4 of the report, as at 4 October 2024, be noted; (2) that the adjustments to the General Fund programme, as detailed at Appendix 1 of the report, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 2 October 2024 (Paragraph 4)] 5 Update to Funding A report dated 18 October 2024 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £5.839 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) Housing and Technical 0.218 Total 0.218 7
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Capital Funding Resource 2024/2025 (£m) Education 0.332 Housing and Technical 5.289 Total 5.621 Overall Total 5.839 The Committee decided: that the report be noted. [Reference: Minutes of 2 October 2024 (Paragraph 5)] 6 Employee Workforce Monitoring Information - April to September 2024 Summary A report dated 23 October 2024 by the Executive Director (Finance and Corporate Resources) was submitted on workforce monitoring information relating to the Council for the period April to September 2024 as follows:- attendance statistics occupational health statistics accident/incident statistics disciplinary hearings, grievances and Dignity at Work cases employee development labour turnover/analysis of leavers and exit interviews recruitment monitoring Staffing Watch as at 14 September 2024 Following a member’s questions in relation to the black/ethnic minority recruitment figures, it was noted that the newly formed Employee, Equalities, Diversity and Inclusion Forum would look further into this area and the Head of Personnel Services undertook to meet with the member to look at the figures. The Committee decided: that the report be noted. [Reference: Minutes of 22 November 2023 (Paragraph 6)] Councillor Chalmers joined the meeting during consideration of the above item of business 7 Community Plan Quarter 4 Progress Report 2023/2024 and Annual Outcomes Improvement Report A report dated 23 October 2024 by the Chief Executive was submitted on progress against the outcomes within the Community Plan 2023/2024 as at 31 March 2024. The South Lanarkshire Community Plan, approved in October 2017, set out the priorities and outcomes for the Community Planning Partnership over a 10-year period from 2017 to 2027. Subsequently, a revised Community Plan had been approved by the Partnership Board on 22 June 2022 which covered the period 2022 to 2032. In order to meet the requirement to publish a Local Outcomes Improvement Plan, as required by the Community Empowerment (Scotland) Act 2015, it had been agreed that an Annual Outcomes Improvement report would be published alongside the Community Plan Progress Report. 8
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The Quarter 4 progress report, attached as Appendix 1 to the report, summarised progress against the Community Plan to March 2024. The Annual Outcomes Improvement Report, which detailed the progress of the South Lanarkshire Community Planning Partnership during 2023/2024, was attached as Appendix 2 to the report. The report provided a summary of progress against the outcomes of the Community Plan using a traffic light system of red/amber/green. A blue status had also been included which indicated that the action to achieve change had been completed. Of the 76 measures contained within the Plan, none had been completed, 67 were judged to be on course to achieve the targets set (green), 7 were judged to be slightly off target (amber) and 2 were judged to be considerably off target (red). There were no measures which would be reported later. Details were provided on:- the 7 amber and 2 red measures, together with explanatory commentary key achievements for 2023/2024 in relation to priority themes The Committee decided: (1) that the progress made to date against the outcomes within the Community Plan, as detailed in Appendix 1 of the report, be noted; and (2) that the content of the statutory Annual Outcomes Improvement Report, as detailed in Appendix 2 of the report, be noted. [Reference: Minutes of 22 November 2023 (Paragraph 7)] 8 2025/2026 Revenue Budget Gap and Savings A report dated 31 October 2024 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the budget gap and proposed savings for 2025/2026. Information was provided on:- the following key budget areas:- the 2024/2025 pay award and the proposal to set aside Consequentials funding of £3.600 million to contribute to the 2025/2026 pay award costs the potential reduction of the budget gap due to reduced utilities costs better than anticipated recovery of Council Tax income proposed savings as a result of the Transformational Change Programme the position in relation to teacher numbers the cross-cutting review of the Loans Fund and Service Concessions the 3-year budget position 2025/2026 to 2027/2028 the next steps in the budget process, including public consultation The Executive Director (Finance and Corporate Resources) responded to members’ questions in relation to the:- terminology in the report where certain recommendations were for consideration impact of extending loan periods and whether there were any guidelines in relation to level of debt or interest payments The Chair advised that the Cross-Party Budget Working Group would be reconvened. 9
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The Committee decided: (1) that the update on key budget areas, as detailed in section 4 of the report, be noted; (2) that £3.600 million Consequentials funding be set aside to contribute to the 2025/2026 pay award, as detailed in section 4.2 of the report; (3) that the 2025/2026 budget reductions in utilities and Council Tax, as detailed in section 4.8 and Table 1 of the report, be used to reduce the budget gap; (4) that the proposed savings included in Appendix 1 be considered; (5) that the position regarding additional teachers, as detailed in section 5.4 of the report, be noted; (6) that the Loans Fund Review proposal to remove voluntary repayments, as summarised in sections 6.3 to 6.8 and detailed in Appendix 4 of the report, be considered; (7) that the use of the resultant savings from the Loans Fund Review, as detailed at section 6.7 and Table 4 of the report, to reduce the Budget Gap, be considered; (8) that the Service Concessions (IFRS 16) review savings, as detailed at section 6.11 and Table 5 of the report, be noted; (9) that the use of Loans Fund Review underspends to support the Budget Strategy from 2027/2028 to 2029/2030, as proposed in section 6.16 and Table 8 of the report, be considered; (10) that the revised 3-year budget gap across the period 2025/2026 to 2027/2028, as detailed in section 7 and Table 9 of the report, be noted; and (11) that the risks detailed in the Other Implications section of the report be noted. [Reference: Minutes of 26 June 2024 (Paragraph 9)] 9 Glasgow City Region City Deal - Stewartfield Way Capacity Enhancement Project: Outline Business Case A report dated 23 October 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the Outline Business Case (OBC) for the Stewartfield Way Capacity Enhancement project. The Council was one of 8 local authorities who, with the UK and Scottish Governments, were signatories to the £1.13 billion Glasgow City Region City Deal. The City Deal was made up of 20 key infrastructure projects that were intended to drive economic and inclusive growth across the Glasgow City Region area. Information was provided on:- the governance arrangements for the City Deal initiative and the approval process for OBCs the current position in relation to the project which, following approval by this Committee at its meeting on 8 May 2024, had been rescoped to include town centre interventions the realignment of the project budget the specific improvements the project was expected to deliver and the delivery timeline the project cost and funding share between City Deal funding and Council funding 10
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If approved, a Full Business Case for the project would be developed for submission to a future meeting of the Committee. Officers responded to members’ questions in relation to:- the provision of information on the climate impact of certain aspects of the project, without which any decision could be at conflict with legal duties and the Council’s Climate Action Plan in relation to carbon emissions the rationale and use of funds for the new junction at the Kingsgate retail area The Committee decided: (1) that the Outline Business Case for the Stewartfield Way Capacity Enhancement project be approved; (2) that the proposed next steps in developing the project be approved; (3) that grant funding be sought in accordance with the City Deal Grant Distribution Process outlined in the Assurance Framework in relation to preliminary costs; and (4) that the relevant Full Business Cases for the project and associated subprojects be developed for future presentation to the Executive Committee and City Region Cabinet. [Reference: Minutes of 8 May 2024 (Paragraph 7) and 10 March 2021 (Paragraph 10)] Councillor Robb, as the mover of an amendment which failed to find a seconder, asked that her dissent be recorded 10 Transformation Fund – Phase 1 Update and Phase 2 Proposals A joint report dated 23 October 2024 by the Executive Directors (Housing and Technical Resources) and (Community and Enterprise Resources) was submitted providing an update on the Transformation Fund. At its meeting on 22 February 2023, South Lanarkshire Council approved funding for capital investment to help modernise the leisure and culture estate, optimise the use of assets and assist in the transition towards Net Zero. A £13 million Transformation Fund had been included in the Council’s financial plans in the capital programme. Phase 1 was approved by this Committee at its meeting on 8 May 2024. Information was provided:- on the progress of investment in properties identified in Phase 1 of the Transformation Fund Programme, as detailed in Appendix 1 to the report requesting approval for Phase 2 investment proposals, as outlined in Appendix 2 to the report on the oversight arrangement in place which included a cross-Service working group to monitor progress Officers responded to members’ questions in relation to:- increasing energy efficiency and reducing energy costs support for rural halls. The Chief Executive advised of other pieces of work that were being undertaken and the potential to use the unallocated funding where necessary, and undertook to take a closer look at the halls and specific work identified how members could highlight areas of concern in their ward the scope of delegated authority outlined at recommendation (4) 11
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It was, therefore, proposed that:- delegated authority be granted to the Executive Director (Housing and Technical Resources), Executive Director (Community and Enterprise Resources and Executive Director (Finance and Corporate Resources) to (i) amend budget allocation for each project and/or (ii) amend project scope as required when final costs were known, where that amendment to the project scope was not material in terms of the context of the project or was of a technical nature, ensuring the overall budget was not exceeded should there be any available budget following the delivery of all agreed projects within Phase 1 and 2, delegated authority be granted to the Executive Director (Housing and Technical Resources) and Executive Director (Community and Enterprise Resources) to progress with further priority projects, as identified at Section 6.2 of the report The Committee decided: (1) that the progress in relation to Phase 1 of investment from the Transformation Fund, as detailed in Appendix 1, be noted; (2) that the proposals for Phase 2, as set out in Section 5 and Appendix 2, be approved; (3) that the arrangements for monitoring the programme and budget, as set out in Section 6, be approved; (4) that delegated authority be granted to the Executive Director (Housing and Technical Resources), Executive Director (Community and Enterprise Resources and Executive Director (Finance and Corporate Resources) to (i) amend budget allocation for each project and/or (ii) amend project scope as required when final costs are known, where that amendment to the project scope was not material in terms of the context of the project or was of a technical nature, ensuring the overall budget was not exceeded; and (5) that, should there be any available budget following the delivery of all agreed projects within Phase 1 and 2, delegated authority be granted to the Executive Director (Housing and Technical Resources) and Executive Director (Community and Enterprise Resources) to progress with further priority projects as identified at Section 6.2. Councillor Cooper left the meeting during consideration of the above item of business 11 Public Bodies Climate Change Duties - Annual Report 2023/2024 A report dated 24 October 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the Council’s annual Public Bodies Climate Change Duties Compliance report for 2023/2024, as required under the Climate Change (Scotland) Act 2009. The report contained the following 6 sections:- profile of reporting body governance, management and strategy emissions, targets and projects adaptation procurement validation The purpose of each of those areas was summarised in the report. Highlights from the 2023/2024 annual report were provided in the Executive Director’s report and the annual report itself was attached as Appendix 1 to the report. If approved, the report would be submitted to the Scottish Government by the required date of 30 November 2024. 12
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Due to the timing of committee meetings, it was not possible to submit the full report to the Climate Change and Sustainability Committee for approval prior to the Scottish Government submission date and it was agreed that the report be submitted to this meeting of the Executive Committee for approval and, subsequently, to the Climate Change and Sustainability Committee on 18 December 2024 for noting. The Committee decided: (1) that the Council’s Public Bodies Climate Change Duties Compliance report for 2023/2024 be approved for submission to the Scottish Government; and (2) that the Council’s Public Bodies Climate Change Duties Compliance report be submitted to the Climate Change and Sustainability Committee on 18 December 2024 for noting. [Reference: Minutes of the Climate Change and Sustainability Committee of 9 October 2024 (Paragraph 4) and 29 November 2023 (Paragraph 4)] 12 Recommendations Referred by Resource Committees A report dated 30 October 2024 by the Chief Executive was submitted on recommendations referred to this Committee by the Education Resources Committee of 29 October 2024 and the Finance and Corporate Resources Committee of 30 October 2024. The recommendation of the Education Resources Committee was that the Community Learning and Development 3-Year Strategic Plan 2024 to 2027 be approved. The recommendations of the Finance and Corporate Resources Committee were as follows:- that the Treasury Management Activity Report for 2023/2024 and the 2023/2024 Treasury Management and Prudential Code Indicators be noted that the Council’s Annual Investment Report for 2023/2024 be endorsed and referred to the Council for formal approval in line with The Local Government Investments (Scotland) Regulations 2010 The Committee decided: (1) that the Community Learning and Development 3-Year Strategic Plan 2024 to 2027 be approved; (2) that the Treasury Management Activity Report for 2023/2024 and the 2023/2024 Treasury Management and Prudential Code Indicators be noted; and (3) that the Annual Investment Report 2023/2024 be endorsed. The Committee recommended to the Council: that the Annual Investment Report 2023/2024 be approved. [Reference: Minutes of the Education Resources Committee of 29 October 2024 (Paragraph 6) and Minutes of the Finance and Corporate Resources Committee of 30 October 2024 (Paragraph 8)] 13
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13 Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 – Report Consultation A joint report dated 23 October 2024 by the Executive Directors (Finance and Corporate Resources) and (Housing and Technical Resources) was submitted on the proposed response to the Scottish Government consultation to support the publication of the first 3-year periodic report on reducing fuel poverty rates. The Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 set ambitious targets for the significant reduction of fuel poverty rates by 2040 and established reporting requirements for the publication of 3-year periodic reports by the Scottish Government. The first report was due to be laid in the Scottish Parliament by the end of the 2024/2025 financial year. Local authorities were required to formally engage as part of the statutory process. The Scottish Government had invited views and feedback from a local authority perspective on the relevant provisions of the Act, Part 2(a) and (b), as set out in Appendix 1 to the report. Questions for consideration and the proposed responses were provided in Appendix 2 to the report. Responses had been due by 8 November 2024, however, the Scottish Government had granted an extension to 13 November 2024 to allow this Committee to consider the responses. Officers responded to members’ questions in relation to:- the impact of the changes to the winter fuel allowance the cost of air sourced heat pumps the inclusion of a reference to the role of the Citizens’ Advice Bureau in the response The Committee decided: (1) that the responses, as detailed in Appendix 2 to the report, subject to the inclusion of a reference to the role of the Citizens’ Advice Bureau, be approved for submission to the Scottish Government; and (2) to agree that the response be published as part of the Scottish Government process. In terms of Standing Order No 14, the Chair adjourned the meeting following this item of business at 11.57am and reconvened at 12.07pm 14 Response to Consultation on Proposal to Allow Proxy Voting by Councillors A report dated 14 October 2024 by the Executive Director (Finance and Corporate Resources) was submitted on the proposed response to the Scottish Government consultation on a proposal to allow proxy voting by councillors. The Scottish Government had opened a consultation on proposals to allow proxy voting by councillors with a closing date of 28 November 2024. The consultation advised that concerns had been raised in relation to the absence of this provision for councillors and requested views on introducing such a provision, noting that there might be other options available and the potential difficulties with smaller councils. The Scottish Government had provided proposed criteria for inclusion within any guidance that would be produced. Having assessed the proposal, officers could see the benefit of some form of proxy voting and a proposed response to the consultation was provided at Appendix 1 to the report. 14
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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. 15 South Lanarkshire’s Children’s Services Plan 2023 to 2026 - Annual Report of Progress for 2023/2024 A joint report dated 9 October 2024 by the Director, Health and Social Care and Executive Director (Education Resources) was submitted on the Annual Progress Report 2023/2024 for South Lanarkshire’s Children’s Services Plan 2023 to 2026. The Children and Young People (Scotland) Act 2014 required local authorities and health boards to prepare and publish:- a Children’s Services Plan covering the period April 2017 to March 2020 and then in a continuing 3-year cycle a Children’s Rights Report by March 2020 and then in a continuing 3-year cycle The Annual Progress Report 2023/2024 for South Lanarkshire’s Children’s Services Plan 2023 to 2026 was attached as Appendix 1 to the report. The Committee decided: that the Annual Progress Report 2023/2024 for South Lanarkshire’s Children’s Services Plan 2023 to 2026 be noted. 16 Local Child Poverty Action Report 2023/2024 A report dated 23 October 2024 by the Executive Director (Education Resources) was submitted on the Local Child Poverty Action Report (LCPAR) 2023/2024. The Child Poverty (Scotland) Act 2017 required local authorities and health boards to prepare a LCPAR as soon as was reasonably practicable after the end of each reporting year. The LCPAR for 2023/2024 was attached as Appendix 1 to the report. The Committee decided: that the Local Child Poverty Action Report 2023/2024 be noted. 17 Chief Social Work Officer Annual Report 2023/2024 A report dated 21 October 2024 by the Director, Health and Social Care was submitted on the Chief Social Work Officer (CSWO) Annual Report 2023/2024. There was a statutory requirement for all local authorities to appoint a professionally qualified CSWO who must be registered with the Scottish Social Services Council (SSSC). The role of the CSWO was to provide professional advice and guidance to local authorities, elected members and officers in the provision of social work services. The CSWO also had responsibility for overall performance improvements and the identification and management of corporate risk insofar as those related to social work services. 15
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The CSWO was required to prepare an annual report of activity, which followed a standardised reporting framework, for submission to the Chief Social Work Advisor for Scotland. Information was provided on the content of the CSWO’s Annual Report 2023/2024, attached as an appendix to the report. The Committee decided: that the Chief Social Work Officer Annual Report 2023/2024 be noted. [Reference: Minutes of the Social Work Resources Committee of 6 March 2024 (Paragraph 10)] 18 South Lanarkshire Integration Joint Board Annual Performance Report 2023/2024 A report dated 25 September 2024 by the Director, Health and Social Care was submitted on the South Lanarkshire Integration Joint Board (IJB) Annual Performance Report (APR) 2023/2024. The Public Bodies (Joint Working) (Scotland) Act 2014 placed a duty on IJBs to prepare and publish APRs. The APR aimed to ensure that performance was open and accountable, whilst providing an overall assessment of performance in relation to planning and carrying out integration functions. Guidance issued by the Scottish Government had recommended that the following areas be included within the report:- a summary of progress against the 9 national health outcomes using, as a minimum, the 23 core national performance indicators financial performance and Best Value As with previous years, the APR was aligned to reporting progress against the intentions outlined in the Strategic Commissioning Plan (SCP) and for this APR, would cover the second year of the 2022 to 2025 Strategic Commissioning Plan. The Committee decided: that the report be noted. 19 Urgent Business There were no items of urgent business. 20 Exclusion of Press and Public The Committee decided: 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 was likely that there would be disclosure of exempt information in terms of Paragraphs 6 and 9 of Part I of Schedule 7A of the Act. 16
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21 Heads of Terms Agreement for the Transfer of Centre West, East Kilbride to South Lanarkshire Council A report dated 23 October 2024 by the Executive Director (Community and Enterprise Resources) was submitted on the Heads of Terms proposal for the transfer of Centre West, East Kilbride to South Lanarkshire Council. Following endorsement by the Community and Enterprise Resources Committee at its meeting on 23 April 2024 and approval by this Committee on 8 May 2024, the Heads of Terms proposal for the transfer of Centre West, East Kilbride to South Lanarkshire Council had been developed, as summarised in the report. This included the transfer of 2 parcels of land, forming part of the public realm adjacent to the bus station, to Sapphire 15 s.a.r. l. (in administration), or assignees or nominees for no consideration. The Committee decided: (1) that the Heads of Terms, as summarised in the report, be approved; (2) that the Council accept a surrender of leasehold interest in Centre West, East Kilbride from the current tenant, Sapphire 15 s.a.r.l. (in administration), on the terms set out in the Heads of Terms as at 30 December 2025, or such other date as might be agreed; (3) that the Council transfer ownership of the 2 parcels of land, forming part of the public realm adjacent to the bus station, to Sapphire 15 s.a.r.l. (in administration), or assignees or nominees, for no consideration; and (4) that the Executive Director (Community and Enterprise Resources), in consultation with the Executive Director (Housing and Technical Resources) and the Head of Administration and Legal Services, be delegated authority to conclude all matters, including contractual and other documentation pertaining to the surrender of the lease of Centre West and transfer of ownership of ancillary land further to the proposed Heads of Terms and on such terms which were in the best interests of the Council. [Reference: Minutes of 8 May 2024 (Paragraph 7) and the Minutes of the Community and Enterprise Resources Committee of 23 April 2024 (Paragraph 9)] 17
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 8 - 1 April 2024 to 1 November 2024 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise 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 1 November 2024 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the current forecast on the General Fund Revenue Account for 2024/2025 (section 4.1), and the actual spend as at 1 November 2024 (section 4 and Appendix 1), be noted; and (2) that the projected break-even position on the Housing Revenue Account for 2024/2025, and the actual spend as at 1 November 2024 (section 5 and Appendix 2 of the report), be noted. 3. Background 3.1. This overview report will summarise the projected outturn for 2024/2025 for both the Council’s General Fund (section 4) and for the Housing Revenue Account (section 5). It will also provide the actual spend as at 1 November 2024. 4. General Services 2024/2025 Projected Outturn as at 1 November 2024 4.1. As at 1 November 2024, the projected outturn on the General Services budget for 2024/2025 is an underspend of £8.9 million. This is detailed in sections 4.2 and 4.3. 4.2. 2024/2025 Early Outturn: As noted in the recent Executive Committee report on the 2025/2026 Revenue Budget (13 November 2024), the total underspend in relation to 2024/2025 early outturn work is £5.3 million (Utilities £2.0 million and Council Tax £3.3 million). These will be set aside and considered alongside the Settlement when it is received in mid-December 2024. These underspends are shown in Appendix 1. 4.3. The Executive Committee in November also approved that the Pay Award Funding (£3.6 million) will be set aside to contribute to the 2025/2026 Pay Award costs. This is shown as an underspend in Appendix 1 and will be transferred to Reserves at the end of the financial year. 3 19
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4.4. Section 4.5 onwards provides detail on a number of key budget areas. 4.5. Teacher Numbers: As previously reported, in relation to 2024/2025, the Council has received notification that the allocation of funding for teacher numbers of £145.5 million for 2024/2025 will be distributed via Specific Resource Grants, and those grants will be conditional on councils agreeing at the outset to maintain teacher numbers. Our share of the £145.5 million funding is £9.379 million. The Scottish Government has indicated that it will consider mitigations presented by councils for reducing teacher numbers, but it will not be known if mitigations will be acceptable until much later in the year. 4.6. The Scottish Government has responded to communication from Council officers continuing to reiterate that any mitigations would be considered on a case-by-case basis, but it will not be in a position to agree any mitigations in advance of the teacher number census publication (December 2024). This position was reiterated by Scottish Government officials at a meeting with Council officers on 27 August 2024. At the meeting, officers explained the Council’s various mitigations in detail, and undertook to provide these in writing to the Scottish Government to provide context to the census information when this is complete. 4.7. The census position has been agreed with the Scottish Government. While a further letter from the Council detailing our mitigation has been acknowledged, no feedback is anticipated until early December 2024. An update will be provided at the meeting. 4.8. Employers Pension Contribution Increase (Teachers): As advised previously, on 1 April 2024, the Council’s pension contribution for Teachers’ Pensions was increased from 23% to 26% of basic pay. The cost to the Council is an estimated £5.5 million. Local Government will receive an additional £86.2 million of consequential funding on a recurring basis to support the increase in employer contributions to teachers’ pensions. Following discussions between the Scottish Government and COSLA it has been agreed that the revenue funding should be distributed using teacher pension contributions from Scottish Public Pensions Agency. The Council has now been informed of its specific allocation of this funding and it is in line with the estimated cost of £5.5 million. This funding will be paid as a redetermination of the General Revenue Grant at the end of the financial year. 4.9. Living Wage: The Living Wage Foundation announced on 23 October 2024 that the Real Living Wage, which is a voluntary, higher wage than the Government-set National Living Wage, based on the actual cost of living, has risen from £12.00 per hour to £12.60 per hour. 4.10. The Council reviews its pay model in line with the annual announcements on the Real Living Wage and monitors Real Living Wage developments on an ongoing basis. Annual pay awards are also monitored on an ongoing basis as this too affects the current Council pay model and the hourly rates paid to employees. The Council minimum hourly rate is currently £12.82 and sits above the Real living Wage. The increase in the Real Living Wage, therefore, does not affect the Council. 5. Housing Revenue Account Projected Outturn Position as at 1 November 2024 5.1. As at 1 November 2024, Appendix 2 of the report shows a projected break-even position on the Housing Revenue Account. 20
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6. Employee Implications 6.1. None. 7. Financial Implications 7.1. As detailed in sections 4 to 5 of the report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. 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. 9.2. There are no implications for sustainability in terms of the information contained in this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There 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) 13 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Financial Ledger and budget monitoring results to 1 November 2024 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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Note: While the Year to Date Actual at period 8 presents a net surplus position (£26.950m), this is timing only. The forecast outturn shows an underspend of £8.9 million (section 4.1). Appendix 1 Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 126.205 126.205 0.000 0.00% 69.378 Facilities Waste and Grounds 77.307 77.099 0.208 0.27% 42.034 Leisure and Culture 21.738 21.750 (0.012) (0.06%) 13.708 Planning and Regulatory Services 4.660 4.509 0.151 3.24% 2.438 Enterprise and Sustainable Development 6.239 6.168 0.071 1.14% 4.241 Roads, Transportation and Fleet 16.261 16.679 (0.418) (2.57%) 6.957 Education Resources 463.729 463.729 0.000 0.00% 281.714 Education 463.729 463.729 0.000 0.00% 281.714 Finance and Corporate Resources 39.575 39.575 0.000 0.00% 31.377 Finance Services - Strategy 1.851 1.884 (0.033) (1.78%) 1.870 Finance Services - Transactions 17.684 17.699 (0.015) (0.08%) 11.162 Audit and Compliance Services 0.318 0.304 0.014 4.40% 0.313 Information Technology Services 6.852 6.852 0.000 0.00% 9.680 Communications and Strategy Services 2.584 2.505 0.079 3.06% 1.679 Administration and Licensing Services 4.048 4.059 (0.011) (0.27%) 2.678 Personnel Services 6.238 6.272 (0.034) (0.55%) 3.995 Housing & Technical Resources 14.390 14.390 0.000 0.00% 15.411 Housing Services 8.767 8.692 0.075 0.86% 6.801 Property Services 5.623 5.698 (0.075) (1.33%) 8.610 Social Work Resources 235.200 235.200 0.000 0.00% 133.197 Performance and Support Services 5.806 5.649 0.157 2.70% 2.933 Children and Families 48.199 48.801 (0.602) (1.25%) 26.909 Adults and Older People 180.460 180.460 0.000 0.00% 102.538 Justice and Substance Misuse 0.735 0.290 0.445 60.54% 0.817 Joint Boards 1.902 1.902 0.000 0.00% 1.170 881.001 881.001 0.000 0.00% 532.247 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 881.001 881.001 0.000 0.00% 532.247 CFCR 0.000 0.000 0.000 0.00% 0.000 Loan Charges 39.589 39.589 0.000 0.00% 0.000 Corporate Items 12.845 7.245 5.600 43.60% 0.567 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 Total Expenditure 956.725 951.125 5.600 0.59% 532.814 Council Tax 181.587 184.887 3.300 1.82% 111.746 Less: Council Tax Reduction Scheme (23.544) (23.544) 0.000 0.00% (14.489) 158.043 161.343 3.300 2.09% 97.257 General Revenue Grant 386.662 386.662 0.000 0.00% 237.946 Non Domestic Rates 364.911 364.911 0.000 0.00% 224.561 Transfer from Reserves 47.109 47.109 0.000 0.00% 0.000 Total Income 956.725 960.025 3.300 0.34% 559.764 Net Expenditure 0.000 (8.900) 8.900 0.00% (26.950) Period Ended 1 November 2024 (No.8) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 22
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Variance Explanations 1. The non-recurring overspend reflects costs associated with new systems development. 2. The underspend is due to the provision for debt being less than budgeted, partially offset by greater than budgeted expenditure on repairs and maintenance reflecting the volume and cost. 3. The under recovery in income is due to lower than anticipated income from insurance recoveries and also a lower level of income from laundry charges. 4. The transfer to reserves is anticipated to be lower than budget due to the overall projected position for the service. 5. The underspend is due to forecast loan charges being lower than budget and the interest on revenue balances being greater than anticipated. 23
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2024/2025 and Monitoring for Period 8 - 1 April 2024 to 1 November 2024 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 1 November 2024 [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 to 3) and the Housing Capital Programme (Appendix 4) as at 1 November 2024, be noted; (2) that the adjustments to the General Fund programme, listed at Appendix 1, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. The attached statements to this report provide a summarised monitoring position as at 1 November 2024 (period 8). 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 is £69.832 million. This revised programme consists of the base budget plus carry forward projects and adjustments which have been agreed by the Executive Committee up to and including its meeting on 13 November 2024. 4.2. In addition, the total programme of £69.832 million also includes proposed adjustments totalling £6.960 million. These are detailed in Appendix 1. 4.3. The overall programme movement is detailed in Appendix 2. 4 25
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4.4. 2024/2025 Forecast: As noted in 4.2, the total capital programme for the year is £69.832 million (see Appendix 3). The forecast spend for the current year is currently £69.132 million, an underspend of £0.700 million. 4.5. This forecast underspend relates to 3 Roads projects: Lanark Road Signalisation (£0.270 million), Clyde Bridge (£0.256 million) and Daer Bridge (£0.174 million). Together these underspends reflect project savings of £0.700 million. Given these are roads related projects, this budget will be carried forward and considered for Roads’ capital projects as part of the capital programme for 2025/2026. This programme will be presented to Members in February 2025. 4.6. The Council has recently received confirmation of the Levelling Up Funding for the Three Rivers / Clydesdale Way project. Now that this confirmation has been received, officers will work to establish a spend profile, with any current year underspend being carried forward at the end of the financial year. This will be confirmed at the year end. 4.7. 2024/2025 Actual Position: Actual spend incurred to the 1 November 2024 totals £21.114 million. 4.8. Actual funding received to 1 November 2024 is £42.202 million. This is shown in Appendix 3. Relevant officers will continue to closely monitor the generation of all income. 5. Housing Programme 5.1. 2024/25 Budget: Appendix 4 summarises the position on the Housing programme as at 1 November 2024. The revised capital programme for the year is £77.248 million, as approved by the Executive Committee on 13 November 2024. Programmed funding for the year also totals £77.248 million. The funding sources are also detailed in Appendix 4. 5.2. 2024/2024 Forecast: As noted in 5.1, the total capital spending programme for the year is £77.248 million. Current estimates from Housing and Technical Resources have identified an outturn of £72.106 million for the year. 5.3. As noted in the last report, the forecast underspend of £5.142 million is within the Affordable Housing programme and is the result of delays in site starts at Cairnswell Avenue, Cambuslang (£1.5m) and Brackenhill Farm, Hamilton (£1.0m). In addition, while 150 properties are still assumed through the Market Purchase Scheme this financial year, the average purchase price assumed has reduced from £0.115 million per property to £0.100 million per property reflecting the current size of properties we are purchasing (£2.25m). The balance is from minor slippage in other projects. The Scottish Government Grant will be claimed in full this financial year. Opportunities continue to be explored to utilise the uncommitted £5.142 million in the current programme which is to be funded by Council borrowing. 5.4. 2024/2025 Actual Position: Spend to 1 November 2024 on the Housing Capital Programme amounts to £29.530 million. 5.5. As at 1 November 2024, £29.530 million of funding had been received. 5.6. 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. 26
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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. 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 Arrangements 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) 19 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 13 November 2024 List of Background Papers Capital Ledger prints to 1 November 2024 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 27
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APPENDIX 1 Proposed Adjustments Community and Enterprise Resource Priory Changing Pavillion, Blantyre An additional allocation of £0.250 million has been approved at Executive Committee (13 November 2024) from Phase 2 of the Leisure and Culture Transformation Fund. This is to reflect the revised costs of the new modular unit and demolition of the old facility. Now that this funding has been agreed, the project will be tendered however work is unlikely to progress before the end of the financial year. Approval is sought to slip £0.236 million into financial year 2025/2026 to reflect the revised timescales for this project. Lanark Library A further allocation of £0.210 million has been approved at the Executive Committee (13 November 2024) from Phase 2 of the Leisure and Culture Transformation Fund. This is to reflect the increased cost of the project. As the funding has been agreed the contractor can be appointed, however full spend will not be incurred this financial year reflecting the project plan. Approval is sought to slip £0.442 million into financial year 2025/2026 to reflect the revised timescales for this project. Langlands West This project has been delayed due to the timing of concluding works at Greenhills Road which this project is dependent on completion for remediation works to commence. Approval is sought to slip £0.450 million into financial year 2025/2026 to reflect the revised timescales for this project. Hamilton Junctions Upgrade Works were anticipated to commence earlier in 2024/2025, however programming discussions have been ongoing with the contractor, and due to the contractor’s availability and the need to avoid other scheduled works, it is now anticipated that works will commence in January 2025. This project will now straddle financial years before being completed in 2025/2026. Approval is sought to slip £3.333 million into financial year 2025/2026 to reflect the revised timescales for this project. Clyde Bridge The project is substantially complete. Approval is sought to slip £0.192m million into financial year 2025/2026 for the retention payment required. (£0.236m) (0.442m) (£0.450m) (£3.333m) (£0.192m) 28
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Hairmyres Station Park and Ride (including Active Travel Infrastructure) The Hairmyres Station Park and Ride project, and associated travel infrastructure works, are due to complete by summer 2025. Approval is sought to slip £1.450 million into financial year 2025/2026 to reflect the timing of expenditure on the project and associated travel infrastructure works around the new railway station. (£1.450m) Housing and Technical Resource Alarms (Analogue to Digital) Fire Alarm System Upgrade In order to reflect the timescales to undertake assessments and work with providers to make the necessary changes to the fire alarm systems, there will be limited spend on this project in this financial year. Approval is therefore sought to slip £0.607 million into financial year 2025/26 to reflect the revised timescale of the project. Minor Adjustments (£0.607m) (£0.250m) TOTAL ADJUSTMENTS (£6.960m) 29
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 1 NOVEMBER 2024 £m Total Base Budget (including carry forward from 2023/2024) 76.792 Proposed Adjustments – Period 8 (6.960) Total Revised Budget 69.832 2024/25 Budget Period 8 Proposed Adjustments Revised 2024/25 Budget Resource £m £m £m Community & Enterprise 53.679 (6.315) 47.364 Education 8.371 - 8.371 Finance & Corporate 3.086 - 3.086 Housing & Technical 10.629 (0.645) 9.984 Social Work 1.027 - 1.027 TOTAL CAPITAL PROGRAMME 76.792 (6.960) 69.832 30
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2024 TO 1 NOVEMBER 2024 2024/25 Original Estimate inc C/F 2024/25 Revised Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 01/11/24 Expenditure £m £m £m £m £m General Fund Programme 73.850 69.832 69.132 - 21.114 Income 2024/25 Budget 2024/25 Revised Budget 2024/25 Actual To 01/11/24 £m £m £m Prudential Borrowing 32.564 17.560 17.560 Developers Contributions 8.800 7.474 0.000 Partners (Including Scotland’s Public Sector Heat Decarbonisaton Fund, Cycling Scotland, Transport Scotland and REF / Wind Farms) 0.958 4.814 1.154 Scottish Government: - Capital Grant 20.156 22.278 14.476 - 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 1.368 - Regeneration Capital Grant 2.170 2.170 0.997 - Place Based Investment Programme 0.727 1.056 0.727 - Universal Free School Meals 0.000 0.332 0.000 Shared Prosperity Fund 2.645 2.649 0.000 Levelling Up Fund 0.000 7.400 2.839 Capital Receipts 1.340 1.340 2.288 Specific Reserves 1.257 0.919 0.793 Revenue Contribution 0.000 0.000 0.000 TOTAL FUNDING 73.850 69.832 42.202 31
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APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2024/25 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2024 TO 1 NOVEMBER 2024 2024/25 Annual Budget 2024/25 Forecast Spend 2024/25 Forecast Variance 2024/25 Actual to 01/11/24 £m £m £m £m Expenditure 2024/25 Budget 77.248 72.106 5.142 29.530 2024/25 Annual Budget 2024/25 Actual to 01/11/24 £m £m Income Capital Receipts 0.000 0.265 Capital Receipts – Land Sales 0.000 0.000 Capital Funded from Current Revenue 33.506 20.741 Prudential Borrowing 23.363 0.000 Scottish Government Specific Grant: - New Build 17.259 8.033 - Open Market Purchase Scheme 3.000 0.000 - Mortgage to Rent 0.120 0.263 Other Income 0.000 0.228 77.248 29.530 32
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Update to Funding 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Members of additional funding that has been made available to the Council by the Scottish Government and other external sources since the last report to this Committee (13 November 2024) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £10.082 million, detailed in Appendix 1, be noted. 3. Background 3.1. In year funding can change, and this can be in relation to funding for specific purposes or funding expected and already included in our budget planning. 3.2. Additional funding may either be paid through the General Revenue/Capital Grant mechanism or by the completion of appropriate grant claims. 3.3. Details of the additional funding is attached in Appendix 1 of the report. The report details additional funding that has been reported by Resources as part of the additional resources notification process, as well as any additional funding that has increased the Council’s budget by more than £0.100 million. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Additional Revenue funding of £10.082 million has been identified for 2024/2025. This is detailed in Appendix 1. 5.2. The total additional funding is therefore, £10.082 million and Resource budgets will be updated to reflect this additional funding as required. Where appropriate, details of spending plans will be presented to Resource Committees for approval. 5 33
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. There are no other implications in terms of the information contained in this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. 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. 8.2. 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) 15 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 13 November 2024 List of Background Papers Additional Funding Grant Awards 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 34
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Appendix 1 Additional Revenue Funding Resource Description 2024/2025 £m Total £m Method Finance and Corporate 2024/2025 Local Government Pay Offer (for SJC, Craft and Chief Officer staff) To support the 2024/2025 local government pay offer (for SJC, Craft and Chief Officer staff). 4.585 4.585 Scottish Government Finance and Corporate 2024/2025 Teachers Pensions To support the increase in employer contributions to Teachers Pensions. 5.497 5.497 Scottish Government TOTAL REVENUE FUNDING 10.082 10.082 35
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1 Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Glasgow City Region City Deal – Centre West, East Kilbride: Outline Business Case 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out the Outline Business Case (OBC) for the Centre West, East Kilbride project advise the Committee on the next steps in developing and delivering the project [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Outline Business Case for the Centre West, East Kilbride project be approved; (2) that, subject to Glasgow City Region’s reallocation to the Council of £11.1m from the Glasgow Airport Access project, funding is approved for the delivery of the Centre West project as set out in paragraph 7.2; (3) that the proposed next steps in developing the project be approved; (4) that grant funding be sought in accordance with the City Deal Grant Distribution Process outlined in the Assurance Framework in relation to preliminary costs; and (5) that the relevant Full Business Cases for the project and associated sub-projects be developed for future presentation to the Executive Committee and City Region Cabinet. [1r 3. Background 3.1. The Council is one of eight local authorities who, with the UK Government and the Scottish Government, are signatories to the £1.13 billion Glasgow City Region City Deal signed on 20 August 2014. 3.2. The City Deal initiative comprises an initial list of 20 key projects which are intended to collectively drive economic growth across the City Region. 3.3. The proposed Centre West project is one of South Lanarkshire Council’s City Deal funded projects, the others being Cathkin Relief Road (complete), Greenhills Road (complete), the four Community Growth Areas at Newton, East Kilbride, Hamilton and Larkhall (in progress) and the Stewartfield Way project. 6 37
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2 3.4. Governance arrangements for the City Deal initiative are defined within the associated Assurance Framework. This sets out requirements for the development of Business Cases for individual projects. 3.5. Each Outline Business Case for each project requires to be formally approved via the:- Member Authority Council City Region Chief Executives’ Group City Region Cabinet 4. Current Position 4.1. In line with town centres throughout the country, East Kilbride town centre has faced significant challenges over the past few years. Changes in consumer behaviour, the economic downturn and Covid 19 pandemic have all been contributory factors to the decline of the town centre resulting in the shopping centre going into administration in November 2022. Centre West is held under a ground lease from the Council. Given the many challenges facing Centre West, Administrators have noted their intention to hand this section of the shopping centre to the Council. Heads of Terms have been agreed with the Administrators and were approved at Executive Committee on 13 November 2024. 4.2. Significantly, East Kilbride shopping centre forms the entirety of the town centre. Investment is required now to respond to the challenging environment, safeguard significant economic activity in the town centre and support regeneration of a key town asset to ensure long-term sustainability. Council officers have been working in partnership with asset managers to develop a masterplan for East Kilbride town centre. 4.3. The East Kilbride Town Centre Masterplan was approved by the Executive Committee on 13 September 2023 and sets the strategic direction of the town centre for the next 20 years. Thereafter, on 8 May 2024, the Executive Committee approved development of the East Kilbride Town Centre project and the rescoping of the original Stewartfield Way Capacity Enhancement project to include the Town Centre. This led to the realignment of the approved project budget of £62.2 million, with £32.2m now allocated towards the town centre and £30 million remaining for the Stewartfield Way Capacity Enhancement project. 4.4. The Centre West project has progressed to the stage that an Outline Business Case can now be produced detailing:- Strategic Case Economic Case Commercial Case Financial Case Management Case 4.5. The project is expected to deliver: Enabling works at Centre West mall including site enabling, demolition, infrastructure and utility works to support the creation of development plots. 38
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3 Support the provision of circa 250 - 300 new town centre homes, with 25% to be social housing to be transferred back into public ownership. SLC will enter into agreement with a private sector developer to deliver the private and social housing at the former Centre West site. Creation of a new civic hub building at the former Centre West site that will provide a range of community, arts, and leisure facilities, including arts venue/performance space and library. The building will also provide some office space for the Council. Creation of a new civic square and streetscape improvement works to enhance the physical fabric, vibrancy, and ‘feel’ of the town centre – delivering a high- quality urban environment. Over the 25-year appraisal period the total net present value GVA (Gross Value Added) impacts are £749.8M (South Lanarkshire), £1,088.2M (Glasgow City Region), £1,267.7M (Scotland). 4.6. The production of the OBC is another key milestone and provides the basis for further development of the project. The approval of this OBC by the City Region Cabinet on 25 February 2025 will be conditional on the Executive Committee approval being given today. 4.7. It is intended that this culminates in the development and completion of a Full Business Case (FBC) from 2025/2026, following completion of statutory processes and project tendering arrangements. 5. Delivery Timeline 5.1. The OBC sets out an indicative timescale of when the project will progress through each delivery stage as follows: Decommissioning of Centre West and preparation of a demolition strategy – ongoing to January 2026 with transfer of Centre West to the Council taking place on 30 December 2025. FBC Submission and Approval: between Q4 2025 and Q4 2026 Planning Consultation / Consents etc: ongoing to July 2026 Tender preparation / Procurement Process / Demolition Contract Award: January 2025 to December 2026 Demolition works – January 2026 – December 2026 Site enabling/infrastructure works – January 2027 – October 2027 Civic Hub and Housing Construction – from October 2027. Project Monitoring and Evaluation – ongoing to 2035 6. Employee Implications 6.1. Existing officers in Community and Enterprise Resources are currently tasked with the management, delivery, monitoring and evaluation of this City Deal project. 6.2. To assist the Council, a multi-disciplinary team has been procured, led by Turner Townsend Project Management and supported by Will Rudd, A10, Threesixty Architecture and Savills. In addition, Burness Paull have been appointed to provide legal advice alongside Knight Frank who provide commercial real estate advice. 7. Financial Implications 7.1. The total cost of the Centre West project is expected to be £50.3 million. Over the lifetime of this project, grant totalling £32.2 million (64%) is expected from City Deal. 39
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4 7.2. The Council’s element of funding is anticipated from capital receipts associated with the ultimate disposal of Civic Centre and residential development plots at Centre West totalling £6m. In addition, it is anticipated that the Council, will receive a further £11.1m from City Deal as part of the reallocation of the Glasgow Airport Access monies which will be subject to Glasgow City Region Cabinet approval in February 2025. There is an expectation by Glasgow City Region that this funding will be utilised to secure the delivery of existing City Region projects. In order to realise the vision of the East Kilbride Town Centre Masterplan and specifically deliver the Centre West project, it is recommended to utilise the additional £11.1m City Deal monies as part of the overall funding package. It is also proposed to allocate £750,000 from the 2025/26 UK Shared Prosperity Fund and the Council’s Capital Programme also includes £300,000 for this project in 2024/2025. The anticipated expenditure and funding are summarised in Table 1. Table 1 – Summary of Expenditure and Funding £m Project Cost 50.3 Project Funding: City Region City Deal Grant 32.2 Civic Centre / Centre West Development Plots 6.0 Reallocation of Glasgow Airport City Deal monies 11.1 Shared Prosperity Fund 0.7 Capital Programme Budget 2024/2025 0.3 Total Funding 50.3 7.3 As the Full Business Case is being developed, officers will continue to explore additional external funding opportunities. 7.4 The City Deal Assurance Framework allows grant to be awarded at each Business Case stage (Strategic, Outline and Full) to meet the costs incurred by the Council leading up to the approval of the Full Business Case(s) and the formal award of contracts associated with capital expenditure. Project management, design fees, site surveys and intrusive investigations will be required through this framework to support the creation of a demolition strategy and design development. Approval to incur expenditure of up to £4 million is included in the Outline Business Case. 8. Climate Change, Sustainability and Environmental Implications 8.1. All projects will be taken forward in line with the Council’s sustainability objectives. 9. Other Implications 9.1. The City Deal Cabinet has a Risk and Issues Management Strategy to be applied across all City Deal projects. The purpose of this strategy is to provide a systematic and effective method by which risks can be consistently managed. It adopts a best practice approach, describes the specific risk management techniques and standards to be applied and the responsibilities for achieving effective risk management. The Council is required to apply this strategy across each of its City Deal projects to ensure consistency across all City Deal projects. This will be a key tool in mitigating project risks and thereby limiting our financial risk associated with our share of City Deal project costs. 40
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5 9.2. The processes associated with the approval of the Centre West project have considered the following sustainability agenda items and are subject to monitoring and review as detailed proposals for each phase of the development progress:- choice of materials and the use of low and zero carbon generating technologies support sustainable water resource management support sustainable waste management Consideration of the lifecycle costs and impacts of the development encourage the use of sustainable and recycled materials in construction 9.3 The Centre West Outline Business Case is the last project to seek approval from Glasgow City Regional from across the programme. All projects were given a deadline of November 2024 to obtain approval however the Centre West project was provided an extension to February 2025 due to this being a new project recently identified. There is no opportunity for a further extension to be granted to allow for further development of the project as this will jeopardise the drawdown of funding from the UK Government for the entire Glasgow City Region programme. 9.4 A full and robust monitoring process will be put in place following approval of the project / associated sub projects by the City Region Cabinet. 10. Integrated Impact Assessment and Consultation Requirements 10.1. Consultation has taken place with relevant Resources within the Council, the City Region Programme Management Office and local stakeholders. This is set out within the relevant business cases. Further consultation will take place as part of the statutory approvals process and as the project progresses to the delivery stage. 10.2. The report does not presently introduce a new policy, function or strategy or recommend a significant change to an existing policy, function or strategy, and, therefore, no integrated impact assessment is required. However, as the project develops and progresses to delivery stage an Integrated Impact Assessment will be undertaken in line with Council policy. David Booth Executive Director (Community and Enterprise Resources) 26 November 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities Previous References Community and Enterprise Resources Committee, 23 April 2024 Executive Committee, 8 May 2024 41
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6 List of Background Papers Centre West Project Outline Business Case Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Ross, Economic Development Manager E-mail: iain.ross@southlanarkshire.gov.uk 42
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East Kilbride Town Centre Outline Business Case – Executive Summary Report version 1 | November 2024 6 43
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Please consider the environment before printing this document Direct enquiries regarding this report should be submitted to: EKOS Limited, St. George’s Studios, 93-97 St. George’s Road, Glasgow, G3 6JA Reg 145099 www.ekos-consultants.co.uk 44
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Contents 1 Executive Summary i 1.1 Introduction i 1.2 Strategic Case ii 1.3 Economic Case 1 1.4 Commercial Case 4 1.5 Financial Case 6 1.6 Management Case 7 45
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i 1 Executive Summary 1.1 Introduction This Outline Business Case (OBC) is requesting capital funding of £32.2m, to support the East Kilbride Town Centre (EKTC) redevelopment project. In addition, it is requested that SLC contribute £18.1m capital funding to meet the total project costs. The total public sector investment cost to deliver the project is £50.3m. • City Deal - £32.2m. • SLC capital funding - £18.1m including the reallocation of £11.1m of the Glasgow City Region Glasgow Airport Access monies. 1.1.1 Project Scope Informed by a significant public consultation programme that included feedback from over 3,000 members of the public, a Masterplan to support the future regeneration of EKTC was prepared by ThreeSixty Architects. 46
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ii GCRCD Funded Activity: • SLC assume ownership of the commercially unviable Centre West building and lead the demolition, site clearance and enabling infrastructure works – local road, junctions, and utilities/services upgrade (including installation of district heating infrastructure). Heads of Terms with the Administrators have been agreed with a transfer date of 30 December 2025 agreed. • Creation of a new civic hub building that will provide a range of community, arts, and leisure facilities, library, and office space. • Creation of a new civic space and streetscape improvement works to enhance the physical fabric, vibrancy, and ‘feel’ of the town centre – delivering a high-quality urban environment. • Demolition of the Civic Centre building to attract private investment and support new town centre uses. Follow-on Activity Catalysed by GCRCD Investment: • Relocation of existing tenants to other areas/units in the town centre. • SLC seeking to enter into a partnership agreement with a private sector developer to deliver the private and social housing at the former Centre West Site (c 300 units, 25% social housing that will be transferred back into public ownership). • Private sector led retail development – creation of a new 45,000 sqft food superstore and petrol filling station at the Olympia Mall. This will also include 250 parking spaces. • Private sector led leisure development – creation of a new 50-bedroom budget hotel at the Princes Mall. • Private sector led development – as part of the wider regeneration programme for the town centre, SLC is currently marketing the Civic Centre site and have interest from several investors/developers. The discussions are currently confidential with a deadline for bids set at 30th January 2025. 1.2 Strategic Case The OBC makes a compelling case for why intervention is needed and considers the: • External environment and provides a summary of time-series data that shows the key trends within East Kilbride across several socio-economic indicators, and where appropriate draws comparison with South Lanarkshire and Scotland. • Challenges facing EKTC and the changing nature of town centres across Scotland, more generally. 47
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iii 1.2.1 Policy Fit UK Level • Growth Plan 2022. Scotland Level • National Performance Framework. • Scotland’ National Strategy for Economic Transformation. • National Planning Framework 4. • Infrastructure Investment Plan for Scotland 2021-22 to 2025-26. • Equality, opportunity, community – New leadership – A fresh start. Glasgow City Region and Local Policy • Glasgow City Region Deal. • Glasgow City Region Economic Strategy. • Clydeplan. • Connect – Council Plan 2022-2027. • South Lanarkshire Local Development Plan 2. 1.2.2 Rationale for Intervention East Kilbride Town Centre has experienced a very difficult period and its future is uncertain. There are currently around 3,000 jobs based in the town centre and recent high profile and large employer losses include Marks and Spencer, Debenhams, and Sainsburys (representing around 500 jobs). There are currently 75 vacant units and 507,000 sq ft of empty floor space. In addition, the significant footprint of the town centre (1.3 million sqft) means that it has significant ongoing costs (utilities, overheads, maintenance, Non-Domestic Rates, etc) - £6.35m per annum. The town centre operators were placed into administration in November 2022 and the asset managers have identified that Centre West has several challenges which make it commercially unviable, including: • Centre West relied on long-term leases which were put in place at the outset, however, these have come to an end and there are no longer sufficient occupiers for this type of space (larger floorplates). • Centre West has had limited investment and there is now a significant backlog of repairs and maintenance required - £11.07 million. It is unlikely that any incoming investor would take on this level of liability. 48
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iv • Centre West is held under a ground lease from the Council for which SLC received £600,000 per annum. The Administrators have advised that future payments will not be forthcoming due to the levels of debt associated with Centre West. • Centre West is running at a loss of £426,000 per annum. The asset managers are therefore seeking to dispose of the Centre West building/site and transfer ownership to SLC, and have brought the remaining elements of the town centre (Olympia Mall and Princess Mall) to the market - deadline for bids is the 28th November 2024. Investment is required now to respond to the challenging environment to safeguard significant economic activity at EKTC and support regeneration of a key town asset to ensure the long-term sustainability of a vibrant town centre built for the future. 1.2.3 Opportunity The way in which we use our town centres has fundamentally changed and therefore they ways in which we intervene and the mechanisms we use to support regeneration must also change. Adopting a more holistic place-based approach that has got community wellbeing and sustainability as its focus is the key driver for regeneration. A public consultation was undertaken to gather feedback and inform the developing Masterplan being prepared by ThreeSixty Architecture - In total, over 3,000 responses were received for the consultation. 49
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v SMART Objectives Objective Specific Measurable Attainable Relevant Time-bound 1. Support the redevelopment and regeneration of East Kilbride town centre Delivery of City Deal and follow-on projects: • New civic heart • Streetscape and infrastructure improvements • Demolition and site enabling works Measurable by property development activity – sqm of commercial space, number of housing units To be delivered by private developers and dependent on City Deal funding for enabling infrastructure Based on identified sites and aligned with policy objectives Project completed by 2028 2. Create and new economic activity – employment and training opportunities Direct impacts during the construction of the road and enabling works. Indirect impacts from leverage investment in development sites and retained and new jobs at EKTC. • 580 gross construction jobs • 25 training opportunities • 260 gross jobs created from follow on investment Measurable by direct jobs and GVA, indirect jobs and GVA and number of apprenticeships, job training opportunities created SLC have control over project delivery and can influence direct project impacts- jobs, GVA and training opportunities. Indirect impacts are subject to private sector follow-on activity. Based on a project level data and a bespoke economic impact appraisal. Direct impacts to be achieved by 2028 3. Retain and attract new footfall and expenditure to the town centre Create a vibrant and modern space with a diversified offering of retail, food and drink provision, leisure and entertainment to create an attractive daytime and night-time economy offer that attracts residents and visitors from across the region. • 95% long-term occupancy at TC shopping centre • 1,550 gross jobs retained TC shopping centre Measurable by monitoring shopping centre occupancy rates and direct jobs on-site. Based on a review of existing shopping centre activity and recent changes in occupancy rates and a review of the reduced building footprint and available number of units. Based on a project level data and a bespoke economic impact appraisal. Benefits accrue following the completion of the entire project including private sector investment. . 4. Attract and leverage new investment to East Kilbride Attract new investment to East Kilbride for residential and commercial activity: • Total (public and private) investment value: £121million • New residential units – 300 • New commercial floorspace (supermarket - 45,000 sq ft, hotel, 21,500 sq ft) – 66,500sq ft Measurable by total investment values Based on engagement with private developers and property agents Based on delivery of Objective #3; aligned with policy objectives Benefits accrue following the completion of the project 2028 – follow- on activity to be delivered by 2035. 50
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1 1.3 Economic Case 1.3.1 Shortlisted Options Option Description Option 1: Do nothing The business-as-usual or counterfactual position considers what would happen in the absence of public sector intervention Option 2: Do minimum SLC take ownership of Centre West and continue to operate it based on the existing terms Option 3: Smaller regeneration project Delivery of community infrastructure and streetscape improvement works. Under this option we have assumed that the asset managers will seek a buyer for the remaining building - Olympia Mall and Princes Mall Option 4: Preferred way forward Enabling works (demolition, site clearance, etc), delivery of community infrastructure and streetscape improvement works, and engage private sector to deliver residential and other commercial developments (retail and leisure) 1.3.2 Benefits Over the 25-year appraisal period, the total present value net GVA impacts are outlined below. Cumulative 25-Year Impacts (Net GVA) Option 1 Option 2 Option 3 Option 4 South Lanarkshire Construction PYEs 0 0 110 230 GVA £0.0 £0.1 £6.8 £14.5 Operational FTEs 740 740 1,100 1,240 GVA £501.6 £564.9 £652.5 £735.3 Total GVA £501.6 £564.9 £659.4 £749.8 Glasgow City Region Construction PYEs 0 0 260 560 GVA £0.0 £0.1 £16.5 £35.0 Operational FTEs 1,030 1,030 1,490 1,680 GVA £734.2 £826.7 £935.6 £1,053.1 Total GVA £734.2 £826.8 £952.1 £1,088.2 Scotland Construction PYEs 0 0 260 560 GVA £0.0 £0.1 £16.6 £35.5 Operational FTEs 1,160 1,160 1,670 1,890 GVA £869.1 £978.7 £1,098.4 £1,232.2 Total GVA £869.1 £978.8 £1,115.0 £1,267.7 PYEs and FTEs rounded to nearest 10. GVA rounded to nearest £0.1m and discounted at 3.5% annually. Note 1 Figures do not include the redevelopment of the Civic Centre site as at the time of reporting the specific end use was confidential and not confirmed. This will be updated at FBC stage. 51
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2 1.3.3 Value for Money The public sector cost benefit ratio which sets Present Value Net Additional GVA impacts against present value public sector costs are present below. Public Cost Benefit Ratios Public Sector Capital Costs Public Sector Revenue Costs Total Present Value Costs Present Value Net GVA BCR Option 2 South Lanarkshire £0.4 £13.1 £13.5 £63.3 4.7 Glasgow City Region £0.4 £13.1 £13.5 £92.7 6.9 Scotland £0.4 £13.1 £13.5 £109.7 8.1 Option 3 South Lanarkshire £38.7 £0.0 £38.7 £157.7 4.1 Glasgow City Region £38.7 £0.0 £38.7 £217.9 5.6 Scotland £38.7 £0.0 £38.7 £245.9 6.4 Option 4 South Lanarkshire £50.4 £0.0 £50.4 £248.2 4.9 Glasgow City Region £50.4 £0.0 £50.4 £354.0 7.0 Scotland £50.4 £0.0 £50.4 £398.5 7.9 Values rounded to nearest £0.1m and discounted at 3.5% annually. Note 1: Figures do not include the redevelopment of the Civic Centre site as at the time of reporting the specific end use was confidential and not confirmed. This will be updated at FBC stage. The summary benefits set against City Deal Key Economic Performance Indicators are presented. 52
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3 City Deal Key Economic Performance Indicators Output Category Output Reference Benefit Geographic Level Value By 2035 Value Over 25 Years Employment EMP_01 Gross Construction PYE by 2035 Glasgow City Region 580 - EMP_02 Net Additional Construction PYE by 2035 Glasgow City Region 560 - EMP_03 Gross Operational FTEs by 2035 Glasgow City Region 1,810 - EMP_04 Net Additional Operational FTEs by 2035 Glasgow City Region 660 - GVA GVA_GCR_01 Net Additional GVA by 2035 (£m) Glasgow City Region £176.1 - GVA_GCR_02 Net Additional GVA over 25 year period (£m) Glasgow City Region - £354.0 GVA_SCOT_01 Net Additional GVA by 2035 (£m) Scotland £195.6 - GVA_SCOT_02 Net Additional GVA over 25 year period (£m) Scotland - £398.5 Investment OFL_01 Direct Project Private Sector Investment by 2035 (£m) Glasgow City Region £0.0 - OFL_02 Net Additional Private Sector Investment (Follow-on) by 2035 (£) Glasgow City Region £65.3 - OFL_03 Total Investment Combined (£m) Glasgow City Region £65.3 - OFL_04 Other Public Sector Investment Leveraged Glasgow City Region £23.9 - BCR BCR_01 Value of Net Additional Benefits over 25 Years (£m) Glasgow City Region - £354.0 BCR_02 Value of Public Sector Costs over 25 Years (£m) Glasgow City Region - £50.4 BCR_03 Public Benefit Cost Ratio over 25 Years Glasgow City Region - 7.0 PYEs and FTEs rounded to nearest 10. GVA rounded to nearest £0.1m and discounted at 3.5% annually. Note 1: Figures do not include the redevelopment of the Civic Centre site as at the time of reporting the specific end use was confidential and not confirmed. This will be updated at FBC stage. 53
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4 1.4 Commercial Case 1.4.1 Addressing Partners’ Needs The preferred option was developed based on a review of market demand/need and through a public consultation that received over 3,000 responses to inform an emerging Masterplan. The development of the preferred option took account of factors including risk, impact, cost, value for money, and also specifically considered whether the preferred solution addressed the identified market failure and the needs of project partners. 1.4.2 Delivering Follow-on-Investment Achieving success over the longer term is dependent on securing follow-on investment from the private sector to deliver the following leveraged activity: • New residential (c. 300) units at the Centre West site. • Food retail supermarket (45,000sq ft) and 250 car parking spaces. • 50-bed hotel. • Confidential (and still to be confirmed) development at the Civic Centre site. Potential end uses could include residential, business space, and retail. The need for follow-on investment and development activity is identified as a key external dependency of the project. It should be noted that in the absence of the project, there will be no follow-on investment, and no additional housing constructed. No other alternative funders or sources have been identified – in the absence of the follow -on investment at the scale and timing as outlined in the Economic Case then this will have an impact on the project’s delivery and ability to generate the intended outcomes and benefits. 1.4.3 Procurement Strategy All procurement will comply with SLCs Procurement Strategy (2023-28) and will also follow the Scottish Government’s Procurement Journey as best practice for public sector procurement as well as the Glasgow City Region Sustainable Procurement Strategy. 54
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5 Tendering for Required Services The tender will break down into appropriate work packages and seek a single contractor to deliver the required services for each work package: • OBC stage -– RIBA stage 3: Spatial coordination, RIBA Stage 4: Technical design. • FBC stage - RIBA stage 5: construction, RIBA stage 6: Handover and Close Out, and RIBA stage 7: in use. The key Tender Stages for a traditional design and build project include: i. Tender advertised via Public Contracts Scotland. ii. Invite organisations to express interest at the notice stage. iii. Invite organisations that meet the basic qualifier requirements to the ITT. iv. Companies submit ITT tender documents. v. Tender bids are scored and evaluated. It is recommended that SLC undertake a restricted tendering exercise and given the type of works, it is suggested that an NEC form of Contract the most appropriate form for Civil Engineering and related works (Roads), and the SBCC JCT form for general construction works. The Council have used these forms successfully for a number of years. The GCR City Deal Legal and Procurement Sub Group have, in conjunction with the Civil Engineering Contractors Association (CECA), held workshops with Council Officers from technical, legal and procurement disciplines as well as representatives from the market place in a bid to ensuring a common approach to administering this form of contract. Key procurement milestones will be agreed as the project programme continues to evolve. Currently, construction works are programmed to begin in December 2026. Procurement Milestones Action Programme Date Tender return for EK Project Construction December 2025 Complete FBC and update commercial and financial case October 2026 Commencement of works January 2026 Completion of works December 2028 Project Monitoring and Evaluation Ongoing to 2035 55
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6 1.5 Financial Case The total public sector capital costs to deliver the project are £50.3m, broken down as follows: • City Deal: £32.2m. • SLC capital funding - £18.1m including the reallocation of £11.1m of the Glasgow City Region Glasgow Airport Access monies and capital receipts from the sale of Centre West and Civic Centre sites (c. £6m). Expenditure on project development and preliminary works will run from 2024 to 2025. The construction period is estimated to be between December 2026 and March 2028. Phasing of Project Costs 2024 2025 2026 2027 2028 Total Cost £503,000 £4,527,000 £9,054,000 £18,108,000 £18,611,000 £50,300,000 % of total 1% 9% 18% 36% 37% 100% The total amount of leveraged private funding and estimated profile is outlined below. Estimated Follow-on Investment (£m) 2024 2025 2026 2027 2028 2029 Total Residential development £0.0 £0.0 £0.0 £17.2 £17.2 £15.2 £49.6 Supermarket £0.0 £0.0 £10.4 £0.0 £0.0 £0.0 £10.4 Budget hotel £0.0 £0.0 £0.0 £0.0 £0.0 £5.3 £5.3 Civic Centre Site* - - - - Total £0.0 £0.0 £10.4 £17.2 £17.2 £20.5 £65.3 * Details on the expected leveraged invetsment at the Civic Centre site will be updated at FBC Financial risks are fully considered in Risk Register along with an assessment of how they will be allocated and managed. 56
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7 1.6 Management Case 1.6.1 Project Roles and Responsibilities The project will be delivered through SLC Enterprise and Sustainable Development Directorate. The Council’s Legal and Procurement service will ensure that all the contractor/subcontractors and consultant/sub-consultants engaged on the planning, design and delivery of the project comply with statutory requirements. Internal Project Governance Organogram 1.6.2 Monitoring and Benefits Realisation SLC is developing a City Deal monitoring and evaluation framework to ensure compliance with PMO requirements for performance management. Quarterly progress reporting on project development and delivery is provided by the City Deal Programme Manager (Economy & Infrastructure) to the Programme Management Office via project status reports and MA programme reports. Benefit realisation updates will also be provided on a quarterly basis to adhere with the requirements of GCR City Deal, using the methodology set out in the Benefit Tracking Template provided within the Assurance Framework. 57
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8 Project monitoring and evaluation is a key element of the appraisal process. The project will be subject to a robust monitoring and evaluation programme, in line with the guidance set out in the CD Assurance Framework and Green Book and led by the CD team set up by SLC. 58
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Outcome of Statutory Polling Scheme Review 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update to the Committee on the outcome of the recently concluded statutory review of the Council’s Polling Scheme seek Committee’s approval to a revised Polling Scheme as set out in Appendix 1 to this report [1purpose] 2. Recommendation(s) 2.1. The Council is asked to approve the following recommendation(s):- [recs] (1) that the contents of this report, including the outcome of the statutory review of the Council’s Polling Scheme, be noted; (2) that the revised Polling Scheme as set out in Appendix 1 to this report be approved; and (3) that authority be delegated to the Chief Executive to take all steps necessary to conclude matters relating to the statutory polling scheme review. 3. Background 3.1. In terms of the Representation of the People Act 1983 (as amended), local authorities are required to designate polling places for the purposes of elections, to review those arrangements within the statutory review timescale and to keep their arrangements under review. The Electoral Registration and Administration Act 2013 further amended the Representation of the People Act 1983 by introducing a change to the timing of compulsory reviews of UK Parliamentary polling districts and polling places with compulsory reviews to be started and completed within the period of 16 months that starts on 1 October of every fifth year after 1 October 2013. 3.2. The Council completed its last statutory review in 2018, with there having been a partial review in November 2023 to take account of the revised boundaries for the three UK Parliament constituencies within South Lanarkshire following completion of the UK Parliamentary Boundaries review in June 2023. In terms of the relevant legislation, the Council must now complete the compulsory statutory review by 31 January 2025. In conducting its review, the Council must seek to ensure that: • all electors in the constituency have reasonable facilities for voting as are practicable in circumstances; and • so far as is reasonably practicable all polling places should be accessible to all voters including those who are disabled and when considering the designation of a polling place the Council must have regard to the needs of persons with disabilities. 7 59
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3.3. In practical terms, the intention is to ensure the optimal facilities for voting in terms of location, accessibility and capacity of available buildings, to support turnout in electoral events and to support the public’s participation in the democratic process. 3.4. On 11 September 2024, South Lanarkshire Council considered a report which proposed the commencement of the required statutory review of the Polling Scheme. In approving that report, the Council agreed to delegate authority to the Executive Committee to consider a further report on the statutory Polling Scheme review on 11 December 2024, following completion of the public consultation exercise on the review, and approve the Polling Scheme at conclusion of the review. 3.5. In accordance with the timetable reported to South Lanarkshire Council on 11 September 2024 the Council has undertaken a public consultation exercise on the review. This was carried out between 13 September 2024 and 1 November 2024, and included publication of the notification of the review, information being made available on the Council’s website, in public libraries, adverts placed in 4 local newspapers and making contact with interested parties, including Elected Members, MPs, MSPs, political parties, Community Councils, neighbouring local authorities, the Electoral Registration Officer, owners/occupiers of proposed polling places and organisations representing the disabled. Given the recent General Election, feedback was also sought on the polling arrangements used for that, including from polling staff and any feedback received from voters. 3.6. The process for the review was also informed by Electoral Commission guidance on conducting reviews. 4. Outcome of Polling Scheme Review 4.1. The Council received 21 responses on the review from the consultation exercise. By way of context, at the General Election in July 2024 the registered electorate for the local authority area was 224,568. Of these 21, they can be categorised as follows:- • 10 responses raised no issues; • 4 responses expressed concerns over the proposed use of schools for Polling Places (two in the context of the use of Udston Primary School and one in the context of Kirklandpark Primary School); • 1 raised an issue with signage at the entrance to a Polling Place which will be picked up going forward, Blackwood Primary School; • 2 made suggestions which the review is in agreement with, i.e. the continued use of Braehead Hall and a return to the TACT Community Hall; and • 4 raised points in connection with individual Polling Places and use of Woodpark Primary School preferring to return to The Fountain (2 responses), Wardlawhill Hall and St Mary’s Club Rooms, where no change is proposed. 4.2. In addition to the consultation exercise, the Council also considered data on population projections for South Lanarkshire from the National Records of Scotland and input from the Council’s Planning Team in respect of potential housing development over the next 5 years. In respect of the latter, the focus of housing growth in the next 5 years is likely to be on the greenfield Community Growth Areas which have been allocated in Local Development Plans since 2006 and on sites within settlements where brownfield redevelopment opportunities are being built out. 60
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4.3. This information has been factored into the review. In general terms, subject to the changes proposed below, it has been assessed that the current Polling Scheme can accommodate the current population and housing development projections, recognising that there are a number of variables that will determine whether or not, and to what extent, the population changes as predicted and whether proposed developments are ultimately delivered. The Council will also continue to monitor this across the local authority area, and where necessary conduct interim reviews of the Polling Scheme in advance of planned electoral events, and where necessary propose adjustments to the Scheme to take account of changes in local populations. 4.4. The recent UK General Election held on 4 July 2024 has also provided a helpful recent test of the current Polling Scheme. Feedback received at the time of the election, and subsequently from those working at the election did not highlight any material issues. 4.5. The Polling Scheme currently has 147 Polling Places, of which 71 are Council schools. It is recognised that the use of schools can impact upon the delivery of education services by the Council. It should, however, be noted that the use of schools for Polling Places in South Lanarkshire is well-established, and to mitigate impact on senior school pupils and wider school communities the Council’s secondary schools are not used. It must also be recognised that schools have benefits over other potential Polling Places, in being owned by the Council, well located, well maintained and more generally suitable in terms of accessibility. In addition, the date for the next scheduled electoral event taking place in May 2026, being the Scottish Parliament election, is to be an in-service day for all South Lanarkshire Council’s schools, this having been considered by the Council’s Education Resources Committee on 29 October 2024. 4.6. As the Committee are aware, there are a number of Polling Places that were previously under the control of South Lanarkshire Leisure and Culture, but have recently been transferred to various community groups/organisations, or will shortly be transferred. Where these organisations are willing to continue to allow the venue to be used as a Polling Place then, provided it remains suitable, it is proposed that this continues. If, for whatever reason, that continued use was no longer practicable, for instance the venue was reconfigured such that it was no longer suitable as a Polling Place, then a suitable alternative would need to be identified. 4.7. As previously reported to South Lanarkshire Council in September, the Second Review of the constituencies and regions of the Scottish Parliament commenced on 1 September 2022, and is still ongoing. Boundaries Scotland plan to submit a report to the Scottish Ministers by 1 May 2025. If subsequently approved by the Scottish Parliament, the new boundaries will be effective at the next Scottish Parliament election, expected in May 2026. If any changes to the Polling Scheme are required as a result of this review, then that will be the subject of a future report to the Council. 61
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4.8. Taking the above into account, a revised Polling Scheme is included in Appendix 1 to this report. As regards the individual elements of this, there are some adjustments proposed to merge Polling Districts which are now all within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections, and some adjustments proposed to Polling Places too, all but one being to accommodate the proposed adjustments to Polling Districts. The proposed changes are set out in more detail in Appendix 2 to this report. By way of explanation, where Polling Districts are proposed for merger then the proposed Polling Place is that which is allocated the highest electorate from those within the Districts being merged. 4.9. Subject to the Committee’s decision it is recommended that authority is delegated to the Chief Executive to take all steps necessary to conclude matters relating to the review. This will include publication of the outcome on the Council’s website, and advising key stakeholders. 5. Employee Implications 5.1. There are no employee implications directly arising from this report. The proposals will be delivered from existing resources. 6. Financial Implications 6.1. There are no financial implications directly arising from this report. In terms of the delivery of future electoral events, the costs of hiring polling places are, subject to certain expenditure levels, met by the UK or Scottish Governments for all UK or Scottish Parliamentary elections, with the Council only being required to meet those costs for local government elections. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability and the environment directly arising from this report. 8. Other Implications 8.1. None. 9. Integrated Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. However, under the Equality Act 2010, Returning Officers have a duty to anticipate the needs of disabled voters and make reasonable adjustments to remove substantial disadvantage for those voters. This means they must take steps to understand and anticipate on an ongoing basis the needs of disabled voters – with different types of disability, support and access requirements within their area so that they can make informed decisions about how best to meet these needs by making reasonable adjustments, including providing appropriate equipment and support. This includes the selection of polling venues to ensure accessibility. The process undertaken during the review enables the Returning Officer and the Council to fulfils their duties in respect of this. 9.2. It is to be noted that officers had already taken equalities considerations into account in preparing the previous Scheme, and did so for the recent General Election. 9.3. The consultation undertaken in respect of the statutory review has been summarised in this report. 62
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Jackie Taylor Executive Director ( Finance and Corporate Resources) 18 November 2024 Link(s) to Council Values/Priorities/Outcomes • Accountable, effective, efficient and transparent Previous References • Report to Executive Committee 19 December 2018 - Review of Polling Districts and Polling Places 2018 • Report to South Lanarkshire Council 1 November 2023 - Review of UK Parliamentary Constituencies Review of Polling Districts SL002 and SL007 List of Background Papers • South Lanarkshire Council 11 September 2024 - Statutory Polling Scheme Review Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan, Head of Administration & Legal Services Tel: 01698 454658 Email: iain.strachan@southlanarkshire.gov.uk 63
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Polling district Ward numbe r Ward_Name Scottish parliament constituency Scottish parliament region UK parliament constituency Polling place Polling Stations within Polling Place SL001 1 Clydesdale West Clydesdale South Scotland Motherwell, Wishaw and Carluke Kirkton Primary School 1 SL002 1 Clydesdale West Clydesdale South Scotland Hamilton and Clyde Valley Crossford Hall 1 SL003 1 Clydesdale West Clydesdale South Scotland Motherwell, Wishaw and Carluke South Lanarkshire Lifestyles, Carluke 1 SL004 1 Clydesdale West Clydesdale South Scotland Motherwell, Wishaw and Carluke Crawforddyke Primary School 1 SL005 1 Clydesdale West Clydesdale South Scotland Motherwell, Wishaw and Carluke Braidwood Primary School 1 SL006 1 Clydesdale West Clydesdale South Scotland Motherwell, Wishaw and Carluke Law Primary School 1 SL007 2 Clydesdale North Clydesdale South Scotland Hamilton and Clyde Valley Lanark Primary School 2 SL008 2 Clydesdale North Clydesdale South Scotland Hamilton and Clyde Valley St Nicholas Parish Church Hall 2 SL009 2 Clydesdale North Clydesdale South Scotland Hamilton and Clyde Valley St Mary's Club Rooms 2 SL010 2 Clydesdale North Clydesdale South Scotland Hamilton and Clyde Valley New Lanark Primary School 1 SL011 2 Clydesdale North Clydesdale South Scotland Hamilton and Clyde Valley Robert Owen Memorial Primary School 2 SL012 2 Clydesdale North Clydesdale South Scotland Hamilton and Clyde Valley Kirkfieldbank Hall 2 SL014 2 Clydesdale North Clydesdale South Scotland Motherwell, Wishaw and Carluke Auchengray Primary School 2 SL018 2 Clydesdale North Clydesdale South Scotland Motherwell, Wishaw and Carluke Braehead Hall 1 SL019 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Biggar Municipal Hall 3 SL020 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Carnwath Primary School 2 SL021 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Crawford Hall 1 SL022 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Leadhills Hall 1 SL023 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Abington Primary School 1 SL024 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Symington Halll 3 SL027 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Blackmount Primary School 2 SL030 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Quothquan Hall 3 7 65
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SL031 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Carstairs Junction Hall 2 SL034 3 Clydesdale East Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Carstairs Community Centre 1 SL037 4 Clydesdale South Clydesdale South Scotland Hamilton and Clyde Valley Woodpark Primary School 2 SL038 4 Clydesdale South Clydesdale South Scotland Hamilton and Clyde Valley Woodpark Primary School 2 SL039 4 Clydesdale South Clydesdale South Scotland Hamilton and Clyde Valley Blackwood Primary School 4 SL042 4 Clydesdale South Clydesdale South Scotland Hamilton and Clyde Valley Brocketsbrae Hall 1 SL043 4 Clydesdale South Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Rigside Community Hall 1 SL044 4 Clydesdale South Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale St Bride's Centre 3 SL046 4 Clydesdale South Clydesdale South Scotland Dumfriesshire, Clydesdale and Tweeddale Coalburn Leisure Complex 2 SL047 5 Avondale and Stonehouse Hamilton, Larkhall and Stonehouse Central Scotland East Kilbride and Strathaven Stonehouse Primary School 5 SL049 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Gilmourton Primary School 1 SL050 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Kirklandpark Primary School 3 SL051 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Glassford Primary School 1 SL052 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Chapelton Primary School 1 SL053 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Auldhouse Primary School 1 SL054 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Wester Overton Primary School 3 SL055 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Avendale Old Parish Church Hall 2 SL056 5 Avondale and Stonehouse Clydesdale South Scotland East Kilbride and Strathaven Sandford Primary School 1 SL058 6 East Kilbride South East Kilbride Central Scotland East Kilbride and Strathaven Ballerup Recreation Area Pavilion 1 SL059 6 East Kilbride South East Kilbride Central Scotland East Kilbride and Strathaven Greenhills Primary School 2 SL060 6 East Kilbride South East Kilbride Central Scotland East Kilbride and Strathaven Castlefield Primary School 2 SL061 6 East Kilbride South East Kilbride Central Scotland East Kilbride and Strathaven St Vincent's Primary School 3 SL062 6 East Kilbride South East Kilbride Central Scotland East Kilbride and Strathaven Crosshouse Primary School 3 SL063 6 East Kilbride South East Kilbride Central Scotland East Kilbride and Strathaven Greenhills Hall 1 SL064 7 East Kilbride Central South East Kilbride Central Scotland East Kilbride and Strathaven Canberra Primary School 3 SL065 7 East Kilbride Central South East Kilbride Central Scotland East Kilbride and Strathaven East Milton Primary School 3 SL066 7 East Kilbride Central South East Kilbride Central Scotland East Kilbride and Strathaven Heathery Knowe Primary School 2 SL067 7 East Kilbride Central South East Kilbride Central Scotland East Kilbride and Strathaven Murray Primary School 3 SL068 7 East Kilbride Central South East Kilbride Central Scotland East Kilbride and Strathaven South Park Primary School 2 SL069 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven Maxwellton Primary School/Greenburn School 3 SL070 10 East Kilbride East East Kilbride Central Scotland East Kilbride and Strathaven Hunter Primary School 366
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SL071 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven Blacklaw Primary School 3 SL072 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven Kirktonholme Primary School 1 SL073 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven Kirktonholme Hall 2 SL074 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven Halfmerke Primary/West Mains School 1 SL075 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven East Kilbride Old Parish Church Hall 2 SL076 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven East Kilbride Arts Centre 2 SL077 8 East Kilbride Central North East Kilbride Central Scotland East Kilbride and Strathaven Mount Cameron Primary School 1 SL078 9 East Kilbride West East Kilbride Central Scotland East Kilbride and Strathaven Stewartfield Community Centre 2 SL079 9 East Kilbride West East Kilbride Central Scotland East Kilbride and Strathaven Mossneuk Primary School 5 SL080 9 East Kilbride West East Kilbride Central Scotland East Kilbride and Strathaven Crosshouse Primary School 1 SL081 9 East Kilbride West East Kilbride Central Scotland East Kilbride and Strathaven Thorntonhall Lawn Tennis Club 1 SL082 9 East Kilbride West East Kilbride Central Scotland East Kilbride and Strathaven St Kenneth's Primary School 4 SL083 10 East Kilbride East East Kilbride Central Scotland East Kilbride and Strathaven Long Calderwood Primary School 4 SL085 10 East Kilbride East East Kilbride Central Scotland East Kilbride and Strathaven St Leonard's Primary School 2 SL086 10 East Kilbride East East Kilbride Central Scotland East Kilbride and Strathaven Calderwood Hall 1 SL087 10 East Kilbride East East Kilbride Central Scotland East Kilbride and Strathaven St Hilary's Primary School 1 SL088 10 East Kilbride East East Kilbride Central Scotland East Kilbride and Strathaven Claremont Parish Church Hall 2 SL089 10 East Kilbride East East Kilbride Central Scotland East Kilbride and Strathaven Whitlawburn Community Resource Centre 1 SL091 11 Rutherglen South Rutherglen Glasgow Rutherglen Calderwood Primary School 3 SL092 11 Rutherglen South Rutherglen Glasgow Rutherglen Spittal Primary School 2 SL093 11 Rutherglen South Rutherglen Glasgow Rutherglen St Mark's Primary School 2 SL094 11 Rutherglen South Rutherglen Glasgow Rutherglen Fernhill Community Centre 3 SL095 11 Rutherglen South Rutherglen Glasgow Rutherglen Springhall Community Centre 2 SL096 11 Rutherglen South Rutherglen Glasgow Rutherglen Cathkin Primary School (Community Wing) 2 SL097 12 Rutherglen Central and North Rutherglen Glasgow Rutherglen Rutherglen West and Wardlawhill Parish Church Hall 1 SL098 12 Rutherglen Central and North Rutherglen Glasgow Rutherglen Bankhead Primary School 4 SL099 12 Rutherglen Central and North Rutherglen Glasgow Rutherglen Universal Connections 1 SL100 12 Rutherglen Central and North Rutherglen Glasgow Rutherglen Rutherglen West and Wardlawhill East Church Hall 3 SL101 12 Rutherglen Central and North Rutherglen Glasgow Rutherglen Rutherglen United Reformed Church Hall 2 SL102 12 Rutherglen Central and North Rutherglen Glasgow Rutherglen Burgh Primary School 167
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SL103 13 Cambuslang West Rutherglen Glasgow Rutherglen West Coats Primary School 4 SL104 13 Cambuslang West Rutherglen Glasgow Rutherglen Eastfield Community Centre 3 SL105 13 Cambuslang West Rutherglen Glasgow Rutherglen James Aiton Primary School 2 SL106 11 Rutherglen South Rutherglen Glasgow Rutherglen Burnside Blairbeth Parish Church Hall 1 SL107 13 Cambuslang West Rutherglen Glasgow Rutherglen Whitlawburn Community Resource Centre 5 SL108 14 Cambuslang East Rutherglen Glasgow Rutherglen North Halfway Community Hall 2 SL109 13 Cambuslang West Rutherglen Glasgow Rutherglen St Bride's Primary School (Nursery Entrance) 1 SL110 14 Cambuslang East Rutherglen Glasgow Rutherglen St Charles' Primary School 3 SL111 14 Cambuslang East Rutherglen Glasgow Rutherglen Hallside Primary School 4 SL113 14 Cambuslang East Rutherglen Glasgow Rutherglen Flemington Hallside Church Hall 2 SL115 14 Cambuslang East Rutherglen Glasgow Rutherglen Cairns Primary School 2 SL116 15 Blantyre Rutherglen Glasgow Rutherglen St Blane's Primary School 2 SL117 15 Blantyre Rutherglen Glasgow Rutherglen TACT Hall 2 SL118 15 Blantyre Rutherglen Glasgow Rutherglen TACT Hall 2 SL119 15 Blantyre Rutherglen Glasgow Rutherglen St Joseph's Primary School (Nursery entrance) 1 SL120 15 Blantyre Uddingston and Bellshill Central Scotland Rutherglen St Joseph's Primary School (Nursery entrance) 1 SL121 15 Blantyre Rutherglen Glasgow Rutherglen Auchinraith Primary School 3 SL123 15 Blantyre Rutherglen Glasgow Rutherglen High Blantyre Primary School 2 SL124 15 Blantyre Rutherglen Glasgow Rutherglen High Blantyre Public Hall 3 SL125 16 Bothwell and Uddingston Uddingston and Bellshill Central Scotland Rutherglen Bothwell Primary School 2 SL126 16 Bothwell and Uddingston Uddingston and Bellshill Central Scotland Rutherglen Bothwell Community Hall 3 SL127 16 Bothwell and Uddingston Uddingston and Bellshill Central Scotland Rutherglen St Bride's Primary School (Bothwell) 2 SL128 16 Bothwell and Uddingston Uddingston and Bellshill Central Scotland Rutherglen Uddingston Community Centre 2 SL129 16 Bothwell and Uddingston Uddingston and Bellshill Central Scotland Rutherglen Muiredge Primary School 2 SL130 16 Bothwell and Uddingston Uddingston and Bellshill Central Scotland Rutherglen Park Church 2 SL131 17 Hamilton North and East Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley St John's Primary School (Hamilton) 1 SL132 17 Hamilton North and East Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley St Mary's Primary School (Hamilton) 1 SL133 17 Hamilton North and East Uddingston and Bellshill Central Scotland Hamilton and Clyde Valley St Mary's Primary School (Hamilton) 1 SL134 17 Hamilton North and East Uddingston and Bellshill Central Scotland Hamilton and Clyde Valley Whitehill Neighbourhood Centre 368
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SL135 17 Hamilton North and East Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Glenlee Primary School 3 SL136 17 Hamilton North and East Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley South Lanarkshire Council Office 1 SL137 17 Hamilton North and East Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley South Lanarkshire Council Office 1 SL138 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Woodside Primary School 2 SL139 17 Hamilton North and East Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley St John's Church Centre 1 SL140 17 Hamilton North and East Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Ferniegair Community Hall 2 SL141 18 Hamilton West and Earnock Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Udston Primary School 4 SL142 18 Hamilton West and Earnock Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Townhill Primary School 4 SL143 18 Hamilton West and Earnock Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Hillhouse and Earnock Community Centre 5 SL145 18 Hamilton West and Earnock Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley St Peter's Primary School 4 SL147 18 Hamilton West and Earnock Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley St John's Primary School (Hamilton) 1 SL148 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley South Lanarkshire Lifestyles, Fairhill 3 SL150 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Woodhead Primary School 3 SL152 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Eddlewood Public Hall 2 SL154 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Chatelherault Primary School 3 SL155 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Our Lady and St Anne's Primary School 3 SL156 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley St Elizabeth's Primary School (Side entrance) 2 SL157 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley St John's Primary School (Hamilton) 2 SL158 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Glengowan Primary School 3 SL159 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Dalserf Primary School (Community Wing) 2 SL160 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Dalserf Parish Church Hall 1 69
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SL161 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Netherburn Community Hall 1 SL162 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Machanhill Primary School 3 SL163 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Trinity Parish Church Hall 3 SL164 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Hareleeshill Primary School (Community Wing) 2 SL166 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Craigbank Primary School (Community Wing) 3 SL167 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Quarter Primary School 1 SL168 20 Larkhall Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Stonehouse Primary School 1 SL169 6 East Kilbride South East Kilbride Central Scotland East Kilbride and Strathaven Alistair McCoist Complex 2 SL170 9 East Kilbride West East Kilbride Central Scotland East Kilbride and Strathaven Mossneuk Parish Church 1 SL171 14 Cambuslang East Rutherglen Glasgow Rutherglen St Charles' Primary School 4 SL172 6 East Kilbride South Clydesdale South Scotland East Kilbride and Strathaven Crosshouse Primary School 1 SL175 17 Hamilton North and East Rutherglen Glasgow Hamilton and Clyde Valley Auchinraith Primary School 1 SL177 19 Hamilton South Hamilton, Larkhall and Stonehouse Central Scotland Hamilton and Clyde Valley Woodhead Primary School 1 70
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APPENDIX 2 – PROPOSED AMENDMENTS TO CURRENT POLLING SCHEME Ward 2 - Clydesdale North – Changes Proposed The following Polling Districts and Polling Places in Ward 2 meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL007 Polling Place: Lanark Primary School Polling District Reference: SL008 Polling Place: St Nicholas Parish Church Hall Polling District Reference: SL009 Polling Place: St Mary’s Clubrooms Polling District Reference: SL010 Polling Place: New Lanark Primary School Polling District Reference: SL011 Polling Place: Robert Owen Memorial Primary School Polling District Reference: SL018 Polling Place: Braehead Hall The following changes are, however, proposed:- • Polling Districts SL012, SL013 and SL016 are proposed to merge as all are now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. The Polling Place is proposed to remain as Kirkfieldbank Hall, currently used for SL012 and 13. SL012 to remain, with SL013 and SL016 being removed. Nemphlar Hall would no longer be used. • Polling Districts SL014 and SL015 proposed to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. Polling place to remain as Auchengray Primary School, currently used for SL015 and can accommodate another station being added. Tarbrax Village Hall currently used for SL014 would no longer be used. SL014 to remain, with 015 being removed. Ward 3 - Clydesdale East – Changes Proposed The following Polling Districts and Polling Places in Ward 3 meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL019 Polling Place: Biggar Municipal Hall Polling District Reference: SL021 Polling Place: Crawford Hall Polling District Reference: SL022 Polling Place: Leadhills Hall Polling District Reference: SL023 Polling Place: Abington Primary School Polling District Reference: SL034 Polling Place: Carstairs Community Centre The following change are, however, proposed:- • Polling Districts SL020 and SL026 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. Polling place to remain Carnwath Primary School. SL020 to remain with SL026 being removed. 7 71
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• Polling Districts SL024, SL025 and SL029 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. Polling place remaining as Symington Hall for electors who were previously in SL029. SL024 to remain with SL025 and SL029 being removed. Coulter Hall would no longer be used. • Polling Districts SL027 and SL028 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. SL027 to remain with SL028 being removed. Blackmount Primary School to remain as the Polling Place. • Polling Districts SL030, SL032 and SL033 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. Polling place remaining as Quothquan Hall for electors who were previously in SL033. SL030 to remain with SL032 and SL033 being removed. Thankerton Hall and Carmichael Hall would no longer be used. • Polling Districts SL031 and SL035 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. SL031 to remain with SL035 being removed. Carstairs Junction Hall to remain as the Polling Place, with Pettinain Hall no longer being used. Ward 4 - Clydesdale South – Changes Proposed The following Polling Districts and Polling Places in Ward 4 below meet the stated criteria Polling District Reference: SL037 Polling Place Woodpark Primary School Polling District Reference: SL038 Polling Place: Woodpark Primary School Polling District Reference: SL042 Polling Place: Brocketsbrae Hall Polling District Reference: SL043 Polling Place: Rigside Community Hall Polling District Reference: SL046 Polling Place: Coalburn Leisure Complex The following changes are, however, proposed:- • Polling Districts SL039, SL040 and SL041 proposed to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections . Polling Place proposed to remain as Blackwood Primary. SL039 to remain with SL040 and SL041 being removed. • Polling Districts SL044 and SL045 proposed to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. SL044 to remain with SL045 being removed. Polling Place to remain as St Brides Centre, with Glespin Community Hall no longer being used. 72
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Ward 5 - Avondale and Stonehouse – Changes Proposed All the following Polling Districts and Polling Places in Ward 5 meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL049 Polling Place: Gilmourton Primary School Polling District Reference: SL050 Polling Place: Kirklandpark Primary School Polling District Reference: SL051 Polling Place: Glassford Primary School Polling District Reference: SL052 Polling Place: Chapelton Primary School Polling District Reference: SL053 Polling Place: Auldhouse Primary School Polling District Reference: SL054 Polling Place: Wester Overton Primary School Polling District Reference: SL055 Polling Place: Avendale Old Parish Church Hall Polling District Reference: SL056 Polling Place: Sandford Primary School The following changes are, however, proposed:- • Polling Districts SL047 and SL048 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. Polling place to remain Stonehouse Primary School. SL047 to remain with SL048 being removed. Ward 13 - Cambuslang West – Changes Proposed The following Polling Districts and Polling Places in Ward 13 below meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL103 Polling Place: West Coats Primary School Polling District Reference: SL104 Polling Place: Eastfield Community Centre Polling District Reference: SL105 Polling Place: James Aiton Primary School Polling District Reference: SL109 Polling Place: St Bride's Primary School The following change is, however, proposed:- • Polling Districts SL107 and SL176 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections, Whitlawburn Community Resource Centre to remain as the Polling Place with Burnside Blairbeth Parish Church Hall no longer being used. SL107 to remain with SL176 being removed. Ward 14 - Cambuslang East – Changes Proposed The following Polling Districts and Polling Places in Ward 14 below meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL108 Polling Place: North Halfway Community Hall Polling District Reference: SL111 Polling Place: Hallside Primary School Polling District Reference: SL113 Polling Place: Flemington Hallside Church Hall Polling District Reference: SL115 Polling Place: Cairns Primary School Polling District Reference: SL171 Polling Place: St Charles’ Primary School The following change is, however, proposed:- • Polling Districts SL110 and SL112 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections, St Charles Primary School to remain as the Polling Place and Caledonian Centre no longer being used. SL110 to remain with SL112 being removed. 73
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Ward 15 – Blantyre – Changes Proposed The following Polling Districts and Polling Places in Ward 15 below meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL116 Polling Place: St Blane's Primary School Polling District Reference: SL119 Polling Place: St Joseph's Primary School (Nursery) Polling District Reference: SL120 Polling Place: St Joseph's Primary School (Nursery) Polling District Reference: SL123 Polling Place: High Blantyre Primary School Polling District Reference: SL124 Polling Place: High Blantyre Public Hall The following change is, however, proposed:- • Polling Districts SL117 and SL118 no change is proposed to the Polling Districts, but as regards the Polling Places it is noted that the TACT Community Hall was closed due to ongoing works during the UK Parliamentary General Election and David Livingston Primary School was used as a replacement Polling Place. It is proposed that these two Polling Districts revert back to TACT Community Hall as the Polling Place. • Polling Districts SL121 and SL122 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections with Auchinraith Primary School remaining as the Polling place. SL121 to remain with SL122 being removed. Ward 17 - Hamilton North and East – Changes Proposed The following Polling Districts and Polling Places in Ward 17 below meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL131 Polling Place: St John's Primary School Polling District Reference: SL132 Polling Place: St Mary's Primary School, Hamilton Polling District Reference: SL133 Polling Place: St Mary's Primary School, Hamilton Polling District Reference: SL134 Polling Place: Whitehill Neighbourhood Centre Polling District Reference: SL135 Polling Place: Glenlee Primary School Polling District Reference: SL136 Polling Place: South Lanarkshire Council Offices Polling District Reference: SL137 Polling Place: South Lanarkshire Council Offices Polling District Reference: SL139 Polling Place: St John’s Church Centre Polling District Reference: SL140 Polling Place: Ferniegair Community Hall Polling District Reference: SL175 Polling Place: Auchinraith Primary School 74
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Ward 18 - Hamilton West and Earnock – Changes Proposed The following Polling Districts and Polling Places in Ward 18 meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL141 Polling Place: Udston Primary School Polling District Reference: SL142 Polling Place: Townhill Primary School Polling District Reference: SL147 Polling Place: St John's Primary School The following change is, however, proposed:- • Polling Districts SL143 and SL144 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections, Polling station proposed is Hillhouse and Earnock Community Centre. SL143 to remain withSL144 being removed. • Polling Districts SL145 and SL146 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. St Peter’s Primary School would remain as the Polling Place. SL145 to remain with SL146 being removed. Ward 19 - Hamilton South – Changes Proposed The following Polling Districts and Polling Places in Ward 19 meet the stated criteria and therefore no change is proposed:- Polling District Reference: SL138 Polling Place: Woodside Primary School Polling District Reference: SL150 Polling Place: Woodhead Primary School Polling District Reference: SL154 Polling Place: Chatelherault Primary School Polling District Reference: SL155 Polling Place: Our Lady and St Anne's Primary School Polling District Reference: SL156 Polling Place: St Elizabeth's Primary School (side entrance) Polling District Reference: SL157 Polling Place: St John's Primary School Polling District Reference: SL177 Polling Place: Woodhead Primary School The following changes are, however, proposed:- • Polling Districts SL148 and SL149 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. Polling place to remain as South Lanarkshire Lifestyles, Fairhill. SL148 to remain with SL149 being removed. • Polling District SL152 and SL153 to merge as all now within the same constituency for UK Westminster, Scottish Parliament and South Lanarkshire Council elections. Polling place to remain as Eddlewood Public Hall. SL152 to remain with SL153 being removed. 75
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Council Motion - Keep the Beat Alive 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Executive Committee with an update on the position regarding the actions within the Council motion ‘Keep the Beat Alive’, passed at the Council meeting on 12 June 2024 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the contents of the report are noted; and (2) the proposed position in relation to the requirements of the Third Sector Fair Funding Charter and the actions to be taken to support it, as outlined in Appendix 2, are agreed. [1recs] 3. Background 3.1. The Third Sector is diverse and is made up of many different types of organisations ranging from completely informal, voluntary led community activity groups, to local, small to medium service providers and larger nationally organised providers of services with local branches and activities. Some, but not all of the third sector, are charities, most are constituted in some way, and many are fully incorporated. The Third Sector’s income can come from a mixture of sources including earned income, fundraising, donations and/ or grants. This wide range of organisations have different interests and aims when it comes to funding and sustainability. 3.2. Council Resources recognise the important role of the Third Sector in South Lanarkshire in the delivery of important services and valuable support that is provided to communities by them through the range of activities they are engaged in. However, the Council’s ability to support the sector in the future through the provision of grants or through procurement activity is limited because of the funding pressures impacting public services. In addition, any activity needs to work within the legal and regulatory framework within which the Council operates. 3.3. A Third Sector Process review is underway focussing on the governance arrangements in place around grant funding and the value obtained by the Council from their provision. This review will highlight areas of practice to address in more detail relating to the asks of the Third Sector. 8 77
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4. Council Motion 4.1. A motion was presented to the Council meeting on 12 June 2024 to recognise the role played by the Third Sector in South Lanarkshire supported by a new campaign called Keep the Beat Alive. 4.2. The motion requested South Lanarkshire Council take forward 5 actions; 1. promotion of the sector’s impact; 2. endorsement of the principles of the Third Sector Fair Funding Charter; 3. engagement with VASLAN on implementation of the Charter; 4. engage meaningfully by inviting the sector to be in the room at an early enough stage; and 5. convene a meeting with the Council, South Lanarkshire Third Sector and the Scottish Government Minister to share the campaign and discuss the need for national action. 4.3. Update on progress against each of the actions from the motion is provided in Appendix 1 and summarised below: Action 1: The impact report and videos produced by VASLAN and Third sector organisations have been widely circulated. Action 2: This action is considered complete given the passing of the motion. Action 3: Across the asks of the Third Sector Funding Charter, there are areas where there are opportunities for providing greater support to the sector (e.g. procurement training from Supplier Development Programme (SPD) and in reviewing guidance for the provision of grants). However, scope to provide assurances around future funding levels is limited given the current financial environment. Further detail on this is provided in section 5 of the report and in Appendix 2. Action 4: Engagement with the Third Sector at an early stage is one of the elements of the Fair Funding Charter included under action 3 and is considered as part of the overall review of the Third Sector Funding Charter. Action 5: At the request of the Cabinet Secretary, an introductory meeting took place with members of the working group the Scottish Government Third Sector Unit on 15 August 2024. A further officer meeting is to be arranged with the attendance of VASLAN. 4.4. The minute of the meeting of Council from 12 June 2024 noted a report was to be submitted to a future meeting of the Executive Committee with the outcome of the detailed consideration and discussion with VASLAN on the Third Sector Fair Funding Charter (action 3). This outcome of this activity is outlined in more detail in section 5. 5. Third Sector Fair Funding Charter 5.1. The Third Sector Fair Funding Charter is a funding charter developed by the TSI (Third Sector Interface) Scotland Network and Scottish Council for Voluntary Organisations (SCVO), that sets out 4 fair funding principles for the third sector with the aim of supporting improvements in the funding the sector receives from the public and independent sectors. 78
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5.2. The 4 principles of the Charter are: A Strategic Investment Approach Accessible, Proportionate and Transparent Funding and Commissioning Processes Adequate and Secure Funding Proportionate Evaluation and Reporting to Funders 5.3. Appendix 2 provides a position across each of the requirements of the Third Sector Fair Funding Charter. For each requirement a proposed position is presented together with actions that can be taken forward in support of the individual requirements. 5.4. Overall, the Council is complying with many elements of the Charter either in full or in part. There are some limitations in the ability of the Council to meet the full requirements of the Charter (e.g. the provision of inflationary funding over a medium term) and these are detailed in Appendix 2. 5.5. Appendix 2 also outlines the actions that can be taken to further support the sector including building on existing processes and activities including: To update service review guidance to emphasise the need for Third Sector involvement in review activity as part of wider engagement activity. The current reviews will be asked to consider this where possible, and the guidance will be updated for future reviews. To develop bespoke training via the SDP in relation to procurement regulations. To progress a range of improvements to the approach for providing grants including: evaluation and reporting arrangements will be examined as part of the Third Sector Process review. consideration of a sliding scale for covering the cost of overheads for the Third Sector based on project value as part of the Third Sector Process review. to address the provision and adequacy of funding recognising the financial challenges being experienced by the council and how it may impact funding decisions. to consider how the provision of full cost recovery can be delivered while ensuring Best Value and the different organisational structures used across the Third Sector. 5.6. The Motion required Council officers to engage with VASLAN on the ask of the Fair Funding Charter. The opportunities presented by the Fair Funding Charter have, therefore, been discussed with VASLAN. In addition, the challenges for the Council in meeting the individual requirements of the Charter have been explained, principally around procurement and finance. 5.7. VASLAN are keen to see an output from the engagement with the Council and it is expected Appendix 2 will provide this. 6. Employee Implications 6.1. A short-term working group consisting of Head of Finance (Transactions), Legal Services Advisor, Community Engagement Manager and Economic Development Officer was established to assess the extent to which the requirements of the Fair Funding Charter can be met. 79
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7. Financial Implications 7.1. There are no financial implications from the actions described in Appendix 2. 8. Other Implications 8.1. There is a risk the financial challenges facing the Council results in less certainty around funding provided to the Third Sector. 9. Integrated Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Jackie Taylor Executive Director (Finance and Corporate Resources) 27 November 2024 Link(s) to Council Values/Priorities/Outcomes ▪ Accountable, effective, efficient and transparent ▪ Ambitious, self-aware and improving 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: - Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 80
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Appendix 1 Third Sector Funding Charter Motion Actions Action Update Action 1: Recognise the sector’s impact by sharing the impact report and videos widely internally and externally and continue to provide opportunities to showcase the impact and campaign with elected members and senior officers. The impact report and videos have been widely circulated to demonstrate the value of the sector in South Lanarkshire to the following groups: o Council Extended Management Team o Procurement Network o Providing space for the campaign in various forums/meetings (e.g. area committees) o Social media Keep The Beat Alive - South Lanarkshire -Keep The Beat Alive Action 2: Endorse the principles of the Third Sector Fair Funding Charter which calls for a) A Strategic Investment Approach b) Accessible, Proportionate and Transparent Funding and Commissioning Processes c) Adequate and Secure Funding and d) Proportionate Evaluation and Reporting to Funders but noting the financial challenges facing the Council and need for the Council to comply with its legal and regulatory framework. This action is considered complete given the passing of the motion. Action 3: Agree that relevant officers meet with VASLAN, as campaign representatives, to explore how the council can implement as much of the Third Sector Fair Funding Charter as it can within the scope of its legal and regulatory framework, with a report to be submitted to a future meeting of the Executive Committee with the outcome of this detailed consideration and discussion. Three meetings have been held with the Chief Executive of VASLAN to discuss the elements of the Fair Funding Charter. In summary, there are areas where there are opportunities for providing greater support to the sector (e.g. procurement training from Supplier Development Programme (SPD) and in reviewing guidance for the provision of grants). However, scope to provide assurances around future funding levels is limited given the current financial environment. Further detail on this is provided in section 5 of the report and in Appendix 2. Action 4: Engage meaningfully by inviting the sector to be in the room at an early enough This is one of the elements of the Fair Funding Charter included under action 3. 81
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stage, maximising opportunities for commissioning, collaboration, external funding, service reviews/design and local community planning, all to best meet shared outcomes for our communities, where the same is appropriate and in accordance with the Council’s legal and regulatory framework. Action 5: Write to the Scottish Government Minister responsible for the Third Sector to convene a meeting with the council, South Lanarkshire Third Sector and the Minister to share the campaign and discuss the need for national action to support the campaign asks”. At the request of the Cabinet Secretary, an introductory meeting took place with members of the working group the Scottish Government Third Sector Unit on 15 August. Officers presented an overview of the work done to date covering the Council Motion, the challenges being identified around procurement and funding and potential areas of opportunity. Scottish Government highlighted areas of good practice, resources available to the Third Sector and experiences of other councils. They also advised of their review of the SG grant process with the aim of making it a proportionate as possible. A further officer meeting is to be arranged with the attendance of VASLAN. o 82
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Appendix 2 Third Sector Funding Charter Charter Ask Position Actions Responsibility / Timescale 1. A Strategic Investment Approach Pro-active, recurring and co-produced consultation and consideration as to whether certain public services could be effectively delivered by the third sector directly or in partnership with the public sector. Resource allocation decisions can be identified through effective public engagement and community planning processes, which must include third sector organisations. Resourcing decisions are not made in community planning, they are made in individual services or theme specific partnerships. To update service review guidance to emphasise the need for Third Sector involvement in review activity as part of wider engagement activity. Head of Personnel – 31 December 2024 An appropriate commissioning process in accordance with Principle Two – which, depending on the circumstances, may involve different approaches such as: + open, transparent commissioning (either through tenders or grant awards); + joint, partnership, or collaborative commissioning involving several parties; + direct commissioning from an identified provider to meet specific, unique requirements The council already has in place appropriate commissioning arrangements for contracts. The expectation is that there will be fewer opportunities in social care; and where we will procure services from the third sector, it will be for clearly and tightly prescribed provision. To develop bespoke training via the SDP in relation to procurement regulations. Any cost would be met by the Third Sector. To highlight to the Scottish Government the benefits from expanding scope of light touch regime to contracts regulated by the Public Reform (S) Act and regs. Light touch only applies to contracts where value exceeds £ 663,540 Supplier Development Programme – 31 January 2025 Head of Finance (Transactions) – 31 January 2025 Service users/beneficiaries are involved in co-designing and evaluating the commissioned service or activity; Service reviews can often involve a level of consultation with service users around current service delivery and options appraisal. The level of engagement would likely vary by review. The Council is entitled to conduct market consultation with a view to preparing for a procurement exercise. This can involve independent expert or market participants including those from the Third Sector. To better emphasise the links from what are expressed through existing processes and what we formally bring forward into proposals/reviews. All Resources – from 1 January 2025 83
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Appropriate evaluation and reporting arrangements are agreed to provide accountability to the funder and the public, in accordance with Principle Three. This is being investigated as part of the Third Sector Process review. Reporting and evaluation of Third Sector activity should be used, and we should have a greater emphasis on clear metrics. Improvements in evaluation and reporting arrangements to be considered as part of the Third Sector Process review. Community Engagement Manager – 31 July 2025 Ongoing learning is supported to inform improvements to the commissioned service, and more widely Service users require to be an integral part of continuous improvement cycles. Procuring Resources will review contract performance to inform future requirements. To update service review guidance to emphasise the need for service user involvement in review activity. Head of Personnel – 31 December 2024 The funding provided is sufficient and secure in accordance with Principle Three It is recognised three-year funding cycles for grants are the gold star standard for grant funding. However, the significant funding challenges in local government is a limiting factor. Grant funding is an area where greater definition should be provided, and this may identify scope to be more responsive within communities. To investigate the provision of grant funding as part of a Third Sector Process review. This will recognise the financial challenges being experienced by the council and how it may impact funding decisions. Community Engagement Manager – 31 July 2025 2. Accessible, Proportionate and Transparent Funding and Commissioning Processes funding and commissioning opportunities are publicised appropriately. We publish procurement strategy and annual procurement report which identifies future tendering opportunities. Social media is also used to promote more locally. There are a range of promotional activities already identified in the Community Wealth Building Spend Pillar action plan. The approach to the publication of grant funding opportunities will be considered as part of the Third Sector Process review. Community Engagement Manager – 31 July 2025 clear guidance is available on what is required for funding applications, service proposals or bids Not all grant programmes are providing adequate guidance within the council. From a procurement perspective, clear guidance is issued as part of tender documents as to how tenders will be evaluated and how decisions are made to award a contract. The provision of guidance on the requirements for funding applications will be considered as part of the Third Sector Process review. Community Engagement Manager – 31 July 2025 information on how and when decisions will be made is provided As above. As above. Community Engagement Manager – 31 July 2025 84
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funding applications or proposals only require a level of detail proportionate to the funding – for example, smaller funding awards requiring less detailed applications The level of detail for smaller grants is considered proportionate, however there are inconsistencies in the level of detail required for medium to larger grants. If a grant is externally funded the level of detail required will depend on what conditions are included in our grant awards. In addition, given the need to secure Best Value there will always be a minimum level of detail required. To consider the level of detail for smaller grants as part of the Third Sector Process review to ensure it is proportionate where possible. Community Engagement Manager – 31 July 2025 sufficient time between the opening and closing dates to allow organisations time to prepare and submit their applications, proposals or bid Sufficient time is provided subject to the needs of the specific exercise, acknowledging late notification of funding awards can impact timescales. For procurement activity, the length of time provided is covered by the procurement regulations. To consider the length of time provided as part of the Third Sector review. Community Engagement Manager – 31 July 2025 clear processes for managing the end of contracts; giving three months’ notice if funding is not to be continued. This allows for fair and effective workforce planning Contract expiry dates are advised at the point of award. Contract extension should be exercised giving notice required in terms of the contracts. In contracts there should be regular dialogue during the contract period. To ensure reasonable notice is provided wherever possible and in compliance with contract terms. All Resources – from 1 January 2025 3. Adequate and Secure Funding sufficient to cover the full costs of the agreed work, including legitimate overhead costs and provision for annual increases in line with inflation; or an agreed contribution to the cost of the work if they are not the sole funder Bidders are usually expected to take account of overheads and inflation when bidding. However, revenue items are ineligible for some funding programmes. To provide guidance as part of the Third Sector Process review that can assist in ensuring consistency of approach and fairness. The scale of the work required for individual projects can be reviewed to identify scope to ensure funding will cover the eligible costs of the agreed work reflecting any wider guidance that may be put in place. Community Engagement Manager – 31 July 2025 built on the principle of full cost recovery. Full cost recovery means recovery all the costs involved in running a project – e.g. direct costs such as staffing and indirect In principle, it seems reasonable for an organisation to routinely cover its direct costs. It may be necessary to review To consider how the provision of full cost recovery can be delivered while ensuring Best Community Engagement Manager – 31 July 2025 85
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costs such as a proportion of the organisation’s overheads. Funders should fund all direct and proportioned indirect costs that an organisation faces. Where there is a cap on the level of FCR we would encourage 20% expected outputs from grant activity to help provide support here. The level of support for indirect costs should be proportionate to the overall level of funding. However, cash is limited, and full cost recovery may not be affordable. The Council is obliged to secure Best Value and might struggle to do so were it obliged to fund services on that basis when other parties might be able to deliver the required level of service but at a lower cost. Would also need to consider the subsidy control provisions. Value and the different organisational structures used across the Third Sector. (linked to above statement) which is to be understood as representing 20 per cent of a contract’s value so that we can reflect priorities such as the Real Living Wage, Fair Work and any winding up costs This supports many other policies of community wealth building, tackling poverty and employability. However, it is for an organisation to price for service delivery taking account of SG expectations of payment of real living wage and delivery of fair work first. The council is not funded for the provision of RLW across all contracts. It is not for the Council as funder to cover any costs associated with winding up. To consider a sliding scale for overheads based on project value as part of the Third Sector Process review. This may be subject to a cap. Community Engagement Manager – 31 July 2025 (funding is) of sufficient duration, for example: + at least three years for “core” grant funding and delivery of ongoing services OR + for the duration of fixed-term projects and activities The financial challenges being experienced by the Council limits the level of funding available and therefore the level of commitment that can be provided. Councils receive notification of core funding on an annual basis. N/A N/A 4. Proportionate Evaluation and Reporting to Funders The funding award should cover evaluation and reporting costs in addition to delivery costs. It is recognised the evaluation and reporting activities attached to grant funding are important part of the governance arrangements and should be covered by grant award where possible. To consider requirements as part of the Third Sector Process review. Community Engagement Manager – 31 July 2025 86
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Evaluation and reporting requirements should be proportionate to the level of funding provided, with smaller awards requiring less in-depth reporting It is recognised that in circumstances when the council is in receipt of the core funder, the ability to scale back evaluation and reporting requirements may be limited. To consider requirements as part of the Third Sector Process review. Community Engagement Manager – 31 July 2025 87
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: 2025/2026 Budget Update - COSLA Lobbying Document 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of the COSLA Lobbying Document released in November 2024, and provide a summary of its contents. [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the COSLA Lobbying Document, summarised in section 4, be noted. 3. Background 3.1. In November 2024, COSLA launched its Budget Lobbying Campaign entitled ‘Invest Locally in Scotland's Future’. A copy of the campaign document can be found here. This report will provide members with a summary of the document (section 4). 4. COSLA Lobbying Document – Summary 4.1. The COSLA website states that ‘The Accounts Commission have projected a Local Government budget gap of £392.7 million in 2025/2026, rising to a cumulative gap of £780 million by 2026/2027. In the face of a series of national and local challenges, Local Government cannot afford a repeat of last year’s flat cash revenue settlement and the £54m cut to core capital budget. 4.2. The latest campaign from COSLA, ‘Invest Locally in Scotland’s Future’, calls on the Scottish Government to provide Local Government with fair and flexible funding in the upcoming Scottish Budget, to allow our councils to continue to provide vital services, and to ensure a range of positive impacts for individuals, communities, and Scotland as a whole. 4.3. The local government ‘asks’ set out in the document are summarised:- Fair and Flexible Funding Adequate funding is required to ensure the continuation of services Workforce Capacity and recruitment Shared national challenges require a skilled workforce 9 89
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No Council Tax Freeze Council tax should be a decision for local authorities Prevention and Upstream Investment Adopt a renewed focus on prevention and upstream investment to address demand challenges Capital Additional capital investment is vital as a lack of investment produces poorer outcomes across communities Tackle the Housing Emergency Reinstatement of the reduction to Affordable Housing Programme funding. Good quality affordable housing is a key determinant of health and wellbeing UK Government Funding It is crucial that the Sottish Government passes on a fair share of the additional funding for revenue and capital made available through the Barnett Consequentials Support Social Care Local Government must receive fair funding to support social care services in the face of increasing pressures Verity House Agreement Spending decisions must align with the Verity House Agreement. The Budget must provide Local Government with funding which is sustainable, and multi- year, with no ring-fencing 4.4. The document also provides commentary around how councils sit at the heart of communities , providing everyday services crucial to “living well locally”. It also sets out our national and local challenges including health inequalities, aging population, poverty and climate change. 4.5. Local Investment and Local empowerment are also themes withing the document – asking that the cycle of reduced spending is broken to unlock the local potential that councils have. 4.6. Key Figures – Revenue: The document notes that for Revenue, 2024/2025 was a flat cash Settlement, and that local government cannot afford another flat cash Settlement. The impact of new burdens not fully funded by the Scottish Government, combined with rising pay and operational costs, as well as ever-increasing demand for services, requires a fully funded Local Government. The document notes a request for Revenue funding totalling £14,573 million. This is to meet the 2024/2025 Revenue Settlement plus policy commitments plus a 5% increase. 4.7. The document notes the changes to employers’ national insurance contributions which is estimated to introduce a direct cost of at least £265 million for Local Government, before additional costs for commissioned services in the third and independent sector are taken into account. COSLA are asking the Scottish Government to commit to passing on the promised consequentials. 90
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4.8. Capital: In terms of Capital allocations, it notes that the Local Government core Capital Budget was cut by £56 million into 2024/2025, and that without adequate capital funding, councils are unable to maintain and provide new vital infrastructure, tackle the Housing Emergency, modernise key services in the face of increased demand and the transition to net zero, or meet the rising costs of goods and services. 4.9. The capital ask noted by COSLA is £872 million which reflects the 2024/2025 Settlement plus the restoration of last year’s cuts, plus inflation dating back to 2020. It notes that capital funding is crucial to meeting the challenges posed by the Housing Emergency, and that restoration of the £163 million cut to the Affordable Housing Supply Programme must be prioritised. 4.10. Council Tax: The document also states that there can be no repeat of last year’s Council Tax freeze. Councils must be allowed to decide how to raise Council Tax on a local basis with no Council Tax freeze or national cap. 4.11. Conclusion: The document closes by noting that ‘Local Government is close to tipping point’ and if we want our councils to continue to provide the vital community services and facilities that we all benefit from over the course of a normal day, there can be more no flat cash settlements or budget cuts. Local Government must receive a fair and flexible funding settlement. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. As detailed in section 4 of the 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. This report is for information in the context of the national Local Government Settlement. The level of Scottish Government Grant allocated to the Council via the Local Government Strategy is one of the key risks of the Budget Strategy. 8.2. There are no implications for sustainability in terms of the information contained in 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. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. 91
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Jackie Taylor Executive Director (Finance and Corporate Resources) 22 November 2024 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: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637), E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 92
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Chief Executive Subject: Marmot Place for South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the Executive Committee of the Marmot approach to place and provide an update on South Lanarkshire’s successful application to participate in a Scottish pilot 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendations:- [ (1) to note that 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. 3. Background 3.1. Marmot Places is an evidence-based, place approach where partners collaborate to reduce inequalities in a defined ‘place’. The ‘place’ could be a town, a neighbourhood or a whole authority. 3.2. University College London’s Institute of Health Equity (IHE), led by Professor Sir Michael Marmot, is a leading global health institute which has worked with more than 45 local authorities, the NHS, businesses and the community and voluntary sector to improve health and reduce inequalities. 3.3. 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 and can demonstrate success in Marmot towns in reducing health inequalities. 3.4. Based on eight principles, outlined in Appendix 1, 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. 3.5. A whole systems approach to health recognises that our health is shaped by many things: 40% social and economic factors, 30% health behaviours, 20% health services, 10% physical environment.1 No one service or agency controls all of these factors and indeed some of them are beyond control of public services, but many are not. 1 Adapted from the Kings Fund (A Vision For Population Health | The King's Fund (kingsfund.org.uk) 10 93
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3.6. Life expectancy is no longer rising in Scotland, and we have seen a widening of health inequalities. Average living standards, measured by household incomes, have never returned to pre-2010 levels of growth and have fallen since 2019. People living in the most deprived areas experience poor health longer and die younger than people living in the least deprived areas.2 3.7. Key population-level indicators of health and living standards are showing concerning trends at a Scotland wide level:- ▪ More people in Scotland are in relative poverty now than they were pre- pandemic. ▪ People in Scotland are now more likely to be inactive due to long-term illnesses. ▪ Food insecurity, homelessness, and fuel poverty are all higher than they were pre-pandemic. ▪ Gaps in education between students in deprived and non-deprived areas remain high. ▪ Men are also of particular concern, with higher mortality rates from alcohol, drug misuse, and suicide compared to the general population. ▪ Alcohol mortality also increased in 2023.3 3.8. Acknowledging that reducing budgets creates significant and often implicit and tacit barriers to achieving change for better outcomes, the Marmot Place approach assists organisations to examine these social and economic determinants in a local context, creating a place-focused evidence base from which to make decisions to improve healthy life expectancy for those experiencing inequality. 3.9. In May 2024, local authorities were invited to apply to be one of three areas in Scotland that would work with IHE and Public Health Scotland (PHS) on a Scottish pilot project based on the Marmot approach. On 8 November 2024, the Council was informed that our application had been successful. 4 Marmot Place Scottish Programme 4.1. The Marmot place programme will operate in Scotland as a partnership between IHE, Public Health Scotland and the three Scottish local authorities to foster a whole system collaboration (health and social care services, national and local government, private sector, Third Sector, civic society, communities, academia) around a place with health equity at its core. 4.2. The process in the three local authorities will take just under two years and the place- based work will have four main components: 1. Analysis of data • Working with local data analysts and national and local data to provide data packs identifying inequalities in health and the social determinants of health with focus on particular groups and places. • Production of data and relevant advocacy for stakeholders within the place including, across local government and the community planning partnerships, healthcare, social care and public services, business and the economic sector, the community and voluntary sector, communities. • Prioritisation of specific issues, places and population groups 2 State of the Nation (fraserofallander.org) Published 11 Sept 2024 3 State of the Nation (fraserofallander.org) Published 11 Sept 2024 94
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2. Understanding enablers and barriers to action • Working with stakeholders across the ‘health equity' system within the place to assess opportunities and barriers to action. • Workshops with various stakeholders on specific areas, identified as priorities. There will be a focus on commissioning and resource allocations within the place. • Working with the health equity system to identify ways forward for a long - lasting health equity system. 3. Development of recommendations for action • Based on stages one and two, IHE will work with key stakeholders to develop recommendations to support better health and well being • Following development of recommendations, an implementation plan will be proposed. 4. Work with other places and the national system in Scotland • Based on the work within places, places will be asked to share their experiences and learning with other places and with the national system in Scotland • IHE will support places to do this with briefings and relevant analyses. 5. South Lanarkshire Application Summary 5.1. South Lanarkshire Council’s expression of interest to participate in the Scottish Marmot Place pilot was submitted in partnership with NHS Lanarkshire, and the Community Planning Partnership. 5.2. It noted that our vision is that South Lanarkshire is a place that prides itself on using evidence and research to create the best possible environment for the population to live healthy, happy, thriving lives to help reduce the negative impacts of the social determinants of health. 5.3. It stressed that we work to align our partnership’s resources to shared goals of commissioning for health equity and joint resourcing for prevention by improving our ability to understand and measure direct impact of our interventions and the links across policy areas by linking all of them to broader goals of reducing poverty and improving health inequality. 5.4. Our application highlighted the fact that we are a unique authority in our geography mix and size and while we have some highly-ranked Scottish Index of Multiple Deprivation (SIMD) neighbourhoods, inequality in South Lanarkshire can be hard to identify as it sits in ‘pockets’ of places, that are well planned and socially and economically mixed in normal indicators of deprivation. Inequality in these pockets can be masked within averages of high and low determinant indicators. 5.5. The application further noted that we have solid foundations and a lot of place focused opportunities in which to deliver change:- Council and Community Plans outline a similar place-based commitment focusing on the social and economic determinants of health. Evidence-based Neighbourhood Plans. Rutherglen Shaping Places for Wellbeing Pilot . Development of Local Development Plan 4. Town Centre Master Planning in Rutherglen, East Kilbride and Hamilton. Considerable strategic policy intent to commission for equity across all Resources. 95
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5.6. The Marmot pilot should be regarded as a starting point, with all partners gaining the knowledge and decision-making skills that will be required to mainstream this approach long term. 5.7. 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. 5.8. Each partner will be accountable for decisions relating to its own organisation’s duties and resources as a contributor within a whole systems collaborative programme. 6. Next Steps 6.1. A meeting with Public Health Scotland and the Marmot Institute of Public Health team will take place in early December to discuss the next steps and agree what support would be available for each of the phases outlined in Section 4 over the next two years. 6.2 Community planning partners are currently developing joint priorities for discussion with the Institute for Public Health team. We are considering how to establish a collaborative evidence base of inequality for South Lanarkshire that is accessible and referenced in both decision-making and evaluating impact. Within this, we are considering how best to adopt place as a unifier of people’s life outcomes and how planning for place could support more positive health outcomes. This is likely to also be looked at through thematic lenses that are the 8 marmot principles for positive health, outlined in Appendix 1, also known as the social determinants for health. 6.3. Governance and briefing structures for Elected Members are under consideration and a proposal will be provided at a future meeting of the Executive. 7. Employee Implications 7.1. There are no employee implications at this stage, 8. Financial Implications 8.1. At this stage, there are no direct financial implications. 9. Climate Change, Sustainability and Environmental Implications 9.1 It is expected there would be positive environmental impacts to a Marmot Place. It is one of the eight principles to address in the programme. 10. Integrated Impact Assessment and Consultation Requirements 10.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy at this time, and therefore no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. 10.3. Introducing and developing the Marmot approach may in future require new policies and approaches, or a review and change of existing policy, function or strategy. At that point Integrated Impact Assessments may be required. 96
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Paul Manning Chief Executive 24 November 2024 Links to Council Values/Priorities/Outcomes • Links to all Council Values/Priorities/Outcomes List of Background Papers Collaborating to reduce inequality Marmot Places (PDF) Contact for Further Information If you would like further information, please contact:- Professor Soumen Sengupta, Director, Health and Social Care. South Lanarkshire University Health and Social Care Partnership Email: soumen.sengupta@southlanarkshire.gov.uk Prof S. Josephine Pravinkumar, Director of Public Health & Health Policy , NHS Lanarkshire Email: josephine.pravinkumar@lanarkshire.scot.nhs.uk Jen Kerr, Community Engagement Manager, South Lanarkshire Council Email: Jennifer.Kerr1@southlanarkshire.gov.uk Aileen Murray, Community Planning Advisor, South Lanarkshire Council Email: aileen.murray@southlanarkshire.gov.uk 97
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Collaborating to reduce inequalities Marmot Places Scotland Scotland’s challenge •People in Scotland die younger than in any other country in western Europe. People in our poorest areas die a decade before their neighbours in the wealthiest areas.1 •Both life expectancy and health inequalities are getting worse. Scotland needs collective action to change course. 1 •National action – like the smoking ban or minimum unit pricing for alcohol – needs to be combined with local action to improve the nation's health. Opportunity for collaboration •Public Health Scotland (PHS) and three local areas in Scotland have an opportunity to collaborate with the University College London Institute of Health Equity (IHE), led by Professor Sir Michael Marmot. A leading global health institute, the IHE has worked with more than 45 local authorities, the NHS, businesses and the community and voluntary sector to improve health and reduce inequalities. •This collaboration will address Scotland’s challenges and share insight and expertise to apply learning from Marmot Places in Scotland. This work will be done collaboratively, supporting work that is already underway at a local level. •We invite leaders at a local, regional and national level with a passion for improving health and tackling health inequality to help shape the approach we take. Delivering change •Since 2013, Coventry has been a Marmot City. It has seen: Improved life expectancy by 6 months. Positive changes in health outcomes. Improvements in school readiness at age 5. Reduction in number of areas rated in England’s poorest neighbourhoods. Enhanced life satisfaction. Reductions in crime in priority locations.Employment gains. 1 https://publichealthscotland.scot/our-areas-of-work/public-health-approach-to-prevention/scotlands- public-health-challenges/ 10 99
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For more information on Sir Michael Marmot, Marmot Cities and the IHE, visit www.instituteofhealthequity.org Email: phs.chiefexecutive@phs.scot to get in touch. 1517 6/2024 © Public Health Scotland 2024 Becoming a Marmot Place •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. 'Marmot Eight' principles •Based on eight principles, 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. Discrimination •Tackle discrimination, racism and their outcomes. Work •Create fair employment and good work for all. Education •Enable all children, young people and adults to maximise their capabilities and control their lives. Early years •Give every child the best start in life. Just transition •Pursue environmental sustainability and health equality together. Ill health prevention •Strengthen the role and impact of ill health prevention. Places •Create and develop healthy and sustainable places and communities. Living standards •Ensure a healthy standard of living for all. Sir Michael Marmot is a leader in improving population health. He has been Professor of Epidemiology and Public Health at University College London (UCL) since 1985. He currently serves as the Director of the UCL Institute of Health Equity. For nearly 50 years, Sir Michael has led research groups dedicated to understanding and addressing health inequalities. His influential work includes the groundbreaking ̒ Fair Society, Healthy Lives ̓ (known as 'The Marmot Review'), published in 2010. Sir Michael played a pivotal role as the chair of the Commission on Social Determinants of Health (CSDH), established by the World Health Organization (WHO) in 2005. In 2008, he authored the report ̒ Closing the Gap in a Generation ̓ for the CSDH.1 About Sir Michael Marmot PHS is an NHS board with a mission to improve health and tackle health inequality, working both nationally and in support of local partners. About PHS 1 www.who.int/publications/i/item/WHO-IER-CSDH-08.1100
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Director, of Health and Social Care Subject: National Care Service – Update 1. Purpose of Report 1.1. The purpose of the report is:- [purpose] to provide members with an update on the National Care Service (Scotland) Bill [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the report be noted. [1recs] 3. Background 3.1. The National Care Service (Scotland) (NCS) Bill was published in June 2022 providing for the establishment of a NCS under the responsibility of Scottish Ministers. 3.2. In common with the approval process of other legislation, the NCS Bill has been proceeding through three stages:- Stage 1 – consideration of the general principles of the Bill by Parliamentary Committee(s) and a debate and decision on these by the Parliament. Stage 2 – detailed consideration of the Bill by Parliamentary Committee(s). Stage 3 – final consideration of the Bill by the Parliament and a decision whether it should be passed or rejected. After a Bill has been passed and has received royal assent, it then becomes an Act of Parliament with implementation to follow. 3.3. Progress with the development of an NCS and the associated Bill has been the subject of previous updates to elected members. The NCS Bill formally passed Stage 1 and has been progressing through Stage 2 of the scrutiny process. 3.4. In early July 2024, the Scottish Parliament’s Health, Social Care and Sport Committee issued a Call for Views with regards to the draft amendments which the Scottish Government was proposing at Stage 2 of the Bill. A South Lanarkshire Council response was agreed at the August 2024 meeting of the Council’s Executive Committee and subsequently submitted. That response can be viewed alongside all those other submissions made, including that of COSLA, here: https://yourviews.parliament.scot/health/national-care-service-stage-2-call-for- views/consultation/published_select_respondent 11 101
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4. Updated Position 4.1. On 14 November 2024, the Minister for Social Care, Mental Wellbeing and Sport confirmed that the Scottish Government did now not intend to start Stage 2 consideration of the NCS Bill on 26 November 2024; and that new Stage 2 dates will be agreed between the Minister for Parliamentary Business and the Scottish Parliament in due course. https://www.gov.scot/publications/national-care-service-update-letter-to- stakeholders/ 4.2. The COSLA response to the above announcement can be viewed here: https://www.cosla.gov.uk/news/2024/cosla-responds-to-national-care-service- announcement 4.3. On 21 November 2024, the Minister delivered a further statement to the Scottish Parliament updating the Scottish Government’s position: https://www.gov.scot/publications/social-care-minister-statement-on-national-care- service/ 5. Employee Implications 5.1. While there are no direct implications of the report itself, members may want to note the workforce implications outlined within Audit Scotland’s recent publication Integration Joint Boards: Finance and Performance 2024. 6. Financial Implications 6.1. While there are no direct implications of the report itself, members may want to note the financial implications outlined within Audit Scotland’s recent publication Integration Joint Boards: Finance and Performance 2024. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1. The Council’s top risks are currently being reviewed and evaluated. Part of these considerations will be a review of the current risk status of the NCS for the Council. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce any 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 is also no requirement to undertake any consultation in terms of the information contained in this report. Professor Soumen Sengupta Director, Health and Social Care 25 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, efficient, effective and transparent 102
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Previous References • Executive Committee – 7 August 2024 List of Background Papers • Audit Scotland - Integration Joint Boards: Finance and Performance 2024 https://audit.scot/publications/integration-joint-boards-finance-and-performance-2024 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 E-mail: soumen.sengupta@southlanarkshire.gov.uk 103
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Commercial Opportunities 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the work being undertaken to explore commercial opportunities for the Council 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the work being undertaken to explore commercial opportunities be noted. 3. Background 3.1. The medium-term position regarding the Council’s budget means that the Council needs to consider commercial opportunities to generate income. This report sets out the various opportunities which have/are being explored through Enterprise and Sustainable Development Services. 3.2. It is worth highlighting that due to legislative changes, the Council is prohibited from investing in commercial opportunities purely for financial gain. Instead, any investment must be linked to economic/regeneration outcomes. 4. Town Centre Regeneration 4.1. Civic Centre, East Kilbride 4.1.1. Working with colleagues in Property, Finance and Legal Services, Enterprise and Sustainable Development had prepared proposals for a 130,000sqft Grade A office development for an occupier on the Civic Centre site in East Kilbride. Heads of Terms had also been agreed with an investor who would deliver the project once ‘preferred developer status’ had been confirmed. The Heads of Terms would have secured a capital receipt for the site, taking account of the demolition costs of the building. 12 105
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4.1.2. As reported to this Committee in January 2024, the occupier is no longer seeking a new build development but instead has identified existing premises within East Kilbride to which to relocate. Whilst this opportunity would have realised a modest capital receipt for the Council, it would have also removed a liability and acted as the catalyst for the redevelopment of the wider town centre. 4.1.3. Taking advantage of the work undertaken on this project, the site is currently being marketed on behalf of the Council by Avison Young and nine expressions of interest have been received so far. A closing date for offers has been set for 30 January 2025. 4.2. East Kilbride Shopping Centre 4.2.1. On 13 September 2023, Committee approved the East Kilbride Town Centre Masterplan as the basis for the future strategic approach to investment. Heads of Terms for the transfer of the Centre West site have been agreed with the Administrators, Interpath, which were also approved at the Executive Committee on 13 November 2024. Subject to final contract with Interpath, the site will transfer to the Council on 30 December 2025, paving the way for demolition and redevelopment of the site. External advisors have been procured to support the delivery of this complex project. 4.2.2. Enterprise and Sustainable Development together with colleagues in Property, Housing and Finance are undertaking an options appraisal for the redevelopment of the existing Centre West site as a new residential neighbourhood. The potential for complementary commercial uses which could bring a revenue income to the Council will also be part of this options appraisal. The deliverability of commercial space will be dependent on market conditions when the development is being undertaken, in 2027/28. This appraisal considers disposal of plots, joint venture arrangements and investor opportunities. A further report will be brought to Committee on the preferred delivery model in due course. 4.2.3. The Outline Business Case for the project is subject to a separate report for consideration by Committee prior to submission to Glasgow City Regional for approval. 4.3. Hamilton Town Centre 4.3.1. In February 2024, Committee approved the Hamilton Town Centre Masterplan which includes proposals for the New Cross Centre, which the Council owns, and the Regent Centre, for which the Council holds the ground lease. 4.3.2. Colleagues in Property are working toward securing vacant possession of the remaining leases within the New Cross Centre prior to the Centres closure. Enterprise and Sustainable Development are preparing proposals and a delivery model for the redevelopment of the site for residential development. 4.3.3. The current owners of the Regent Centre have appointed agents Lambert Smith Hampton to market the site as a ‘substantial mixed use development opportunity’. The 106
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site is being actively marketed which could provide an opportunity for the Council’s adjoining sites to form part of a wider redevelopment opportunity. 4.3.4. The masterplan presents opportunities to consolidate the Council’s occupation of property in the town centre and realise savings in the medium term through the surrender of existing lease obligations. 5. Inward Investment 5.1. In February 2024, Community and Enterprise Resources Committee approved the Inward Investment Strategy for South Lanarkshire. Since then, a new dedicated website ‘Invest South Lanarkshire’ has been launched which provides a platform for marketing sites and attracting investment. Invest South Lanarkshire | Property, Land, TV and Film Investment 5.2. A ‘One Stop Shop’ approach has been established for engaging with developers, agents and investors with enquiries being monitored and tracked. There are currently live discussions underway with interested parties for Langlands West, East Kilbride Civic Centre, Shawfield, Clydebridge and Caldwellside. 5.3. Community and Enterprise Resources have also commissioned a Land and Property Market Analysis which was reported to Community and Enterprise Resources Committee on 26 November 2024. This analysis identifies opportunities for industrial commercial development across South Lanarkshire with specific opportunities for the Council. These will now be developed in greater detail. 5.4. This work has also been the catalyst for a similar survey undertaken by Glasgow City Region which looked at commercial development opportunities across the region in which South Lanarkshire feature prominently. This has also led to a potential regional project being prepared into which all member authorities have been asked to submit expressions of interest. The Council has submitted bids of £17.25m for five projects which could unlock a combined investment value in excess of £75.25m. 5.5. The combination of the above initiatives will allow Enterprise and Sustainable Development to prepare a suite of shovel ready projects which will allow the Council to react effectively to market interest and future funding opportunities through either internal funds or more likely Scottish or UK Government funding. The delivery of projects could be under a variety of models depending on the individual circumstances including, Council development, partnership working / joint ventures, gap funding / grant support. All proposals will be subject to appropriate committee approval / delegated authority. 6. Film and TV Opportunities 6.1. Film and TV opportunities for Lanarkshire have to date been co-ordinated by North Lanarkshire Council which has resulted in this Council being in a more reactive position. 6.2. In recent months, the Council has ‘hosted’ the filming of Lockerbie which was co- ordinated by the Communications and Strategy Team. In order to take a more proactive approach to these opportunities and also to promote South Lanarkshire, Enterprise and Sustainable Development will now lead on this activity. A separate report is being prepared for Community and Enterprise Resources Committee in this regard. In recent weeks, Enterprise and Sustainable Development have secured 107
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filming of a television commercial, a horror film and BBC Children in Need/One Show which generated income for the Council and South Lanarkshire Leisure and Culture. 7. Renewable Energy 7.1. Working with colleagues in Housing and Technical Resources, discussions are taking place with Scottish Water regarding the establishment of a heat network for the Bothwell Road/Almada Street area which could produce revenue saving opportunities and limit capital investment for the Council. 7.2. Officers have also been exploring opportunities for battery storage and solar array on Council owned land. Discussions have taken place with Scottish Power Energy Networks and North Ayrshire Council who have established a solar photovoltaic farm which is estimated to generate £12.8m over a 20-year period. Learning points are currently being considered. 7.3. Officers are continuing to explore commercial delivery models for electric vehicle charging to be rolled out across Glasgow City Region. 8. Next Steps and Timescales 8.1. There are a number of opportunities being explored or being realised which have varying timelines. Separate reports will be brought to Committee as opportunities crystalise, and approvals sought. 9. Employee Implications 9.1. Opportunities are being led by officers within Enterprise and Sustainable Development Service. 10. Financial Implications 10.1. There are no financial implications of this report. The opportunities being explored aim to ultimately generate income for the Council and in the short to medium term contribute to future year’s budget strategies. 11. Climate Change, Sustainability and Environmental Implications 11.1. All projects will be taken forward in line with the Council’s sustainability objectives. 12. Other Implications 12.1. A number of the opportunities being explored have current and future liabilities for the Council which require to be mitigated. Disposal and redevelopment must be actively considered which may incur some upfront expenditure which will be subject to future approvals. 13. Integrated Impact Assessment and Consultation Requirements 13.1. Integrated Impact Assessments will be undertaken as projects are developed. 13.2. Consultations have taken place with a number of Resources and will continue to do so as projects are developed. The town centre masterplan activity has also been subject to extensive community consultation. David Booth Executive Director (Community & Enterprise Resources) 14 November 2024 108
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Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Fair, open and sustainable We will work towards a sustainable future in a sustainable environment Thriving business, fair jobs and vibrant town centres Previous References Commercial Opportunities Report, Executive Committee, 24 January 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: Alison Brown, Head of Enterprise and Sustainable Development alison.brown@southlanarkshire.gov.uk 109
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Cost of Living Support 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Executive Committee with an overview of the support provided to households in South Lanarkshire in response to the cost-of-living crisis [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs]h (1) that the range of support being provided to households in response to the ongoing impact of the cost-of-living crisis be noted. [1recs] 3. Background 3.1. Since the start of the cost-of-living crisis, reports have been provided to the Executive Committee outlining the range of the measures in place across Council services to support households in managing the effects. This report provides an update on the activity taking place in 2024/2025. 3.2. Inflationary pressures have eased, with the Consumer Price Index (CPI) at 2.3% in October down significantly from a recent high of 11.1% in October 2022. However, rising energy costs have fed into the October inflation with it increasing from 1.7% in September. The Bank of England base rate is currently 4.75%, following small reductions of 0.25% in July and November 2024. 3.3. Despite these overall improvements in economic indicators, prices remain high with pressure on household incomes remaining significant. 4. Cost of Living Support 4.1. Money Matters Advice Service 4.1.1. In 2024/2025, the Money Matters Advice Service (MMAS) is continuing to support the residents of South Lanarkshire to maximise their income, provide emergency support and address issues of over-indebtedness. 13 111
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4.1.2. In the first 6 months of 2024/2025, the service has dealt with 7,202 unique clients in relation to 20,215 issues. The final financial gains for the six months from April – September 2024/2025 are provided below:- Type of Gain 2024/2025 (Apr-Sept) Total welfare/benefit financial gain £11.4m Total debt write-off £1.1m Total Financial Gain £12.5m 4.1.3. The levels of client demand for support can fluctuate with the seasons, and the winter/spring months can see increases in the number of clients seeking support. 4.1.4. In 2023/2024 MMAS also developed its Community Wellbeing Team into a triage and emergency support team to support the service and residents. This has allowed a more streamlined process to be developed to ensure more clients are receiving immediate when a need is identified via a triage system. 4.1.5. In 2024/25, the Community Wellbeing Team made the following referrals for energy top up vouchers and foodbank vouchers:- Type of Referral 2024/2025 (Apr- Sept) Energy Top Up Voucher Referrals 2,145 Foodbank Referrals 1,099 4.1.6. Importantly, 99% of all clients who receive foodbank and fuel bank referrals receive the referral on the same day they contact the service. 4.1.7. This year, the energy top up vouchers that MMAS has been supplying have been through its partnership with the Fuel Bank Foundation, a UK Fuel Crisis charity. The financial value of these energy top up vouchers for South Lanarkshire residents in the first 6 months of 2024/2025 has been £0.062m. The financial value of vouchers normally increases during winter months. 4.1.8. Other support that the Community Wellbeing Team has been making available to support South Lanarkshire residents, who are in food and fuel crisis, has been through the Cash First Scheme in partnership with the Citizens Advice Bureaux. Providing £50 vouchers, this Scheme has been funded through the Council’s Warm Welcome Fund and was launched in October 2023. It is expected to continue until August/September 2025. Vouchers Issued April 24 – Sept 24 Vouchers Value Cash First 2,359 £117,950 4.1.9. 97% of all eligible applicants receive their cash voucher on the same day they apply. 4.1.10.The scheme has been extended to assist residents who are going through managed migration onto Universal Credit. This is to support these residents as the process can leave people with a gap of up to 5 weeks between the last payment of their legacy benefits and their first payment of Universal Credit. Awards under this project do not impact on a resident’s entitlement under the main Cash First Scheme. 112
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4.1.11.MMAS has also launched a Winter Fuel Payment/Pension Credit take-up campaign in response to the UK and Scottish Government’s decisions to make Winter Fuel Payment/Pension Age Winter Heating Payment a means tested benefit. As part of the take up campaign the Council has written to those who may be eligible for the winter payment who are in receipt of council tax reduction but not in receipt of Pension Credit to encourage take-up. Similar activity is expected from the Department of Work and Pensions. 4.1.12.The take-up campaign has been launched in collaboration with all four of South Lanarkshire’s Citizen Advice Bureaux and has seen over 400 posters and over 8,000 leaflets distributed across South Lanarkshire, through libraries, GP surgeries, housing offices and at multiple community events and hubs. 4.1.13.MMAS has also been working with SGN, a British gas distribution company and have been awarded £0.056m for 12 months, to employ an additional temporary Energy Adviser. The Advisor will provide a wide range of support including provision of energy advice, distribution of 150 carbon monoxide alarms, provision of top up vouchers and the distribution of 5,000 fuel poverty leaflets. 4.2. Benefits and Revenues 4.2.1. Support for households who have fallen into arrears or are experiencing difficulty with payment of council tax, continues to centre on the award of Council Tax Reduction (CTR). There are currently 30,604 active claims for CTR in South Lanarkshire. The projected value of awards for 2024/2025 at £23.673m is 1% higher than the actual for 2023/2024. 4.2.2. There continues to be significant demand for grants from the Scottish Welfare Fund (SWF) with applications 1% higher than last year at this time, and 16% higher than the corresponding pre-covid level. Grants to a value of £1.136m have been awarded this year to 30 September 2024. 4.2.3. The Council is projected to spend £55.1m of Housing Benefit in 2024/2025 supporting low-income households to pay their rent with a further £4.481m of Discretionary Housing Payment (DHP) spend already committed in 2024/2025 for this purpose. 4.2.4. To 30 September 2024 the service made payments to low-income households of £2.745m covering School Clothing Grants (£1.827m) and Free School Meal (FSM) payments for holidays (£0.918m). 4.3. Support for tenants 4.3.1. Housing Services continues to support Council tenants with rent arrears by providing financial assistance through its successful Tenancy Sustainment Fund, sustaining tenancies and preventing homelessness. This has helped 122 individual households and 58 children so far this year, with awards totalling £0.080m. 4.3.2. The Resource continues to promote the supports available to tenants through the Council’s social media platforms and in the Housing news publication, which is issued to Council tenants. The current economic climate continues to financially impact many tenants, directly affecting their ability to pay rent. 113
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4.3.3. The Rent Income Support team continue to work with an increased number of Council tenants to support them through the transition to Universal Credit and to maintain their rent payments and work closely with the DWP and other partners to ensure that tenants receive the appropriate advice and support. 4.3.4. As the number of homeless applications rises both nationally and locally, the Council’s homelessness service continues to face significant pressure to provide permanent accommodation and support to households experiencing homelessness. Households experiencing homelessness remain vulnerable to financial insecurity and hardship, particularly in the current economic climate. To address these challenges and other issues associated with homelessness, housing support is offered to those with an assessed need. The support and advice are tailored to meet individual needs, helping households move into permanent and settled accommodation and supporting tenancy sustainment. 4.4. School Meal Debt 4.4.1. The joint working group in Community and Enterprise Resources and Education Resources continues to review the levels of school meal debt and is in the process of issuing new internal procedures on the management of school meal debt and the process for consideration for write-off or recovery. This is linked to recent COSLA guidance and has been prepared in conjunction with the Money Matters Advice Service and the Benefits and Revenues Service. 4.4.2. The Council continues to provide a school meal for all children who require one, even if they are unable to pay on the day. 4.4.3. A bid has been made to the Scottish Government allocation of £1.5m to support councils in the writing off of school meal debt with a response from government awaited. 4.5. Foodbanks 4.5.1. Figures provided by South Lanarkshire’s 8 local foodbanks for the first 6 months of 2024/2025 show that 12,732 households were referred by a variety of local support agencies for emergency food aid to food banks in South Lanarkshire. This is representing a 1% reduction in comparison with the same period last year. 4.5.2. 21,552 people were fed in this period through emergency food aid by foodbanks which represents a 2% increase in comparison with the same period last year. 4.5.3. While these figures identify a slowing rate of referral, they also show a continued increase in number of persons fed by emergency food aid. The 2% increase is on top of recurring increase in use of emergency food aid year on year since the pandemic. 4.5.4. However, this year, they also indicate a continued increase in struggling families accessing foodbanks. Compared to the first 6 months of 2023/2024, there has been a 23% rise in the number the number of children in receipt of emergency food aid albeit with a 9% decrease in the number of adults in receipt of food aid. 4.5.5. South Lanarkshire’s Foodbanks continue to grow their cash first approach with 255 fresh fruit and vegetable vouchers during the first six months of the year. This is an increase of 63% in comparison with the same period last year. Fuel Vouchers also increased this period by 9% with 635 provided. These increases are on top of record high figures last year. 114
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4.5.6. The Community Wish List matches local businesses with local community groups to facilitate offers of goods and services. Items donated to foodbanks this year under this arrangement include pallets of crisps, food and financial donations. 4.5.7. Foodbanks have also had access to period products, and Money is Not the Only Problem leaflets and resources. 4.5.8. South Lanarkshire Council’s Secret Santa's Winter Wishes initiative also provides gifts and food donation for the holiday period to foodbanks. Donations are from Council employees directly, or from partners of the Community Planning Partnership. 4.6. Care Experienced Young People 4.6.1. Activity is underway to support the ‘Winter Wishes’ programme for care experienced young people. This was also delivered in 2022 and 2023 as part of the Winter Wishes campaign to support care experienced children in the community with clothing, Christmas dinner and a Christmas gift over the festive period. It is intended to replicate the payments this year for our most vulnerable children in the community who will be exposed to hardship or isolation during this period and the monies will be administered in a combination of ways. 4.6.2. Care experienced children in the community involved with the Throughcare Aftercare Team or Whole Systems Team will receive a payment of up to £200 for food vouchers and winter fuel payments. Care experienced children whose carers do not receive additional support over the Christmas period will also be assessed for additional support also for food vouchers and winter fuel payments up to £200. An award of £1,000 will be made to the Family Connections Team to support looked after children in Foster Care to support Christmas parties and events for those children. Also, an award of £700 will be made to the six Children’s Houses to support the houses to lay on events and activities for the children in the houses over the festive period. For many children in the community this is an invaluable lifeline and contact for care experienced children who are at their most vulnerable at this time of year. £500 will be used to purchase warm clothing for the clothing bank within the Hub and £1000 to stock the food larder over Christmas. The food larder is stocked within the Throughcare Aftercare Hub and used as a lifeline for young people for emergency sustenance as a result of crisis. 4.6.3. The aim is to ensure that no South Lanarkshire care experienced young person who does not have a family network for support over this period is left without over this period. The support will be co-ordinated by the Throughcare After Team supported by the Council’s Promise workers. The outcomes will also be fed back through the Council’s Corporate Parenting Group and to the Promise Board. It is estimated the cost of providing the support is £0.042m. 4.7. Cost of the School Day 4.7.1. Education Resources has developed Cost of the School Day (COSD) Guidance for schools and Early Years establishments containing 10 areas to reduce the cost of the school day in all our schools and Early Years Establishments alongside advice on communicating with families. Examples include promoting the use of affordable, inclusive and flexible uniforms for children and young people and committing to no child or young person incurring additional cost for any aspect of their core curriculum/education. 115
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5. Outlook 5.1. While inflation is reducing the significant pressure on household finances is expected to continue throughout 2024/2025 because of the higher prices still being experienced for many households. The demand for welfare advice and support services is, therefore, expected to continue to be significant. 5.2. The Council will continue to provide support from the range of services and budgets available. 6. Employee Implications 6.1. The support outlined in the report is provided by a range of teams across Finance and Corporate Resources, Housing and Technical Resources, Social Work Resources and Education Resources. 7. Financial Implications 7.1. The financial implications of providing the support outlined in the report are met from existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 9. Other Implications 9.1. While the Council is providing a broad range of support throughout 2024/2025 with a significant level of financial resources, the actions outlined in the report are not expected to be sufficient to fully mitigate the worst effects of the cost-of-living crisis experienced by many households in South Lanarkshire. This reflects the scale and depth of the crisis and the need for significant input from other sectors such as governments and the energy sector. 9.2. The ability of local government to provide further mitigation remains heavily reliant on the responses from both UK and Scottish governments and the severity of the economic conditions that are experienced. 10. Integrated Impact Assessment and Consultation Arrangements 10.1. There is no requirement to equality impact assess the content of this briefing paper or perform consultation. Jackie Taylor Executive Director (Finance and Corporate Resources) 14 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent 116
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 117
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Artificial Intelligence and the Council 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Executive Committee on the strategic implications and emerging applications of Artificial Intelligence (AI), particularly generative AI, within local government. It discusses the potential for operational efficiencies and outlines the necessary governance frameworks for information security and technical management [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the content of this report is noted; (2) that the activities being undertaken by other authorities, which are summarised in section 5 and further detailed in appendix 1, are noted; and (3) that the actions and next steps, proposed detailed in section 7 within the report, are noted. 3. Background 3.1. As the public sector navigates an era of rapid technological advancement, the accelerating pace of change AI presents both challenges and opportunities. The constant evolution of AI technologies requires councils to stay informed and agile, ensuring that they can leverage these tools effectively to enhance public services. 3.2. Evaluating the benefits and potential use cases of AI involves a strategic approach, assessing not only the immediate gains in efficiency and service quality but also considering long-term impacts on staff, citizens, and resource allocation. 3.3. Below is an overview of key AI technologies, from foundational machine learning to the latest developments in generative AI, that could play a pivotal role in helping the Council address current and future challenges. Basic Machine Learning (ML): Machine learning involves algorithms that allow systems to learn from data and improve over time without being explicitly programmed. In the context of a local authority, ML can be used for predictive analytics, such as forecasting demand for public services, optimising resource allocation, or identifying patterns in service usage. For instance, ML models could predict which areas might require more frequent waste collection based on historical data or forecast population growth to aid in long-term planning. 14 119
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Robotic Process Automation (RPA): RPA involves automating routine, rule-based tasks typically performed by humans. For a local authority, this could mean automating administrative tasks such as processing applications, managing payroll, or handling routine customer service inquiries. RPA can help free up staff time, reduce errors, and improve the efficiency of operations by handling repetitive tasks more quickly and consistently than humans. Natural Language Processing (NLP): NLP is a branch of AI that enables machines to understand, interpret, and generate human language. In a local authority setting, NLP could be used to analyse public feedback, automate the processing of citizen requests through chatbots, or improve accessibility by offering services in multiple languages. It can also be used to monitor social media channels or survey responses to gauge public sentiment about local issues. Computer Vision (CV): This technology allows computers to interpret and make decisions based on visual data, such as images or videos. For a local authority, computer vision can be used in areas like traffic management, where cameras analyse vehicle flows to optimize traffic light timing or detect violations. It can also be used in public safety, such as monitoring CCTV footage to identify suspicious activities or ensuring compliance with regulations through automated inspection of infrastructure. Generative AI (GenAI): Generative AI refers to systems that can create content, such as text, images, or even software code, based on patterns learned from training data. Local authorities could leverage GenAI to draft reports, generate creative content for public campaigns, or automate the creation of documentation. This technology can also assist in developing personalised communication with citizens, improving engagement and service delivery. Large Language Models (LLMs): LLMs, like those underlying ChatGPT, are advanced AI models that can understand and generate human-like text. They can be employed by local authorities for a range of tasks, from answering complex queries to assisting in the drafting of policy documents. LLMs can also help in analysing large volumes of text data, such as public consultation feedback, to identify key themes and insights, facilitating data-driven decision-making. 3.4. The rapid deployment of AI technologies brings significant ethical considerations, particularly around issues of bias and fairness. AI systems, including those used in local government, are often trained on large datasets that may inadvertently reflect societal biases. This can lead to skewed outcomes, such as unfairly disadvantaging certain groups in decision-making processes related to public services, housing allocations, or law enforcement. For the Council, the risk is that without careful oversight, AI could reinforce existing inequalities rather than alleviate them. Therefore, it is crucial to implement robust governance frameworks that ensure transparency, accountability, and fairness in AI- driven decisions. 120
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Moreover, the ethical implications of AI extend beyond bias to include concerns around privacy, autonomy, and the potential for job displacement. The use of AI to process personal data, automate decision-making, or even replace human roles in the workforce raises questions about the balance between efficiency and the rights of individuals. 3.5. Local authorities must consider the broader societal impacts of AI, ensuring that its implementation respects citizens' privacy and dignity while also providing safeguards against misuse. Engaging with communities, experts, and stakeholders in an ongoing dialogue about the ethical use of AI will be key to building trust and ensuring that these technologies are used responsibly and equitably. 3.6. Nationally, the Scottish Local Government Digital Office is driving the AI agenda to ensure that the technology is adopted collaboratively, safely and ethically. The Council’s approach will leverage this ambition to reduce risk of moving forward on our own and accelerate our understanding and adoption. 3.7. Artificial intelligence (AI) is a key thread within the Digital Transformation agenda for the Public Sector, and specifically for South Lanarkshire Council. 4. Current Use 4.1. The Council has AI in various forms already deployed within the technical environment and utilised by Resources. These include, but are not limited to: Vaisala RoadAI (Uses CV & ML) Vaisala provide AI-powered solutions like RoadAI which leverages computer vision and machine learning to analyse video data from infrastructure, enabling automated detection of issues such as potholes, lane markings, and traffic sign maintenance. Oracle Invoice Scanning (Uses CV, NLP &ML) Oracle Invoice Scanning is an AI-power solution intended to streamline and automate invoice scanning and routing. Oracle’s approach aims to reduce manual data entry, minimize errors, and accelerate the invoice processing time, providing more efficient financial operations. NDL Web form integration (Uses RPA, NLP & ML) NDL Automate facilitates the integration of web forms with back-end systems by automating the data extraction, transformation, and insertion processes. It uses a combination of RPA for task automation, NLP for understanding unstructured data, and ML for predictive analysis and continuous improvement. This integration ensures that organizations can handle data efficiently, reduce manual effort, and enhance their overall operational efficiency. 5. Opportunities 5.1. There are a range of opportunities for the Council when it comes to AI. The challenging part is identifying the right opportunities and approaching it in a way that is safe and secure but also delivers value. 121
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5.2. Several UK Local Authorities have already implemented a range of use cases using AI. Appendix 1 contains a summary of those use cases. These are currently being reviewed by the relevant Resources to assess feasibility and opportunity to replicate and consider developing a business case. The Council can learn from these examples and explore AI-driven solutions tailored to our specific needs. For instance, we could consider: Implementing AI tools like those used by Brent and Bristol to automate content creation, ensuring consistent and timely communication with residents. Further adoption RPA, as done by North Lanarkshire and Sunderland, to streamline repetitive tasks like payment processing and inspection scheduling, freeing up staff for more complex work. Utilising AI for operational efficiency, inspired by Glasgow and Sheffield, such as optimizing waste collection routes or predicting infrastructure maintenance needs. Enhancing customer contact through AI-driven chatbots and virtual assistants, like those used by Enfield and Leeds, to improve service delivery and resident engagement. Leveraging data analysis tools, as in Leeds and Hackney, to gain insights into service demands, crime trends, and transportation patterns, enabling more informed decision-making. 6. Challenges to adopting AI 6.1. The Council faces several challenges in adopting AI, from data quality issues to ethical concerns, all of which require careful consideration and proactive management. Understanding these barriers is key and highlight the challenges that need to be addressed to successfully implement AI technologies. 6.2. Data - One of the most significant barriers to implementing AI in the public sector is the quality, availability, and management of data. AI systems require large volumes of high-quality, structured data to deliver accurate insights, but many councils struggle with data that is incomplete, outdated, or siloed across different departments. This fragmentation hinders AI's effectiveness and can lead to unreliable outcomes. Additionally, issues related to data governance and privacy are particularly challenging in the public sector, where sensitive information must be handled with great care. Without addressing these data-related challenges, the full potential of AI cannot be realised. 6.3. Funding - Securing adequate funding is another major challenge for AI projects, particularly in the public sector where budgets are constrained. AI initiatives typically require significant upfront investment in technology, infrastructure, and talent, which can be difficult to justify if the benefits are long-term or not directly linked to savings. The approach proposed at this stage is to develop business cases for each opportunity as they are identified. 6.4. Skills - A critical barrier to AI adoption in the public sector is the shortage of skilled professionals with expertise in data science, machine learning, and AI systems. Public sector organizations struggle to attract and retain this talent due to competition from the private sector, where salaries and opportunities are often more attractive. Additionally, existing staff may lack the necessary training to work effectively with AI tools, creating a skills gap that hinders successful AI deployment. Without addressing this shortage, the public sector risks falling behind in the adoption of AI technologies. 122
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6.5. Ethics and Bias - Ethical concerns and the risk of bias are significant barriers to AI adoption, particularly in the public sector where decisions can have wide-reaching impacts on society. AI systems are only as good as the data they are trained on, and if this data is biased, the outcomes can be unfair or discriminatory. For example, AI used in decision-making processes for public services could inadvertently reinforce existing inequalities if the underlying data is biased. Additionally, there are broader ethical concerns about the transparency and accountability of AI systems, particularly when they are used in sensitive areas like law enforcement or social services. Public trust in AI can be eroded if these ethical issues are not addressed. 6.6. Change Fatigue - Change fatigue is a psychological barrier that occurs when organisations undergo continuous or rapid changes, leading to resistance or burnout among staff. SLC employees may already be experiencing change fatigue due reductions in staffing, new systems and process and changing policy landscape. Introducing AI can be perceived as yet another disruptive change, leading to resistance or disengagement from staff. 6.7. Capacity for Change - Closely related to change fatigue is the overall capacity for change within the organisation including the IT Service. Implementing AI requires not only technological changes but also shifts in processes, culture, and mindset. Public sector organisations can struggle with the agility needed to adopt AI. The capacity for change is often limited by existing workloads, rigid structures, and a lack of resources for training and development. Without building a strong foundation for change, including leadership support, clear communication, and adequate resources, AI initiatives are likely to face significant hurdles. 6.8. Resistance to Change – Resistance to AI adoption often stems from fears of job displacement, scepticism about the reliability and fairness of AI systems, and discomfort with changing established workflows. Employees may resist AI due to concerns that it will replace their roles or because they lack understanding of how AI can complement their work. Additionally, the complexity and perceived opacity of AI technologies can lead to mistrust, particularly when the decision-making processes are not transparent. Addressing these concerns through education, transparent communication, and involving employees in the AI adoption process is crucial for overcoming resistance and ensuring successful integration of AI technologies in the workplace. 6.9. Digital Exclusion - Digital exclusion poses a significant challenge to the effective adoption of AI in the public sector, impacting both staff and residents. For staff, digital exclusion can result from a lack of access to necessary technology, inadequate digital literacy, or insufficient training to effectively engage with AI tools. This gap can hinder the implementation of AI initiatives and reduce the overall effectiveness of public services. On the residents' side, digital exclusion is a major concern, particularly for vulnerable groups such as the elderly, low-income individuals, or those in rural areas who may lack access to the internet or the skills needed to interact with AI-driven public services. 123
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If AI technologies are rolled out without addressing these issues, there is a risk of widening existing inequalities, as those who are digitally excluded may be unable to access essential services or participate fully in society. Addressing digital exclusion is therefore crucial to ensuring that AI benefits all members of the community and does not exacerbate the digital divide. This will include ensuring those already excluded are not overlooked in the discussions and data collection around AI and will focus on building public trust in AI and providing opportunities to learn about AI. 7. Next steps 7.1. As the AI landscape continues to accelerate it is important for the Council to move forward with preparation, planning and exploration of AI. Taking into account the current limited capacity for change within the organisation and the financial constraints expected over the coming years, AI could be a valuable tool to deliver service benefits. 7.2. The following proposed next steps are considered essential to putting the Council on a positive footing for moving forward. These proposals are for organisation wide activities and preparation. This does not preclude Resources to undertake targeted tactical work in this area, as long as there is a commitment to work within the developing guidance and governance. 7.2.1. Microsoft CoPilot is a major player in the enterprise space for AI. It is built upon ChatGPT and is being integrated into more and more Microsoft products, initially across Microsoft 365. As explained within this report there are a number of barriers to overcome to successfully and safely exploit the technology. Following several in-depth discussions with the Digital Office, other councils and suppliers, it is proposed that a Proof of Value (PoV) project be developed This would coincide with an aggregated spend proposal for MS Copilot being developed by Crown Commercial Services (CCS). The opportunity for joint working with the Digital Office, Improvement Service and other Councils will be explored as part of the PoV. This PoV project will explore the benefits of Copilot, with success metrics including reductions in administrative processing time and improvements in report accuracy and officer time to prepare. A detailed business case is being developed. This is more challenging than simply testing Copilot as there are a range of prerequisites that will need to be in place to ensure it is safe and secure to use. 7.2.2. Customer Contact is another area of interest given it’s benefit to both the citizen and the Resources. Increasingly seamless voice AI-services are available, with HMRC’s tax helpline a good example of that. It is proposed that discussions commence with existing suppliers to explore what is available within our current technology estate to enable a more rapid Proof of Value undertaking. A proposal or business case for this is expected to be ready for Q1 2025/26. 124
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7.2.3. It is important to have the correct guardrails in place to ensure our exploration, evaluation and use of AI is safe and secure. It is proposed that an Artificial Intelligence Policy be created in the short term to provide that guidance from a technical, governance and security perspective for the use of AI. This should be ready for review during Q1 2025/2026. 7.2.4. Data is a key enabler for successfully adoption of AI. It is also a key enabler for wider transformation of business intelligence, processes and customer experience. Following discussion with Legal Services, it is proposed that a cross-Resource group be formed, currently expected to report into the current Information Governance Board, to develop and execute activities to assess current data maturity, quality and stewardship before development of an action plan to increase these three areas. This is a long lead time activity and so the group should be formed as soon as possible in 2024. A draft Terms of Reference is included in Appendix 2 for information. 7.2.5. Staff skills and capability requirements are unknown at this time with regards to evaluation and operation of AI. It is proposed that one outcome from the planning for each of the other proposed next steps provides recommendations on skills and capabilities with a view to developing staff over time, and potential need for short term resourcing of these activities. In the near term however, it is expected that additional skills may need to be brought in from external sources to provide, project officer capacity, specialist data skills and process improvement (Business Analyst skills). This would be incorporated into the wider Digital Transformation activity on skills, capabilities and resourcing of change. 8. Employee Implications 8.1. AI has the potential to impact employees negatively and positively. It is important that employees and Unions are consulted appropriately where there is uncertainty or potential for impact, in advance of any change. 8.2. To mitigate potential negative impacts, the Council will explore reskilling programs and consider redeployment opportunities to ensure that AI complements rather than replaces human roles. 9. Financial Implications 9.1. Adopting AI represents a financial commitment by the Council as part of a strategic journey toward long-term efficiencies. There will be technical costs to the adoption of AI, training and staffing costs are also possible. 10. Other Implications 10.1. There are implications around unknown inherent bias within certain areas of AI which could have impacts for decision making. 10.2. There is a risk that adoption of AI will negatively impact the digital exclusion gap and therefore must be a key consideration when evaluating and assessing the appropriateness of AI in certain scenarios. 125
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11. Integrated Impact Assessment and Consultation Requirements 11.1. Integrated Impact Assessments and consultations will be undertaken as part of individual project activity as required. Jackie Taylor Executive Director (Finance and Corporate Resources) 30 August 2024 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 We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Murray Husband, Head of IT Services Ext: 5648 (Tel: 01698 455648) E-mail: murray.husband@southlanarkshire.gov.uk 126
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Appendix 1 Below is the expanded list of examples along with links to relevant publications, case studies, or similar sources for each use case. 1. Content Creation: a. Brent Council - AI-driven content creation tools for social media and website content Utilises AI-driven content creation tools to generate social media posts and website content. This allows for timely communication with residents, ensuring that important information is shared quickly and efficiently without overwhelming staff. b. Bristol City Council - Automation of routine reports Employs AI tools to automate the creation of routine reports, such as budget summaries and performance reviews. This automation reduces the time required to compile these documents, enabling staff to focus on more strategic planning and analysis. c. Manchester City Council - AI tools for drafting public consultation documents: Has experimented with AI tools to draft initial versions of public consultation documents and policy briefs, ensuring consistency and saving time in the initial stages of document preparation. 2. Repetitive Actions: a. North Lanarkshire Council - RPA for administrative tasks: Uses Robotic Process Automation (RPA) to handle routine administrative tasks like processing council tax payments, updating records, and managing routine customer queries. This has significantly increased operational efficiency and reduced errors. b. Sunderland City Council - RPA for housing inspections: Implemented RPA for automating the scheduling and notification processes for housing inspections and maintenance requests, streamlining operations and reducing the administrative burden on staff. c. Lambeth Council - AI in processing FOI requests: Automates the handling of Freedom of Information (FOI) requests through AI, which categorizes and processes requests faster and more accurately than manual methods. 3. Increase Utilisation/Efficiency: a. Glasgow City Council - AI for waste collection optimization: 127
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Uses AI to optimize waste collection routes by analysing data on waste generation patterns, leading to more efficient scheduling and reduced fuel costs. b. Sheffield City Council - Predictive maintenance using AI: Employs AI-driven predictive maintenance systems for public infrastructure, such as roads and bridges. By predicting when maintenance is required, the council can plan interventions more effectively, reducing downtime and extending the lifespan of assets. c. Cambridge City Council - AI to optimize energy usage: Utilises AI to optimise energy usage in public buildings by analysing consumption patterns and adjusting heating, cooling, and lighting systems accordingly. This initiative has led to significant cost savings and a reduction in carbon emissions. 4. Customer Contact: a. Enfield Council - "Amelia" AI chatbot: Introduced "Amelia," an AI-powered chatbot that assists residents with inquiries about housing, benefits, and council services. The chatbot handles high volumes of queries, providing instant responses and freeing up human agents for more complex tasks. b. Leeds City Council - AI-driven virtual assistant for phone inquiries: Implemented an AI-driven virtual assistant that interacts with residents over the phone, handling routine inquiries and directing more complex issues to human operators. This system has improved response times and customer satisfaction. c. Newcastle City Council - AI-powered text messaging system: Uses AI-powered text messaging systems to keep residents informed about service changes, such as waste collection schedules or road closures. The system personalizes messages based on resident preferences, increasing engagement and satisfaction. 5. Data Analysis: a. Leeds City Council - Predictive analytics in social services: Leverages AI for predictive analytics in social services, analysing data to forecast demand for services like childcare, elderly care, and housing assistance. This allows the council to allocate resources more effectively and anticipate future needs. b. London Borough of Hackney - AI for analysing crime trends: Uses AI to analyse data from multiple sources to identify trends in crime and anti-social behaviour. This information is used to inform policing strategies 128
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and community interventions, leading to more targeted and effective responses. c. Birmingham City Council - AI for transportation data analysis: Employs AI to analyse transportation data, including traffic patterns and public transport usage, to optimize transit routes and improve urban mobility. The insights gained from AI analysis are used to enhance service delivery and reduce congestion. 129
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Appendix 2 - SLC Data Quality Group – Draft Terms of Reference 1 Review Title Data Quality Group 2 Background Data is a key enabler for successfully adoption of AI. It is also a key enabler for wider transformation of business intelligence, processes and customer experience. Following discussion with Legal Services, it is proposed that a cross-Resource group be formed, currently expected to report into the current Information Governance Board, to develop and execute activities to assess current data maturity, quality and stewardship before development of an action plan to increase these three areas. This is a long lead time activity and so the group should be formed as soon as possible in 2024. 2 Identified Issues The Data Quality Group serves to be the driver for increasing data maturity across the Council. This subgroup of the Information Governance Board is dedicated to elevating data quality and stewardship across the council. Identified Outcome(s) • Developing and implementing comprehensive data management standards to ensure consistency and reliability of data across all departments. • Providing strategic guidance and tools for ongoing data quality improvement. • Fostering a culture of data-driven decision making within the council through education and policy development. • Increasing the data maturity of the organisation to enhance overall operational effectiveness and service delivery. 3 Scope of Review • Assessment of Current Data Practices: Conduct audits to identify gaps in data quality and compliance; evaluate current data management frameworks. • Standards Development: Establish clear guidelines and protocols for data quality and ensure these are integrated into daily operations. • Tools and Training: Deploy effective tools for data management and provide necessary training to staff to elevate their data handling capabilities. • Data Improvement Advice: Act as a consultative body to departments, advising on best practices and strategies for data management. • Data Maturity Enhancement: Develop a strategic plan to progress through levels of data maturity, focusing on governance, quality, architecture, and analytics. 130
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• Collaborative Efforts: Collaborate with internal and external stakeholders to synchronise data management efforts and share best practices. 4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 5. Trade Union, Personnel Team, and Management Engagement Legal Services, IT Services, Information Security, Resources are all required to engage and support the group. 6 Key aims of/outcomes from project Service/operational To act as the driver for increasing data maturity across the Council Employee To increase the data literacy of the employees Other Provide a foundation for digital transformation 7 Key milestones • Assessment of current data maturity – Q3/Q4 2024/25 • Data Quality improvement plans – Q4 2024/25 • Policy & Procedure updates – Q1 2025/26 • Training and development plans – Q1 2025/26 • Guidance for Resources – Q1 2025/26 8 Monitoring and reporting arrangements Bi-Monthly meetings Monitoring: • Provide updates to IGB on progress on action plans aligned to IGB frequency • Provide 6 monthly updates to CMT on overall data quality and progress 9 CMT Sponsor / Lead Officer Murray Husband, Head of IT 10 Project resourcing The project will require support from – • Legal Services • IT Services • Information Security • Resources 131
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Developing an Age Friendly South Lanarkshire ‘A great place to grow older’ 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the development of Age-Friendly South Lanarkshire advise on the role of the Community Planning Partnership Board (CPPB) in supporting this development advise on the work undertaken by Seniors Together in South Lanarkshire in taking the programme forward 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the content of this report is noted. [1recs] 3. Background 3.1. The age-friendly community is one where people of all ages can participate in activities and where everyone is treated with respect, regardless of their age; a place that makes it easy for older people to stay connected to those important to them; a place that helps people stay healthy and active, even at the oldest ages; and a place that provides appropriate support to those who can no longer look after themselves. 3.2. The development of an Age-Friendly South Lanarkshire, and the achievement of membership of the UK Network and World Health Organisation’s Global Network of Age Friendly Communities, evidences the positive approach being taken to reduce discrimination across the local authority area. 3.3. Being an age-friendly community is about considering and applying the needs of older people when taking decisions about improving both the physical and social environment. For South Lanarkshire Council this means designing services and facilities alongside older people, not just on their behalf, which is the aim of the Seniors Together Network in South Lanarkshire. 4. Seniors Together 4.1. Seniors Together is a network of organisations working in partnership across South Lanarkshire to change attitudes and services with the aim of improving society for older people. 15 133
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4.2. A key priority of the network is to ensure older people’s voices are heard and that they are given the opportunity to inform decision making where possible. To do this, the network aims to meet the diverse needs of older people by understanding their requirements and ensuring information and activities are organised around them. 4.3. Case studies developed by Seniors Together are available to demonstrate what an age-friendly activity looks like, for example, the South Lanarkshire Men’s Shed Project is an example of one activity commonly known and which has been extremely successful. 4.4. Further research and meetings with similar networks in England and Ireland found that the age-friendly activities being undertaken as part of the Seniors Together core programme aligned to other national projects. 4.5. Following agreement from the Executive Committee in February 2023 for South Lanarkshire Council to apply to join the UK Network of Age Friendly Communities, membership was granted in March 2023. A further application to join the World Health Organisation’s Global Network of Age Friendly Communities was granted in July 2023. 5. Current Position 5.1. Seniors Together first approached the Council in August 2022, with the proposal of making South Lanarkshire an age-friendly community, as it was identified the Council was already delivering activities and supports for older people that was, in part, meeting the requirements of the World Health Organisation (WHO) Global Network of Age Friendly Communities. These activities included: • Educating and providing advice and guidance to the community partnerships on the four stages of planning required to build an Age Friendly South Lanarkshire. • Representing the Council at national events including the UK Age Friendly Communities Network, and the WHO Global Network of Age Friendly Communities. • Establishing four Older People’s Assemblies in South Lanarkshire and effectively working with the Older People’s Champion across a range of older people’s networks and local community groups. • Working collaboratively with South Lanarkshire Leisure and Culture to develop and implement activity programs that promote health and wellbeing initiatives, including the use of Fitbits during the pandemic to promote and increase older people’s mobility. • Establishing a Seniors Together Executive Group with representatives from the Council, South Lanarkshire Leisure and Culture, Police, Fire, and the voluntary sector, such as Age Scotland, who meet to discuss, develop and provide support and guidance on how to ensure policy and procedures take cognisance of older people. • Developing and introducing the first Men’s Shed in South Lanarkshire, introducing the first mobile Men’s Shed during the pandemic, and supporting the Men’s Shed network grow to its current size of 14 sheds across South Lanarkshire. • Promoting partnership working across South Lanarkshire communities by identifying and bringing together older people’s community groups. 134
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5.2. Since 2022, Seniors Together have continued to drive this work forward and in March 2023, when the Council agreed to become an Age Friendly Community, Seniors Together where invited to join the Community Planning Partnership Board (CPPB) to represent older people to ensure they are included in the development of action plans from their local CPPB’s. This has been well received and is proving to be successful in ensuring older people have the opportunity to input in to matters directly affecting them. 5.3. Immediate actions from the Progress Group, that are being progressed by the Seniors Together Project Manager and the Lead Officer from the Progress Group, include the following:- • to undertake a mapping exercise to review tools currently used by the Community Planning Partnership when working with neighbourhood planning that can align with age-friendly community planning. This is complete and the WHO checklists have been identified as the most suitable tool to engage with. • development of online resources for Council staff to increase knowledge of age- friendly communities. This has begun with the launch of eLearning. • co-production of eLearning modules with South Lanarkshire Council’s Learning and Development Team and members of Seniors Together. Module one is complete and available on Fusion Learning. • consideration of how an audit of age-friendly activity across the Council can be undertaken. Work on this will begin once data has been gathered from the WHO checklists following engagement with older people’s community groups through 2024/25 and 2025/26. 6. The Scottish Older Peoples Assembly (SOPA) 6.1. The SOPA will assist in the development of an age-friendly communities’ network in Scotland. The aim is to work with local authorities who are in the development stage to assist them through the process, and to encourage as many local authorities as possible to become age-friendly. 6.2. Local authorities who have already developed an Age Friendly Community Network are sharing their knowledge at regular network meetings to support other local authorities become age-friendly. Given South Lanarkshire Council were recognised as the first age friendly local authority in Scotland, the Seniors Together Project Manager regularly attends national network meetings to provide updates on developments across South Lanarkshire, to share best practice, and provide information and advice to other local authorities striving for the same recognition. To date, the local authorities currently age-friendly are: • South Lanarkshire • South Ayrshire • Perth & Kinross 7. Employee Implications 7.1. There are no employee implications of this report. 8. Financial Implications 8.1. There are no additional financial implications of this report. 135
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9. Climate Change, Sustainability and Environmental Implications 9.1 There are no Climate Change, Sustainability and Environmental Implications associated with this report. 10. Other Implications 10.1. There are no other implications contained within this report. 11. Integrated Impact Assessment and Consultation Arrangements 11.1. There is no requirement for an integrated impact assessment. Jackie Tayor Executive Director (Finance and Corporate Resources) 1 October 2024 Link(s) to Council Objectives Accountable, effective, efficient, and transparent Fair, open, and sustainable Improve life and prospects for everyone Ensuring inclusion, equity and equality Focused on people and their needs Working with and respecting others Previous References None List of Background Papers Building a city for all ages: A Strategy for an Age Friendly Bristol 2022 https://www.ageuk.org.uk/bp-assets/globalassets/bristol/services/age-friendly/final-age- friendly-bristol-strategy.pdf The World Health Organisation’s Age-friendly Communities framework https://extranet.who.int/agefriendlyworld/age-friendly-cities-framework/ Contact for Further Information If you would like further information, please contact: - Tracy Ferguson, Learning, Organisational Development and Diversity Manager Tel: 01698 454715 Email: tracy.ferguson@southlanarkshire.gov.uk 136
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Report Agenda Item Report to: Executive Committee Date of Meeting: 11 December 2024 Report by: Chief Executive Subject: Programme for Government 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide a summary of the Scottish Government’s Programme for Government 2024/2025 and key items relevant to local government 2. Recommendation(s) 2.1. The committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted. 3. Background 3.1. At the beginning of September each year, the Scottish Government publishes its Programme for Government (PfG) which sets out its key legislative and policy priorities for the year ahead. 3.2. The 2023 PfG was structured around ministerial portfolios; the 2024 PfG presents the government’s plans under the four key priorities of eradicating child poverty, growing the economy, tackling the climate emergency, and ensuring high quality and sustainable public services. 3.3. This report focuses on the plans and commitments set out in the PfG 2024 which are likely to have direct implications for local government. 4. Local Government implications 4.1. Of the circa 187 commitments featured in the PfG, just over 100 can be considered to have implications for local government. These are itemised in appendix 1 along with an assessment of how South Lanarkshire will approach them and keep Elected Members informed of developments and progress. 4.2. By way of summary, the following headline actions are of particular significance for local government. Eradicating Child Poverty Working with local partners to pool budgets and streamline reporting requirements, where possible, with clear local plans in place for delivering shared outcomes Work with local authorities to increase take up of funded early learning and childcare for eligible 2-year-olds, with a particular focus on boosting take up among the families most at risk of poverty and areas with some of the lowest take up rates 16 137
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Over the next two years we will design and deliver a new childcare offer, backed by £16 million, for priority families within six ‘Early Adopter Communities’ – aligned with our fairer futures partnerships and offering easier access to the support families need Prioritise funding to increase the pay of workers in adult social care who are delivering direct care in commissioned services, early learning and childcare workers delivering funded hours, and children’s social care workers, so that they are paid at least the Real Living Wage from April 2025 Work towards further expanding free school meals to those in receipt of the Scottish Child Payment in Primary 6 and Primary 7, and provide £21.75 million for free school meal alternatives in all school holidays for eligible families Investing nearly £600 million in affordable housing in 2024-25. The majority of this will be directed at boosting social housing supply – keeping rents lower and benefitting around 140,000 children in poverty each year This includes up to £40 million to bring existing homes into affordable use through acquisitions, and where appropriate also bring long term voids back into effective use Committing £100 million to grow with institutional investment to at least £500 million, supporting the construction of around 2,800 mid-market rent homes Providing £2 million in additional support to local authorities facing the most significant and sustained temporary accommodation pressures to maximise the use of existing housing stock and minimise turnaround times for vacant social homes Tackling the challenge of unoccupied housing by updating guidance to encourage councils to focus their resources on homes that have been empty for longer than 12 months. We will also consult on modernisation of the compulsory purchase system to help deliver a wide range of projects in the public interest, including bringing empty properties back into productive use Through our Housing Bill, boost tenants’ rights and include provisions for long- term rent controls. The Bill will place stronger duties on local authorities and other partners to prevent homelessness – including an emphasis on prevention through holistic support, with relevant bodies working together to provide assistance earlier to help people avoid the crisis of homelessness Growing the Economy Support the development of business clusters in areas where Scotland has a competitive advantage such as data, digital and AI, health and life sciences, advanced manufacturing, and the energy transition Empower decision making and investment through Regional Economic Partnerships, including pilot work on regional funding as part of wider public service reform to support Glasgow City’s ambitions to create a metropolitan region, and Edinburgh’s Regional Economic Prosperity Framework Launch a planning apprenticeship programme to invest in new talent to create a pipeline of skilled future planners Advance the use of the Community Wealth Building model – an approach to local economic development that aims to create new employment opportunities and help local businesses to expand – by bringing forward a Community Wealth Building Bill and developing a local authority led practice network to aid consistency and practice sharing Lead a new, national approach to skills planning and work with partners to strengthen regional approaches – bringing employers, colleges, universities, and other partners together to ensure the system is responsive to regional and national skills needs 138
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Connect over 20,000 premises to gigabit capable broadband in areas of market failure by March 2025, through delivery of three regional, multi-year contracts with Openreach Support local authorities to implement the Visitor Levy – helping enhance the tourist experience and benefit local communities and their economies Conduct a review of all the community rights to buy – which give communities more options than ever before to take ownership of land and assets – reporting in December 2025 Tackling the Climate Emergency Bring forward a Heat in Buildings Bill that is deliverable and affordable for households and businesses, setting the long-term direction of travel and, in turn, providing certainty to building owners and the supply chain Set a route map for enabling the delivery of approximately 24,000 additional public electric vehicle charge points by 2030 to support the ongoing move to electric vehicles Make it easier for people to walk, wheel, or cycle on everyday journeys through our Active Travel Infrastructure Fund, the National Cycle Network, and People and Place Programme Take forward a range of action to bolster climate adaptation through our forthcoming National Adaptation Plan – including establishing new local partnerships, tailoring approaches to adaptation to the needs of local areas, providing new sector specific support for businesses on climate resilience, and providing practical support for the development of climate-resilient local development plans Support the transition to a more circular economy by reforming Extended Producer Responsibility for packaging, increasing reuse and recycling through a new codesigned Household Recycling Code of Practice with local authorities, and consulting on a charge on single use beverage cups Bring forward a Natural Environment Bill to establish the framework for statutory targets to restore and protect nature. It will also include provisions to modernise the way in which national parks and deer are managed, and provide powers to update environmental impact assessment and habitats legislation to support delivery of our net zero and biodiversity goals Ensuring High Quality and Sustainable Public Services Supporting education authorities and schools to reduce absence and improve attendance, and monitoring data regularly and taking further targeted action where needed Accelerating progress in closing the poverty-related attainment gap, through the Scottish Attainment Challenge, and by intensifying action to deal with the ongoing impacts of the pandemic on children’s progress Continue to work with COSLA to identify options for the removal of non-residential care charges as part of wider work with partners on social care improvement. Continue work to establish the National Care Service by the end of this Parliamentary term to reform how social work, social care and community health is delivered, improving standards, quality and fairness Deliver Anne’s Law by the end of this Parliamentary term to ensure that the rights of residents in care homes and their families are upheld and legislate to give carers a right to breaks Provide local authorities with £145.5 million to protect teacher numbers, having delivered a 14.6% increase in teachers’ pay between 2022 and 2024 139
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Continue work to Keep the Promise by consulting on the next stages of reform of the children’s hearing system, future of foster care, and the support available to those moving on from care Continue to make progress towards concluding the joint review of local governance by the end of this Parliamentary session – this includes developing single authority models with local government and health partners to strengthen and streamline local decision making, and support a shift towards more preventative public services Work with partners and COSLA to strengthen Community Planning Partnerships to shift the balance in how public services are designed and delivered towards prevention 4.3. The PfG also includes the legislative programme for 2024/2025, comprising the following new Bills. Adults with Incapacity Budget (No. 4) Building Safety Levy Climate Change (Emissions Reduction Targets) Community Wealth Building Criminal Justice Modernisation and Abusive Domestic Behaviour Reviews Crofting Leases (Automatic continuation etc.) Heat in Buildings Misogyny Natural Environment Post-School Education Reform Prisoners UEFA EURO 2028 5. Programme for Government 2024/2025 – South Lanarkshire context 5.1. As in previous years, an exercise has been undertaken to consider the commitments highlighted in the Programme for Government 2024/2025 as outlined in Section 4 above. 5.2. Using the list of commitments identified in appendix 1, each Resource has considered where the focus of activity is for the council; identified the actions that are being taken or will be considered in respect of these; and a timeline/reporting route for these actions. 6. Employee Implications 6.1. There are no direct employee implications. 7. Financial Implications 7.1. There are no direct financial implications. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 140
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9. Other Implications 9.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. Consultation was undertaken internally on the Resource Planning Guidance through an officer group with representation from all Resources. Paul Manning Chief Executive 24 October 2024 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving 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 141
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Appendix 1 PfG Commitments with Local Government implications COMMUNITY AND ENTERPRISE RESOURCES Eradicating child poverty: Early, preventative interventions • Provide employability support to meet the needs of all parents or carers on a demand-led basis – ensuring closer working across childcare, education, housing, justice, and health services, so that people can quickly and easily access the support needed to enter and stay in work. Focus Actions Timeline and reporting Deliver the Tackling Child Poverty element of the South Lanarkshire Local Employability Partnership’s Annual Investment Plan • Expand the focus of the Supporting Families programme to deliver early-stage employability and health and well being supported to targeted families • Deliver the Aim to Achieve programme to support parents in low wage / part-time employment to increase their income from employment • Establish a childcare focused sub-group of the employability partnership to maximise take up of financial support for childcare for unemployed parents Ongoing delivery and reporting through CER Committee and No-one Left behind / Scottish Government processes Eradicating child poverty: Improving incomes and cutting cost of living • Work with local authorities to ensure as many children as possible can access their free bus entitlement – cutting travel costs and making sustainable travel a more attractive option. • Work towards further expanding free school meals to those in receipt of the Scottish Child Payment in Primary 6 and Primary 7 and provide £21.75 million for free school meal alternatives in all school holidays for eligible families. Focus Actions Timeline and reporting Continue to offer Young Scot National Entitlement Cards to all school pupils. • Work with Schools to promote the benefits of using the Young Scot National Entitlement Cards including free bus travel for under 22-year-olds. The number of young people who have been issued a Young Scot National Entitlement Card is reported annually in Transport Scotland’s Scottish Transport Statistics. 142
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Continue to roll out free school meals to all primary school children. • Implement the roll out of further expansion of free school meals to Primary 6 and Primary 7 pupils in receipt of the Scottish Child Payment. To be implemented from February 2025 and reported via Resource and Service plan reporting arrangements. Eradicating child poverty: Warm, safe, place to call home • Working with local authorities to accelerate development of strategic sites such as Granton, unlocking opportunities for investment and economic growth and the provision of new homes of all tenures. • Ensuring the planning system responds to the housing emergency. We will support planning authorities to allocate a pipeline of land for new homes and promote consistent monitoring of its delivery. We will also work to extend the services offered by our new Planning Hub to support housing developments. This could for example focus on the delivery of homes on larger, legacy, and stalled sites. Focus Actions Timeline and reporting The preparation of the Local Development Plan 3 (LDP3) will identify a 10-year Local Housing Land Requirement to meet all tenure housing needs of the Council’s area and allocate sites in appropriate locations, in particular by taking an infrastructure first approach. The associated delivery programme will set out the pipeline (phasing) of land for new homes and identify any constraints. NB: We don’t have any stalled strategic sites at the moment. • Carry out an annual Housing Land Audit to identify sites that are stalled and the reasons for the lack of progress. • Progress preparation of an evidence based LDP3 with a focus on delivering place- based investment. • Support the Council’s affordable housing provision through on-site delivery on private housing developments and identifying appropriate sites for development by the Council and Registered Social Landlords (RSLs). Report LDP3 evidence report to Full Council in quarter one 2025/26 prior to submission to Scottish Ministers for gatecheck. Adoption of LDP3 by end 2027. The delivery of the East Kilbride and Hamilton Masterplans will make a material contribution to meeting the housing targets in the South Lanarkshire Council’s area. • Progress the delivery stages of both masterplans working in partnership with stakeholders across both town centres. Prepare East Kilbride for redevelopment by early 2027. Bring forward phased development proposals in Hamilton Town centre. 143
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Progress for both will be reported to Executive Committee. Promoting entrepreneurs and innovators • Maximise the impact of our £42 million Techscaler programme, Scotland’s national network of startup support – extending access for Scottish entrepreneurs to some of the world’s best start-up development programmes. We will integrate the Techscalers with other centres of innovation, creating opportunities for Scottish companies to raise capital, learn from world leading peers, and access new markets. • Increase the number of women starting and scaling businesses by implementing key recommendations of Ana Stewart and Mark Logan’s review of gender equality in entrepreneurship. This will include a regional programme in partnership with South of Scotland Enterprise to create new, best-in-class, environments for women to create and scale businesses, and a competitive Pathways Fund to widen participation in entrepreneurship from people in groups that are currently under-represented. • Support the development of business clusters in areas where Scotland has a competitive advantage such as data, digital and AI, health and life sciences, advanced manufacturing, and the energy transition. Focus Actions Timeline and reporting Women in business - helping parents back into work through working with the Business Gateway to run targeted events. Rural – targeted support for businesses in the rural area of South Lanarkshire through a bespoke programme of business support (currently in Lesmahagow). BAME (Black, Asian and Minority Ethnic) – The Council’s Economic Development service is reviewing current service delivery to reflect the scale and requirements of this business group. Work with partners across the city region to secure funding and support the growth of all these sectors. • Continue to work with Business Gateway to ensure that all groups have access to the appropriate level of support to grow businesses. • Identify and seek to address disparity in accessing support and creating sustainable businesses. • Work with key partners including the City Region and Clyde Gateway to deliver on key opportunities to attract investment. This work is underway and will be embedded in our support for businesses within South Lanarkshire. 144
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Make full use of our potential workforce and remove barriers to employment • Lead a new, national approach to skills planning and work with partners to strengthen regional approaches – bringing employers, colleges, universities, and other partners together to ensure the system is responsive to regional and national skills needs. • Reform the education and skills funding system so it is easier to navigate and responsive to learners and skills priorities – breaking down silos and reducing bureaucracy – introducing a Bill to simplify the post-school funding body landscape. • Support those already in work, help more people back into work, and address long-term economic inactivity. Alongside our national employability offer, this includes improving access to health services by April 2025, and introducing enhanced specialist support for disabled people across all 32 local authorities by Summer 2025. Focus Actions Timeline and reporting Respond to national developments that support the Council close the skills gaps in key areas. • Continue to engage with all partners. • Consider how the national approach can be utilised effectively at local level. • Promote new approaches and opportunities internally across all Resources. • Consider where the new approach can align with workforce and succession planning • Once the new approach is designed and available. Work with college partners to deliver work based learning to senior phase pupils and employability participants • Deliver the GradU8 and Foundation apprenticeship programmes with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College • Contribute to Glasgow City Region discussions around devolution of skills funding / planning • Work with South Lanarkshire College toi deliver the NOLB funded Academy programme to deliver skills based learning to employability participants Ongoing – reported through CER and Education Committee 145
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Implement a new approach to post-school education and skills funding • Continue to participate in Scottish Government consultations • Continue to engage with relevant external stakeholders. • Communicate changes to internal stakeholders. • Once the Bill has been approved and any subsequently processes have been developed and are available. Support the businesses that create jobs and wealth • Empower decision making and investment through Regional Economic Partnerships, including pilot work on regional funding as part of wider public service reform to support Glasgow City’s ambitions to create a metropolitan region, and Edinburgh’s Regional Economic Prosperity Framework. • Establish Scotland’s first Planning Hub to build capacity and resilience, and to improve consistency and efficiency in decision-making. The Hub’s initial priority will be to help planning authorities make quicker decisions on hydrogen planning applications, with a plan to support wider developments including good quality homes and onshore wind. • Support early adopters to deliver Masterplan Consent Areas – these will frontload some consents including planning permission in defined areas, making them more attractive to investors and supporting the delivery of major projects, including national developments, Green Freeports, and green data centres. • Launch a planning apprenticeship programme to invest in new talent to create a pipeline of skilled future planners. Focus Actions Timeline and reporting South Lanarkshire’s Planning Service will work with the Scottish Government in the development of the proposed Planning Hub to ensure it provides the benefits being promoted. Adoption of Masterplan Consent Areas will be considered through the preparation of LDP3. A range of opportunities to widen the skills base of planners can be explored. • Collaborate with Heads of Planning Scotland to design and deliver the Planning Hub. • Explore the desirability of creating Masterplan Consent Areas. • Investigate the opportunities offered by the new planning degree course to be offered by the University of the West of Scotland (UWS) in early 2025. Work on the proposed Planning Hub and the planning degree course at UWS will be ongoing through the remainder of 2024/25. The creation of Masterplan Consent Areas will be reviewed as part of the preparation of LDP3. 146
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Work with partners across the city region to secure funding and support the growth of all these sectors • Work with key partners including the City Region and Clyde Gateway to deliver on key opportunities to attract investment Ongoing programme of activity with progress update reports to committee. Invest in infrastructure critical to the economy • Connect over 20,000 premises to gigabit capable broadband in areas of market failure by March 2025, through delivery of three regional, multi-year contracts with Openreach. Focus Actions Timeline and reporting Supporting Scottish Government and directing the rollout of superfast broadband to high issue areas to improve coverage. • Liaise with Scottish Government in quarterly meetings. • Continue to make progress with the rollout of superfast broadband across South Lanarkshire. Quarterly reporting on the rollout of superfast broadband via Resource and Service Plan arrangements. Creative industries and rural and visitor economies • Review the way the culture sector is supported, including a review of Creative Scotland as part of our commitment to ensuring excellence in Scotland’s public services. This will also help to ensure the distribution of additional funding in the most effective way possible. • Invite Scotland’s culture sector to join a partnership on Scottish festivals to focus on how best to support Scotland’s festivals and uphold their vital role within the sector. • Maintain our commitment to increase funding for culture and the arts so that it is at least £100 million more a year by 2028-29. • Support local authorities to implement the Visitor Levy – helping enhance the tourist experience and benefit local communities and their economies. • Continue to implement the Strategy for Sustainable Growth of the agritourism sector and support Scottish Agritourism as they prepare for the World Agritourism Conference in Scotland in 2026. Focus Actions Timeline and reporting The delivery of the East Kilbride Masterplan could make a material contribution to the cultural offering in the South Lanarkshire • Progress the delivery stages of the masterplan, working in partnership with stakeholders across the town centre. Prepare East Kilbride for redevelopment by early 2027. 147
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Council area, via the potential development of new cultural space. Progress will be reported to Executive Committee. The suitability for a Visitor levy in South Lanarkshire will be kept under review in consultation with the tourist sector. Work is ongoing across the rural area to explore opportunities for existing businesses to grow, based on existing opportunities and emerging opportunities such as Clydesdale Way. • Continue to work with Business Gateway to ensure that all groups have access to the appropriate level of support to grow businesses. Ongoing Progress a renewables revolution Improve the planning and consenting regime for renewable energy generation and electricity transmission to provide certainty to the market and stimulate the private investment needed, including: • Improving the consistency and pace of the consenting process for proposals over 50 MW, ensuring we are resourced and able to meet demand, and reducing timescales for section 36 and 37 determinations. • Introducing pre-application community and stakeholder engagement guidance for transmission developments, improving public engagement and confidence in consenting processes. Focus Actions Timeline and reporting As an area that experiences a large number of onshore renewable proposals the Planning Service will seek to take a lead role in discussions on the development of these proposals. • Collaborate with Heads of Planning Scotland and the Scottish Government on the changes proposed. • Explore ways to upskill planning officers to deal with these types of development. Ongoing throughout the remainder of 2024-25. Supporting households and communities with reducing their emissions • Set a route map for enabling the delivery of approximately 24,000 additional public electric vehicle charge points by 2030 to support the ongoing move to electric vehicles. 148
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• Progress our ambition of a 20% reduction in car use by 2030, with a route map including a timeline for implementing ‘demand management’. • Make it easier for people to walk, wheel, or cycle on everyday journeys through our Active Travel Infrastructure Fund, the National Cycle Network, and People and Place Programme. Focus Actions Timeline and reporting Manage, maintain and expand public electric vehicle charging infrastructure in line with available external funding sources. • Work to continue with the Regional Collaboration Initiative to expand public electric vehicle charging infrastructure across the west. The Council will enter into local authority agreement to appoint a consultant to take forward the proposed commercial operator model. Ongoing through 2024-25 with quarterly updates reported via the Resource and Service Plan reporting arrangements. Deliver prioritised improvements to bus and rail infrastructure. • Continue to work in partnership with Network Rail to deliver new infrastructure to complement the East Kilbride Rail Enhancement project. This includes pedestrian / cycle connections, bus interchange and priority system as well as park and ride facilities including electric vehicle/bus charging infrastructure. • Progress the land purchase agreement with Network Rail to allow the future delivery of the next phase of the Lanark Interchange Project for a new bus station. Ongoing through 2024-25 with quarterly updates reported via the Resource and Service Plan reporting arrangements. 149
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Deliver walking and cycling projects / schemes in line with agreed 2024/25 external capital funding programme. • Deliver new walking and cycling infrastructure as part of the East Kilbride Rail Enhancement project. This includes pedestrian and cycle connections at the new Hairmyres Station as well as on the surrounding road network on the approach to the station. • New pedestrian crossing facilities will also be provided on Burnbank Road in Hamilton. Ongoing through 2024-25 with quarterly updates reported via the Resource and Service Plan reporting arrangements. 150
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Accelerating action on adaptation • Take forward a range of action to bolster climate adaptation through our forthcoming National Adaptation Plan – including establishing new local partnerships, tailoring approaches to adaptation to the needs of local areas, providing new sector specific support for businesses on climate resilience, and providing practical support for the development of climate-resilient local development plans. • Support the transition to a more circular economy by reforming Extended Producer Responsibility for packaging, increasing reuse and recycling through a new codesigned Household Recycling Code of Practice with local authorities, and consulting on a charge on single use beverage cups. Focus Actions Timeline and reporting Develop the Council’s response to climate adaptation and become a more climate- resilient local authority. • Develop climate change risk register with greater focus on adaptation. • Support the delivery of Climate Ready Clyde's (CRC) Adaptation Strategy. • Carry out adaptation framework capability assessment. • Deliver adaptation training to SLC Officers and Steering Groups. • Adaptation actions are included within the Council’s Sustainable Development and Climate Change Strategy and will be reported to the Climate Change and Sustainability Committee at quarter two and quarter four. Improving domestic recycling rates and reducing the amount of residual waste produced by households in South Lanarkshire. • Piloting new communal bin infrastructure with funding from Scottish Government’s Recycling Infrastructure Fund. • Redesignating and relaunching recycling services at flatted developments to improve capture rates and quality of recyclable materials. • Project commenced in June – pilot area in Springhall. Extended to Mansion area in Cambuslang in September 2024. • The project to redesignate recycling bins at flats commenced in 2023-24 with surveys/data gathering. Project will be completed by end of 2024-25. Progress is reported in Service Plan updates. • The review of kerbside services is ongoing and proposals are currently being developed. Progress is reported at CMT 151
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• Reviewing kerbside collection services to more closely align with the new Household Recycling Charter Code of Practice. and through the Facilities, Waste and Ground service plan. SLC is responding to the Scottish Government’s consultation on charging for single-use disposable beverage cups. The Council’s Trading Standards service is also contributing to the discussions at a national level via the Society of Chief Officers of Trading Standards Scotland on the enforcement of any charge introduced on the sale of single use cups. • Awaiting amended legislation to know what actions will be required. • The Council will respond to the Scottish Government consultation on Charging for single-use disposable beverage cups by November 14, 2024. • Any legislation which is brought forward will be rolled out as directed. Halting and reversing the biodiversity decline in our landscapes and seas • Bring forward a Natural Environment Bill to establish the framework for statutory targets to restore and protect nature. It will also include provisions to modernise the way in which national parks and deer are managed and provide powers to update environmental impact assessment and habitats legislation to support delivery of our net zero and biodiversity goals. • Restore at least 10,000 hectares of degraded peatland and create at least 10,000 hectares of woodlands, which will include over 4,000 hectares of native woodland. • Deploy nature restoration funding through over 50 projects across Scotland – including work to restore our temperate rainforests and to protect sea bird colonies on our islands. Focus Actions Timeline and reporting Protect, enhance and respect South Lanarkshire’s natural environment. • The Council’s Biodiversity Strategy (2024- 2030) and Biodiversity Duty Implementation Plan (2024-2026) follow guidance from the Scottish Biodiversity Strategy and form a framework for incorporating relevant statutory targets stemming from the Natural Environment Bill. Reported at quarter two and quarter four to the Climate Change and Sustainability Committee. 152
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• The Council’s Biodiversity Strategy (2024- 2030) and Biodiversity Duty Implementation Plan (2024-2026) sets out how biodiversity will be protected and enhanced. The focus of the plans and the Biodiversity Partnership is on an ecosystem approach to restoration and includes woodland and peat. The plan highlights the progress that has been made and future objectives. • The Council has signed the Clyde Climate Forest Concordat, a commitment to promote and actively expand the Clyde Climate Forest (CCF). Targets to increase canopy cover to 20%, increase the average broadleaf network to 20% and increase woodland cover in the Glasgow City region to 20% by 2032. • Working in partnership with Glasgow and Clyde Valley Green Network in establishing our Nature Networks to be incorporated into South Lanarkshire’s LDP3. • Our ‘Making space for Pollinators’ report highlights the work we have achieved and states our future objectives in alliance with the Scottish Pollinator Strategy. Report to the Climate Change and Sustainability Committee in quarter four. Report to Scottish Government every three years within Biodiversity Duty Report (last report December 2023). Report annually to NatureScot on the progress we have made in South Lanarkshire for the Scottish Pollinator Strategy. • Continue to identify projects to improve our Local Nature Reserves and greenspaces for nature through the annual Scottish Government Nature Restoration Fund. Annual report to Scottish Government (NatureScot). 153
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Prioritising prevention and tackling health inequalities • Collaborate across the four nations on banning the sale of single use vapes and the UK Tobacco and Vapes Bill, which will progressively increase the age at which people can buy cigarettes and restrict the promotion of vapes – working to ensure that Scotland is tobacco free by 2034. Focus Actions Timeline and reporting Trading Standards is contributing to the discussions at a national level on the UK Tobacco and Vapes Bill via the Society of Chief Officers of Trading Standards Scotland. Annual programme of enforcement checks on business compliance in relation to the distribution and sale of vaping products. • Awaiting amended legislation to know what actions will be required. • 125 businesses visited during 2023-24, and test purchase projects planned for 2024-25. Any legislation which is brought forward will be rolled out as directed. Update on 2023-24 programme reported to Community and Enterprise Committee on 17 September 2024. Further reports will be provided on the 2024-25 programme of enforcement. 154
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EDUCATION RESOURCES Eradicating child poverty: Early, preventative interventions • Ensure access to affordable, high-quality funded early learning and childcare services by continuing to invest almost £1 billion a year. If eligible families paid for this themselves, it would cost them more than £5,500 per eligible child per year. • Work with local authorities to increase take up of funded early learning and childcare for eligible 2-year-olds, with a particular focus on boosting take up among the families most at risk of poverty and areas with some of the lowest take up rates. Focus Actions Timeline and reporting Delivery of the 1140 hours entitlement for all eligible children Increasing the uptake of funded entitlement for eligible 2-year-olds • Within South Lanarkshire, all children can access their entitlement to 1140 hours from the Monday following their third birthday. Over 7,500 children currently access their entitlement across local authority and funded provider provision. • Significant levels of work have taken place with the Scottish Government and DWP to issue direct communications and other related information to families identified as likely to meet the criteria for a funded 2- year-old place. Partnership working has also taken place with Health Visiting Teams to reconfirm the criteria to allow Health Visitors to provide further advice to parents around eligibility. This has resulted in a significant increase in eligible 2-year-old children accessing places across local authority and funded provider provision. Progress in this area is monitored in detail through the council’s quarterly performance review system (Improve) and in related reports to committees. Eradicating child poverty: Whole family place-based approach 155
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• Taking a community-based approach to developing a future national childcare offer, which focuses on reducing costs and helping parents take up work or increase their hours. Over the next two years we will design and deliver a new childcare offer, backed by £16 million, for priority families within six ‘Early Adopter Communities’ – aligned with our fairer futures partnerships and offering easier access to the support families need. • Investing in innovative, local projects to tackle child poverty, through a second round of our Child Poverty Practice Accelerator Fund. Focus Actions Timeline and reporting Continue to update our childcare offer to help eradicate child poverty • South Lanarkshire Council is not involved in this pilot programme. • We will monitor national progress closely and seek to align any new offer to our existing provision. N/A Eradicating child poverty: Boost fair work and employment • Improve careers support so that there is better information on career choices, including potential job prospects and earnings, and connecting students, schools, and employers. • Invest in community-based youth work, focussed on reaching young people outside the classroom and supporting access to education, training, and employment. • Continue work to improve access to higher education for students from the most socioeconomically disadvantaged communities – towards our goal of 20% of all entrants being from the 20% most deprived communities by 2030. Focus Actions Timeline and reporting Working with colleagues in Community and Enterprise Resources Employability Service to deliver a range of senior phase work -based learning programmes and targeted employability support. • Deliver the Foundation Apprenticeship and GradU8 programmes in partnership with local colleges • Deliver keyworker-based support and training to young people in the last 6 months of school through the Aspire programme Progress in this area is monitored in detail through the council’s quarterly performance review system (Improve) and in related reports to committees. 156
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Improve standards and access across public services Improve attendance, attainment, and the curriculum in schools to boost standards, including: • Supporting education authorities and schools to reduce absence and improve attendance, and monitoring data regularly and taking further targeted action where needed. • Implementing the new Relationships and Behaviour in Schools Joint Action Plan 2024-27, reporting annually on progress. • Accelerating progress in closing the poverty-related attainment gap, through the Scottish Attainment Challenge, and by intensifying action to deal with the ongoing impacts of the pandemic on children’s progress. • Implementing the Curriculum Improvement Cycle, with work underway on maths and numeracy, led by the National Mathematics Specialist Adviser. • Progressing qualifications reform, and improving and diversifying our approach to assessment, including removing written exams from some practical subjects in 2025-26. • Reforming our national education bodies to drive improvement. This includes a redesigned Education Scotland with a primary focus on the curriculum, a Centre for Teaching Excellence, replacing the Scottish Qualifications Authority with Qualifications Scotland, and creating a new independent inspectorate – all tasked with raising standards. Focus Actions Timeline and reporting Supporting Head Teachers in improving school attendance through a combination of effective strategies, resources and partnership working. Progress implementation of the new Relationships and Behaviour in Schools Joint Action Plan 2024-27, reporting annually on progress. Continued focus on closing the poverty related attainment gap Raising the attainment of pupils in the senior phase and closing the poverty related attainment gap • Create a comprehensive support system that empowers Head Teachers to effectively tackle attendance issues and promote a culture of regular attendance in their schools. • Deliver a programme of professional learning opportunities to Head Teachers resulting in improved understanding and enhanced confidence in schools. This will upskill staff in Attendance data handling, focus on engagement techniques, understanding barriers to learning and implementing restorative practices. • Continue to deliver on the 5 workstreams created as part of our Strategic Equity Fund plan as follows: pedagogy, curriculum, Monitored within the Education Resource Plan 2024-2027 with progress reported in detail through the council’s quarterly performance review system (Improve) and in related reports to committees. Timelines will reflect the national publication dates for ACEL data collected in November, March and June as well as formal qualification results. 157
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Providing a rich and stimulating curriculum that helps raise standards in literacy and numeracy Meaningful participation in the national reform agenda. learner engagement, strengthening relationships and learner pathways. Each workstream is underpinned by a robust use of data and includes high quality professional learning as well as a clear focus on outcomes and measures to secure improvement for children and young people most impacted by poverty. • Establishments will continue to deliver on their equity planning using Pupil Equity Funding. All planning takes account of the locally authority stretch aims and governance structure. Data will be collected 3 times over the year and analysed to ensure we are in line with our trajectories for 2024/25. • Review and amend local policy guidance against new national guidance related to the joint action plan, e.g. approaches to anti- bullying, gender-based violence • Further develop approaches to supporting workforce capacity and wellbeing, e.g. from de-escalation training and emotion coaching • Use a range of approaches, including the HWB survey to monitor progress • Further develop targeted support approaches, e.g. NAIT to support P1 transition for children with ASN • Set ambitious stretch aims in reading, writing and numeracy to speed up, measure and assess progress in closing the poverty related attainment gap. 158
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• Track the progress of individual learners three times per year to secure improvement and share better practice. • Embed the principles and practices within our Framework for Numeracy and Mathematics to enhance numeracy skills and mathematical understanding across all educational stages. • Work with national agencies, including participation in relevant consultation processes and working groups to progress and inform planned reforms in assessment and inspection. Valuing the public sector workforce • Provide local authorities with £145.5 million to protect teacher numbers, having delivered a 14.6% increase in teachers’ pay between 2022 and 2024. Focus Actions Timeline and reporting Ensuring that there are sufficient and adequate levels of teachers within our schools and that available funding is utilised effectively. • Work within the corporate body to review, analyse and assess expenditure on teachers and related provision. Revenue budget monitoring reports are presented to committee in line with corporate process. Modern environments for learning and working 159
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• Start construction of a further eight projects through the Learning Estate Investment Programme. By the end of 2027-28, this will have seen 47 modern, state of the art school building projects opened, contributing to increasing the proportion of pupils being educated in good or satisfactory buildings from 61% in April 2007 to 90.7% in April 2023. Focus Actions Timeline and reporting Maintaining our excellent learning estate • South Lanarkshire Council is not involved in this phase of the programme. • We will continue to monitor and maximise any available funding Capital budget monitoring reports are presented to committee in line with corporate process. Protect and promote equality and human rights • Continuing to develop and embed social justice, rights, and equalities across education, through implementation of both our Learning for Sustainability Action Plan to 2030 and the recommendations of the Anti-Racism in Education Programme. Focus Actions Timeline and reporting Focus on ‘climate change and sustainability’ as a core priority in our Resource Plan. Work to “empower leaners to shape and influence actions on climate change and sustainability”. Progress the intention of the national Learning for Sustainability Action Plan • Ongoing regular meetings of the Youth forum with a focus on 24/25 project targets. • Active Participation in Community Planning Partnership events and engagement with elected members. • Conference of Schools (COS3) event led by and delivered to young people. • Youth Forum on Climate Change and Sustainability created in 2021 which has engaged in both its own work and council projects, participated in community partnership events and met with senior politicians • All schools to encompass elements of Learning for Sustainability somewhere within their school improvement plan 24/25. • Teacher the Teacher training delivered to young people, with rollout discussions with secondary teachers. Monitored within the Education Resource Plan 2024-2027 with progress reported in detail through the council’s quarterly performance review system (Improve) and in related reports to committees. 160
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• Secondary sector considering how to build Learning for Sustainability into all subject areas. • Creation of curriculum roadmap for primary sector Learning for Sustainability • Learning for Sustainability conference for practitioners for early years, primary and secondary. Awareness of UN Sustainable Development Goals. • Attending Education Scotland’s ‘Learning for Sustainability Leads’ meetings 161
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FINANCE AND CORPORATE RESOURCES Eradicating child poverty: Local flexibility to deliver • Working with local partners to pool budgets and streamline reporting requirements, where possible, with clear local plans in place for delivering shared outcomes. • Ensuring a revised approach to service co-design – to design support services with communities, based on people’s need, to make it easier for people to navigate and access the help on offer. Focus Actions Timeline and reporting The Council will continue to work with partners as appropriate in the delivery of services including consideration of the Marmot approach. • Work with partners including members of the Community Planning Partnership to ensure that resources are directed appropriately to deliver the agreed outcomes of the Council Plan / Community Plan/ Child Poverty Action Plan Ongoing, with reporting as appropriate through the CPP Board and partnership forums. Increase routes for communities to participate in decision making and priority setting • Review and report on the Community Engagement and Participation Strategy 2020-2025. • Develop new Community Engagement and Participation Strategy Review Jan-March 2025. Reporting to the Community Planning Partnership Board and Council June 2025. Co-design new strategy: Summer and Autumn 2025. Report to Community Planning Partnership Board and Council Dec 2025. Eradicating child poverty: Early, preventative interventions • Expanding place-based ‘fairer futures partnerships’ to five more areas (North Ayrshire, East Ayrshire, Perth and Kinross, Inverclyde, and Aberdeen City) – alongside three existing ones – supporting innovative, local approaches to joined-up services that improve family wellbeing, maximise incomes, and support people into work. This will build an evidence base and share approaches that can be transferred to other parts of Scotland. Focus Actions Timeline and reporting Adopt a place-based approach to improving health equity ‘to shift the balance in how public services are designed and delivered towards prevention’ • Implementation of the Shaping Places to Wellbeing Approach across South Lanarkshire. Activity to be planned across 2025-2027. Applied autumn 2024. Awaiting outcome. 162
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• Application to the Marmot Place Programme. Eradicating child poverty: Improving incomes and cutting cost of living • Invest an additional £1.5 million to expand advice in accessible settings, including community centres and hospitals, with eight new projects this year. In its first year, the programme has helped over 5,500 people access financial gains of over £7.5 million. • Provide £21.75 million for free school meal alternatives in all school holidays for eligible families. Focus Actions Timeline and reporting Provide financial support to low-income households • Support households with the provision of money and welfare rights advice to maximise income • Provide multiple access routes for clients • Provision of multiple payment support mechanisms (e.g. Scottish Welfare Fund, Cash First and food and fuel vouchers) • Recording of the financial gains achieved for clients Ongoing throughout the remainder of 2024/25 Continue to support payment to children who are entitled to free school meals across the holiday periods throughout the financial year. • Children who are entitled to a free school meal receive a payment of £2.50 per day over school holidays. This is ongoing activity throughout the year in line with the school calendar. The spend is reported to Executive Committee as part of the Cost of Living update. Make Scotland more attractive for investment • Delivering a co-ordinated programme to attract investment in priority areas of net zero, housing, and infrastructure by implementing recommendations from the Investor Panel and aligning government and public bodies behind this approach. An early focus will be improving engagement with investors, strengthening our capacity and capability in delivery, and exploring new funding mechanisms such as blended finance and guarantees. Focus Actions Timeline and reporting The Council is preparing a suite of shovel ready projects, including in areas of net zero, housing and infrastructure, which will allow it to react effectively to market interest and • Two examples of Council net zero projects which will encourage private investment are as follows: Whilst these projects are being delivered with partner organisations, funding bids have been submitted for investment zone status from the UK and Scottish Governments via Glasgow 163
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future funding opportunities through either internal funds or more likely Scottish or UK government funding. The delivery of projects could be under a variety of models depending on the individual circumstances including, Council development, partnership working / joint ventures, gap funding / grant support / private investment. • The Conexus Hagshaw Energy Investment Zone involves a partnership with the landowners to create a renewables hub/green energy business park which will create employment opportunities. • Clyde Gateway GRID Campus involves the construction of net zero manufacturing space to attract high value manufacturing businesses and jobs to the area. It will also provide a demonstrator model for net zero technology in an industrial capacity. City Region. A decision is pending which would allow these projects to deliver additional activity at scale. Support the businesses that create jobs and wealth • Advance the use of the Community Wealth Building model – an approach to local economic development that aims to create new employment opportunities and help local businesses to expand – by bringing forward a Community Wealth Building Bill and developing a local authority led practice network to aid consistency and practice sharing. • Lay the draft Good Food Nation Plan before Parliament by the end of the parliamentary year and establish the Scottish Food Commission along the same timeframe. Focus Actions Timeline and reporting Responding to national developments in support of Community Wealth Building • Advise CWB Commission of any legislative developments and assess implications for the South Lanarkshire CWB strategy and approach • Reflect legislation and guidance in the annual refresh of the CWB action plan which supports the CWB strategy, to ensure it remains abreast of latest developments • Contribute to the local authority practice network and continue to participate in Reported through the CWB Commission 164
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national conversations and learning around CWB Maintain Council’s ‘Sustainable Food Place’ award. • Create a Community Food Network that will incorporate all aspects of good food policy pillars including: health and wellbeing, growing, community eating, affordable food, food insecurity, food dignity, whole systems working and education and capacity building within the community food sector. Commenced Autumn 2024 and ongoing Quarterly reporting to Community Planning Partnership Creative industries and rural and visitor economies • Through our Scottish Languages Bill, we will give official recognition to Gaelic and Scots and build on the measures that are already in place in education, arts, media, and community and public life. The Bill will enable us to make further progress in creating a secure future for Gaelic and Scots by ensuring more people can learn, speak, and use these languages. • Conduct a review of all the community rights to buy – which give communities more options than ever before to take ownership of land and assets – reporting in December 2025. Focus Actions Timeline and reporting Implement the South Lanarkshire Council Gaelic Language plan 2025 - 2030 • Consider how the actions in the National Gaelic Language Plan 2023-2028 can support the development of the local plan. • Involve/work with a range of Council services to develop the local plan. • Involve the local community in the development of the local plan. Plan approved for launch April 2025. Annual reporting to Bord na Gaidhlig once the local plan is launched. Support local communities to represent the views of their neighbours and to work together to address issues that matter to them by growing their tools to do so: capacity, resources, assets. • Invest in Community Asset Transfer Support for Communities. • Encourage participation in any public consultation relating to the Community Rights to Buy review. (Note that the Community Rights to Buy referred to here Ongoing - Asset Transfer Applications are submitted to Housing and Technology Committee quarterly and annual public reports on assets transferred are published online each year by 30 June. 165
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apply to privately owned properties and fall under the Land Reform Act. This is separate from Community Asset Transfer rights under the Community Empowerment Act.) Subject to Scottish Government review method and Timescales. Prioritising prevention and tackling health inequalities • Continue to make progress towards concluding the joint review of local governance by the end of this Parliamentary session – this includes developing single authority models with local government and health partners to strengthen and streamline local decision making, and support a shift towards more preventative public services. • Work with communities to take forward the findings of the Democracy Matters national engagement exercise on the future of community decision-making, responding in detail to the national consultation on the future of community decision-making. • Work with partners and COSLA to strengthen Community Planning Partnerships to shift the balance in how public services are designed and delivered towards prevention. Focus Actions Timeline and reporting The Resource will continue to monitor progress of the joint review of local governance and associated risks and opportunities Provide regular updates on progress of internally as required, including to Committee where appropriate. Ongoing throughout 2024/25 • Contribute to consultation and engagement activity during the joint review of local governance. The Resource will continue to monitor progress of the joint review of local governance and associated risks and opportunities • Provide regular updates on progress of internally as required, including to Committee where appropriate. Ongoing throughout 2023/24 Ongoing throughout 2024/25, subject to the timeline of the review. Increase routes for communities to participate in decision making and priority setting • Development of Community Partnerships • Review and report on the Community Engagement and Participation Strategy 2020-2025. Ongoing and reports to Community Planning Partnership Board quarterly. Review Jan-March 2025. Reporting to the Community Planning Partnership Board and Council June 2025. 166
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• Develop new Community Engagement and Participation Strategy • Place Based Participatory Budgeting programme • Completion of 10 Neighbourhood Plans • Consider how to work with all stakeholders to take forward the findings of the ‘Let’s Talk Democracy’ Engagement exercise from Autumn 2023 and the findings of the Scottish Government Review. Co-design new strategy: Summer and Autumn 2025. Report to Community Planning Partnership Board and Council Dec 2025. Undertake at 2 PB exercises in 2025. Complete final Neighbourhood Plan in 2025. Present to Community Planning Partnership Board in March 2025. Activity to be planned across 2025-2027. Participation in Scottish Government working group forming recommendations. Adopt a place-based approach to improving health equity ‘to shift the balance in how public services are designed and delivered towards prevention’ • Implementation of the Shaping Places to Wellbeing Approach across South Lanarkshire. • Application to the Marmot Place Programme Activity to be planned across 2025-2027. Applied autumn 2024. Awaiting outcome. Protect and promote equality and human rights • Delivering our Disability Equality Plan – ensuring the voices of disabled people are at the centre of policy and decision making, including an annual Cabinet meeting ‘takeover’ to facilitate meaningful and credible engagement with disabled people. • Working with partners across the public and third sectors to embed anti-racism and advance the Race Equality Framework, including delivery of the Anti-Racism Observatory. • Accelerating action to ensure that Human Rights and Equality remains forefront in all the government and public sector does. We will consult on and publish a framework to embed equality and human rights across the Scottish Government and the wider public sector. This framework will include an action plan and toolkit, setting out practical steps to progress this ambition. This will be complemented by action to enhance the effectiveness of the Public Sector Equality Duty. 167
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Focus Actions Timeline and reporting Implement actions in the Scottish Government’s Disability Equality Plan • Respond to consultation requests • Consider how the actions from the national Plan can be implemented at a local level • Involve/work with partner organisations/local groups to develop the local plan • Involve Disabled People’s Organisations in the planning and design of policies Once the plan is available Use information available in the Anti-Racism Observatory • Use information available in the Anti- Racism Observatory • Publicise the availability of the Anti- Racism Observatory Once available • Use the information in the Observatory when developing/reviewing policies and practices and when carrying out impact assessments • Consider how the information impacts on current practices, making changes as appropriate Once available Implement actions from the Human Rights and Equality framework • Respond to consultation requests. • Review relevant policies and processes against the framework. • Consider how the national framework can be implemented at local level. Once the framework is available 168
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HOUSING AND TECHNICAL RESOURCES Eradicating child poverty: Warm, safe, place to call home • Investing nearly £600 million in affordable housing in 2024-25. The majority of this will be directed at boosting social housing supply – keeping rents lower and benefitting around 140,000 children in poverty each year. • This includes up to £40 million to bring existing homes into affordable use through acquisitions, and where appropriate also bring long term voids back into effective use • Committing £100 million to grow with institutional investment to at least £500 million, supporting the construction of around 2,800 mid-market rent homes. • Providing £2 million in additional support to local authorities facing the most significant and sustained temporary accommodation pressures to maximise the use of existing housing stock and minimise turnaround times for vacant social homes. • Work with local authorities and registered social landlords on effective void management and a pragmatic approach to vacant property refurbishment to help drive down void property levels at pace – supporting efficient housing management and increasing the supply of available social and affordable homes. • Tackling the challenge of unoccupied housing by updating guidance to encourage councils to focus their resources on homes that have been empty for longer than 12 months. We will also consult on modernisation of the compulsory purchase system to help deliver a wide range of projects in the public interest, including bringing empty properties back into productive use. JR • Working with local authorities to accelerate development of strategic sites such as Granton, unlocking opportunities for investment and economic growth and the provision of new homes of all tenures. • Through our Housing Bill, boost tenants’ rights and include provisions for long-term rent controls. We will bring forward amendments to the Bill that will clearly set out how rent increases will be capped in areas where rent controls apply, in a way that provides certainty for tenants while also encouraging investment. The Bill will place stronger duties on local authorities and other partners to prevent homelessness – including an emphasis on prevention through holistic support, with relevant bodies working together to provide assistance earlier to help people avoid the crisis of homelessness. • Protecting residents by accelerating progress on cladding, commencing the newly passed Housing (Cladding Remediation) (Scotland) Act, delivering assessment, risk mitigation and remediation measures in affected properties on a prioritised basis, and, subject to the devolution of power, introducing legislation for a Scottish Building Safety Levy to raise funds for this effort. Focus Actions Timeline and reporting Investing nearly £600 million in affordable housing in 2024-25. • Continue to deliver the council’s Affordable Housing Supply Programme (including the Market The current programme is scheduled to run until 2027, with regular updates reflecting progress, new 169
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• Increasing social housing supply across South Lanarkshire in areas of identified need through management of national Affordable Housing Supply Programme funding. Support strategic regeneration initiatives across South Lanarkshire’s town centres Purchase Scheme) to deliver 170 additional council homes in 2024/25. • Support Registered Social Landlord Partners to deliver their own development, ensuing alignment with council’s own programme and strategic priorities. Work with Planning and Economic Development services to ensure appropriate levels of affordable housing provision are considered for inclusion within town centre regeneration proposals within East Kilbride and Hamilton. opportunities and confirmation of grant funding for future years. Progress against the delivery of the programme is monitored through a range of published strategies and reports, including: • Local Housing Strategy annual review • Strategic Housing Investment Plan annual refresh • Resource and Service Plans • Community Plan • Child Poverty Action Report Progress in relation to the masterplans is reported regularly to Community and Enterprise Resources Committee and Executive Committee. Bringing existing homes into affordable use through acquisitions and where appropriate also bring long term voids back into effective use. • Utilising all available grant funding to maintain affordability for the council in relation to the delivery of new homes and acquisitions. This includes recent additional £1.7m provided to South Financial monitoring of the programme is reported to Executive Committee and Housing and Technical Resources Committee as part of regular budget monitoring. 170
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Lanarkshire through the £40m National Acquisition Programme. Supporting the construction of around 2,800 mid-market rent homes. • Housing and Technical Resources will consider opportunities for mid-market rent to be delivered as part of the Affordable Housing Supply Programme in conjunction with Registered Social Landlord Partners. Further detail is awaited from the Scottish Government on proposals to support Mid-Market Rent development, however progress against this will be reported through the Local Housing Strategy annual review, scheduled for Executive Committee in summer 2025. Sustained temporary accommodation pressures. • Will be used to offset additional temporary accommodation costs and maximise suitable temporary accommodation. Further details on the funding allocation awaited from Scottish Government. Effective void management and a pragmatic approach to vacant property refurbishment to help drive down void property levels at pace. • Void Service Improvement Plan developed, implemented with significant improvement in timescales for completing voids and overall reduction in number of live voids. The management of voids is report on a weekly basis to the Resource Management Team. Tackling the challenge of unoccupied housing (key focus on those lying empty for more than 12 months). • Continued delivery of the Empty Homes process in conjunction with Finance and Corporate Resources to bring as many empty homes back into use as possible. Progress in relation to tackling empty homes is reported annually to Executive Committee through the Local Housing Strategy annual review, as well as to Housing and Technical Resources Committee and Scottish Government through the annual refresh of the Strategic Housing Investment Plan. Consult on modernisation of the compulsory purchase system to help deliver a wide range of projects in the public interest. • The Resource awaits details of the proposed new system and will review and respond to the consultation once published. Response to the consultation will be submitted to the Corporate Management Team for approval, with discussion also taking place with the Chair of Housing and Technical Resources. 171
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Accelerate development of strategic sites. • Work with Planning and Economic Development services to ensure appropriate levels of affordable housing provision are considered for inclusion within town centre regeneration proposals within East Kilbride and Hamilton. Progress in relation to the masterplans is reported regularly to Community and Enterprise Resources Committee and Executive Committee. Housing Bill, boost tenants’ rights and include provisions for long-term rent controls • Continue to monitor progress of the Housing Bill and any amendments. Bill will progress into 2025 before receiving royal assent as Act of the Scottish Parliament (ASP). The introduction of the Act will be reported to Housing and Technical Resources Committee with any anticipated resource implications. Placing stronger duties on local authorities and other partners to prevent homelessness • Continue to monitor progress of the Housing Bill and any amendments. Bill will progress into 2025 before receiving royal assent as Act of the Scottish Parliament (ASP). The introduction of the Act will be reported to Housing and Technical Resources Committee with any anticipated resource implications. Protecting residents by accelerating progress on cladding, commencing the newly passed Housing (Cladding Remediation) (Scotland) Act, delivering assessment, risk mitigation and remediation measures in affected properties on a prioritised basis, and, subject to the devolution of power, introducing legislation for a Scottish Building Safety Levy to raise funds for this effort. • Inspection or remedial works to council properties is conducted through the Housing Investment Programme. • Issues identified within multi-tenure buildings are raised directly with owner occupiers and solution for all parties agreed. Progress in relation to the Housing Investment Programme is reported to Housing and Technical Resources Committee. Further details on the proposed Levy are awaited, including Resource implications for council services. Make full use of our potential workforce and remove barriers to employment 172
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• Work with local authorities and Registered Social Landlords to acquire suitable homes for key workers, where they are required, in rural and island communities by making available up to £25 million from the Affordable Housing Supply Programme to support the five-year Rural Affordable Homes for Key Workers Fund. Focus Actions Timeline and reporting Support partners and community groups to access funding opportunities to expand accommodation options in rural Clydesdale. • Through the development and updating of Rural Action Plans, Housing and Technical Resources will work with local community groups across Clydesdale to further understand demand for specific accommodation needs, as well as exploring national funding opportunities to deliver on this. Progress against this area will be monitored and reported through the Local Housing Strategy annual review, submitted to Executive Committee in summer 2025. Prioritising prevention and tackling health inequalities • Prioritise crime prevention initiatives, implementing our Violence Prevention Framework, and maximising the impact of our £7 million Cashback for Communities programme. • Act on the recommendations of our independent expert working group on antisocial behaviour, who will report at the end of 2024. Focus Actions Timeline and reporting Act on the recommendations of our independent expert working group on antisocial behaviour, reporting at the end of 2024. • Delivering South Lanarkshire’s Anti-social Behaviour Strategy 2024-29, developed in partnership between South Lanarkshire Council and Police Scotland • Work with partners to support people to behave responsibly in their attitude to alcohol and are educated in relation to the impact of drugs • Work with partners to support people to behave responsibly in relation to fire safety • Work with partners to ensure domestic noise has less impact on people’s lives • Work with partners to ensure that litter and household waste is reduced, improving the safety and attractiveness of communities • First annual review by Spring 2025 173
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• Work with partners to ensure that people can live safely in communities, with levels of disorder reduced • Work with partners to ensure that services for people affected by anti-social behaviour are easily accessible Prioritise crime prevention initiatives, implementing our Violence Prevention Framework, and maximising the impact of our £7 million Cashback for Communities programme. • The ASB Strategy 2024-29 prioritises prevention through taking measures which are likely to create a physical and social environment where anti-social behaviour is much less likely to arise. Such measures can start before the anti-social behaviour is evident through a programme of proactive elements such as CCTV and a strong focus on education, support, community engagement, and the creation of strong sustainable family environments. • First annual review by Spring 2025 Protect and promote equality and human rights • Delivering the New Scots Delivery Plan (2024-2026), working with COSLA and the Scottish Refugee Council to ensure Scotland maintains its international reputation as a welcoming nation for refugees and those seeking asylum. Focus Actions Timeline and reporting Support the implementation of the New Scots Delivery Plan (2024-2026) • Continue to support and welcome refugees through the range of well- established programmes and successful partnership approach. • Progress against this area will be monitored and reported to Resource Management Team and Housing and Technical Resources as/when required. Supporting households and communities with reducing their emissions • Bring forward a Heat in Buildings Bill that is deliverable and affordable for households and businesses, setting the long-term direction of travel and, in turn, providing certainty to building owners and the supply chain. 174
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Conclude the review of our New Build Heat Standard in response to concerns raised regarding the use of woodburning stoves and bioenergy. We expect to conclude the review and make any agreed legislative amendments by December 2024. Focus Actions Timeline and reporting Facilitate the just transition to decarbonised heating across the council’s domestic estate and work with partners to support private building owners to do the same. • Work with internal services and partners to deliver net-zero heating solutions as part of all new homes within the council’s Affordable Housing Supply Programme. • Await outcome of amendments to the New Build Heating Standard and implement as appropriate. Progress on this area will be reported through the Local Heat and Energy Efficiency Strategy to Climate Change and Sustainability Committee annually, alongside the annual review of the Local Housing Strategy. 175
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SOCIAL WORK RESOURCES Eradicating child poverty: Boost fair work and employment • Prioritise funding to increase the pay of workers in adult social care who are delivering direct care in commissioned services, early learning and childcare workers delivering funded hours, and children’s social care workers, so that they are paid at least the Real Living Wage from April 2025. Focus Actions Timeline and reporting Maximise employability routes and pipelines to increase workforce supply across Social Care • Establish the Care Academy in South Lanarkshire to ‘grow our own’ workforce and avoid a skills gap in the future years 2022-2025 – regular reporting to Social Work Resources Committee Redesign of existing staffing structures and skill-mix required to deliver operational services • Implement the Social Work Workforce Plan 2022 – 2025 with a particular focus on workforce supporting looked after children and specialist supports for children at risk of coming into care • Care at Home service modernisation to reflect existing and new demands within the service • Implement a new 10-year contract with Care at Home commissioned providers from 1 July 2024. Ongoing – regular reporting to Social Work Resources Committee Whole Family Wellbeing (WFW) to reduce the need for crisis intervention, and a shift towards prevention and early intervention • Extend the Pathfinder initiative in schools • Contribute to the Family Support Hub model across the four localities in South Lanarkshire • Invest in the parenting support groupwork pathway • Extend Family Group Decision Making (Children 1st) Ongoing - regular reporting to Social Work Resources Committee 176
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Eradicating child poverty: Improving incomes and cutting cost of living • Help around 100,000 carers eligible for Carer Support Payment – including, for the first time, some carers in full-time education – and through the Carer’s Allowance Supplement. • Launch Pension Age Disability Payment, the third of our major disability benefits, and Carer’s Additional Person Payment. Focus Actions Timeline and reporting Support carers to access the Carer Support Payment • Carers commissioned services supporting carers to access a range of funding / grants. Reporting quarterly to SMT and annually to Social Work Resources Committee on supports provided to carers by commissioned carer organisations Implementation of the Carers Strategy 2023-26 Action Plan (Carers Strategy 2023-2026 Carers and caring - South Lanarkshire Council) • Enhance the uptake of Adult Carer Support Plans (ACSP) and Young Carer Statements for those with identified. support needs. • Support carers to target resources that meet local eligibility indicators. • Develop a Shared Lives scheme in conjunction with the Carer organisations. • Support carers to source and access appropriate short breaks relevant to their needs. 2026 – regular reporting to Integration Joint Board (IJB) and Social Work Resources Committee Ensure the Adult Disability Payment continues to meet the needs of disabled people • Support the Social Security Scotland’s Disability Payment process with information as requested. Progress updates to Social Work Resources Committee as required Make full use of our potential workforce and remove barriers to employment • Support those already in work, help more people back into work, and address long-term economic inactivity. Alongside our national employability offer, this includes improving access to health services by April 2025 and introducing enhanced specialist support for disabled people across all 32 local authorities by Summer 2025. Focus Actions Timeline and reporting 177
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Implement the Social Work Workforce Plan 2022-2025 • Manage workforce demands through a review of recruitment practices to extend and promote a career within social care by using a flexible approach and utilising employability routes. • Maintain employee health and well- being to ensure the workforce feel valued and supported. Regular workforce updates to Social Work Resources Committee Maximise the use of available policies to ensure the Council delivers best practice and achieves our legal equality duties of eliminating discrimination, harassment, and victimisation; advancing equality of opportunity; and fostering good relations • Mainstream equalities throughout all services by treating service users and employees with fairness and ensuring their wellbeing is a priority. • Offer reasonable adjustments within the workplace to support employees with disabilities. • Support mental health at work through early intervention, employee counselling, occupational health support and workplace mediation. • Encourage staff to contribute to the Employee Network that meets quarterly to discuss matters regarding: o Ethnicity o Disability o LGBT (Lesbian Gay Bisexual Transgender) o Caring role • Use equality data to ensure the Council has fair and open recruitment practices. Regular workforce updates to Social Work Resources Committee and reporting to the Equality Opportunities Forum annually 178
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Strengthen the performance of our National Health Service • Providing £120 million of additional funding for NHS Boards to support continued improvements across a range of mental health services and treatments, including meeting the Child and Adolescent Mental Health Services waiting times standard nationally, with backlogs cleared by December 2025. Substantially reducing delayed discharges, working with local health and social care partnerships to: • Reduce variation in practice across different parts of Scotland so that people are discharged from hospital as soon as they are ready to leave, making sure they can get the care they need at home or in the care setting they are living in. • Ensuring partners work together to support effective discharge that will enable the best recovery in the most appropriate place, with targeted improvement support in the areas with the highest delays. • Reducing hospital admissions by providing the right care in the right setting, including through Hospital at Home which prevented over 10,000 older people spending time in hospital during April to December 2023, relieving pressure from A&E and the Scottish Ambulance Service and improving patient outcomes. Focus Actions Timeline and reporting Improve accessibility to mental health support and services to children and young people • Utilise the Scottish Government Community Mental Health and Wellbeing Fund to support children and young people improve their mental health and wellbeing. • Enhance community-based mental health initiatives for our children and young people with services including: o Kooth, an online wellbeing and counselling support service o Blues programme o Peer support programmes in schools o Trauma Recovery Service to support those who are care experienced • Develop a ‘Pathway’ for young people who are ready to leave care in 2024 – 2025 with ongoing reporting to Social Work Resources Committee 179
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collaboration with mental health support services. This approach has been led by the School Nursing Team. Work in partnership to support Discharge Without Delay to make positive changes and improvements for staff and patients • Home First teams based within localities continue to adopt a reablement approach, working with Allied Health Professionals (AHP) colleagues to optimise independence of service users for up to a period of 6 weeks • Hospital Social Work presence within acute hospital sites to support: o Operation FLOW o Hospital @ Home (Frailty) o Rapid Discharge Support o Admission Avoidance • Implement the 24/72 rule with NHS partners requesting support on discharge to ensure safe, speedy discharge as close as possible to the Planned Date of Discharge. • Work with partners to support the roll out of the Optimal Discharge Target Operating Model (TOM) which aims to streamline the patient discharge process and improve overall patient experience. Ongoing with regular reports to IJB and Social Work Resources Committee Access to intermediate care for people with rehabilitation potential to support a range of choice and options to live well in the community • Deliver state of the art care to the wider population of South Lanarkshire from Blantyre LIFE, providing access to transitional care for individuals requiring short term asset based support that will enable them to regain independence 180
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and return home following a period of ill health or crisis. • Blantyre LIFE campus will continue to facilitate visits from other local authorities, partnerships, and universities to demonstrate the progressive model in practice. The partnership will also continue to showcase the work at key conferences. • The Campus is becoming a focus for the South Lanarkshire University Health and Social Care Partnership (South Lanarkshire University HSCP) to work with universities to align research and learning with direct practice. Initial engagement work, for example, with the National Robotarium at Heriot Watt University has identified the site as a “living lab” which will provide opportunities to work together to test care models which will bring benefit to not just South Lanarkshire citizens, but potentially contribute to wider academic and practice learning. Improve standards and access across public services • Improving outcomes for victims, survivors and witnesses of crime across Scotland – providing £16 million in the 2024 to 2025 period through the Victim Centred Approach Fund to support 23 organisations to provide practical and emotional support. • Supporting victims and witnesses to get the support they need, by introducing training on trauma for staff across the justice system. Focus Actions Timeline and reporting 181
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Justice Services are committed to increasing an early intervention and trauma informed approach to working with young people • Implement a Whole System Approach (WSA) supports for young people aged 16-21 who find themselves in conflict with the law. The service provides bail support, bail supervision, diversion from prosecution, structured deferred sentence, CSO and CPO supervision. • Ensure safe placement of all young people within a secure care setting or within HMP/YOI Polmont (on remand or when serving a sentence). Ongoing – regular reporting to Social Work Resources Committee Supporting victims and ensuring the safety of persons harmed • Provide a holistic approach through the Caledonian Programme to ensure programmatic work addresses inappropriate behaviour but also supports those impacted by the behaviour. • The Caledonian Systems Delivery Team (CSDT) work in partnership with CIRCLE and Women’s Aid South Lanarkshire East Renfrewshire (WASLER) to offer support to women and children affected by domestic abuse. Ongoing – regular reporting to Social Work Resources Committee Sustainable reduction in the prison population • Changing the eligibility criteria for home detention curfew (HDC) and deploying GPS technology for use with HDC. • An independent review of sentencing and penal policy, looking at how both imprisonment and community interventions are used, to reduce reoffending through meaningful rehabilitation and keep our communities safe. Focus Actions Timeline and reporting Reduce reoffending through meaningful rehabilitation • Justice Services will work in partnership with SACRO as part of the Alcohol and Drug Partnership arrest referral, Ongoing – regular reporting to Social Work Resources Committee 182
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diversion, and bail supervision commissioned service. This aims to support those with substance use issues at the point of police custody, court appearance and diversion with peer mentors and assertive outreach into recovery communities. • The Alcohol and Problem-Solving Court in Hamilton Sheriff Court, supported by the Recovery Orientated Justice Service (ROJS), aims to address substance use related offending whilst taking a public health approach that prevents further criminalisation of vulnerable people whose offending is related to addiction. A Scotland where people live longer, healthier and fulfilling lives • Deploying digital technologies to modernise services, including launching the first version of a personalised digital health and social care service which, over 5 years, will provide digital notifications, access to personal health information, and options for interacting online with health and social care services. • Continue to work with COSLA to identify options for the removal of non residential care charges as part of wider work with partners on social care improvement. • Continue work to establish the National Care Service by the end of this Parliamentary term to reform how social work, social care and community health is delivered, improving standards, quality and fairness. • Deliver Anne’s Law by the end of this Parliamentary term to ensure that the rights of residents in care homes and their families are upheld and legislate to give carers a right to breaks. Focus Actions Timeline and reporting Optimise independence through the use of Technology Enabled Care (TEC) • South Lanarkshire’s TEC team will work with partners on an Amazon Healthcare Telecare Project that will include a test to link smart speakers to digital alarm 2024/25 – ongoing reporting to Social Work Resources Committee and IJB 183
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receiving centres enabling service users to voice activate alert alarms. Identifying options for the removal of non- residential care charges • The charging policy in respect of non- residential care services is amended to reflect the thresholds recommended by COSLA Annual reporting to Social Work Resources Committee Deliver the National Care Service legislation, subject to the agreement of Parliament • Contribute to the consultation and engagement process as required Progress and associated risks will continue to be monitored by the Resource and reported to the appropriate committees. Prioritising prevention and tackling health inequalities. Reduce deaths and the level of harm caused by alcohol and drug deaths by delivering the National Mission, including: • Widening access to Residential Rehabilitation, increasing capacity by 50% to 650 beds, with 1000 people to access public funding for their rehab placement every year by 2026. • Support families affected by drug and alcohol use – including early intervention for young people at risk, reducing stigma, integrating mental health support, and funding specialist residential rehabilitation services for families and perinatal women. • Ensure that people who are in crisis or distress can connect with services that meet their needs, strengthening collaboration between Police Scotland, Mental Health Services, and other partners to better manage demand. • Work with COSLA and Health & Social Care Partnerships to increase access to the care and support people living with dementia receive following a diagnosis. This includes an expansion of community-based approaches, reducing demand for more intensive health and social care support and enabling a greater proportion of the 90,000 people in Scotland with dementia to live well for longer, in a setting of their choice. • Test our approach to Bairns’ Hoose across ten areas – providing safe, trauma-informed environments for child victims and witnesses to access multi-agency support and recovery services – ahead of a national rollout, incrementally, from 2027. • Continue work to Keep the Promise by consulting on the next stages of reform of the children’s hearing system, future of foster care, and the support available to those moving on from care. 184
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• Through regulations which came into force in August, end the detention of under 18s in young offenders’ institutions. Under 18s will now be detained in alternative settings, such as secure accommodation. Those under 18s who were detained in a young offenders’ institution before 28 August have now safely transitioned to new settings. Focus Actions Timeline and reporting Providing a whole system response to people adversely affected by substance use • Continue collaborative working across the South Lanarkshire Alcohol and Drug Partnership (ADP) in relation to maximising the capacity capable of supporting people adversely affected by substance use. • In response to the rise in drug related deaths across Scotland, implement the urgent response delivery model that has been introduced to embed Medication Assisted Treatment (MAT) across South Lanarkshire. This will include trauma training for staff and the commissioning of an advocacy service. Progress in relation to the standards will be reviewed by Public Health Scotland in April 2024. Regular reporting to Social Work Resources Committee and IJB Provide access to Bairns’ House by 2025 for all children who are victims or witnesses to abuse or violence (from 2023) • Develop a Lanarkshire Implementation and Strategic Group that will oversee progress on the development of Bairns’ Hoose which remains on target for implementation by 2025. • Scoping of local supports and services and consultation with children, their families, and communities. 2024/25 and ongoing progress updates to the Social Work Resources Committee Children and Young People’s Community Mental Health and Wellbeing Support • Development worker from VASLan to support with third sector and engagement with families • Create a Mental Health and Wellbeing website A development worker has been identified to help support with third sector and engage with families Website launched Wellbeing SouthLan 185
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Delivering the work of The Promise • The Promise engagement team will continue to use a variety of methods to support care experienced children and young people to have their views heard including regular weekly groups, links with children’s houses and an annual Care Day event. • Continued attendance of Champions Board representatives at strategic forums such as The Promise Board, community planning groups, corporate parenting events and budget allocations. Ongoing and progress updates to the Social Work Resources Committee National Dementia Delivery Plan 2024 – 2026 sets out how local authorities will implement the commitments contained within Scotland’s national dementia strategy • Pan Lanarkshire partners are considering the National Dementia Delivery Plan, with reference, specifically, to the nationally agreed funded deliverables or themes to be addressed, within the first two years of implementation. In doing so, work has started on considering the current position, and the need for further scoping to be undertaken. Ongoing – progress report to Senior Management Team 186