Agenda Document Pack - Executive Committee - 17/05/2023
South Lanarkshire Council · 17 May 2023
Back to Executive Committee — 17 May 2023 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 09 May 2023 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, 17 May 2023 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 Cleland Sneddon 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, Lynsey Hamilton, Mark Horsham, Eileen Logan, Katy Loudon, Hugh Macdonald, Ian McAllan, Catherine McClymont, Kenny McCreary, Lesley McDonald, Mark McGeever, Davie McLachlan, Richard Nelson, Mo Razzaq, Kirsten Robb, John Ross, David Shearer, Margaret B Walker Substitutes John Bradley, Walter Brogan, Poppy Corbett, Margaret Cowie, Graeme Horne, Martin Hose, Susan Kerr, Ross Lambie, Elaine McDougall, Norman Rae, 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 29 March 2023 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Additional Funding from Scottish Government and Other External Sources Report dated 26 April 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 11 - 14 Item(s) for Decision 4 Glasgow City Region City Deal – A72 Lanark Road-M74 Junction 7 Signalisation - Full Business Case Report dated 27 April 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 15 - 22 5 Update on Proposal to Conduct a Consultation to Realign the Catchment Areas of Glengowan Primary, Machanhill Primary and Robert Smillie Primary Schools, Larkhall Report dated 28 April 2023 by the Executive Director (Education Resources). (Copy attached) 23 - 32 6 Outcome of the Review of the Safer South Lanarkshire Board Report dated 26 April 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 33 - 38 7 Land and Property Disposals Report dated 20 April 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 39 - 42 8 Representation on Outside Bodies Report dated 2 May 2023 by the Chief Executive. (Copy attached) 43 - 44 9 External Representation on the Education Resources Committee - Update Joint report dated 25 April 2023 by the Executive Directors (Education Resources) and (Finance and Corporate Resources). (Copy attached) 45 - 46 10 Recommendations Referred by Resource Committees Report dated 3 May 2023 by the Chief Executive. (Copy attached) 47 - 50 Item(s) for Noting 11 South Lanarkshire Leisure and Culture Strategy 2022 to 2027 Report dated 28 April 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 51 - 74 Urgent Business 2
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12 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Pauline MacRae Clerk Telephone: 07385 370044 Clerk Email: pauline.macrae@southlanarkshire.gov.uk 3
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 29 March 2023 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Mark Horsham, Councillor Gavin Keatt, Councillor Susan Kerr (substitute for Councillor Eileen Logan), Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Kenny McCreary, Councillor Lesley McDonald, Councillor Mark McGeever, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor Graham Scott (substitute for Councillor Andy Carmichael), Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Andy Carmichael, Councillor Eileen Logan Attending: Chief Executive’s Service C Sneddon, Chief Executive Community and Enterprise Resources D Booth, Executive Director Education Resources T McDaid, Executive Director Finance and Corporate Resources P Manning, Executive Director; T Little, Head of Communications and Strategy; P MacRae, Administration Adviser; K McLeod, Administration Assistant; M M Wilson, Legal Services Manager Housing and Technical Resources S Gibson, Executive Director Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care; I Beattie, Head of Health and Social Care Also Attending: Police Scotland Chief Superintendent S Dolan and Superintendent A Thomson 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 1 March 2023 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Revenue Budget Monitoring for Period 12 - 1 April 2022 to 24 February 2023 and Probable Outturn A report dated 15 March 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2022 to 24 February 2023, and the projection for the year to 31 March 2023. The report:- summarised the previously reported probable outturn position for the Council’s General Fund Revenue Account to 31 March 2023 provided details on the probable outturn position for the Housing Revenue Account to 31 March 2023 provided details of the position of the General Fund Revenue Account and the Housing Revenue Account respectively to 24 February 2023 At its meeting on 1 February 2023, in respect of the General Fund Revenue Account, the Committee agreed proposed transfers to reserves and the use of the £4.696 million underspend to assist in the 2023/2024 Budget Strategy. The forecast position before and after transfers to reserves was detailed in appendices 1 and 2 to the report respectively. The position detailed in Appendix 2 included the underspend of £4.696 million as a transfer to reserves, resulting in a breakeven position for the 2022/2023 probable outturn. At 24 February 2023, the position on the General Fund Revenue Account, after transfers to reserves, was an underspend of £1.875 million. This included an underspend of £0.165 million on the delegated budget for Adults and Older People. At 24 February 2023, the Housing Revenue Account showed a breakeven position and the forecast to 31 March 2023 on the Housing Revenue Account was also a breakeven position. Officers responded to members’ questions on various aspects of the report and, where information was not immediately available, undertook to provide this to the relevant members. The Committee decided: (1) that it be noted that the Council’s outturn position was breakeven after transfers to reserves, as detailed in section 4.2 of the report; (2) that the underspend position of £1.875 million on the General Fund Revenue Account at 24 February 2023 after transfers to reserves, as detailed in section 5.1 of the report, and including an underspend of £0.165 million on the delegated budget to the Integration Joint Board (IJB), as detailed in section 5.2 of the report, be noted; and (3) that the breakeven position on the Housing Revenue Account at 24 February 2023 and the forecast of breakeven to 31 March 2023, as detailed at sections 6.1 and 6.2 of the report, be noted. [Reference: Minutes of 1 March 2023 (Paragraph 3)] 4 Capital Programme 2022/2023 Update and Monitoring for Period 12 – 1 April 2022 to 24 February 2023 A report dated 8 March 2023 by the Executive Director (Finance and Corporate Resources) was submitted on progress of the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2022 to 24 February 2023. 6
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At its meeting on 1 March 2023, the Committee had agreed a General Fund Capital Programme for 2022/2023 amounting to £78.396 million. The total programme of £78.396 million included new proposed adjustments to the programme, as shown in Appendix 1 to the report. The adjustments amounted to £0.180 million and included additional funding for new projects. Due to timing of project spend, it was anticipated that this funding would slip into 2023/2024 and there would be no impact on the 2022/2023 Capital Programme. The total programme was detailed in Appendix 2 to the report. Budget for the period amounted to £46.008 million and, at 24 February 2023, £45.607 million had been spent on the General Fund Capital Programme, an underspend of £0.401 million. Actual funding received to 24 February 2023 totalled £70.470 million. The programme spend and funding for the General Fund for the period was detailed in Appendix 3 to the report. Estimates from Resources suggested an outturn of around £73 million, a net underspend across Resources of £5.3 million against the revised budget of £78.396 million. The majority of the variance was due to the timing of spend, resulting in budget required in 2023/2024 rather than 2022/2023. A list of the main projects making up the predicted £5.3 million underspend, and which would now complete in 2023/2024, was included in Appendix 4 to the report. At its meeting on 24 August 2022, the Committee had agreed a revised Housing Capital Programme for 2022/2023 amounting to £66.361 million. Programmed funding for the year also amounted to £66.361 million. The funding sources were detailed in Appendix 5 to the report. Revised estimates from Housing and Technical Resources suggested that there would now be an underspend of £8.039 million within the Housing Capital Programme by the end of the financial year, an increase of £3.9 million on the underspend reported in the previous period. This was due to a number of factors which were detailed in the report. In respect of both the General Fund Capital Programme and the Housing Capital Programme, work to monitor achievable spend would continue and funding for projects remaining underspent at the financial year end would be carried forward to allow the projects to be completed in 2023/2024. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the Period 12 position, ending 24 February 2023, of the General Fund Capital Programme, detailed at appendices 1 to 4 of the report, and the Housing Capital Programme, detailed at Appendix 5 of the report, be noted; (2) that the adjustments to the General Fund Programme, detailed at section 4.2 and Appendix 1 of the report, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 1 March 2023 (Paragraph 4)] 5 Additional Funding from Scottish Government and Other External Sources A report dated 8 March 2023 by the Executive Director (Finance and Corporate Resources) was submitted on additional revenue funding, totalling £6.159 million, which had been made available to the Council by the Scottish Government and other external sources. 7
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The funding had been allocated as follows:- Revenue Funding Resource 2022/2023 (£m) Finance and Corporate 0.155 Education 2.146 Total 2.301 2023/2024 (£m) Finance and Corporate 3.858 Total 3.858 Overall Total 6.159 The Committee decided: that the report be noted. [Reference: Minutes of 1 March 2023 (Paragraph 5)] 6 Police Scotland Local Police Plan 2023 to 2026 A report dated 15 March 2023 by the Executive Director (Housing and Technical Resources) was submitted on Lanarkshire Local Police Plan 2023 to 2026. In terms of the Police and Fire Reform (Scotland) Act 2012, the local Divisional Commander was required to prepare a Local Police Plan setting out the strategic priorities and objectives for policing in a local authority area. The Lanarkshire Local Police Plan 2023 to 2026 covered both North and South Lanarkshire local authority areas and explained how Lanarkshire Police Division would deliver on local priorities over the next 3 years and how the Plan was linked to Police Scotland’s strategic aims and outcomes. Details were given on the following 3 local policing priorities, identified through consultation, as follows:- protecting our communities safeguarding our citizens enhancing our service Focusing on the local policing priorities, Lanarkshire Police Division aimed to deliver on the following 5 strategic outcomes:- threats to public safety and wellbeing were resolved by a proactive and responsive police service the needs of local communities were addressed through effective service delivery the public, communities and partners were engaged, involved and had confidence in policing people were supported through a positive working environment, enabling them to serve the public Police Scotland was sustainable, adaptable and prepared for future challenges Chief Superintendent Dolan gave an overview of the changing environment in which Police Scotland operated, following which Superintendent Thomson gave a presentation on the Plan. There followed a full discussion during which the officers from Police Scotland responded to members’ questions on a range of issues. 8
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The Chair, on behalf of members, thanked Chief Superintendent Dolan and Superintendent Thomson for their interesting and informative presentation. The Committee decided: (1) that report be noted; and (2) that the Lanarkshire Local Police Plan 2023 to 2026, as detailed in Appendix 1 of the report, be approved. [Reference: Minutes of 13 May 2020 (Paragraph 12)] In terms of Standing Order No 14, the Chair adjourned the meeting at 11.11am for a 10 minute period. The meeting reconvened at 11.21am 7 Community Alert Alarm Service A report dated 8 March 2023 by the Director, Health and Social Care was submitted outlining the position presented to the South Lanarkshire Integration Joint Board (IJB) in respect of the level of subsidy and weekly charge for the Community Alert Alarm Service (CAAS) as part of its statutory obligation to set a balanced budget for 2023/2024. The South Lanarkshire IJB met on 28 March 2023 to set a balanced budget for 2023/2024, in accordance with its statutory responsibilities. In doing so, the IJB had to address a projected recurrent funding gap of £8.9 million across delegated social care (Adult and Older People Services) in 2023/2024. Specifically, the IJB had to consider reducing the subsidy for the CAAS in 2023/2024, while noting that the responsibility for deciding on levels of charging for social care was a responsibility of the local authority in terms of the Public Bodies (Joint Working) (Scotland) Act 2014. Details were given on:- the service, which was currently available on request and for which there was no assessment and review function or eligibility criteria in terms of access the cost of and demand for the service increase in the cost of the service as a result of the necessity to move from the current analogue to a digital system the Council’s current level of subsidy to CAAS options considered in relation to the subsidy rate for the CAAS the benchmarked position with other comparable local authorities Officers advised that, at the meeting of the IJB held on 28 March 2023, it had been decided that the Executive Committee be requested to agree a reduction to the CAAS subsidy rate from 89% to 74%, resulting in an increase in the weekly charge for the service from £1.70 to £4.10. This would result in additional income of £0.700 million which would contribute to addressing the social care funding gap of £8.9 million. If this additional income was not recoverable in full or part in 2023/2024 for the CAAS, the IJB would require to identify an alternative funding option to ensure financial balance in 2023/2024. There followed a full discussion during which officers responded to members’ questions on various aspects of the report and provided clarification on relevant matters. 9
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Councillor Walker, seconded by Councillor Convery, proposed approval of the following additional recommendations in respect of the report:- that the intense budget and service pressures on local government and its health and social care partners be noted that an increase in the weekly charge for the Community Alarm Alert Service (CAAS) to £2.20 be approved that the Committee ask the Integration Joint Board to consider redesigning the CAAS to moderate future charge increases and provide a more efficient service The Committee decided: (1) that the recurrent and substantial pressure on adult and older people social care budgets be noted; (2) that the information provided in respect of the current level of subsidy and charging for the CAAS, including the full costs of delivery of the service, the increasing costs of delivering the service and the benchmarked position with other comparable local authorities be noted; (3) that the intense budget and service pressures on local government and its health and social care partners be noted; (4) that an increase in the weekly charge for the CAAS from £1.70 to £2.20 be approved; and (5) that the Integration Joint Board be asked to consider redesigning the CAAS to moderate future charge increases and provide a more efficient service. [Reference: Minutes of the South Lanarkshire Integration Joint Board of 28 March 2023 (Paragraph 5)] 8 Urgent Business There were no items of urgent business. 10
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Additional Funding from Scottish Government and Other External Sources 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 (29 March 2023) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s): [recs] (1) that the additional funding totalling £2.798 million, detailed in Appendices 1 and 2, be noted. 3. Background 3.1. The Council is periodically advised of additional funding which is made available from the Scottish Government and other sources to enable various initiatives to be undertaken. 3.2. Additional funding may either be paid through the General Revenue Grant mechanism or by the completion of appropriate grant claims. 3.3. Details of the additional funding are attached in Appendices 1 and 2 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 £2.146 million has been identified for 2022/2023. This is detailed in Appendix 1. 5.2. Additional Capital funding of £0.652 million has been identified for 2023/2024 following the Local Government Finance Order (received 2 March 2023). This is detailed in Appendix 2. 3 11
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5.3. The total additional funding is, therefore, £2.798 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. 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. Equality Impact Assessment and Consultation Arrangements 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. 7.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) 26 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 29 March 2023 List of Background Papers Additional Funding Reports 8 March 2023 to 26 April 2023 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 12
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Appendix 1 Additional Revenue Funding Resource Description 2022/2023 £m 2023/2024 £m Total £m Method Education Resources Contribution to Teachers’ Pay Award (2022/2023) 2.146 - 2.146 Scottish Government TOTAL REVENUE FUNDING 2.146 - 2.146 13
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Appendix 2 Additional Capital Funding Resource Description 2022/2023 £m 2023/2024 £m Total £m Method Community and Enterprise Resources Cycling, Walking and Safer Routes - 0.652 0.652 Scottish Government TOTAL CAPITAL FUNDING - 0.652 0.652 14
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Glasgow City Region City Deal – A72 Lanark Road/M74 Junction 7 Signalisation - Full Business Case 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out the Full Business Case (FBC) for the A72 Lanark Road / M74 Junction 7 Signalisation element of the Larkhall Community Growth Area City Deal project advise Committee on the next steps in progressing the project [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the A72 Lanark Road / M74 Junction 7 Signalisation Full Business Case be approved; (2) that grant funding be sought in accordance with the City Deal Grant Distribution Process outlined in the Assurance Framework in relation to the delivery of the project with the precise arrangements to be agreed by the City Deal Chief Executive’s Group (CEG) and City Deal Cabinet. [1r 3. Background 3.1. The Council is one of eight local authorities who, with the UK and Scottish Governments, are signatories to the £1.13 billion Glasgow City Region City Deal. 3.2. The City Deal is made up of a list of 20 key infrastructure projects that are intended to collectively drive economic and inclusive growth across the Glasgow City Region area. 3.3. Community Growth Areas (CGAs) comprise one of four South Lanarkshire projects. Larkhall Community Growth Area is one of the four CGAs with the others being located in Newton, Hamilton and East Kilbride. 3.4. The Larkhall CGA comprises a number of individual education and transport infrastructure projects which will be delivered over a timeframe of up to 10 years which will in turn ‘create’ capacity to accommodate the increase in population from housebuilding of up to 1750 residential units. The A72 Lanark Road / M74 Junction 7 Signalisation is the second of these projects to be brought forward to Full Business Case stage at Larkhall CGA, the previous project being Glengowan Primary School Extension which was completed in July 2022. 3.5. Governance arrangements for the City Deal initiative are defined within the associated Assurance Framework. This sets out requirements for the development 4 15
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of Business Cases for individual projects. The first level of business case was the Strategic Business Case which was approved by the Executive Committee on 26 August 2015 and the second level business case, the Larkhall CGA Outline Business Case, was approved by the Executive Committee on 08 February 2017. 3.6. Full Business Cases for each project require to be formally approved via:- the City Region Member Authority Committee process the City Region Director of Regional Economic Growth has delegated powers to approve this FBC. The City Deal Chief Executive’s Group will consider this FBC on 8 June 2023, following the delegated authority approval process and subject to this Committee approval 4. Current Proposal 4.1. A FBC has now been produced for the A72 Lanark Road / M74 Junction 7 Signalisation element of the Larkhall CGA project. As a result of impacts generated by the new homes being built on the site, several improvements require to be implemented to address the increase in traffic movements in the local road network. This FBC covers two road junction improvements where the on / off slip road ramps from Junction 7, M74 meet the A72 Lanark Road. 4.2 The physical outputs from the project are:- 2 new traffic light-controlled junctions at the M74/A72 on and off ramp slip roads 2,300 sq. m of new carriageway created or improved via widening works / resurfacing works Improved LED street lighting installed (40 columns) 10,000 sq,m of existing carriageway improved 2 new / improved vehicle restraint systems along the length of the M74/A72 overbridge parapets – total 210 lin. metres 4.3 This FBC continues to make the case for the City Deal funding for Larkhall CGA project in terms of:- Strategic Fit Commercial Case Economic Case Financial Case Management Case The Executive Summary of the FBC is contained in Appendix 1 4.4 The production of the FBC is the final City Deal approval milestone for this element of the Larkhall CGA project and provides details of the delivery and construction of the road junction woks. 4.5 The project cost is £1.98 million comprising £1.703 million City Deal funding (86% share) and £0.277 million SLC funding (14% share). 4.6 The approval of this FBC will release funds to meet all these costs. The construction contract is expected to commence on site at the end of July 2023. 5. Employee Implications 5.1. There are no direct employee implications from this project as existing resources within Enterprise and Sustainability Services and Roads, Transportation and Fleet 16
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Services are currently tasked with the management and delivery of this City Deal project. 6. Financial Implications 6.1. The project budget for the A72 Lanark Road / M74 Junction 7 Signalisation project is £1.98 million. Project costs incorporate all construction related costs and community benefit monitoring. 6.2. The City Deal funding element of the total project cost is 86% of the project cost (£1.703 million) with the Council contributing the 14% balance (£0.277million). 6.3 The revenue implications associated with this project have been included in the Council’s Revenue Budget Strategy for 2023/2024. 7. Climate Change, Sustainability and Environmental Implications 7.1. Sustainability – The statutory processes associated with the approval of the Larkhall CGA have considered the following sustainability agenda items and are subject to monitoring and review as detailed proposals for each phase of the development progress:- consider active travel and sustainable transport links encourage the use of sustainable and recycled materials in construction support habitat connectivity consider the lifecycle of the development support sustainable water resource management support sustainable waste management encourage energy efficiency through the orientation and design of buildings choice of materials and the use of low and zero carbon generating technologies 8. Other Implications 8.1. Risk - The City Deal Cabinet has a Risk Management Strategy applied across all City Deal projects. The purpose of this Risk Management 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. 8.2. The Council is required to apply this City Deal Risk Management 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 financial risk associated with the Council’s 14% share of City Deal project costs. A robust monitoring system has also been put in place to ensure that ‘early warnings’ are provided and appropriate action taken. 9. Equality Impact Arrangements and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a significant change to an existing policy, function or strategy, and, therefore, no impact assessment is required. Consultation has taken place with relevant Resources within the Council and the CGA developers. In addition, consultation was undertaken with the wider community through the CGA planning process. 17
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David Booth Executive Director (Community and Enterprise Resources) 27 April 2023 Link(s) to Council Values/Priorities/Outcomes Promote economic growth and tackle disadvantage Improve the availability, quality and access of housing Improve the road network, influence improvements in public transport and encourage active travel Work with communities and partners Previous References Executive Committee, 26 August 2015 – City Deal – South Lanarkshire Council, Community Growth Areas, Strategic Business Case, Executive Committee, 08 February 2017 – City Deal – South Lanarkshire Council Community Growth Areas, Larkhall Community Growth Area, Outline Business Case Executive Committee, 23 June 2021 – City Deal – Larkhall Community Growth Area, Glengowan Primary School Extension - Full Business Case List of Background Papers City Deal, Larkhall Community Growth Area – A72 Lanark Road / M74 Junction 7 Signalisation, Full Business Case (FBC2) Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Ken Meek, Project Manager Ext: 5928 (Tel: 01698 455928) E-mail: ken.meek@southlanarkshire.gov.uk 18
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Appendix 1 - A72 Lanark Road/M74 Junction 7 Signalisation Full Business Case Executive Summary i. This Full Business Case 2 (FBC2) is for £1.98m City Deal funding – £1.703m City Deal (86%) and £0.277m SLC (14%) – to enable signalisation of the M74 / A72 Lanark Road junctions at the Larkhall Community Growth Area (CGA), accounting for Element 2 of the Larkhall CGA project proposal. This FBC continues to build the case from the Strategic Business Case (SBC) which secured approval for £60.3m across South Lanarkshire’s four CGAs and from the Outline Business Case (OBC) which secured approval for £20.15m City Deal funding to develop the Larkhall CGA project, comprising off-site education, community and transport infrastructure. The Strategic Case ii. As presented in the OBC, there is a need for investment in offsite road infrastructure (and education/ community facilities) to allow the development of up to 1,750 new homes at Larkhall CGA. This project is directly related to the creation of the initial development of 1,000 homes on the current CGA site that has commenced construction with 310 houses built to date. iii. The strategic aim of the M74 / A72 Lanark Road Junction Signalisation project element is: “To deliver the off-site road infrastructure in a manner that enables delivery of the residential development 10 years earlier than planned with associated economic and social benefits.” iv. The planned outputs from the M74 / A72 Lanark Road Junction Signalisation project are: - 2 new traffic light-controlled junctions at the M74/A72 on and off ramp sliproads - 2,300 sq. m of new carriageway created or improved via widening works / resurfacing works. - Improved LED street lighting installed (40 columns) - 10,000 sq,m of existing carriageway improved. - 2 new / improved vehicle restraint systems along the length of the M74/A72 overbridge parapets – total 210 linear metres. SLC will have ongoing responsibility for the management and maintenance of the improved junction, as defined in the financial appraisal, the revenue operating costs have been estimated and are acknowledged by SLC. v. In advance of the CGA development receiving planning consent it was necessary to carry out a transport assessment to consider the implications of developing up to 1,750 new homes at Larkhall CGA. This included a review of the existing road network capacity, the additional traffic generation created and increased use of public transport by up to 4,829 new residents. vi. As reported in the OBC (and evidenced in the development profiles at Appendix 9), the counterfactual arrangement is that the CGA development will be less attractive to purchasers and it will take until 2042 to complete only 1,000 homes as opposed to 1,750 houses by 2032 with preferred intervention. The Economic Case vii. The economic case presents and tests a series of alternative options – including the counterfactual or ‘do nothing’ options, before a preferred solution that meets the identified needs and delivers Value for Money for the public sector. viii. The only viable options at FBC stage for M74 / A72 Lanark Road Junction Signalisation were around the design and timing of the project proposal. Through analysis of need and physical solutions, the delivery of off-site road network enhancements at this key junction on the M74 / A72 Lanark Road Junction was identified as the best option to achieve the project objectives. The Commercial Case 19
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ix. Delivery of additional capacity in the road network is identified as a critical requirement in delivering the full CGA over 10 years by meeting the needs of the key partners – new and existing local residents (by releasing capacity), SLC and City Deal partners (by delivering additional economic value) and housebuilders/ house purchasers (by creating a more attractive development proposition). x. City Deal funding has been identified as the only viable source for delivery of the critical off-site enabling infrastructure works for Larkhall CGA (schools/ roads/community) needed to bring forward the development earlier than planned. The commercial arrangement for delivery of FBC2 is via appointment of a contractor, through a competitive tender. xi. This FBC2 is scheduled to be delivered on site during the spring / summer of 2023 to minimise disruption on the Larkhall road network and ensure continued progress by developers in delivering the CGA project to the desired timescales. It follows on from the completion of the extension works contained in FBC1 at Glengowan Primary School. The Financial Case xii. The estimated total City Deal cost of the Larkhall CGA project, submitted at OBC, was £21.50m (split 86% CD / 14% SLC) with potential additional leveraged investment of £12.85m from SLC, £17.5m from Developers’ S75 obligations, and £193m housebuilding and associated on-site infrastructure costs (Discounted). Phasing of the full CGA project expenditure is presented in Appendix 3. xiii. Following a competitively tendered procurement exercise, the cost of delivering the M74 / A72 Lanark Road Junction Signalisation project is estimated at £1.98m, accounting for 10% of the total approved Larkhall CGA City Deal allocation. The project works will commence on site in July 2023 – following approval of £21.5m City Deal funding at OBC stage, SLC has committed to carrying the financial risk of any project cost overrun beyond the City Deal funding request for this project i.e. £1.98 m of City Deal funds. xiv. SLC will take on the additional maintenance responsibilities at the new signalised junction, upgraded carriageway etc. in perpetuity, following completion of the works. These costs will be funded from existing Council revenue and capital budgets, as the need arises. xv. SLC has ultimate responsibility for cost over-runs beyond the level of financial budget/ approval for the CGAs – an allowance of 25% was made for Optimism Bias within the cost profile for the whole CGA investment programme. The contract for this FBC2 has been awarded on a fixed price basis and Optimism Bias for this element has therefore been reduced to zero. Any VAT applicable has been treated as recoverable. The Management Case xvi. The management and delivery of M74 / A72 Lanark Road Junction Signalisation project will be contained within the remit of SLC’s CGA Programme. Larkhall CGA will be managed by SLC in accordance with the standards required by the City Deal governing principles. Project roles have been assigned to Senior Responsible Officer, Project Sponsor, Project Manager and an internal Project Team. SLC Planning & Economic Development will lead the delivery of the project with SLC Roads & Transportation Services providing statutory services back-up. This joint approach ensures alignment against other SLC CGA and Roads projects across the transport network. xvii. SLC Enterprise & Sustainable Development Services will have responsibility for the long-term monitoring and evaluation of the project benefits, including community benefits, in line with the Monitoring & Evaluation Plan, using in-house resource and supplemented by external specialist consultants as required. The economic impact model developed to appraise the gross and net benefits of the alternative options, allows for the activities to be measured and performance tracked against the forecast profile. xviii. The key objectives and critical success factors (as defined in the Strategic Case) have ensured that the development of the Larkhall CGA is embedded in a holistic approach to sustainability – environmental, economic, social and community – and the financial appraisal confirms that the project is financially sustainable, recognising the need for future (planned) investment by the private sector to deliver the new houses. 20
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xix. In summary the City Deal Larkhall investment generates the following results as per the OBC with this project (FBC2) contributing 10% of the results: 21
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Executive Director (Education Resources) Subject: Update on Proposal to Conduct a Consultation to Realign the Catchment Areas of Glengowan Primary, Machanhill Primary and Robert Smillie Primary Schools, Larkhall 1. Purpose of Report 1.1 The purpose of the report is to:- update the Executive Committee on the projections for Glengowan, Machanhill and Robert Smillie Primary Schools and the current catchment area of the three schools to seek approval from Executive Committee to conduct a statutory consultation, previously approved by the Executive Committee on 25 March 2020 (delegated decision taken by the Chief Executive, in consultation with Group Leaders), to:- change the catchment areas of Glengowan Primary School, Machanhill Primary School and Robert Smillie Primary School to balance pupil numbers more effectively and better align new housing developments in Larkhall to the school geographically closer 2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):- (1) that a statutory consultation be conducted to change the catchment areas of Glengowan Primary School, Machanhill Primary School and Robert Smillie Primary School to balance pupil numbers more effectively and better align new housing developments in Larkhall to the school geographically closer. 3. Background 3.1 The proposal to conduct a statutory consultation to alter the catchment areas of Glengowan Primary School, Machanhill Primary School and Robert Smillie Primary School was put to the Executive Committee of 25 March 2020. 3.2 This proposal was originally approved on 25 March 2020 by the Chief Executive in consultation with group leaders as the full Executive Committee was unable to meet due to the onset of the pandemic. 3.3 As a result of the national lockdown in March 2020, the legislative inability to undertake a public meeting, as required under the consultation process, and the redirection of 5 23
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resources to support sustained efforts throughout the Covid pandemic, the consultation did not take place. 3.4 Due to the time elapsed since the approval was given in March 2020 it is felt that the Executive Committee should be updated as to the current position of the school rolls and projected rolls and the developments in the area to allow the proposal to be considered again. 3.5 The current catchment areas for Glengowan Primary School, Machanhill Primary School and Robert Smillie Primary School in Larkhall are shown on Appendix 1. This is a historic boundary arrangement that, due to changes in the housing and population distribution within the area over time, should be redrawn to link housing areas more appropriately to each non-denominational primary school and more equitably balance the pupil population where possible to do so. 3.6 Appendix 1 also shows the two main housing development areas within Larkhall that are currently within Machanhill Primary School’s catchment area but are geographically closer to Glengowan Primary School and Robert Smillie Primary School. 3.7 Pupil data information for each of the affected schools is outlined in sections 3.8, 3.9 and 3.10. 3.8 Robert Smillie Primary School Robert Smillie Primary School has 8 classrooms and a physical capacity of 264 (assuming an average of 33 pupils per class) the roll is 204 (September 2022 census) trends based on the average of the last three years’ P1 intake figures suggest that the mainstream roll could be 201 in August 2025 3.9 Machanhill Primary School Machanhill Primary School has 12 classrooms and a physical capacity of 396 pupils (assuming an average of 33 pupils per class) the pupil roll is 329 (September 2022 census) trends based on the average of the previous three years’ P1 intake figures suggest the mainstream roll could reach 348 in August 2025 3.10 Glengowan Primary School Glengowan Primary School currently has 17 classrooms and a physical capacity of 561 pupils (assuming 33 pupils per classroom). Current General-Purpose areas have been designed to allow for further expansion in the future to increase the capacity further to 594 the pupil roll is 274 (September 2022 census) trends based on the average of the previous three years’ P1 intake figures suggest the roll could reach 293 in August 2025 4. Proposal - Catchment Realignment of Glengowan, Machanhill and Robert Smillie Primary Schools 4.1 Catchment realignment – from Machanhill Primary School to Glengowan Primary School 24
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4.2 The proposal is for the Larkhall CGA development to be rezoned from Machanhill Primary School to Glengowan Primary School. This area is shown in Appendix 1. School Current roll (September 2022 census) Number of additional pupils projected from the CGA development Projected future roll Physical Capacity Glengowan Primary 274 314 588 594 Machanhill Primary 329 - 348 396 As outlined above, on completion, the CGA development is projected to generate a further 314 non-denominational children in addition to the pupils already living on the CGA development site and already enrolled in school. Glengowan Primary School, as well as being the nearest school to this development, has had a 2-classroom extension completed in August 2022 to accommodate the additional pupils expected to be generated from the site. Appendices 2 and 3 show the proposed change to the catchment areas of Glengowan Primary School and Machanhill Primary School which would re-align the new housing development to Glengowan Primary School. Within the school session 2019/2020, 64% of pupils from the Community Growth Area (CGA) development currently zoned to Machanhill Primary School chose to attend Glengowan Primary School via a placing request. In session 2020/21 the number was 58%, and in session 2022/2023, 61% of pupils from the CGA attend Glengowan Primary School via a placing request. 4.3 Catchment realignment - Machanhill Primary School to Robert Smillie Primary School 4.4 It is proposed that the section of the Larkhall Academy site, outlined on Appendix 2 and Appendix 4, and phase 2 of the Clare Crescent development, both of which lie directly behind Robert Smillie Primary School, be realigned from Machanhill Primary School to Robert Smillie Primary School. This area is accessible to Robert Smillie Primary School by a footpath from the development School Current roll (September 2022 census) Number of additional pupils projected from the former Larkhall Academy development Projected future roll Physical Capacity Robert Smillie Primary 204 56 260 264 Machanhill Primary 329 - 348 396 4.5 As outlined above, the area proposed to be rezoned is projected to generate an additional 56 non-denominational pupils of primary age. It is proposed that the Phase 1 Clare Crescent development houses remain within the catchment area of Machanhill Primary School. 25
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4.6 Given the physical capacity of both Glengowan Primary School and Robert Smillie Primary School and the assumptions of expected pupil numbers coming from the new housing developments, it is anticipated that the realignment will allow for both Glengowan Primary School and Robert Smillie Primary School to accommodate the predicted numbers of pupils generated from the new housing developments. 4.7 It is not anticipated that any adaptations will be required to accommodate the pupils, however, should the need arise, any resultant adaptation or extensions would be funded via developer contributions. 5. Employee Implications 5.1 Employee resources would continue to be provided by means of existing staffing protocols when calculating class teacher requirements and agreed management structures. 6. Financial Implications 6.1 The proposal demonstrates a Best Value approach to effectively managing the primary school estate and the Council’s property portfolio. 7. Climate Change, Sustainability and Environmental Implications 7.1 The proposal could allow for an increase in opportunities for walking and cycling to school and may result in a reduction in the use of cars at the school locations. 8. Other Implications 8.1 If approved, the implementation date of any catchment realignment would be for P1 enrolment in January 2024 for session 2024/2025. 8.2 Families with children already attending either school, and with a further sibling enrolling in P1 in respect of school sessions August 2024 through to August 2029, will have the choice for their P1 child to be granted placement in that school regardless of any catchment change. 8.3 Given that the affected schools within the proposal are already zoned to Larkhall Academy, there would be no effect on secondary pupil numbers as a result of the proposal being implemented. 8.4 As part of the statutory consultation process, a Public Meeting will be held to fully engage with the local community on this proposal. 9. Equality Impact Assessment and Consultation Arrangements 9.1 There was no requirement to carry out an Equality Impact Assessment in terms of this report. 9.2 Under the Schools (Consultation) (Scotland) Act 2010, any proposals to vary any of the admission arrangements for a school, including its catchment area, would necessitate a statutory consultation. Tony McDaid Executive Director (Education Resources) 28 April 2023 26
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Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, effective, efficient and transparent Previous References 25 March 2020 Executive Committee meeting papers List of Background Papers Link to 25 March 2020 Executive Committee meeting papers https://southlanarkshire.cmis.uk.com/southlanarkshire/Meetingscalendar/tabid/70/ctl/ ViewMeetingPublic/mid/397/Meeting/1130/Committee/33/Default.aspx Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Lynn Sherry, Head of Education (Support Services and School Estate) Ext: 5620 (Tel: 01698 455620) E-mail: Lynn.Sherry@southlanarkshire.gov.uk 27
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Appendix 1 – Existing Larkhall non-denominational catchment areas and Housing development areas proposed to be realigned Craigbank Robert Smillie Hareleeshill Machanhill Glengowan 29
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Appendix 2 – Proposed new catchment areas for Glengowan, Robert Smillie and Machanhill Primary Schools Robert Smillie Proposed addition to Robert Smillie Machanhill Glengowan Proposed addition to Glengowan 30
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Appendix 3 – Detail of zone proposed to be rezoned from Machanhill Primary to Glengowan Primary Existing Glengowan Catchment Proposed area for rezoning from Machanhill PS to Glengowan PS catchment Proposed Machanhill Catchment boundary 31
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Appendix 4 – Detail of zone proposed to be rezoned from Machanhill Primary to Robert Smillie Primary Glengowan catchment Proposed Machanhill catchment boundary Existing Robert Smillie catchment Proposed area for rezoning from Machanhill PS to Robert Smillie PS catchment (Larkhall Academy site) 32
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Outcome of the Review of the Safer South Lanarkshire Board 1. Purpose of Report 1.1. The purpose of the report is to: - update Executive Committee on the outcome of the review of the Safer South Lanarkshire Board completed during 2022/2023 seek approval from Executive Committee for the revised terms of reference for the Safer South Lanarkshire Board to be implemented 2. Recommendation(s) 2.1 Executive Committee is asked to approve the following recommendation(s): - (1) that the contents of this report be noted; and (2) that the revised terms of reference for the Safer South Lanarkshire Board be approved and implemented from 18 May 2023. 3. Background 3.1. The Safer South Lanarkshire Board (the Board) was established in 2013 by the Council’s Executive Committee to ensure the Council and Community Safety Partnership (CSP) met new statutory requirements arising from the recently introduced Police and Fire Reform (Scotland) Act 2012. 3.2. Administered by the Council on behalf of the CSP, the Board aims to facilitate and enhance cooperation between community safety partners who operate in South Lanarkshire. It has no independent legal status, operating within the wider Community Planning Partnership. 3.3. Following a review of the South Lanarkshire Community Plan in 2022 and the subsequent launch of the new Community Plan 2022 - 2032, the CSP was advised that the previous reporting requirements directly from the Board to the Community Planning Partnership Board (CPPB) were no longer necessary. As such, the CPPB requested that the CSP undertake a review of the Board which aimed to ensure the role and remit remained appropriate and beneficial for partners within the CSP. 6 33
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4. Structure of Review 4.1. Facilitated by South Lanarkshire Council’s Housing and Technical Resources, the review has been completed throughout 2022/2023, aligning with the initial time commitment provided to the CPPB. 4.2. The review focussed only on the role and remit of the Board and involved the following aspects: existing remit and structure of the Board presented to new Board members research into other local authority area structures regarding scrutiny and performance reporting of police, fire and anti-social behaviour services discussions with Board members and wider community safety partners to understand their preferred priorities and focus for the Board discussions with wider community planning partners to understand how the functions of the CSP interact with wider partnership remits and structures 4.3. Updates on the progress of the review have been delivered to the Board at its meetings on 12 September 2022 and 12 December 2022, with members noting the progress made and agreeing the timescale for completion. 5. Outcomes of the Review 5.1. Following completion of the review and removal of the requirement for reporting community safety measures directly to the CPPB, it is proposed the Board reverts to focusing on three of its original key functions. These are:- 1. Conducting regular review and scrutiny of police performance against priorities set within the Lanarkshire Local Police Plan. 2. Conducting regular review and scrutiny of fire performance against priorities set within the Local Fire Plan. 3. Monitoring progress within the statutory South Lanarkshire Anti-social Behaviour Strategy and associated partnership activity. 5.2. Each of these functions formed part of the original remit of the Board when established in 2013 and will enable it and its members to fulfil statutory obligations from the Police and Fire Reform (Scotland) Act 2012 in delivering effective scrutiny of police and fire services operating in South Lanarkshire. 5.3. Police and Council statutory obligations through the Anti-social Behaviour etc. (Scotland) Act 2004 also require strong governance arrangements to ensure partners are delivering against agreed targets and priorities and supported by the partnership Anti-social Behaviour Strategy Implementation Group (ASBIG), the review identified that the established structure of the Board continues to be the most effective method of achieving this. 5.4. In addition, agreement was given from discussions with Board members that the CSP Budget should continue to be considered by the Board separately as part of individual partner budgets on an annual basis. As such, the Board, supported by the Safer South Lanarkshire Steering Group (SSLSG), will continue its role as approver for the allocation of the annual budget, and continue to receive an annual evaluation report on how the funds have been spent by partners and impact made. 34
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5.5. The review also considered other aspects of the Board’s current remit that had been gradually expanded since 2013. It identified that many of these were already being progressed through different partnership arrangements already in place, and the wider remit impacted the Board’s ability to deliver on its original functions. 5.6. Details for each of these other aspects, and the proposed outcome for each following the review, is summarised below. A key part of this process was to confirm with relevant lead partners that there would be no negative consequences caused as a result of removing these areas from the Board’s remit:- Following discussion with and agreement from representatives of the Community Justice Partnership, regular reporting requirements currently delivered to the Board will no longer be maintained. These instead will be aligned through the Public Protection Chief Officers Group (PPCOG), allowing the required direct reporting to the CPPB to continue. Representatives from the Community Justice Partnership will, however, continue to be members of the Board to provide updates on key developments or activity and with the aim of ensuring alignment between the Community Safety Partnership and Community Justice Partnership Following discussions with and agreement from Police Scotland, confirmation has been given that they are already leading partnership activity to tackle issues associated with each of the drugs and road traffic priorities through the South Lanarkshire Alcohol and Drug Partnership (ADP) and the Lanarkshire Road Safety Forum In addition, work to tackle issues associated with the existing domestic abuse priority is also being progressed within the South Lanarkshire Gender Based Violence Partnership, with partners agreeing its removal as a CSP priority would reduce duplication that has occurred between the two partnership structures The Scottish Fire and Rescue Service is currently undertaking its own review of the Unintentional Injuries Group, ensuring membership, remit and priorities within continue to be appropriate following changes to personnel within the service. The outcomes of this will initially be presented to the SSLSG with consideration to be given as to how it can continue linking with the CSP. Further updates will also be provided to the Board as appropriate through the Local Fire Plan updates 5.7. Taking account of the outcomes of the review, the revised terms of reference for the Board have been detailed at Appendix 1. 5.8. The Board endorsed the proposed changes to the terms of reference on 13 March 2023 and an update on the outcomes of the review was also provided to the Community Planning Partnership Board on 22 March 2023. 6. Next Steps 6.1. Following approval be Executive Committee, the terms of reference for the Board will be notified and terms of reference updated from 18 May 2023. 6.2. Discussions will be held with members of the Board to help identify any development or training needs to assist in delivery of the proposed revised remit, including the enhanced scrutiny functions of both police and fire services in South Lanarkshire. 35
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7. Employee Implications 7.1. There are no employee implications associated with the report. 8. Financial Implications 8.1. There are no financial implications associated with the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. There are no implications for risk in terms of the information contained within this report. 11. Equality Impact Assessment and Consultation Arrangements 11.1. The Community Safety Partnership is committed to ensuring that equalities issues are mainstreamed and will act in a manner that is consistent with legislation. Stephen Gibson Executive Director (Housing and Technical Resources) 26 April 2023 Previous References 22 May 2013, Executive Committee 12 September 2022, Safer South Lanarkshire Board 12 December 2022, Safer South Lanarkshire Board 13 March 2023, Safer South Lanarkshire Board 22 March 2023, Community Planning Partnership Board List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Jonathan Read Strategy and Policy Advisor E-mail: Jonathan.read@southlanarkshire.gov.uk 36
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Appendix 1 Proposed revised Terms of Reference Title Safer South Lanarkshire Board Membership South Lanarkshire Council • Elected Members (5) • Housing and Technical Resources • Community and Enterprise Resources • Education Resources • South Lanarkshire Health and Social Care Partnership Police Scotland Scottish Fire and Rescue Service NHS Lanarkshire Victim Support Scotland South Lanarkshire Community Health Partnership / ADP South Lanarkshire Community Justice Partnership Crown Office and Procurator Fiscal Service Chair South Lanarkshire Council will appoint a Chair from the five elected members appointed to the Safer South Lanarkshire Board. The Chair will be able to nominate another Safer South Lanarkshire Board member as a substitute Chair from the other members when they are not able to attend. The role of the Chair is to ensure that the agenda business is properly dealt with and clear decisions are reached. There is a responsibility to ensure that the views and opinions of all participants at the meeting are allowed to be expressed and that they contribute to the outcomes of the meeting. Remit The remit of the Board is to: 1. Conduct regular review and scrutiny of police performance against priorities set within the Lanarkshire Local Police Plan 2. Conduct regular review and scrutiny of fire performance against priorities set within the Local Fire Plan 3. Consider the priorities and objectives for policing and fire services within South Lanarkshire and ensure these are aligned with wider local and national priorities and targets. 4. Monitor progress within the South Lanarkshire Anti-social Behaviour Strategy and other statutory functions of both the council and the police relating to anti-social behaviour. 5. Maintain an overview of and ensure appropriate allocation and evaluation of the Community Safety Partnership Budget, as agreed annually. 37
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Land and Property Disposals 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Executive Committee of the actions required in respect of land and property transactions [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the land and property as detailed in Appendix A declared surplus to Council requirements. 3. Background 3.1. Details of land and property, which are potentially suitable for disposal or redevelopment are circulated to all Resources and Community Partners to establish if they are suitable for alternative operational use. 3.2. Transactions where there is a requirement to declare land surplus to enable negotiations for minor or adjoining sales to progress are detailed on Appendix A. 3.3. These transactions are only included in the report after successful consultation with the Holding Resource(s) and Planning. 4. Minor Disposals 4.1. The schedule shown within Appendix A identifies proposed transactions where the holding Resource and Planning have agreed to the release of minor areas of land for disposal. 4.2. The Committee is asked to approve the recommendation that these areas of land are declared surplus to the Council requirements in order that the Estates Section can conclude negotiations for their disposal. 5. Employee Implications 5.1. There are no employee implications arising from this report. 6. Financial Implications 6.1. The minor disposals will generate capital receipts for the Housing Revenue Account and General Services account respectively. 7 39
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7. Climate Change, Sustainability and Environmental Implications 7.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 8. Other Implications 8.1. There is a low risk that the capital receipts anticipated, as a result of declaring properties surplus, may not be realised if, for reasons outwith the Council’s control, the purchasers choose not to proceed with the transactions. However, the procedures and consultations described in Sections 3 of this report have been implemented to minimise this risk. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2 Consultation was undertaken with Planning, Roads, Community, and Housing Services. Stephen Gibson Executive Director (Housing and Technical Resources) 20 April 2023 Link(s) to Council Values/Priorities/Outcomes Achieve results through leadership, good governance and organisational effectiveness Previous References None List of Background Papers Plans of the land and property referred to in this report Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Joanne Forbes, Head of Property Services Ext: 4073 (Tel: 01698 454073) E-mail: joanne.forbes@southlanarkshire.gov.uk 40
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APPENDIX A DECLARE SURPLUS Area Description Holding Account Proposal Value Banding 62 sq m 62 Watson Street, Larkhall Housing Garden Ground 4 115 sq m 47 Millheugh Place, Blantyre Housing Garden Ground 4 52 sq m 26 Morland, East Kilbride Community and Enterprise Resources Garden Ground 4 195 sq m 20 Broompark Road, Blantyre Community and Enterprise Resources Garden Ground 4 113 sq m 3 Myers Crescent, Uddingston Housing Garden Ground/driveway 4 1.8 sq m Swan Way, Law Community and Enterprise Resources Residential Gas Regulator 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 41
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Chief Executive Subject: Representation on Outside Bodies 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request a change in membership of the Safer South Lanarkshire Board [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the change in membership of the Safer South Lanarkshire Board, as detailed at paragraph 4.1, be approved. 3. Background 3.1. The Council, at its meeting on 18 May 2022, approved its representation on certain statutory joint boards and outside bodies. A report, which provided an update on arrangements that were delegated to the Chief Executive to finalise, was submitted to the Council on 15 June 2022. A further report to consider representation on a number of other bodies was submitted to the Executive Committee on 29 June 2022 at which time, in respect of the remaining vacancies, delegated authority was given to the Chief Executive, in consultation with the Leaders of the relevant Groups, to confirm nominations. 4. Amendment to Representation on the Safer South Lanarkshire Board 4.1. On 2 May 2023, a request was received from the Business Manager of the SNP Group that Councillor Gray be replaced by Councillor Cowan as a member on the Safer South Lanarkshire Board. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1 None. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change or environmental implications as a result of this report. 8. Other Implications 8.1. There are no issues in terms of risk arising from this report. 8 43
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9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy, therefore, no impact assessment is required. 9.2. Appropriate consultation has been undertaken in terms of the information contained in this report. Cleland Sneddon Chief Executive 2 May 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References South Lanarkshire Council 18 May and 15 June 2022 Executive Committee 29 June 2022 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Susan Somerville, Administration Manager Ext: 4197 (Tel: 01698 454197) E-mail:susan.somerville@southlanarkshire.gov.uk 44
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Executive Director (Education Resources) Executive Director (Finance and Corporate Resources) Subject: External Representation on the Education Resources Committee - Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the appointment of representatives other than councillors to serve on the Education Resources Committee [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the appointment of Naomi Baxter and the reappointment of Christine Hall as Parent Council representatives on the Education Resources Committee be confirmed. [1recs] 3. Background 3.1. At its meeting on 29 June 2022, the Committee agreed that the election and selection procedures to obtain specified categories of religious and parent/carer representation on the Education Resources Committee be approved. 4 Update on Appointment of 2 Parent Council Representatives 4.1 All Parent Councils were invited to submit nominations to serve on the Education Resources Committee by 31 October 2022. 4.2 Each Parent Council could nominate 1 member provided that the nomination was proposed at a formal meeting of the Parent Council. 4.3 Each nominee was invited to provide a statement of support. 4.4 At the close of nominations, 4 applications had been received for the 2 available places. Subsequently, 1 applicant withdrew their application. Following an interview with each of the applicants conducted by the Education Resources Operations Manager (with responsibility for parental involvement and engagement) and the Parental and Engagement Officer (CQIS) on 19 April 2023, it is proposed that the appointment of the following Parent Council representatives on the Education Resources Committee is confirmed:- Naomi Baxter (Bankhead Primary School) Christine Hall (reappointment) (Chapelton Primary School) 9 45
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5 Financial Implications 5.1 The appointment of representatives to serve on the Education Resources Committee can be met from within existing resources. 6 Climate Change, Sustainability and Environmental Implications 6.1 There are no implications for the environment, climate change or sustainability in terms of the information contained in this report 7 Other Implications 7.1 There are no risk implications in terms of the information contained in this report. 8 Equality Impact Assessment and Consultation Arrangements 8.1 This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2 Information on the nomination process for Parent Council representation was issued to all Parent Councils. Tony McDaid Executive Director (Education Resources) Paul Manning Executive Director (Finance and Corporate Resources) 25 April 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, transparent Previous references Executive Committee 1 February 2023 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Pauline MacRae, Administration Adviser Ext: 4108 (Tel: 01698 454108 or 07385 370044) E-mail: pauline.macrae @southlanarkshire.gov.uk 46
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Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Chief Executive Subject: Recommendations Referred by Resource Committees 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval of the following recommendations referred to this Committee by the:- Education Resources Committee of 2 May 2023 Finance and Corporate Resources Committee of 3 May 2023 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the recommendations referred by the Education Resources Committee of 2 May 2023 in relation to the Review of Admissions Policy for Early Learning and Childcare Establishments 2023 be approved; and (2) that the recommendation of the Finance and Corporate Resources Committee of 3 May 2023 in relation to the Procurement Strategy 2023 to 2028 be approved. [1recs] 3. Recommendation Referred by Education Resources Committee of 2 May 2023 – Review of Admissions Policy for Early Learning and Childcare Establishments 2023– Extract of Minute 3.1. A report dated 6 April 2023 by the Executive Director (Education Resources) was submitted on a review of the policy for the admission of children into Early Learning and Childcare establishments in South Lanarkshire. Since 1996, the Council’s Admissions Policy for Early Years’ Establishments had been regularly reviewed to reflect changes in legislation and national policy development. The last review of the Admissions Policy had been presented to the Education Resources Committee on 19 January 2021. The Children and Young People Act (Scotland) 2014 committed to delivering 1,140 hours of early learning and childcare per year to eligible children aged 2 to 5 years from August 2020. However, in March 2020, due to the COVID-19 pandemic, the 10 47
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Scottish Government revoked this legislation and the statutory duty was subsequently reinstated in August 2021. The Scottish Government had also advised of a plan to introduce legislation to expand full implementation of revised deferral eligibility in 2023. The Council approved ‘early access for 3 year olds’ in March 2019 and this had been fully implemented since August 2019. Across the Council area, children could commence free early learning and childcare provision from the Monday following their 3rd birthday. Early Learning and Childcare (ELC) Lead Locality Officers had responsibility for direct contact on any admissions enquiries as part of a strategy to support effective communications. In March 2023. a consultation exercise was undertaken with a range of stakeholders on the current Admissions Policy. The main points which had emerged from the consultation process were outlined in the report and the proposed revised Policy, attached as Appendix 1 to the report, had taken account of a number of those points. If approved, the admissions policy would be used for the allocation of all early learning and childcare places. Details were provided on:- proposed priorities for allocation of additional hours options available in respect of delivering 1,140 hours of early learning and childcare deferred entry to primary school In response to a member’s question on nursery provision, officers undertook to investigate the matter further. The Committee recommended to the Executive Committee: (1) that the priorities for admission to all Early Learning and Childcare (ELC) establishments, as detailed in Appendix 1 to the report, be approved; and (2) that the admissions policy and process for the allocation of places to all Early Learning and Childcare Establishments be implemented from August 2023. [References: Minutes of 19 January 2021 (Paragraph 7) and Minutes of the Executive Committee of 10 February 2021 (Paragraph 9)] 4. Recommendation Referred by Finance and Corporate Resources Committee of 3 May 2023 –Procurement Strategy 2023 to 2028– Extract of Minute A report dated 3 April 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the Procurement Strategy 2023 to 2028. The Procurement Reform Act (Scotland) required the Council to develop a Procurement Strategy and undertake an annual review of strategic objectives. The statutory guidance detailed the areas that the strategy must include. The Council’s previous Procurement Strategy covered the period 2020 to 2023 and was approved on 13 May 2020. 48
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The Procurement Strategy 2023 to 2028 was attached as Appendix 1 to the report. The Strategy communicated the Council’s vision for procurement based on the following 7 key strategic objectives:- compliance value for money collaborative contract and supplier management Fair Work First sustainable and ethical community wealth building The Strategy promoted continuous improvement in all procurement activities and aimed to ensure that they were performed effectively while delivering efficiencies where possible. In addition to detailing how the Council would maintain and improve upon its core procurement capability, it also considered how the Council would meet its obligations in term of the Sustainable Procurement Duty and Fair Work First and acknowledged its wider responsibilities in respect of the Council’s Sustainable Development and Climate Change Strategy and Community Wealth Building Strategy. An annual action plan would be developed each year for the life of the Strategy to support the strategic objectives. Regular updates on progress against both strategic outcomes and the annual action plan would be reported to the Corporate Management Team and this Committee. The draft action plan for 2023/2024 was detailed in Appendix 2 to the report. Officers responded to a member’s question on the report. The Committee recommended to the Executive Committee: that the Procurement Strategy 2023 to 2028, attached as Appendix 1 to the report, be approved. [Reference: Note of Delegated Decisions taken by the Chief Executive, in consultation with Group Leaders, on items of business relating to the Executive Committee Agenda of 13 May 2020 (Paragraph 6)] 5. Employee Implications 5.1. All employee implications were highlighted as part of the original reports to Resource Committee. 6. Financial Implications 6.1. All financial implications were highlighted as part of the original reports to Resource Committee. 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. Any risks or other implications were highlighted as part of the original reports to the Resource Committee. 49
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9. Equality Impact Assessment and Consultation Arrangements 9.1. Equality impact assessment and consultation arrangements were highlighted as part of the original reports to the Resource Committees. 9.2. There is no requirement to carry out an Equality Impact Assessment or consultation in terms of the proposals contained in this report. Cleland Sneddon Chief Executive 3 May 2023 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References ♦ Education Resources Committee of 2 May 2023 (Paragraph 7) ♦ Finance and Corporate Resources Committee of 3 May 2023 (Paragraph 10) List of Background Papers Individual reports to Resource Committee ..\..\..\Education Resources\Education Resources Committee\230502\7 - Review of Admissions Policy for Early Learning and Childcare Establishments 2023.docx ..\..\..\Finance and Corporate Resources\Finance and Corporate Resources Committee\230503\10. Procurement Strategy 2023 to 2028.docx Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Pauline MacRae, Administration Adviser Tel: 07385370044 E-mail: Pauline.macrae@southlanarkshire.gov.uk 50
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P Report Agenda Item Report to: Executive Committee Date of Meeting: 17 May 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire Leisure and Culture Strategy 2022- 2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the South Lanarkshire Leisure and Culture (SLLC) Strategy 2022-2027, for noting [1purpose] 2. Recommendations 2.1. The Executive Committee is asked to approve the following recommendations:- [ (1) that the SLLC Strategy 2022-2027, attached at Appendix 1, be noted. 3. Background 3.1. South Lanarkshire Leisure and Culture Limited (SLLC) assumed responsibility for the operation, management and development of sports and leisure, community halls, arts venues, country parks, libraries and museums on behalf of South Lanarkshire Council. 3.2. A Cross Party Working Group (CPWG) review of leisure and culture provision was undertaken during 2020/21 to clarify the terms of the relationship between the Council, SLLC and its Board, and its role as a provider of services to the Council. The outcomes from this review were approved at this Committee on 23 June 2021, including new modernised governance arrangements which led to the conversion of SLLC Ltd to a Scottish charitable incorporated organisation (“SCIO”) on 3 April 2023. 3.3. The SLLC Strategy 2022-27 was approved by the SLLC Board on 22 June 2022 and is being presented to the Executive Committee for noting. The Strategy sets out how the new SCIO will move forward over the next 5 years to make a renewed and positive difference to people’s lives. 4. Development of the Strategy 4.1. Development of the Strategy commenced late 2021, following the creation of new Vision, Mission and Values for the organisation. A presentation was given to the SLLC Board in February 2022, outlining the direction of travel for the Strategy and the draft strategic themes which would be further developed and presented for consultation. 4.2. The draft strategic themes were presented to SLLC staff, partners and stakeholders for input via survey and workshops. Council officers also worked closely with SLLC throughout the development of the Strategy, and the Trust utilised evidence provided 11 51
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by the Council, including social, economic and health related data, to inform the Strategy development. 4.3. The Strategy sets out SLLC’s strategic objectives for the next five years, which are based on the themes of:- Health and Wellbeing Connected and Engaged Equality and Inclusion Organisational Sustainability 4.4. The three cross cutting themes within the Strategy align with the priorities and key ambitions within the Council Plan, Connect (2022 – 2027) and the South Lanarkshire Community Plan (2022 – 2032):- Reduce inequality (People) Recover, progress and improve (Progress) Work towards a sustainable future (Planet) 4.5. The final draft Strategy was subject to full consultation with partners, staff and trade union representatives, communities and Council services in May 2022, and approved at the SLLC Board on 22 June 2022. 5. Monitoring and Implementation of the Strategy 5.1. Four strategic implementation groups have been established within SLLC to develop key actions and new performance indicators for each of the four themes. The first full year of monitoring and reporting performance against the new Strategy will begin in May 2023, and an action to this effect will be included and reported as part of the Community and Enterprise Resource Plan for 2023/2024. 6. Commissioning Plan 6.1. In line with SLLC’s conversion to a SCIO, the Council will now take the opportunity to develop a Commissioning Plan for SLLC, and this will be presented to the Executive Committee for approval later this year. 6.2. The aim of the Commissioning Plan will be to define the Council’s ‘ask’ of SLLC over the medium to long term, to help ensure that leisure and cultural services remain accessible and sustainable whilst taking account of available and projected Council funding. This will enable SLLC to best position itself to continue to improve the health, wellbeing and learning of South Lanarkshire residents. 6.3. The commissioning plan exercise will also review and update the existing suite of documentation which defines the relationship between the Council and SLLC, including Service Level Agreements and other related documentation. 7. Employee Implications 7.1. There are no employee implications arising from this report. SLLC staff and trade unions were consulted throughout the development of the Strategy. 8. Financial Implications 8.1. Given the ongoing financial challenges faced by the Council and SLLC, it is inevitable that leisure and cultural services will change over the period of time covered by the Strategy. 52
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9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change or environmental implications as a result of this report. ‘Work towards a sustainable future’ is recognised as a key cross cutting theme within the Strategy. 10. Other Implications 10.1. The SLLC Strategy 2022 – 2027 takes cognisance of key council policies and strategies including the Council Plan (‘Connect’) and the strategic themes and focus of the Community Plan (2022 – 2032). 11. Equality Impact Assessment and Consultation Arrangements 11.1. An Equality Impact Assessment has been completed for the Strategy. David Booth Executive Director (Community and Enterprise Resources) 28 April 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References 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:- Gillian Simpson, Development Adviser Email: Gilian.Simpson@southlanarkshire.gov.uk 53
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Strategy South Lanarkshire Leisure and Culture 55
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2 56
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3 Contents Foreword 4 How we built this Strategy 6 What does SLLC do? 8 External impacts on SLLC 10 Our five-year Strategy 12 Objectives 14 How we will deliver the Strategy 18 Page 57
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4 Foreword 58
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6 How we built this Strategy Our strategy has been designed to: • Target the things that matter to the people of South Lanarkshire • Be supported by the evidence we see in facts and figures • Be informed by good practice and in step with legislation and key policies • Complement the extensive work of the SLC Council Plan and Community Plan The five-year strategy for SLLC has been developed from: • The information we have received from consultation and conversations with communities and key partners • Information from local and national facts and figures • National and local policy, established best practice, current legislation and guidance Best Practice Partners Council Plan and Community Plan Community 6 60
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What does SLLC do? Established in 2010 as a Scottish Charity, SLLC delivers services on behalf of South Lanarkshire Council providing a wide range of programmes and initiatives across the whole of South Lanarkshire which have a positive impact on the health and wellbeing of local residents and beyond. • £37.5m Annual Budget • 1,600 Members of staff • 9 Swimming pools • 12 Bowling greens • 6 Golf courses • 2 Country parks • 120 Sports pitches • 5 Cultural venues • 2 Outdoor learning facilities • 69 Halls • 22 Indoor leisure facilities • 23 Libraries • 1 Museum 8 62
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9 Sport & Physical Activity Leisure Parks & Outdoors Approximately 8.5 million customer visits to its facilities and services including: Attendances 3,000,000 2,000,000 1,000,000 0 1,968,286 visitors 1,423,507 visitors 2,252,589 visitors 2,838,728 visitors Cultural Services Libraries and Museums Outdoor Recreation and Country Parks Sport and Physical Activity Libraries Culture Museums Arts 963
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10 There are several key external factors which impact upon the work of SLLC and which require acknowledgment due to their ability to influence how SLLC operates. These Political, Economic, Social, Technological, Legal and Environmental factors include: • Pandemic recovery • Electoral events • Cost of living impact on individuals • Cost of utilities and financial challenges • Changes in demographic and ageing population • Change in social trends and use of leisure time • External funding environment • Legislative and policy changes • Climate emergency and Net Zero • Mobile and digital technology • Commercial competition External impacts on SLLC 64
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12 Values Do the right thing Even when no one’s looking. Be a great team Work together, share ideas, share mistakes, share successes. Own it Be accountable for outcomes good and bad. Don’t pass the buck. Be positive Be hospitable. Make people feel good. Vision Healthier, happier, more connected lives. Mission Improve health and wellbeing by offering attractive, affordable activities delivered with warmth, friendliness and individual pride. Our five-year Strategy 66
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13 Health and Wellbeing Help the people of South Lanarkshire to live healthier, happier lives with a focus on physical and mental wellbeing Objectives Equality and Inclusion Provide accessible wellbeing and learning services through targeted interventions Organisational Sustainability Develop a business model that allows sustainable provision of quality services in priority areas Cross Cutting Themes Reduce inequality Recover, progress and improve Work towards a sustainable future Connected and Engaged Enable people to connect with each other and with their community through the services we provide 67
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14 We will: Help the people of South Lanarkshire to live healthier, happier lives with a focus on physical and mental wellbeing Steps we will take: • Participate in a whole system approach to health and wellbeing along with our partners including the NHS, the Health and Social Care Partnership and others, to improve health and wellbeing for individuals and communities within South Lanarkshire • Encourage and support the inactive to be active with focus on positive physical health and wellbeing outcomes • Support positive mental health and deliver on health and wellbeing outcomes • Provide early intervention and prevention initiatives to address health and wellbeing matters at their root cause Objective: Health and Wellbeing 68
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15 We will: Enable people to connect with each other and with their community through the services we provide Steps we will take: • Reach out to people where they are, by providing services to all communities across South Lanarkshire • Support communities to develop and build their capacity and, where appropriate, explore options for asset transfer of our resources • Develop alternative delivery methods and grow our digital offerings such as online classes and access to e-books • Help tackle isolation by providing initiatives that bring people together Objective: Connected and Engaged 69
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16 We will: Provide accessible wellbeing and learning services through targeted interventions Steps we will take: • Ensure equality of opportunity by making sure that our services are accessible to all • Target our programmes and interventions to ensure we reach those most in need of our services • Enable access to learning and information across our communities and support community learning • Provide welcoming inviting spaces where customers receive a warm reception Objective: Equality and Inclusion 70
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17 We will: Develop a business model that allows sustainable provision of quality services in priority areas Steps we will take: • Develop a financially sustainable business model which optimises income and utilises diverse funding streams • Develop our people ensuring staff remain highly skilled and are supported to deliver the best standard of customer service • Review our facilities to ensure we have financially sustainable spaces to enable quality service provision • Reduce waste and energy usage and seek new ways to be more energy efficient across our services Objective: Organisational Sustainability 71
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18 We will deliver our strategy by: Working in partnership – we will work with our partners and stakeholders both nationally and locally to ensure that our strategy delivers for the people of South Lanarkshire. Aligning all of our resources – including finances, facilities and our people, to ensure successful delivery of the strategy. Reviewing and evaluating – we will review progress and report our success in meeting our strategic objectives to our Board, South Lanarkshire Council and our stakeholders. Risks – we will continue to identify areas of risk by carrying out regular analysis of opportunities and threats. How we will deliver the strategy 72
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SLLC: 1867 If you need this information in a different format or language, please contact us to discuss how we can best meet your needs. Telephone 01698 476262 Text phone 18001 01698 476262 or e-mail customer.services@southlanarkshireleisure.co.uk 74