Agenda Document Pack - Executive Committee - 02/11/2022
South Lanarkshire Council · 2 November 2022
Back to Executive Committee — 2 November 2022 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 25 October 2022 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, 02 November 2022 Time: 10:00 Venue: Hybrid - Council Chamber, 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, Ross Lambie, Martin Lennon, Elaine McDougall, Norman Rae, Dr Ali Salamati, 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 21 September 2022 submitted for approval as a correct record. (Copy attached) 5 - 16 Monitoring Item(s) 3 Revenue Budget Monitoring for Period 7 - 1 April to 7 October 2022 Report dated 17 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 17 - 24 4 Capital Programme 2022/2023 Update and Monitoring for Period 7 – 1 April 2022 to 7 October 2022 Report dated 20 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 25 - 32 5 Additional Funding from Scottish Government and Other External Sources Report dated 28 September 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 33 - 36 6 Community Planning Update: Quarter 4 Progress Report 2021/2022; Annual Outcome Improvement Report; and Thematic Boards Report dated 5 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 140 Item(s) for Decision 7 Licensing of Short Term Lets Report dated 13 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 141 - 166 8 Council Workforce Plan 2022 to 2025 Report dated 18 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 167 - 178 9 Scheme of Delegation Report dated 12 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 179 - 182 Item(s) for Noting 10 Update on the Budget Strategy for 2023/2024 Report dated 7 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 183 - 192 11 Programme for Government 2022 Report dated 4 October 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 193 - 236 2
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12 South Lanarkshire Anti-Social Behaviour Strategy 2019 to 2023 Annual Review 2021/2022 Report dated 12 October 2022 by the Executive Director (Housing and Technical Resources). (Copy attached) 237 - 278 Urgent Business 13 Urgent Business Any other items of business which the Chair decides are urgent. Exclusion of Press and Public 14 Exclusion of Press and Public It is recommended that the Committee makes the following resolution:- "That, in terms of Section 50A(4) of the Local Government (Scotland) Act 1973, the press and public be excluded from the meeting for the following item(s) of business on the grounds that it is likely that there will be disclosure of exempt information in terms of Paragraph 8 of Part I of Schedule 7A of the Act." Item(s) for Noting 15 Capital Programme – Clyde Bridge Replacement Project • Exempt information in terms of Paragraph 8 of Part I of Schedule 7A of the Act 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 21 September 2022 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor John Bradley (substitute for Councillor David Shearer), Councillor Robert Brown, Councillor Andy Carmichael, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Andrea Cowan, Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Lynsey Hamilton, Councillor Mark Horsham, Councillor Ross Lambie (substitute for Councillor Kenny McCreary), Councillor Eileen Logan, Councillor Katy Loudon, Councillor Hugh Macdonald, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Lesley McDonald, Councillor Mark McGeever, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor Dr Ali Salamati (substitute for Councillor Maureen Chalmers), Councillor Margaret B Walker Councillors' Apologies: Councillor Maureen Chalmers, Councillor Kenny McCreary, Councillor John Ross, Councillor David Shearer Attending: Chief Executive’s Service C Sneddon, Chief Executive Community and Enterprise Resources D Booth, Executive Director; C Park, Head of Roads, Transportation and Fleet Services Education Resources T McDaid, Executive Director Finance and Corporate Resources P Manning, Executive Director; C Fergusson, Head of Finance (Transactions); T Little, Head of Communications and Strategy; G McCann, Head of Administration and Legal Services; P MacRae, Administration Adviser; K McLeod, Administration Assistant; K McVeigh, Head of Personnel Services Housing and Technical Resources A Finnan, Interim Executive Director Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care Death of HRH Queen Elizabeth II The Chair referred to the death of HRH Queen Elizabeth II. As a mark of respect, all present stood and observed a minute’s silence 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 24 August 2022 were submitted for approval as a correct record. 2 5
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The Committee decided: that the minutes be approved as a correct record. 3 Revenue Budget Monitoring for Period 5 - 1 April to 12 August 2022 A report dated 22 August 2022 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 to 12 August 2022. At 12 August 2022, the position on the General Fund Revenue Account was an underspend of £0.259 million. The underspend was mainly within Social Work Resources (Adults and Older People) due to vacancies relating to Social Workers, day care and residential homes. This formed part of the delegated Integration Joint Board (IJB) budget. The core Council position, without the IJB underspend, was an overspend of £0.050 million. The Housing Revenue Account showed a breakeven position at 12 August 2022, as detailed in Appendix 2 of the report. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the underspend of £0.259 million on the General Fund Revenue Account at 12 August 2022, relating to the delegated Integration Joint Board (IJB) budget, as detailed in section 4 and Appendix 1 of the report, be noted; and (2) that the breakeven position on the Housing Revenue Account at 12 August 2022, as detailed in section 5 and Appendix 2 of the report, be noted. [Reference: Minutes of 24 August 2022 (Paragraph 3)] 4 Capital Programme 2022/2023 Update and Monitoring for Period 5 – 1 April 2022 to 12 August 2022 A report dated 31 August 2022 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 to 12 August 2022. At its meeting on 24 August 2022, the Committee had approved a General Fund Capital Programme for 2022/2023 totalling £98.093 million. A revised programme of £97.057 million was now anticipated which included proposed adjustments to the programme totalling a net decrease of £1.036 million. Those were detailed in Appendix 1 of the report. The main reason for this reduction was the profiling adjustment, proposed by Education Resources, reflecting a review of the anticipated timing of spend on the Clyde Terrace Nursery project. The site start had been delayed from mid-May to early August, however, the project was still scheduled to complete in July 2023. The programme included a budget allocation for the following 3 significant projects where the level of spend in year had still to be confirmed:- Clyde Bridge Larkhall Leisure Centre Levelling Up Fund match funding 6
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At 12 August 2022, £14.420 million had been spent on the General Fund Capital Programme, an overspend of £0.146 million, and actual funding received to 12 August 2022 totalled £72.796 million. The programme spend and funding for the General Fund for the period was detailed in appendices 2 and 3 of the report. The Housing Capital Programme 2022/2023, approved by the Executive Committee at its meeting on 24 August 2022, totalled £66.361 million. Details of the position of the programme at 12 August 2022 were provided in Appendix 4 of the report. At 12 August 2022, expenditure on the Housing Capital Programme amounted to £16.150 million and actual funding received to 12 August 2022 totalled £16.150 million. The Committee decided: (1) that the position, at 12 August 2022, of the General Fund Capital Programme, as detailed in appendices 1 to 3 of the report, and the Housing Capital Programme, detailed at Appendix 4 to the report, be noted; (2) that the adjustments to the General Fund programme, detailed in Appendix 1 of the report, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 24 August 2022 (Paragraph 4)] 5 Additional Funding from Scottish Government and Other External Sources A report dated 25 August 2022 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £0.347 million, which had been made available to the Council by the Scottish Government and other external sources. The funding had been allocated as follows:- Revenue Funding Resource 2022/2023 (£m) Community and Enterprise 0.347 Total 0.347 The Committee decided: that the report be noted. [Reference: Minutes of 24 August 2022 (Paragraph 5)] 6 Recommendations Referred by Finance and Corporate Resources Committee - Treasury Management Activity Report 2021/2022, Prudential Code Indicators and Annual Investment Report A report dated 7 September 2022 by the Chief Executive was submitted on recommendations which had been referred to this Committee by the Finance and Corporate Resources Committee of 7 September 2022. 7
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The recommendations of the Finance and Corporate Resources Committee were as follows:- that the Treasury Management Activity Report for 2021/2022 and the 2021/2022 Treasury Management and Prudential Code Indicators be noted that the Council’s Annual Investment Report for 2021/2022 be endorsed and referred to the Council for formal approval The Committee decided: that the recommendation referred by the Finance and Corporate Resources Committee in relation to Treasury Management Activity Report for 2021/2022 and the 2021/2022 Treasury Management and Prudential Code Indicators be noted. The Committee recommended to the Council: that the Annual Investment Report 2021/2022 be approved. [Reference: Minutes of Finance and Corporate Resources Committee of 7 September 2022 (Paragraph 10)] 7 Secondary School Estate - Future Capacity Issues A report dated 2 September 2022 by the Executive Director (Education Resources) was submitted on current secondary school pupil forecast numbers and the implications on accommodation requirements for the secondary school estate. Secondary school pupil numbers were predicted to rise in South Lanarkshire, reflecting both the level of pupils transferring from the primary sector and the significant housing expansion within the area as a whole, but primarily within the Community Growth Areas. Projections indicated that it would be necessary to take action to increase pupil capacity in the following 4 secondary schools, as detailed in Appendix 1 of the report:- Calderside Academy, Blantyre Holy Cross High School, Hamilton St Andrew’s and St Bride’s High School, East Kilbride Uddingston Grammar School Details of the physical requirements for those secondary schools were provided in the report. A review of procurement options had concluded that the Best Value option was to construct the expansions of the 4 secondary schools through a partnership approach using the existing PPP contract. The Scottish Government had called on local authorities to prepare bids for the Learning Estate Investment Programme (LEIP) (Phase 3) and secondary school expansion met the LEIP funding criteria. The Council’s bid for LEIP funding would include only 2 of the 4 projects, Holy Cross and St Andrew’s and St Bride’s High Schools. A report proposing construction of a new social, emotional and behavioural needs (SEBN) building for Kear School, to be funded partly through LEIP, would also be considered by the Committee at this meeting. The total high level budget estimate for the 4 secondary schools’ expansion amounted to £22.8 million. The funding package was made up of a number of funding streams including, in addition to the LEIP funding, City Deal grant and developer contributions. In the event that the LEIP and City Deal funding bids were unsuccessful, there would be a requirement to review the financial position in the wider context of the capital programme in January 2023. Details of the profile of spend/income and the cost of borrowing were provided in the report, together with estimated revenue costs. 8
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There followed a discussion during which officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the building works programme for the 4 secondary schools, required to manage pupil growth, as detailed in paragraph 4.1 of the report, be approved; (2) that it be noted that the priority of the 2 Learning Estate Investment Project funding bids was, firstly, the secondary schools’ expansion programme and, secondly, the new SEBN Kear school; and (3) that the need to review the financial position in the wider context of the capital programme in January 2023, should the LEIP funding bid and City Deal Change Control procedures be unsuccessful, be noted. 8 Proposal for a New Social, Emotional and Behavioural Needs (SEBN) Secondary School Building (Kear School) A report dated 31 August 2022 by the Executive Director (Education Resources) was submitted on a proposal for a new social, emotional and behavioural needs (SEBN) secondary school building (Kear School). The Kear school building had initially been constructed as a temporary decant facility for primary school pupils during the Schools’ Modernisation Programme. The school currently delivered specialist educational provision for children and young people with SEBN. The learners attending Kear campus had complex additional support needs which required a more flexible and individualised response to be delivered to meet their needs. The current Kear secondary school building did not provide a satisfactory environment for the delivery of education for SEBN secondary pupils. Details were given on the challenges presented by the building in terms of:- soundproofing multi storey nature fabric of the building outdoor space internal accommodation An options appraisal exercise, undertaken in relation to the provision, had considered the following options:- maintaining the status quo improving the fabric of the existing building acquiring another building designing and building a new Kear secondary school It was proposed to design and build a new provision on a more suitable site. A number of sites had been considered, as detailed in the report, and the site at Union Street, Stonehouse, had been identified as the most appropriate for the development of a new SEBN school. Any transfer to this potential site would require statutory public consultation. 9
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Details were given on a feasibility study commissioned to identify the unique requirements of SEBN secondary education. A high priority for the new school would be to encourage wider community use and participation, both during and outwith school hours. The new provision would be able to accommodate 60 learners in a safer, nurturing and inclusive environment to suit learner needs. Construction costs for the new facility were estimated at £14 million. It was proposed that the costs would be met from a mixture of developer contributions and the submission of a bid to the Government’s Learning Estate Investment Programme (LEIP). The secondary school expansion project would take precedence over the new Kear provision in terms of the LEIP funding bid. Details were given on the estimated costs and funding sources for the project. There followed a discussion during which:- officers responded to members’ questions on various aspects of the report members expressed the view that, in the event that the LEIP funding bid for the project was unsuccessful, the Committee give further consideration to the proposal The Committee decided: (1) that the proposal to establish a new SEBN secondary school building to replace Kear School be approved; (2) that the proposed site preference of Stonehouse be approved; (3) that the requirement to undertake a statutory public consultation be noted; (4) that the intention to fund 50% of the project via a bid into the Scottish Government’s Learning Estate Investment Programme (LEIP) with the remaining funding via developer contributions be noted; and (5) that, should the LEIP funding bid be unsuccessful, the project be considered further by the Committee. 9 Outcome of the Consultation to Realign the Catchment of Newton Farm and Hallside Primary Schools and to Alter the Secondary School Pupils in the Rezoned Area Would Attend from Uddingston Grammar School to Cathkin High School A report dated 31 August 2022 by the Executive Director (Education Resources) was submitted on the outcome of the consultation undertaken to realign the catchment of Newton Farm and Hallside Primary Schools and to alter the secondary school which pupils in the rezoned area would attend from Uddingston Grammar School to Cathkin High School. A statutory consultation exercise had been carried out on the proposal to realign the catchment of Newton Farm and Hallside Primary Schools and to alter the secondary school which pupils in the rezoned area would attend from Uddingston Grammar School to Cathkin High School. A total of 950 letters had been delivered to affected residents and notification given to the parent/carers and pupils of the affected schools. In addition, all associated primary schools and local nurseries were given notification of the consultation, as well as other statutory consultees. 225 responses had been received through the online survey and by email as follows:- 89 in favour of the proposal 114 not in favour of the proposal 22 undecided 10
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Education Resources had acknowledged that any change to school catchment could be unsettling for families and had built in provision, for a period of time, for younger siblings to continue to enrol at Newton Farm Primary School and for current pupils at Newton Farm Primary School to continue to transition to Uddingston Grammar School. Education Scotland, while recognising that the response rate from parents/carers was low, concluded that the proposal had potential educational benefits. Officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the proposed catchment realignment of Newton Farm and Hallside Primary Schools, including altering the secondary school those pupils in the rezoned area would attend from Uddingston Grammar School to Cathkin High School, be approved; (2) that any current catchment child attending Newton Farm Primary School during school session 2022/2023 and living in the proposed rezoned area for Hallside Primary School be entitled to remain at Newton Farm Primary School; (3) that those pupils be offered the option of attending either Uddingston Grammar School or Cathkin High School regardless of any catchment change; and (4) that, thereafter, any further younger siblings enrolling in Primary 1 in respect of school sessions August 2023 through to August 2028, be given the option to enrol at Newton Farm Primary School and have the right to attend Uddingston Grammar School. In terms of Standing Order No 14, the Chair adjourned the meeting at 11.20am for a 10 minute period. The meeting reconvened at 11.30am 10 New Deal for Employees A report dated 7 August 2022 by the Executive Director (Finance and Corporate Resources) was submitted in relation to proposed changes to conditions of service for employees to provide additional support. Following a request from the Council’s Administration, the Head of Personnel Services had reviewed a number of areas across the Council’s conditions of service applicable to the workforce with a view to seeking an improvement for employees. This centred around improving support for difficult personal circumstances and improving employee wellbeing in general. It was proposed that changes be made in the following areas to offer better support to families and individuals:- paternity leave support for pregnancy and loss To ensure that parents/carers could maximise support time available, it was proposed to increase paid paternity leave, for those eligible, to 4 weeks, to be taken consecutively. It was also proposed that the Council sign up to the Pregnancy Loss Pledge. This was a campaign whereby employers could show commitment in supporting staff through the distress of miscarriage and centred around the provision of meaningful time off and support in relation to pregnancy loss. Additionally, to further improve current provisions related to pregnancy loss, it was proposed to introduce a section within the council’s Maternity Leave policy specifically on neonatal loss. 11
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Details were also given on:- the pregnancy loss pledge process additional pregnancy related improvements whereby certain provisions would be extended to the partner support for fertility treatment a proposal to include neonatal leave in the Council’s Maternity Scheme It was also proposed that the Council support employees in maintaining a healthy work life balance through:- a one off wellbeing thank you recognition day, although this could be impacted by the outcome of the pay offer for local government employees provision of a Right to Disconnect to allow employees to feel able to switch off from work, as detailed in the policy attached as Appendix 1 to the report consideration of a 4 day working week There followed a discussion during which officers responded to members’ questions on various aspects of the report. The Committee decided: (1) that the changes in terms and conditions to support families and individuals, identified at Section 4 of the report, be approved; (2) that the Council approve the Right to Disconnect Policy for employees, attached as Appendix 1 to the report; (3) that the Council agree to sign up to the Pregnancy Loss Pledge; (4) that, subject to no additional annual leave day being granted in 2022 through pay negotiations, a wellbeing day be allocated to employees in recognition of the difficult years experienced; and (5) that Services, together with the workforce, explore the options to benefit from a 4 day working week. 11 Budget Strategy – 2023/2024 Update and Longer Term Financial Outlook A report dated 6 September 2022 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the budget position for 2023/2024 and the longer term financial outlook. A report on the estimates in relation to the budget gap for 2023/2024 was submitted to the meeting of the Council held on 15 June 2022. That report showed a budget gap of £32.477 million. Since then:- the 2021/2022 financial year end had concluded information had been received on the Scottish Government’s Spending Review and the ability to change the accounting for Service Concessions information had been received in relation to the 2022/2023 Pay Award 12
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The potential impact of each of those was detailed in the report. As a result, the budget gap in 2023/2024 had reduced from £32.477 million to £24.726 million. This sum did not include any impact of a Council Tax increase or the potential benefit from the Service Concession implementation. In respect of the longer term financial outlook, Appendix 1 of the report showed an estimate of the budget gaps across the coming years, to 2027/2028. It:- reflected current assumptions on a number of areas including price increases and grant levels as well as the impact of the use of reserves generated by the previously agreed Loan Funds Review included the potential benefit from the Spending Review The outlook did not include the use of any benefit from the change to accounting for Service Concessions and would be updated as information around Service Concessions was confirmed. It was proposed that options to meet the £24.726 million budget gap would be developed for members’ consideration and submitted to a future meeting. Officers responded to members’ questions on the report. In response to a member’s question, the Chair confirmed that there would be a session for elected members on the 2023/2024 budget towards the end of the year. The Committee decided: (1) that the update to the Budget Strategy reflecting updated grant assumptions following the Spending Review publication, additional underspend from 2021/2022 and projected pay award impact, resulting in a revised budget gap of £24.726 million, as detailed in section 5 of the report, be approved; (2) that the longer term financial outlook, as detailed in section 6 of the report, be noted; and (3) that the summary and next steps, as detailed in section 7 of the report, be noted. [Reference: Minutes of South Lanarkshire Council of 15 June 2022 (Paragraph 5)] 12 Cost of Living Supports A report dated 6 September 2022 by the Executive Director (Finance and Corporate Resources) was submitted on the support offered across the Council to households in South Lanarkshire significantly impacted by the cost of living crisis. The cost of living crisis was expected to result in many households experiencing poverty. While it was recognised that the Council could not fully remove the financial pressure on households, it was taking a range of actions to provide vital support. Those actions included:- operation of a new fund designed specifically to support households experiencing financial hardship provision of energy support in the form of voucher payments of £49 per household for households on prepaid meters operation of a Capped Meter Fund to prevent households from having no gas supply as a result of the meter being capped provision of an Education Advice Project where Family Wellbeing Assistants, based in 2 schools, worked with school staff to support families in accessing help 13
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funding from the Digital Inclusion group to improve Wi-Fi in community facilities to help residents access services digitally provision of lived experience funding to focus on tackling poverty issues recruitment of an Employability Adviser by the Money Matters Advice Centre Details were also given on existing Council support for households including:- the Money Matters Advice Service the Scottish Welfare Fund support for tenants provision of benefits It was proposed that school meals debt, as detailed in the report, be taken forward for write-off. In line with the process for other debts, formal write-off of this debt would be made through a report for consideration by the Finance and Corporate Resources Committee. The package of support which the Council had in place amounted to £92 million, with almost £3 million from new measures in 2022/2023 and £89 million from existing budgets. If further funding was provided by the Scottish Government, more support would be offered by the Council. The Committee decided: (1) that the range of support provided by the Council to households in response to the impact of the cost of living crisis be noted; (2) that the approach to the proposed write-off of school meals debt, as detailed in section 6 of the report, be approved and the write-off be referred to the Finance and Corporate Resources Committee for consideration; and (3) that it be noted that the Council would be prepared to provide further assistance to households should additional resources be provided by the Scottish Government. 13 Council Complaints Report: SPSO Annual Overview 2021/2022 A report dated 24 August 2022 by the Executive Director (Finance and Corporate Resources) was submitted providing details on:- the Council’s performance in handling complaints received during the period 1 April 2021 to 31 March 2022 against the Scottish Public Services Ombudsman’s (SPSO) national indicators improvement activity to be undertaken as a result of the analysis of complaints customer feedback on complaints handling Performance against the 8 SPSO indicators was detailed in the report. In compliance with the requirements of Indicator 8, customer satisfaction feedback had been gathered from customers who had been through the complaints process. The feedback for 2021/2022 was summarised in Appendix 1 of the report. The Committee decided: that the Council’s complaints handling performance for the period 1 April 2021 to 31 March 2022 and areas highlighted for improvement be noted. [Reference: Minutes of 22 September 2021 (Paragraph 10)] 14
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14 Urgent Business There were no items of urgent business. 15
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 7 - 1 April to 7 October 2022 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Committee on the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2022 to 7 October 2022 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the overspend of £0.027 million on the General Fund Revenue Account at 7 October 2022, within Community and Enterprise and Social Work (Children and Families) and partially offset by the underspend on the Adults and Older People budget delegated to the Health and Social Care Partnership (detailed in section 4 and Appendix 1), be noted; and (2) that the breakeven position on the Housing Revenue Account at 7 October 2022 (section 5 and Appendix 2 of the report), be noted. 3. Background 3.1. General Fund Position This overview report will summarise the actual expenditure and income to 7 October 2022 compared with the budget for the same period for both the Council’s General Fund (section 4) and for the Housing Revenue Account (section 5). 4. 2022/2023 General Services Position 4.1. Summary position: General Services Current Position as at 7 October 2022 As at 7 October 2022, the position on the General Services budget is a net overspend of £0.027 million (Appendix 1), made up of variances across the Resources. 4.2. Community and Enterprise Resources are reporting an overspend position (£0.039 million) which reflects the cost pressures that they are experiencing across the Services including the costs of Electric Vehicle (EV) charging. Social Work Resources (Children and Families) are reporting an overspend position (£1.003 million) which is offset by an underspend in Performance and Support and an underspend in Adults and Older People as a result of vacancies across Social Workers, Day Care and Residential homes. This is part of the delegated Health and Social Care Partnership (HSCP) budget. The core Council position, without the HSCP underspend, is an overspend of £0.675 million. 3 17
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4.3. Inflationary / Budget Pressures 4.3.1. Two budget pressures have been identified and these are detailed below. 4.3.2. Education – Transport: While the Resource is currently showing a breakeven position, Strathclyde Passenger Transport (SPT) have advised that depending on the outcome of contract renewals, there is potentially a significant increase in spend on school transport. The impact of this will be reported to a future meeting. 4.3.3. Social Work – Children and Families: There continue to be financial pressures within the Children and Families’ budget, with spend on external placements being the main reason for the continued increase in spend. As detailed in section 4.2, this is being offset within the overall Social Work Resources’ position by an underspend within Adults and Older People, a service devolved to the HSCP. Work is ongoing with the Services to establish funding solutions for the residual overspend. In 2021/2022 some core Adult and Older People budget underspend was retained by the Council to help cover the Children and Families’ budget pressure, and the same approach has been proposed to the HSCP for 2022/2023. 4.3.4. The situation will continue to be monitored and any further updates brought to future meetings, as required. 4.4. Areas of Underspend 4.4.1. Employee costs: Included within the overall position already at this point in the year there is an underspend in employee costs (£2.890 million) which reflects the impact of difficulties in recruiting staff across a number of areas. This is an increase of £0.853 million from period 5. This includes vacancies in Community and Enterprise Resources (Facilities Drivers, Mechanics, Environmental Health Officers, Planning Officers, Parking and Roads Operatives), and Social Work / Care roles. 4.4.2. Whilst significant efforts are made across these areas to recruit, the current level of underspend is unlikely to be reversed. These difficulties in recruiting are a result of the tight labour market at present and skills shortages in certain areas, HGV drivers for example. The Council has put in place new recruitment and development routes to address this recruitment challenge, however, until all posts are recruited, this level of underspend is likely to increase. 4.4.3. As noted previously, when looking at the underspend in employee costs we also have to take into account the broader financial position in services including higher costs being experienced elsewhere, as well as the pressure of future savings requirements and a currently unresolved pay award. However, it is still anticipated that, as previously reported, by the end of the financial year the net available underspend in Employee Costs is expected to run to between £0.500 million and £0.600 million. 4.4.4. The position across Resource employee costs, including the potential additional cost of the Wellbeing Day covered in the New Deal paper agreed at Executive Committee (21 Sept 2022), will continue to be monitored. An update will be included in the regular reports to this Committee. 4.4.5. Adults and Older People: As previously reported, there are likely to be further underspends in relation to specific funding streams in Adults and Older People, where spend has not yet commenced or is not fully committed, predominantly related to the recruitment challenges. Finance Services are currently in discussion with the Chief Financial Officer from the HSCP and await confirmation on the anticipated position and this will be reported back in the regular reports to Committee. As detailed in 18
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section 4.3.3, the Council may look to this underspend to assist in managing the pressures within Children and Families. 5. Housing Revenue Account Position 5.1. As at 7 October 2022, Appendix 2 of the report shows a breakeven position against the phased budget on the Housing Revenue Account. Levels of rent collection are regularly monitored by the Housing Services team and appropriate corrective action will be taken, as required. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. As detailed in sections 4 and 5 of the report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. As detailed in section 4, inflationary and budget pressures this year increase the risk of overspend, however, we have mitigated this going forward through providing additional funds in future years’ budget strategy, and through the one-off use of reserves in the current year. There are also emerging underspends in employee costs (as detailed in section 4.3). 9.2. We will also continue to monitor the actual impact through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken, where appropriate. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) 17 October 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None 19
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List of Background Papers Financial Ledger and budget monitoring results to 7 October 2022 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 20
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Appendix 1a SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 7 October 2022 (No.7) Committee Annual Budget Annual Forecast Transfers Annual Forecast Variance Transfers Budget Proportion To 07/10/22 Actual to Period 7 07/10/22 Variance to 07/10/22 Departments: £m £m £m £m £m £m Community and Enterprise Resources 122.932 122.932 0.000 59.081 59.120 (0.039) over Facilities, Waste and Grounds 72.608 72.608 0.000 31.822 31.471 0.351 under Leisure and Culture Services 21.088 21.088 0.000 10.711 10.709 0.002 under Planning and Regulatory Services 5.017 5.017 0.000 2.408 1.945 0.463 under Enterprise and Sustainable Development 7.214 7.214 0.000 2.771 2.766 0.005 under Roads, Transportation and Fleet 17.005 17.005 0.000 11.369 12.229 (0.860) over Education Resources 388.673 388.673 0.000 177.969 177.969 0.000 - Education 388.673 388.673 0.000 177.969 177.969 0.000 - Finance and Corporate Resources 41.992 41.992 0.000 27.663 27.663 0.000 under Finance Services - Strategy 2.023 2.023 0.000 1.933 1.907 0.026 under Finance Services - Transactions 18.840 18.840 0.000 12.002 11.891 0.111 under Audit and Compliance Services 0.355 0.355 0.000 0.310 0.310 0.000 - Information Technology Services 5.082 5.082 0.000 4.930 4.993 (0.063) over Communications and Strategy Services 3.196 3.196 0.000 1.647 1.747 (0.100) over Administration and Licensing Services 4.113 4.113 0.000 2.369 2.531 (0.162) over Personnel Services 8.383 8.383 0.000 4.472 4.284 0.188 under Housing and Technical Resources 17.191 17.191 0.000 12.695 12.695 0.000 - Housing Services 8.467 8.467 0.000 4.970 4.949 0.021 under Property Services 8.724 8.724 0.000 7.725 7.746 (0.021) over Social Work Resources 211.397 211.397 0.000 106.775 106.763 0.012 under Performance and Support Services 6.500 6.500 0.000 3.382 3.130 0.252 under Children and Families 38.828 38.828 0.000 20.042 21.045 (1.003) over Adults and Older People 165.201 165.201 0.000 82.979 82.331 0.648 under Justice and Substance Misuse 0.868 0.868 0.000 0.372 0.257 0.115 under Joint Boards 2.152 2.152 0.000 1.051 1.051 0.000 - 784.337 784.337 0.000 385.234 385.261 (0.027) over Committee Annual Budget Annual Forecast Transfers Annual Forecast Variance Transfers Budget Proportion To 07/10/22 Actual to Period 7 07/10/22 Variance to 07/10/22 £m £m £m £m £m £m Service Departments Total 784.337 784.337 0.000 385.234 385.261 (0.027) over CFCR 0.514 0.514 0.000 0.000 0.000 0.000 - Loan Charges 35.041 35.041 0.000 0.000 0.000 0.000 - Corporate Items 31.292 31.292 0.000 0.048 0.048 0.000 - Corporate Items – Strategy (Tfr to Reserves) 17.420 17.420 0.000 0.000 0.000 0.000 Investments – 2022/23 (Tfr to Reserves) 1.700 1.700 0.000 0.000 0.000 0.000 Total Expenditure 870.304 870.304 0.000 385.282 385.309 (0.027) over Council Tax 167.437 167.437 0.000 83.718 83.718 0.000 - Less: Council Tax Reduction Scheme (23.263) (23.263) 0.000 (11.631) (11.631) 0.000 - Net Council Tax 144.174 144.174 0.000 72.087 72.087 0.000 - General Revenue Grant 238.283 238.283 0.000 119.141 119.141 0.000 - Non-Domestic Rates 422.591 422.591 0.000 211.295 211.295 0.000 - Transfer from Reserves 65.256 65.256 0.000 65.256 65.256 0.000 - Total Income 870.304 870.304 0.000 467.779 467.779 0.000 - Net Expenditure / (Income) 0.000 0.000 0.000 (82.497) (82.470) (0.027) over 21
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Appendix 1b SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 7 October 2022 (No.7) Budget Category Annual Budget Annual Forecast Annual Forecast Variance Budget Proportion To 07/10/22 Actual to Period 7 07/10/22 Variance to 07/10/22 Service Departments: £m £m £m £m £m £m Expenditure Employee Cost 585.359 585.359 0.000 282.591 279.744 2.847 under Property Costs 57.237 57.237 0.000 37.487 38.197 (0.710) over Supplies and Services 63.421 63.421 0.000 28.665 26.732 1.933 under Transport Costs 47.255 47.255 0.000 19.790 20.924 (1.134) over Administration Costs 15.947 15.947 0.000 8.198 8.291 (0.093) over Payments to Other Bodies 84.953 84.953 0.000 40.676 41.026 (0.350) over Payments to Contractors 231.404 231.404 0.000 100.922 101.886 (0.964) over Transfer Payments 6.724 6.724 0.000 4.389 4.534 (0.145) over Housing Benefits 65.107 65.107 0.000 29.971 29.971 0.000 - Financing Charges (controllable) 2.268 2.268 0.000 1.449 1.534 (0.085) over Total 1,159.675 1,159.675 0.000 554.138 552.839 1.299 under Service Departments Total 1,159.675 1,159.675 0.000 554.138 552.839 1.299 under CFCR 0.514 0.514 0.000 0.000 0.000 0.000 - Loan Charges 35.041 35.041 0.000 0.000 0.000 0.000 - Corporate Items 31.292 31.292 0.000 0.048 0.048 0.000 - Corporate Items – Strategy 17.420 17.420 0.000 0.000 0.000 0.000 - 22/23 Investments – T/f to Reserves 1.700 1.700 0.000 0.000 0.000 0.000 - Total Expenditure 1,245.642 1,245.642 0.000 554.186 552.887 1.299 under Income Housing Benefit Subsidy 60.158 64.158 0.000 28.512 28.512 0.000 - Other Income 315.180 315.180 0.000 140.392 139.066 (1.326) under rec Council Tax (Net of Council Tax Reduction Scheme) 144.174 144.174 0.000 72.087 72.087 0.000 - General Revenue Grant 238.283 238.283 0.000 119.141 119.141 0.000 - Non-Domestic Rates 422.591 422.591 0.000 211.295 211.295 0.000 - Transfer from Reserves 65.256 65.256 0.000 65.256 65.256 0.000 - Total Income 1,245.642 1,245.642 0.000 636.683 635.357 (1.326) under rec Net Expenditure / (Income) 0.000 0.000 0.000 (82.497) (82.470) (0.027) over 22
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Appendix 2 SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 7 October 2022 (No.7) Housing Revenue Account Annual Budget Forecast for Year Annual Forecast Variance Budget Proportion to 07/10/22 Actual to Period 7 07/10/22 Variance to 07/10/22 % Note £m £m £m £m £m £m Employee Costs 13.914 13.914 0.000 6.880 6.789 0.091 under 1.3% 1 Property Costs 46.906 46.906 0.000 29.080 29.074 0.006 under 0.0% Supplies & Services 0.609 0.609 0.000 0.225 0.224 0.001 under 0.4% Transport & Plant 0.195 0.195 0.000 0.088 0.070 0.018 under 20.5% Administration Costs 5.644 5.644 0.000 2.902 2.911 (0.009) over (0.3%) Payments to Other Bodies 3.030 3.030 0.000 1.375 1.375 0.000 - 0.0% Payments to Contractors 0.100 0.100 0.000 0.057 0.081 (0.024) over (42.1%) Transfer Payments 0.000 0.000 0.000 0.000 0.000 0.000 - n/a Financing Charges 26.050 26.050 0.000 22.367 22.367 0.000 - 0.0% Total Controllable Expenditure 96.448 96.448 0.000 62.974 62.891 0.083 under 0.1% Total Controllable Income (112.000) (112.000) 0.000 (50.448) (50.456) 0.008 over recovered 0.0% Transfer to/(from) Balance Sheet (2.773) (2.773) 0.000 (1.386) (1.295) (0.091) under recovered (6.6%) 2 Net Controllable Expenditure (18.325) (18.325) 0.000 11.140 11.140 0.000 - 0.0% Add: Non Controllable Budgets Financing Charges 18.325 18.325 0.000 0.000 0.000 0.000 - 0.0% Total Budget 0.000 0.000 0.000 11.140 11.140 0.000 - 0.0% Variance Explanations 1. Employee Costs The underspend is due to higher than anticipated staff turnover to date. 2. Income The net combined underspend to date allows for a lower than anticipated transfer from reserves. 23
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Programme 2022/2023 Update and Monitoring for Period 7 – 1 April 2022 to 7 October 2022 1. Purpose of Report 1.1. The purpose of the report is to:- update the Executive Committee of progress on the General Fund Capital Programme and the Housing Capital Programme for the period 1 April 2022 to 7 October 2022 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Period 7 position (ended 7 October 2022) of the General Fund Capital Programme, itemised at appendices 1 to 3, and the Housing Capital Programme at Appendix 4, be noted; (2) that the adjustments to the General Fund Programme, listed at Appendix 1, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. The attached statements to this report provide a summarised monitoring position as at 7 October 2022. Spending has been split into 2 separate sections: General Fund Capital Programme including Education, Social Work, Roads and Transportation and General Services (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2022/2023 Budget: The budget agreed at Executive Committee on 21 September 2022 was £97.057 million. A revised programme of £95.880 million is now anticipated, which includes adjustments to the programme totalling a net decrease of £1.177 million (as proposed in Appendix 1). 4.2. The main reason for the £1.77 million reduction is profiling adjustments proposed by Community and Enterprise Resources following a review of the anticipated timing of spend on both the Rural Business Centre, Lanark and the Vacant and Derelict Land funded allotment project at Cuningar Loop. 4 25
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4.3. As reported previously, the programme includes allocations for 3 significant projects where the level of spend in year had still to be confirmed. The projects and their budgets are Clyde Bridge (£6.5 million), Larkhall Leisure Centre (£9.550 million) and Levelling Up Fund Match Funding (£1.8 million). As highlighted in the last Capital Monitoring report to this Committee, it is unlikely that all of these funds will be spent this financial year. An update will be provided to the next meeting of this Committee (30 November 2022) as at that stage, the outcome of the tender exercise for Clyde Bridge will be known. 4.4. Period 7 Position: The programme spend and funding for the General Fund is summarised in appendices 2 and 3. As noted in 4.1, the total capital spending programme for the year is £95.880 million. 4.5. Budget for the period is £25.402 million and spend to the 7 October 2022 is £24.901 million, an underspend of £0.501 million. This is mainly due to the timing of spend within the Schools Information Communication Technology project within Education Resources. 4.6. Actual funding received to 7 October 2022 is £60.924 million. 4.7. Relevant officers will continue to closely monitor the generation of all income including receipts. 5. Housing Capital Programme 5.1. 2022/2023 Budget: Appendix 4 summarises the position on the Housing programme as at 7 October 2022. The revised capital programme for the year was £66.361 million, as approved by the Executive Committee on 24 August 2022. No changes to this budget are proposed in this report. 5.2. Programmed funding for the year also totals £66.361 million. The funding sources are also detailed in Appendix 4. 5.3. Period 7 Position: Budget for the period is £25.539 million and spend to 7 October 2022 amounts to £25.496 million, an underspend of £0.043 million. 5.4. As at 7 October 2022, £25.496 million of funding had been received. 5.5. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to the Executive Committee. 6. Employee Implications 6.1. There are no employee implications as a result of this report. 7. Financial Implications 7.1. The financial implications are contained in sections 4 and 5 of the report for the General Services and Housing capital programmes respectively. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 26
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9. Other Implications 9.1. The main risk associated with the Council’s Capital Programme is an overspend. There are detailed project management plans prepared and the risk of overspend on each project is monitored through four weekly investment management meetings. 9.2. The Council continues to experience material shortages, longer lead times and extraordinary inflationary price increases and it is anticipated that this will continue to impact the supply chain for the foreseeable future. The impact of this will continue to be monitored through the four weekly investment management meetings. Further updates will be reported in the coming months with any significant increases in contract values being brought to members’ attention. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. 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) 20 October 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 21 September 2022 List of Background Papers Capital Ledger prints to 7 October 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 27
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APPENDIX 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2022/2023 GENERAL SERVICES PROGRAMME FOR PERIOD 1 APRIL 2022 TO 7 OCTOBER 2022 Proposed Adjustments Community and Enterprise Resources Douglas Primary School – Floodlights Glenbuck and Douglas Football Academy have been awarded £0.016m from Clyde Windfarm and the Renewal Energy Fund to produce a Phase 1 feasibility and design report for the installation of floodlights at Douglas Primary School. Approval is sought to increase the 2022/2023 Capital Programme by £0.016m. £0.016m Halfway Park Play Area – Redevelopment Approval is sought to increase the 2022/23 Capital Programme by £0.049m to enable the redevelopment of Halfway Park Play Area. The overall project will total £0.174m and will be funded by a contribution from the SUEZ Community Fund (£0.049m) as well as funding set aside within existing Council capital budgets namely the Place Based Investment Fund (£0.100m) within Community and Enterprise Resources and a contribution from the Education Resources Early Years Programme (£0.025m) £0.174m (£0.100m) (£0.025m) Vacant and Derelict Land – Cuningar Allotments The 2022/2023 Capital Programme includes £0.652 million for this SLC managed project which will see the creation of up to 50 new allotments for food growing at Cuningar Loop – Phase 3, Rutherglen. The timescales for commencing this project have been impacted as a result of site access issues, with ongoing Clyde Gateway Urban Regeneration Company works taking priority at the same location. In addition, the identification of badger sets adjacent to the site has meant that ecological surveys now need to be undertaken. Approval is sought to slip £0.592 million into financial year 2023/2024 to reflect the revised timescales. (£0.592) Rural Business Centre, Lanark This funding of £0.800m was secured from the Scottish Government’s Regeneration Capital Grant Fund (RCGF) to create a Rural Business Centre in Lanark and would encompass new business office accommodation and community benefits. The original intention to site the facility at Braidfute Retail Park could not be progressed due to a change of ownership. The Scottish Government has confirmed their agreement to the Council’s request for an extension to deliver the Lanimer Shed and Rural Business Centre and after a detailed search an area of land at Lanark Racecourse has now been identified. Now that a design team is in place, the timescales for spend can be confirmed, and as a result, approval is sought to allow slippage of £0.650 million into financial year 2023/2024. (£0.650) TOTAL ADJUSTMENTS (£1.177m) 28
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2022/2023 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2022 TO 7 OCTOBER 2022 £m Total Budget (Executive Committee – 21 September 2022) 97.057 Proposed Adjustments – Period 7 (Appendix 1) (1.177) Total Revised Budget 95.880 Previous 2022/23 Budget Period 7 Proposed Adjustments Revised 2022/23 Budget Resource £m £m £m Community & Enterprise 64.540 (1.152) 63.388 Education 14.633 (0.025) 14.608 Finance & Corporate 3.695 - 3.695 Housing & Technical 8.486 - 8.486 Social Work 3.903 - 3.903 Other Match Funding 1.800 - 1.800 TOTAL CAPITAL PROGRAMME 97.057 (1.177) 95.880 29
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2022/2023 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2022 TO 7 OCTOBER 2022 2022/23 Original Estimate inc C/F 2022/23 Revised Budget 2022/23 Budget to 07/10/22 2022/23 Actual to 07/10/22 Expenditure £m £m £m £m General Fund Programme 95.232 95.880 25.402 24.901 Income 2022/23 Budget 2022/23 Revised Budget 2022/23 Actual To 07/10/22 £m £m £m Prudential Borrowing 55.416 50.140 34.040 Developers Contributions 6.552 7.145 6.837 Partners (Including High Blantyre Construction, SPT, Sustrans, and CARES) 1.745 3.865 1.462 Scottish Government: - Capital Grant 22.424 22.908 11.548 - Cycling, Walking and Safer Routes 2.154 2.887 0.000 - Vacant and Derelict Land 1.820 1.228 0.728 - Regeneration Capital Grant 1.720 1.370 0.157 - Town Centre Regeneration Fund 0.101 0.101 0.101 - Place Based Investment Programme 1.617 3.357 3.357 - Electric Vehicle Charging Infrastructure 0.118 0.118 0.089 - NSS Tec 0.000 0.040 0.040 Glasgow City Region City Deal 0.000 0.000 0.000 Capital Receipts 1.000 1.000 0.844 Specific Reserves 0.534 1.207 1.207 Revenue Contribution 0.031 0.514 0.514 TOTAL FUNDING 95.232 95.880 60.924 30
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APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2022/2023 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2022 TO 7 OCTOBER 2022 2022/23 Original Budget 2022/23 Revised Budget 2022/23 Budget to 07/10/22 2022/23 Actual to 07/10/22 £m £m £m £m Expenditure 2022/23 Budget Incl. adjustment from 2021/22 52.230 66.361 25.539 25.496 2022/23 Original Budget 2022/23 Revised Budget 2022/23 Actual to 07/10/22 £m £m £m INCOME Capital Receipts 0.000 7.311 0.000 Capital Receipts – Land Sales 0.000 0.000 0.013 Capital Funded from Current Revenue 26.050 26.050 22.334 Prudential Borrowing 22.018 26.462 0.000 Scottish Government Specific Grant: - New Build 2.242 4.048 3.094 - Open Market Purchase Scheme 1.800 2.370 0.000 - Mortgage to Rent 0.120 0.120 0.055 52.230 66.361 25.496 31
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 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 (21 September 2022) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £0.283 million, as detailed at Appendix 1 of the report, be noted. [1recs] 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 at Appendix 1 to 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 £0.198 million has been identified for 2022/2023. Additional capital funding of £0.085 million has been identified for 2022/2023. Total funding identified is £0.283 million. 5.2. Resource budgets will be updated to reflect this additional funding as required and, where appropriate, details of spending plans will be presented to Resource Committees for approval. 5 33
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. There are no other implications in terms of the information contained in this report. 8. 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. 8.2. 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) 28 September 2022 Link(s) to Council Vision/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 21 September 2022 List of Background Papers Additional Funding Reports:- 25 August 2022 to 12 October 2022 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 34
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Appendix 1 Additional Revenue Funding Resource Description 2022/2023 £m 2023/2024 £m Total £m Method Community and Enterprise Community Led Local Development Initiatives 0.198 - 0.198 Scottish Government TOTAL REVENUE FUNDING 0.198 - 0.198 35
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Additional Capital Funding Resource Description 2022/2023 £m 2023/2024 £m Total £m Method Community and Enterprise Community Led Local Development Initiatives 0.085 - 0.085 Scottish Government TOTAL CAPITAL FUNDING 0.085 - 0.085 36
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Planning Update: Quarter 4 Progress Report 2021/2022; Annual Outcome Improvement Report; and Thematic Boards 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Executive Committee of progress made against the outcomes within the Community Plan 2017 to 2027 as at the end of March 2022 and provide an update on the Partnership’s Thematic Board structure as part of the review of Community Planning 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendations:- (1) that the progress made to date against the outcomes within the Community Plan 2017 to 2027 be noted (see Appendix 1); (2) that the content of the Annual Outcome Improvement Report (see Appendix 2) be noted; and (3) the recommended changes to Thematic Board activity identified through the work to review Community Planning as set out at Section 5 below are approved. 3. Background 3.1. The South Lanarkshire Community Plan was approved in October 2017 and sets out the priorities and outcomes for the partnership over 10 years from 2017 to 2027. 3.2. A report setting out the Community Plan Reporting Framework was approved by the Board on 5 September 2018. This report outlined a plan to meet the requirement to publish a Local Outcomes Improvement Plan Progress Report as required by the Community Empowerment Act. It was agreed that an Annual Outcome Improvement Report would be published alongside the Performance Progress report from IMPROVe. 3.3. The Board undertook a self-assessment which was facilitated by the Improvement Service during January/February 2019. Following approval of the Best Value Assurance Report by the Council in June 2019, an extended Community Planning Partnership (CPP) session took place on 11 September 2019 to consider the output of the facilitated self-assessment session along with the outcomes of the council’s Best Value Assurance Report. Since then, a variety of workshops have been held with the Board and representatives from the Thematic Partnership Boards. Work on the review ceased as partners responded to the COVID-19 pandemic, however, there’s a renewed focus on this work. 6 37
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3.6. This report provides a summary of the progress made against the Community Plan up to the end of March 2022 and in line with the target setting requirements of the Community Empowerment Act (stretch targets at years 1, 3 and 10), it sets out performance at year 5 of the Community Plan (see Appendix 1). It also includes the ‘Annual Outcome Improvement Report’ for 2021/2022 as detailed in Appendix 2. A new Community Plan 2022 to 2032 was approved by the Board on 22 June 2022, therefore, this report will be the final submission of the progress made against the Community Plan 2017 to 2027. The report also provides an update on Thematic Board activity as part of the wider review of Community Planning. A more detailed report on the review, as the partnership progresses this work, will follow. 4. Progress to date 4.1. The principles underpinning the framework remain to ensure that the Partnership Board receives clear performance reports which are produced to a common timescale and a common standard across the Partnership. 4.2. Community Plan Performance Highlights There is a significant amount of work being undertaken by the partnership across South Lanarkshire to reduce poverty, deprivation and inequality. The following gives examples of our performance where we have met targets in relation to some of the key areas of work that we are progressing:- Inclusive Growth: 1,934 residents with multiple complex barriers were supported into work, education or training (significant increase from 477 in 2020/2021) Financial Inclusion: South Lanarkshire Credit Union Adult Memberships has increased by 3.3% (24,385 members) Supporting Parental Employment and Childcare: Continued increase in the uptake of nursery places through Early Learning and Childcare for 2-year- old children rising from 471 children to 795 children Improving Housing: 98% of the council’s housing stock met the Energy Efficiency Standard for Social Housing (EESSH1), an increase from 93.88% Education, Skills and Development: 925 GradU8 opportunities were available (compared to 500 in 2020/2021) and 331 young people took part in the Foundation Apprenticeship Programme Health Inequalities: The Integrated Care Fund, through a partnership approach, funded 12 projects identifying a range of positive outcomes including health and wellbeing improvement and greater resilience and independence Safeguarding from Risk or Harm: Police Scotland and Medics against Violence delivered 25 drug education workshops to a total of 2,074 young people across targeted schools and areas in South Lanarkshire Improving the Local Environment and Communities: 4,786 Health Walks were delivered by the Get Walking Lanarkshire Programme during 2021/2022 4.3. The outcomes within the Community Plan are reported in full within this Quarter 4 report, using the latest information available. The report shows whether outcomes are being achieved to facilitate change and progress against the associated improvement actions. It also highlights progress on specific outcomes to inform good practice, learning and sharing across the Partnership. 4.4. The report uses a “traffic light” system to indicate if there are any concerns about whether a target will be reached or whether an action will be completed as intended. In general, a blue status indicates that the action to achieve change has been completed. A green status indicates that there are no concerns about meeting a target 38
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or achieving an action. Amber and red are used to flag up where there might be slippage or deviation from plans. The following definitions are used:- Status Definition Blue The action to achieve change has been completed Green On course to achieve the target or complete the action as planned/the timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target To be reported later For some measures, the statistics are not yet available to allow us to say whether the target has been reached or not. These will be reported when available Contextual A small number of measures are included for “information only”, to set performance information in context 4.5. The Community Plan outcomes report There are 120 measures within the Community Plan and there are 2 tables which give a summary of the progress towards the Community Plan outcomes. The tables are set out as follows:- No. Priority Measure Type Table 1 Overarching Objective: Tackling Poverty, Deprivation and Inequality Progress Summary of Statistical Measures Table 2 Overarching Objective: Tackling Poverty, Deprivation and Inequality Progress Summary of Interventions Table 1 – Overarching Objective: Tackling Poverty, Deprivation and Inequality Progress – Statistical overview Priority Status by year Total Blue Green Amber Red Report Later/Not Available 21-22 20-21 21-22 20-21 21-22 20- 21 21-22 20-21 21-22 20-21 21-22 20-21 Reducing Child Poverty 0 0 2 0 0 0 0 0 0 2 2 2 Reduction in Employment Deprivation 0 0 2 0 0 0 0 0 0 2 2 2 Reduction in Income Deprivation 0 0 2 0 0 0 0 0 0 2 2 2 Total 0 0 6 0 0 0 0 0 0 6 6 6 39
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Table 2 – Overarching Objective: Tackling Poverty, Deprivation and Inequality Progress - Interventions Priority Status by year Total Blue Green Amber Red Report Later/Not Available 21-22 20-21 21-22 20-21 21-22 20-21 21-22 20-21 21-22 20-21 21-22 20-21 Inclusive Growth 0 0 19 16 0 0 2 1 0 4 21 21 Financial Inclusion 1 0 9 9 2 2 0 0 0 1 12 12 Supporting Parental Employment and Childcare 0 2 7 2 1 0 0 0 0 4 8 8 Improving Housing 1 1 13 14 2 0 0 0 0 1 16 16 Education, Skills and Development 0 0 7 7 1 1 0 0 0 0 8 8 Health Inequalities 2 0 16 9 3 0 1 0 0 13 22 22 Safeguarding from Risk or Harm 0 0 2 1 1 0 0 0 0 2 3 3 Improving Local Environment and Communities 4 0 16 16 3 6 1 1 0 1 24 24 Total 8 3 89 74 13 9 4 2 0 26 114 114 4.6. Of the 120 measures, 8 (7%) have been completed, 95 (79%) are judged to be on course to achieve the targets set, while 4 (3%) are judged to be considerably off target and a further 13 (11%) are judged to be slightly off target. There are no measures with contextual data or to be reported later. 4.7. It is important to note that the data within the report does not always refer to the current reporting year. What is shown is the most recent data available, on the strength of which a judgement is made about whether the targets set in the Community Plan are likely to be achieved. 4.8. Progress for the period ending Quarter 4, 2021/2022 for the overarching objective and priority themes have been summarised in the following tables. 4.9. Overarching Objective: Tackling Poverty, Deprivation and Inequality Number of measures Blue Green Amber Red Report Later/ Not Available Total 21-22 20-21 21-22 20-21 21-22 20-21 21-22 20-21 21-22 20-21 21-22 20-21 8 3 95 74 13 9 4 2 0 32 120 120 Red/ Amber measures There are 13 amber measures and 4 red measures for this priority. The amber and red measures are listed below with explanatory commentary. 40
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Inclusive Growth Change Required Action to achieve change Comments Red Increase number of business start ups Numbers of new enterprises/ businesses established The latest Business Demography figures from the Office for National Statistics (ONS) (2020) suggest that the number of new enterprises (based on VAT registrations) in South Lanarkshire has fallen for the first time in 3 years (by -135 over the last year that figures are available, 2019/2020) from 1,195 in 2019, down to 1,060 in 2020. Responsibility (Lead): Lanarkshire Economic Forum Partner action to improve the outcome The slight decrease in the number of new business startups is possibly due to general downturn in economic activity as a consequence of COVID-19 and of the transition to a new Business Gateway contractor. The Business Gateway contractor has been awarded additional funding from the Community Renewal Fund (UK Government Programme to support people and communities most in need to pilot programmes and new approaches) and tasked with focusing support in traditionally harder to reach localities in rural area and areas of high deprivation, together with a mobile business support engagement unit, with the challenge of increasing business startups in these areas. It is hoped that these new initiatives with reverse the negative trend in startups recorded recently. Change Required Action to achieve change Comments Red Increase number of business start ups Numbers of new enterprises/ businesses sustained The latest Business Demography figures from the Office for National Statistics (ONS) (2020) indicates that the 3-year business survival rate in South Lanarkshire (or businesses first registered in 2018 still trading in 2020) has fallen, dropping by -1.2% over the last 12 months, from 54.4% of businesses surviving 3 years (2016 to 2019), down to 53.2% of registered businesses surviving 3 years (2017 to 2020). According to the latest ONS Business Demography figures, the rate of 3-year business survivals in South Lanarkshire continues to run below the Scottish average (for the second consecutive year), with 53.2% of businesses registered in South Lanarkshire in 2017 still trading in 2020, -2.7% lower than the Scotland wide figure of 55.9%. Responsibility (Lead): Lanarkshire Economic Forum Partner action to improve the outcome The new Business Gateway contractor, Elevator, which has just completed its first year of delivery in Lanarkshire, is specifically tasked with increasing business start-ups and also to increase the business survival rate. In addition, the Economic Development Service has refocused SLC business support grant funding towards improving these areas of performance with a new agile small grant, widening the scope from £10k up to £20k sustainability and growth grants and a new start up grant administered through Business Gateway. Additional Economic Development resources have also been secured with new officers with a focus on some key sectors including improved marketing and promotion, developing business networks and encouraging inward investment which, it is hoped will see these statistics improve over the next 3 years. 41
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Financial Inclusion Change Required Action to achieve change Comments Amber Maximise uptake of benefits and entitlements for low income households Review and promote the Money Matters/NHS Lanarkshire Telephone Advice Line referral process and service for pregnant women and families with young children, increasing referrals by 5% of the 2020/21 rate by March 2022 Whilst the 5% increase was not met, primarily due to the pandemic, there was still an increase in referrals compared to the previous year with the service generating significant financial gains for clients, these being in the region of £1.5m. This demonstrates the effectiveness and value of the service and the importance of it to the vulnerable client base it serves. The service is still operating and is highly successful, providing an excellent return on investment in relation to the number of new or expectant mothers it helps and in generating financial returns for those clients. It is also a key service in helping tackle child poverty. Responsibility (Lead): Health and Social Care Partnership Partner action to improve the outcome This target has not been met due to the pandemic and restrictions that have been in place. The service is currently exploring with NHS Lanarkshire the scope to extend the energy support project for households on prepaid meters and the Financial Wellbeing Support Fund to GP surgeries to allow Community Link Workers to make referrals for patients who are experiencing financial hardship. Change Required Action to achieve change Comments Amber Promote and encourage savings Sustain the number of young people who are members of the Credit Union The level of junior memberships across South Lanarkshire has dropped marginally over the past year (by -3.9% or -279 members), from 7,203 at 31 March 2021, down to 6,924 at 31 March 2022. The drop in junior memberships has been attributed to the continued lack of promotional activity in schools, but several of the local Credit Unions are hopeful that this trend will be reversed once school contacts can be re-established. Although the 2021/2022 figures confirm that there has been a decline in junior memberships, the level of junior shares at the South Lanarkshire Credit Unions has continued to increase. The amount being saved by young people is up by more than a quarter (+25.7%) over the past year, from £1.64 million at 31 March 2021, up to £2.04 million in junior shares at 31 March 2022, the highest figure on record. Responsibility (Lead): Getting it Right for South Lanarkshire Children’s Partnership Board Partner action to improve the outcome The drop in junior memberships has been attributed to the continued lack of promotional activity in schools over the past two years. Several local Credits Unions are intending to re-establish school activity over the next school year, however, once COVID-19 restrictions are fully lifted. Local Credit Unions are hopeful that re-starting work in schools will reverse the recent drop in trends. 42
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Supporting Parental Employment and Childcare Change Required Action to achieve change Comments Amber Support low income parents (in particular women) to progress to and sustain employment in well paid jobs Increase the income of 50 employed parents within their Workplace 41 employees successfully increased their hours and ensured job security within the workplace. Parents continue engaging with the service, longer term reporting of results will be captured in 2022/2023. Responsibility (Lead): Lanarkshire Economic Forum Partner action to improve the outcome It has been found that some employers are unable to offer enhanced hours until courses are complete. This has slightly impacted the predicted target. Moving forward, the council’s Employability Team will be working with employers to ensure that in work progressions are in place at the earliest possible opportunity. Improving Housing Change Required Action to achieve change Comments Amber Improve housing conditions and local housing affordability Build 5,290 new homes by 2022 (1,000 new council houses by 2021; a further 500 affordable homes by 2021; 3,790 new private sector homes by 2022) 657 additional homes for social rent were delivered across South Lanarkshire in 2021/2022. This included 604 new build council and RSL properties and an additional 53 homes secured through the council’s Open Market Purchase Scheme. The council aims to meet its wider target to deliver 1,000 additional council homes later in 2022/2023, with a further 156 due to be completed later this year. Initially expected for delivery by 2021, delays to the programme occurred as a result of the COVID-19 pandemic and more recently as a result of wider issues impacting the supply of materials for developers. In relation to the private sector, a total of 5,574 new homes have been completed since 2017-18 in South Lanarkshire, including 1,028 in 2021-22. To ensure progress continues to be made, the council has ensured there is a five-year housing supply in place through the Local Development Plan to meet any future demand for housing. Responsibility (Lead): Housing and Technical Resources, South Lanarkshire Council Partner action to improve the outcome South Lanarkshire Council continues to increase the number of affordable homes available for rent in South Lanarkshire despite the challenges presented by the COVID-19 pandemic and other external factors impacting the construction industry. The council is working closely with key partners including the Scottish Government, Registered Social Landlords and developers to ensure as many high quality, affordable new homes can be delivered as possible, contributing to the wider targets set. In addition, the council continues to make full use of its Open Market Purchase Scheme to purchase suitable properties from the private sector and utilise them for social rent across all areas of South Lanarkshire. 43
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Change Required Action to achieve change Comments Amber Prevent and reduce impact of homelessness (linking to Rapid Rehousing Transition Plan) Achieve the annual target of homes directed to homeless households as set out within Local Letting Plans and agreed with HomeFinder partners 53% of council lets and 33% of HomeFinder Registered Social Landlords (RSLs) lets were directed to homeless households during 2021- 22. This was slightly below the agreed target of 55% for the council and for HomeFinder RSLs, below the average target of 48%. Responsibility (Lead): Housing and Technical Resources, South Lanarkshire Council Partner action to improve the outcome The council and its HomeFinder partners will continue to work together to meet the housing needs of homeless households across South Lanarkshire. While the challenging targets set for lets to homeless households during 2021/2022 were not met, the actual number of vacant properties let to homeless households during the year increased when compared to the previous year. In 2020/2021, the council allocated 1,030 properties to homeless households, compared with 1,154 during 2021/2022. Similarly, HomeFinder Registered Social Landlords partners allocated 114 properties to homeless households in 2020/2021, compared with 136 during 2021/2022. Education, Skills and Development Change Required Action to achieve change Comments Amber Life chances of young people in the most deprived communities are improved Continue to work to close the gap in outcomes for the young people in the most deprived 20% data zones and their peers in the least deprived 20% data zones Although the positive destination rate for those in the most deprived datazones has increased, the gap has widened slightly from 6.3% to 6.4% from the previous year. The positive destination rate for young people in the most deprived 20% datazones rose in 2019/2020 from 90% to 92% in 2020/2021, however, the rate increased more for those in the least deprived 20% datazones. Examination of the destination data shows that young people from the 20% most deprived datazones are over-represented within the group of young people entering a negative destination. 43% of those with a negative destination are from deprived datazones – 55 young people out of 127 in negative destinations within the School Leaver Destination Return (SLDR) cohort. For some schools, the proportion is as high as 83%. Responsibility (Lead): Getting it Right for South Lanarkshire Children’s Partnership Board Partner action to improve the outcome The Youth Employability Team will hold meetings with the schools with the highest gaps to review the destination planning processes and identify improvement actions. The team is also working closely with SDS to carry out ongoing post-school tracking including home visits to identify and support young people in negative post-school destinations. 44
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Health and Inequalities Change Required Action to achieve change Comments Red Improve health during pregnancy 40% of eligible women (BMI of 30 or more) are referred to the Healthy Lifestyle in Pregnancy Service by March 2022 A blended model was adopted following the pandemic from May 2020 whereby service users are given the option to attend virtually via the NHS Near Me platform. In terms of progress towards the key performance indicators, in 2021/2022, 15% of eligible women (BMI of 30 or more) were referred to the service which falls short of the target of 40%. During this period, awareness raising and update training sessions for staff have been unable to take place due to staff capacity to attend training. Maternity staff have also had periods of reduced face to face activity due to restrictions and have not had the same opportunity to discuss referral to the service. Responsibility (Lead): Health and Social Care Partnership Partner action to improve the outcome During the period of reporting, pressures in the health system in responding to the COVID-19 pandemic meant that staff were unable to be released for awareness raising and training sessions to promote referral to the service. Maternity Services also had periods of reduced face to face activity due to the social restrictions and so there was reduced contact with patients and so fewer opportunities to discuss referral to the service. It is anticipated that awareness raising and training for staff will resume as we recover from the pandemic and increased contact with patients will increase referral opportunities towards the target goal. Change Required Action to achieve change Comments Amber Improve health during pregnancy 30% of eligible women referred to the Healthy Lifestyle in Pregnancy Service (opt-in) and who engage with the service by March 2022 Of the 15% of eligible women referred to the service, 22% engaged. As above, maternity staff have had reduced face to face activity due to restrictions and have not had the same opportunity to encourage engagement beyond referral. A service evaluation took place to ascertain if the blended model approach was suitable and meeting the needs of the service users. It was found that the reduced need for travel, convenience of being able to attend appointments from their own home and the ability to still see health professionals on screen at times when restrictions were in place were hugely supportive and beneficial of this approach. A number highlighted that they were pleased the Healthy Lifestyle in Pregnancy support had continued in some format throughout the pandemic, especially when so many other services had proven difficult to engage with. Responsibility (Lead): Health and Social Care Partnership Partner action to improve the outcome As above, resuming normal service will increase referrals to the Healthy Lifestyle in Pregnancy Service and the service will work with maternity colleagues to look at barriers to engagement and explore how these can be reduced and engagement promoted. 45
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Change Required Action to achieve change Comments Amber Empowering communities to improve their own health and wellbeing Relaunch the Building and Celebrating Communities in the second quarter (April - June) of 2021 through the introduction of an identifiable coordinator to lead on engaging with communities to support and build more proactive, inclusive and collaborative engagement within local communities, providing support to enable the identification of improvements to localised health and wellbeing. The Building and Celebrating Communities (BCC) Coordinator post was filled in July 2021. Since then, there has been a considerable effort to re- introduce the BCC ethos across the South Lanarkshire area and Health and Social Care Partnership. This includes working with the National Development Team for Inclusion (NDTi) and the Community Led Support (CLS) programme piloted in Clydesdale. The BCC provision now sits with an agreed model of asset-based community development. BCC grants are targeted to commence May 2022. BCC Grants are targeted to: Community Groups, Voluntary Organisations and Community Interest Companies who support individuals with long term unemployment, individuals with long term physical or mental disabilities, individuals with poor physical or mental health, young or single parents, elderly individuals with little to no support system, vulnerable adults and children, young people and individuals who are socially isolated. Responsibility (Lead): Health and Social Care Partnership Partner action to improve the outcome A BCC Coordinator has now been appointed and good progress is now being made to take forward this agenda and a revised target of May 2022 has been set to issue grants. 46
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Change Required Action to achieve change Comments Amber Empowering communities to improve their own health and wellbeing Establish 10 newly funded service initiatives to support communities to take responsibility for their own health, care and wellbeing needs in each of the HSCP localities by April 2022 As a result of various COVID restrictions, this target has not been met and no grants have been issued to date. However, the application process is live and applications have been received. VASLan is now inviting applications from organisations and community groups across South Lanarkshire to apply for the small grant scheme Building and Celebrating Communities (BCC) programme. It is a programme to get the community groups and grassroots organisations to get BCC appropriate initiatives off the ground. The BCC programme is based on the principles of Asset- Based Community Development (ABCD). It challenges the wider traditional approaches that try to solve urban and rural development challenges by focusing on the needs and deficiencies of individuals, and communities. The principles demonstrate that people, local assets, and individual strengths are keys to ensuring sustainable community development and that people have a life of their choosing. Open for Application: Building and Celebrating Communities (BCC) small grant scheme | Voluntary Action South Lanarkshire (vaslan.org.uk) Responsibility (Lead): Health and Social Care Partnership Partner action to improve the outcome This target has not been met due to the pandemic and restrictions that have been in place. It is hoped further initiatives can be identified in the coming months as restrictions ease and community groups are re-established. 47
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Safeguarding from Risk or Harm Change Required Action to achieve change Comments Amber Reduce numbers of direct and indirect victims of domestic abuse. Prevalence in deprived areas nearly double the average. Focus on promoting health and positive relationships Maintain a minimum of 10 schools participating in the Mentors in Violence Prevention Programme in order to achieve longer term prevention and reduction of domestic abuse Nine secondary schools are currently running the Mentors in Violence Prevention (MVP) programme. Training has been arranged for May 2022 for an additional 4 secondary schools to introduce the programme in academic year 2022/2023. In addition to this, the identified Social Emotional and Behavioral Needs establishment will also attend this training to consider how the programme can be integrated to their specific needs. An implementation plan is now in place to ensure that the remaining 5 secondary schools will undertake the training in Autumn 2022 to enable implementation in those establishments in academic year 2023/2024. The full evaluation of materials for Additional Support Needs schools is still being awaited from Education Scotland and this will progress as appropriate in due course. Responsibility (Lead): Community Safety Partnership Partner action to improve the outcome The Gender-Based Violence Development Officer has been working closely with colleagues in Education Resources to ensure an implementation plan is in place for progression of MVP in all schools across South Lanarkshire. By August 2022, 13 secondary schools will have implemented the MVP Programme which will bring the status from amber to green. The delay in this progression was a result of school closures throughout the pandemic. 48
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Improving Local Environment and Communities Change Required Action to achieve change Comments Red Continuous improvement to environmental quality and communities living more sustainably Development of South Lanarkshire’s Open Space Strategy by March 2023 to support the Planning for Place agenda An audit of South Lanarkshire’s existing open space has commenced; however, progress has been affected by the resources available. At the same time, the Scottish Government published a consultation on draft regulations for the preparation of Open Space Strategies (OSS) in December 2021. It is anticipated that this will be finalised by the end of 2022 which will possibly result in the timescales for completing the OSS will be delayed. Responsibility (Lead): Sustainable Economic Growth Board Partner action to improve the outcome The associated Regulations on the preparation of Open Space Strategies are unlikely to be approved by the Scottish Government until the end of 2022 at the earliest. As a result, the legislation covering OSS has not yet come into force. The recent consultation provides a broad understanding of what the OSS is to include and its format as well as the extent of public consultation and engagement that will be required as part of the preparation process, so work will continue on this basis. The audit and analysis of existing open space has been progressing with the aid of officers in Countryside and Greenspace, however, this has slowed recently due to capacity issues in that service. It is expected recruitment will take place to address this in the coming months and it is anticipated that this work will be completed by the end of 2022. In addition, resourcing in the Planning Policy Team has increased recently following the appointment of a temporary graduate officer. Change Required Action to achieve change Comments Amber Progress/ deliver prioritised access improvements to bus and rail Consider support for innovative and sustainable methods of improving the accessibility of rural public transport support for innovative and services and look to support community-centred approaches Workshops for community groups who may be interested in running community Electric Vehicle (EV) pool cars were scheduled for March 2022 but were delayed and have been rescheduled to the proposed Rural Conference on 26 October 2022. In the meantime, as an alternative to the workshops, groups that are delivering EV cars are being linked to those that may want to run them. Responsibility (Lead): Lanarkshire Economic Forum Partner action to improve the outcome Discussions with Scotrail and SPT over improving links and connections and raising awareness of the opportunity of community electric pool car opportunities will continue in 2022 and support of existing projects will continue. Support for community based transport opportunities using innovative funding and delivery. We will continue to investigate options of support from the UK Shared Prosperity Fund, Community Led Local Development and windfarm funding. 49
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Change Required Action to achieve change Comments Amber Increase Digital Inclusion Increase public Wi-Fi access across community facilities, including libraries Work to install public wi-fi in community facilities was delayed due to the COVID-19 pandemic, this is now underway in priority sites which includes: Surveys completed, equipment on order and installed by December 2022 within Burnbank Burgh Hall/Library; Hillhouse Community Centre/Library; Fairhill Integrated Facility; Blantyre Library; Fernhill Community Centre; and Halfway Library. Work has been completed at Springhall Community Hall. Responsibility (Lead): Lanarkshire Economic Forum Partner action to improve the outcome Wi-fi surveys of the priority sites have been conducted and orders have been placed for the installation work. Change Required Action to achieve change Comments Amber Ensure communities are more actively involved in local decision making New community partnerships to engage with neighbourhood representative groups will be co-designed in each locality area by December 2020 Community Partnerships in Clydesdale and Cambuslang/ Rutherglen areas are in place. Partnerships in the East Kilbride and Hamilton areas are in development. Responsibility (Lead): Community Planning Partnership Board Partner action to improve the outcome Work is progressing to develop the partnerships in the two remaining localities, at an appropriate pace to reflect the needs of the localities. Formalisation of the Terms of Reference is expected by the end of 2022. 4.10. Detailed progress against all outcomes and the related interventions contained within the Community Plan is noted within the Quarter 4 Outcomes Progress Report at Appendix 1. 5. Thematic Group Update – Review of Community Planning 5.1. As part of its commitment to deliver Community Planning, the council has hosted and provided Elected Member and administrative support for some of the Boards of the Community Planning Partnership. An overview of the current high level Boards/Groups supported by the council and their status is set out at Table 1 below. Table 1: Group Current status Community Justice Partnership Business as usual Corporate Connections Board (Youth Partnership) Meetings ceased pending CPP review findings Corporate Parenting Partnership Board (Promise Board) Business as usual 50
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Group Current status Getting It Right for South Lanarkshire’s Children Partnership Board Meetings ceased pending CPP review findings Safer South Lanarkshire Board (Community Safety Partnership) Business as usual South Lanarkshire Integration Joint Board (South Lanarkshire Health and Social Care Partnership) Business as usual Sustainability Partnership No longer meets Sustainable Economic Growth Board No longer meets 5.2. A root and branch review of all partnership groups and plans has been carried out to help inform the Community Planning review process and the revised Community Planning structures will be aligned with the new Community Plan. Whilst this work is being progressed, the Board has agreed the following, interim Thematic Board structure:- 1. Board/Group meetings will continue for: the Safer South Lanarkshire Board; South Lanarkshire Health and Social Care Partnership Board; Community Justice Partnership and the Promise Board. 2. Getting it Right for South Lanarkshire’s Children Board and the Corporate Connections Board (formerly known as the Youth Partnership) meetings will cease. 3. It was acknowledged that the Sustainability Partnership Board and the Sustainable and Inclusive Economic Growth Partnership Board had stopped meeting. 5.3. The committee is asked to note that work continues to be delivered for the Boards set out at items two and three above through existing/new partnership groups and progress is reported to the Partnership Board. When the new Community Planning structure including Boards have been agreed by the Community Planning Board, their recommendations will be submitted to committee for consideration. 5.4. Committee is asked to approve the Board’s recommendation to retain the meetings of the groups set out at 5.2., item 1 above; to cease meetings of the Boards as set out at item 2; and to note the update provided at item 3. 5.5. The purpose of the revision is to ensure the structure is efficient and fit for purpose to deliver the ambitions and priorities of the new Community Plan, which is fully aligned to the Council Plan in values and priorities. 5.6 In line with the aspirations of the administration document “New Hope, New Leadership” which sets out shared priorities for the future, work is underway to review the governance and leadership of local economic development, including the potential establishment of a thematic board dealing with the green economy. This review will prioritise innovative approaches to wealth building and the transition to net zero, while ensuring the correct strategic fit with the newly developed pan-Lanarkshire Economic Forum. The local partners will be involved in the development of this approach to economic transformation. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 51
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8. Climate Change, Sustainability and Environmental Implications 8.1 There are no significant implications for climate change or sustainability in terms of the information contained in this report. 9. Other Implications 9.1. There are no risk issues associated with the content of this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. Paul Manning Executive Director (Finance and Corporate Resources) 5 October 2022 Links to Council Values/Priorities/Outcomes Links to all Council Values/Priorities/Outcomes Previous References Executive Committee – Community Plan Quarter 4 Progress Report 2020/2021 – 3 November 2021 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Rhonda Leith, Community Engagement Manager Extension: 5783 (Tel: 01698 455783) Email: rhonda.leith@southlanarkshire.gov.uk 52
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Progress Report Community Plan 2017-2027 Quarter 4 - 2021-22 6 53
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Summary - number of measures green, amber, red, contextual and to be reported later under each Priority Priority Measures Status Total Green Amber Red Blue To be reported later Tackling Poverty, Deprivation and Inequality 6 0 0 0 0 6 Total 6 Summary - number of interventions complete, green, amber, red and to be reported later under each Priority Page 1 Priority Interventions Status Total Complete Green Amber Red To be reported later Inclusive Growth 0 19 0 2 0 21 Financial Inclusion 1 9 2 0 0 12 Supporting Parental Employment and Childcare 0 7 1 0 0 8 Improving Housing 1 13 2 0 0 16 Education, Skills and Development 0 7 1 0 0 8 Health Inequalities 2 16 3 1 0 22 Safeguarding from Risk or Harm 0 2 1 0 0 3 Improving Local Environment and Communities 4 16 3 1 0 24 Total 8 89 13 4 0 114 55
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Community Planning Partnership - Community Plan 2017-2027 Tackling Poverty, Deprivation and Inequality Page 2 Priority Outcome 1: Reducing Child Poverty in South Lanarkshire --- LATEST --- ------------ TARGETS ------------ Outcome Indicator Comments Status Baseline Data Data Period Med (3 yr) Long (10 yr) Reduce the proportion of children who live in families with limited resources (after housing costs) The most recent figures 2017-19 (Scottish Household Survey (SHS) subset) suggest that the rate of children within families in South Lanarkshire (SL) suffering material deprivation (living in households with limited resources after housing costs) continues to run below the Scottish average, and the gap has widened, compared to last year. On this basis, performance over the last 12 months is evaluated as green. (Note, the Scottish Government has confirmed that it is uncertain that this data set will be updated at the local authority level in the future). Green 2014-16 South Lanarkshire 18.1% Scotland 20.4% Gap - +2.3% South Lanarkshire 15.1% Scotland 16.6% Gap +1.5% 2017-19 Maintain below the Scottish Average Maintain below the Scottish Average 56
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Community Planning Partnership - Community Plan 2017-2027 Tackling Poverty, Deprivation and Inequality Page 3 Priority Outcome 1: Reducing Child Poverty in South Lanarkshire --- LATEST --- ------------ TARGETS ------------ Outcome Indicator Comments Status Baseline Data Data Period Med (3 yr) Long (10 yr) Reduce the proportion of children who live in families that are unable to afford the basic necessities The Children in Families with Limited Resources across Scotland (CFLRS) was originally developed as a set of experimental statistics, based on analysis of datasets/ selected responses from the Scottish Household Survey (SHS) and are designed to provide estimates of the proportion of children in families with limited resources by council area. The most recent publication of this data set (2017-19) didn’t contain any data on children who live in families that are unable to afford the basic necessities and at this stage (2022) the Scottish Government have confirmed that there are no plans to publish this in the future. On this basis, this measure has been evaluated as green. Green 2014-17 South Lanarkshire 32.8% Scotland 33.6% Gap + 0.8% No update from the 2017-19 SHS data set available N/A Maintain below the Scottish Average Maintain below the Scottish Average 57
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Community Planning Partnership - Community Plan 2017-2027 Tackling Poverty, Deprivation and Inequality Page 4 Priority Outcome 2: Reduction in Employment Deprivation --- LATEST --- ------------ TARGETS ------------ Outcome Indicator Comments Status Baseline Data Data Period Med (3 yr) Long (10 yr) Reduce the proportion of working age residents who are employment deprived across South Lanarkshire and reduce the Gap between the South Lanarkshire rate and the Scottish average The data used for this measure is sourced from the SIMD which is re-worked every 4 years. The last update of the SIMD was in 2020, so the next release of new data will not be available until 2024 at the earliest. Comparing the results of the last two (SIMD’s 2016 and 2020), the percentage of employment deprived residents in South Lanarkshire has reduced between the SIMD 2016 and the SIMD 2020, from 11.9% down to 9.7%. The SIMD 2020 figures also suggest that the gap between the SL employment deprivation rate and the Scottish average has closed significantly (by -0.7%) since 2016, from a +1.1% gap in the SIMD 2016 (or a 11.8% rate in South Lanarkshire, against a 10.8% rate in Scotland), down to a +0.4% gap in SIMD 2020 (or a 9.7% rate in South Lanarkshire, against a 9.3% rate in Scotland). The medium and long-term targets for this measure talk about reducing the number of employment deprived adults by 3% and 9% respectively. If this method of assessment is used then both targets (3% and 9%) have been achieved, with the number of employment deprived adults in South Lanarkshire, dropping by -18% between the SIMD 2016 and SIMD 2020, from 23,935 adults employment deprived in 2016, down to 19,617 adults employment deprived in 2020. Green SIMD 2016 South Lanarkshire – 11.9% (23,935) Scotland – 10.8% Gap +1.1% SIMD 2020 South Lanarkshire - 9.7% (19,617) Scotland - 9.3% (+0.4% gap between SL and the Scottish average) -18% fall in employment deprived population between 2016 and 2020 2020 Seek to deliver 3% fall in numbers of employment deprived Seek to deliver 9% fall in numbers of employment deprived 58
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Community Planning Partnership - Community Plan 2017-2027 Tackling Poverty, Deprivation and Inequality Page 5 Priority Outcome 2: Reduction in Employment Deprivation --- LATEST --- ------------ TARGETS ------------ Outcome Indicator Comments Status Baseline Data Data Period Med (3 yr) Long (10 yr) Reduce the proportion of working age residents who are employment deprived across South Lanarkshire and reduce the Gap between the 20% most deprived communities and South Lanarkshire The data used for this measure is sourced from the SIMD which is re-worked every 4 years. The last update of the SIMD was in 2020, so the next release of new data will not be available until 2024 at the earliest. The percentage of employment deprived residents in South Lanarkshire’s (most deprived 20% data zones) has fallen between the last two SIMD’s, from 23.6% in SIMD 2016 down to 19.5% in SIMD 2020. The gap between the percentage of working age adults who are employment deprived in the most deprived 20% data zones and the South Lanarkshire average has also reduced between the SIMD 2016 and the SIMD 2020. The gap has reduced from 11.7% in 2016 (11.9% of working aged adults employment deprived in South Lanarkshire, against 23.6% in the most deprived 20% data zones), down to 9.8% in 2020 (9.7% of working aged adults employment deprived in South Lanarkshire, against 19.5% in the most deprived 20% data zones in 2020). In this sense, the two aims of the measure e.g., to reduce employment deprivation in South Lanarkshire and to reduce the gap in employment deprivation between residents in the most deprived 20% data zones and the South Lanarkshire average have both been met, based on the comparison of the data from SIMD 2016 and SIMD 2020. Green SIMD 2016 South Lanarkshire 11.9% (23,935) Scotland - 10.8% 20% data zones - 23.6% (9,480) Gap 11.7% SIMD 2020 South Lanarkshire 9.7% (19,617) Scotland - 9.3% 20% data zones - 19.5% (7,800) Gap +9.8% 2020 Reduce the Gap between South Lanarkshire levels and those living in the worst 20% data zones Reduce the Gap between South Lanarkshire levels and those living in the worst 20% data zones 59
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Community Planning Partnership - Community Plan 2017-2027 Tackling Poverty, Deprivation and Inequality Page 6 Priority Outcome 3: Reduction in Income Deprivation --- LATEST --- ------------ TARGETS ------------ Outcome Indicator Comments Status Baseline Data Data Period Med (3 yr) Long (10 yr) Reduce the levels of income deprivation and the Gap between the South Lanarkshire rate and the Scottish average The data used for this measure is sourced from the SIMD which is re-worked every 4 years. The last update of the SIMD was in 2020, so the next release of new data will not be available until 2024 at the earliest. Comparisons between the results of SIMD 2016 and the SIMD 2020 confirm that the levels of income in South Lanarkshire amongst the population have fallen over the past 4 years, from 13.2% of the population in 2016 down to 12.8% in 2020. The gap in the percentage of the total population in South Lanarkshire and the Scottish average who are income deprived has also fallen between the last two SIMD’s, from a 0.9% gap recorded in 2016 (13.2% of the total population income deprived in South Lanarkshire, against the Scottish average figure of 12.3%), down to a 0.7% gap recorded in 2020 (12.8% of the total population income deprived in South Lanarkshire, against the Scottish average figure of 12.1%). Although the gap between the South Lanarkshire rate of income deprivation and the Scottish average has narrowed (by - 0.2%) between 2016 and 2020, the target of reducing the gap between the two to less than 0.5% has been narrowly missed by +0.2%. Green SIMD 2016 South Lanarkshire 13.2% (41,670) Scotland 12.3% Gap - 0.9% SIMD 2020 South Lanarkshire 12.8% (40,695) Scotland 12.1% Gap 0.7% 2020 Reduce the Gap between South Lanarkshire levels and the Scottish average to less than 0.5 of a percentage point Reduce the rate of deprivation in South Lanarkshire to at least the Scottish average 60
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Community Planning Partnership - Community Plan 2017-2027 Tackling Poverty, Deprivation and Inequality Page 7 Priority Outcome 3: Reduction in Income Deprivation --- LATEST --- ------------ TARGETS ------------ Outcome Indicator Comments Status Baseline Data Data Period Med (3 yr) Long (10 yr) Reduce the levels of income deprivation and the gap between the 20% most deprived communities and South Lanarkshire The data used for this measure is sourced from the SIMD which is re-worked every 4 years. The last update of the SIMD was in 2020, so the next release of new data will not be available until 2024 at the earliest. The percentage of income deprived residents in South Lanarkshire’s most deprived 20% data zones has reduced between SIMD 2016 and SIMD 2020, from 27% down to 25.7%. The gap between the percentage of the total population who are income deprived, between the South Lanarkshire average and residents in the most deprived 20% data zones has reduced over the last 4 years, dropping from a 13.8% gap in SIMD 2016 (13.2% of the total population income deprived in South Lanarkshire, against 27% in the most deprived 20% data zones), down to a 12.9% gap recorded in SIMD 2020 (12.8% of the total population income deprived in South Lanarkshire, against 25.7% in the most deprived 20% data zones in 2020). To date, the targets have been met. Green (SIMD 2016) South Lanarkshire – 13.2% of the population (41,670) 20% data zones – 27% (16,965) Gap – 13.8% SIMD 2020 South Lanarkshire – 12.8% of the population (40,695) 20% data zones – 25.7% (16,789) Gap – 12.9% 2020 Reduce the Gap between South Lanarkshire levels and those living in the worst 20% data zones Reduce the Gap between South Lanarkshire levels and those living in the worst 20% data zones 61
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Community Planning Partnership - Community Plan 2017-2027 Inclusive Growth Change Required Action to achieve change Comments Status Page 8 Increased commitment and efforts to promote fair work and tackle in-work poverty Delivery of South Lanarkshire Living Wage/Fair Work campaign The Living Wage Campaign Sub-Group (which is a pan Lanarkshire Group) meets on a regular basis and hosted an online event on 16 November 2021 (It’s time to get real: real Living Wage Lanarkshire) which had 24 employers in attendance. The event had speakers from South and North Lanarkshire Councils, NHS and employers/employees from both South and North Lanarkshire. Promotion of the Living Wage in general and the Living Wage Accreditation Discount Scheme is ongoing. Due to the COVID-19 pandemic and the time restraints that this caused, the Fair Work Campaign is no longer being progressed. Green Increase numbers of Living Wage Accredited local employers South Lanarkshire Council promotes and supports the Living Wage Accreditation Discount Scheme to the sum of £1,000 each per annum. The latest figures within South Lanarkshire show there are 118 living wage accredited employers (increase of 25 from previous year) with a total of 2,016 employees receiving an increase in their salary. Green Support the Lanarkshire Economic Forum in implementing coordinated partnership actions framed around the themes of People; Place; and Business to aid economic recovery The Lanarkshire Economic Forum (LEF) has met on several occasions and is now chaired by Professor Milan Radosavljevic, Vice Principal Research Innovation and Engagement of the University of the West of Scotland (UWS). Four sub-groups have been formed covering the themes: People; two skills and employability sub-groups, Place; and Business and these groups have met in order to discuss challenges and areas of mutual interest. Glasgow City Region Intelligence Hub has undertaken a review of Lanarkshire economic data, which includes comparisons with Scotland and Glasgow City Region, and reported this to the LEF. Each LEF member has provided input to actions being undertaken and to provide an opportunity of suggesting areas of potential collaboration. Sub-groups are tasked with considering further with a view to prioritising possible partnership, collaborative actions. The LEF will meet again on 19 May 2022. Green 62
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Community Planning Partnership - Community Plan 2017-2027 Inclusive Growth Change Required Action to achieve change Comments Status Page 9 Increase number of business start ups Numbers of new enterprises/businesses established The latest Business Demography figures from the Office for National Statistics (ONS) (2020) suggests that the number of new enterprises (based on VAT registrations) in South Lanarkshire has fallen for the first time in 3 years (by -135 over the last year that figures are available, 2019-2020) from 1,195 in 2019, down to 1,060 in 2020. Red Numbers of new enterprises/businesses sustained The latest Business Demography figures from the Office for National Statistics (ONS) (2020) indicates that the 3- year business survival rate in South Lanarkshire (or businesses first registered in 2018 still trading in 2020) has fallen, dropping by -1.2% over the last 12 months, from 54.4% of businesses surviving 3 years (2016-19), down to 53.2% of registered businesses surviving 3 years (2017-20). According to the latest ONS Business Demography figures, the rate of 3-year business survivals in South Lanarkshire continues to run below the Scottish average (for the second consecutive year), with 53.2% of businesses registered in South Lanarkshire in 2017 still trading in 2020, -2.7% lower than the Scotland wide figure of 55.9%. Red Increase the engagement of low income/unemployed residents in activity to support progress to and within work supporting economic recovery Number of residents progressing into sustainable employment At Quarter 4 2021-22, a total of 1,146 (59.25%) unemployed people entered employment. This is one of the highest job entry numbers/% seen over the last five years. Despite labour market challenges the number of people entering jobs has been an overall success. The investment of recruitment incentives and South Lanarkshire Council as an anchor institution directly linking employability programmes with our own recruitment needs will ensure local people are matched with council and partner job opportunities. Green Number of employees supported to upskill and progress within the workplace addressing in work poverty 184 employees were supported in the workplace. This included demand led and in work poverty delivery to support in work progressions leading to enhanced employment terms and conditions. Green 63
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Community Planning Partnership - Community Plan 2017-2027 Inclusive Growth Change Required Action to achieve change Comments Status Page 10 Support a youth guarantee to young people aged 16-24 into work, training or education Number of young people supported Young Persons Guarantee (YPG) employability delivery has been instrumental in tackling youth unemployment. Youth unemployment is at the lowest it’s been for some years. At the end of the financial year we supported 461 young people from the YPG Scottish Government funded provision. For a seventh consecutive month, the rate of claimant unemployment amongst 16-24 age group in South Lanarkshire (SL) is either below or in line with the rate of claimant unemployment for the general working age population (16-64). While 3.6% of the 16-24 population in SL are currently (April 2022) claimant unemployed, this is the same level as was recorded for the wider 16-64 population. Prior to September 2021, the rate of youth claimants in both SL and Scotland had always been higher than the rate of unemployment amongst the general working age population (16-64). The reversal of this trend, both locally and nationally, can be seen as evidence that recent COVID relief programmes targeted at reducing unemployment among the 16-24 population have been effective. Green Number of young people supported into work (including Employer Recruitment Incentives) A total of 317 (68%) job entry is high, again the investment of Kickstart and recruitment incentives has successfully aided labour market recovery for young people disproportionately affected. Green Number of young people supported into education or training A total of 74 (16%) young people progressed into education and training. Accessing training to support the ultimate goal of fair work once completed. Green Number of residents aged 16-24 progressing into Kickstart jobs A total of 148 Kickstart opportunities were created to support young people most affected by the pandemic. The opportunities ranged from digital/IT, admin, care, engineering, hospitality, health etc. Key employers included NHS, South Lanarkshire Council, other micros and Small and Medium-Sized Enterprises (SMEs). Green 64
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Community Planning Partnership - Community Plan 2017-2027 Inclusive Growth Change Required Action to achieve change Comments Status Page 11 Targeted at communities with high levels of employment and income deprivation and those with significant barriers to work such as substance misuse; disability; poor mental health and criminal convictions Number of residents with multiple complex barriers supported into work, education or training A total of 1,934 residents were supported throughout 2021- 22. A significant increase in engagements from the previous year (477). Green Ensure alignment and integration with key services such as health, financial inclusion, justice etc. A dedicated joint working agreement with Criminal Justice and Money Matters has been successful in joining up financial support and ensuring those with an offending history can benefit from the diverse range of employability services. A new Money Matters Advisor post in 2022-23 will support the connection with the Financial Inclusion Services including capturing additional information on the Advice Pro System to capture poverty indicators and issues as we see significant increases in living and energy costs. This will continue to be rolled out to wider connections throughout 2022-23. Green Improved physical connectivity to learning, jobs and business opportunities Following the conclusion of capital project tendering activity, prepare and submit Full Business Case documentation to the City Deal Programme Management Office seeking funding approval for education and transport projects at Community Growth Area locations in South Lanarkshire Full Business Case (FBC) for Jackton Primary School at the East Kilbride Community Growth Area has been completed and approved at the City Deal Chief Executive’s Group and City Region Cabinet in February 2022. Further FBC’s will be prepared as projects progress through the procurement process during 2022-23. Green 65
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Community Planning Partnership - Community Plan 2017-2027 Inclusive Growth Change Required Action to achieve change Comments Status Page 12 Supporting unemployment Deliver 300 Kickstart places supporting young people aged 16-24 into new and additional jobs supporting economic recovery by December 2021 Previously, 300 job opportunities were secured, however, this was reduced to 150 by DWP due to reductions in the supply of young people available for work unable to take advantage of the job opportunities. 148 Kickstart places were supported. The referrals to Kickstart were high, however, poor attendance and no shows at interviews were significantly high due to the economic conditions created by the pandemic. Therefore, there were no claimant conditionality imposed for jobseekers and increased Universal Credit payments resulted in a reduction in referrals. Whilst we had secured 148 job opportunities the supply of recruits was low and in line with the wider labour market issues, where employers face challenges and continue to have difficulties filling their employment opportunities. Green Deliver a youth guarantee for 450 young people aged 16-24 progressing them into employment, training, volunteering or education by 31 March 2022 We engaged 461 young people with a positive outcome of 84.8% progressing into employment, education, or training. 155 of young people continue to be supported on their journey into sustainable employment. Green Progress 500 unemployed residents into Fair Work opportunities A total of 1,146 (59.25%) unemployed people entered employment. This is one of the highest job entry numbers/% seen over the last five years. Green Align and integrate employability services with Health, Money Advice, Social Work (Scottish Government led group) This group has only met once in the past year. At a council level, we continue to align and integrate our services. Employability Services is supporting unpaid work services, whereby attending employability courses will account for time on community disposal orders. This work will continue and the Money Matters post to support employability delivery will help address key challenges in an economy where living costs and energy prices continue to rise. Wider links with health, NHS are pivotal to capitalise on both health interventions and NHS job opportunities. Green Support Partnership Action for Continuing Employment (PACE) developments for those facing redundancy as a result of COVID-19 PACE activity has been relatively slow at the start of 2021-22, however in the last quarter, there has been an increase of redundancy situations. South Lanarkshire Council, as a key partner in PACE (Skills Development Scotland lead) there has been and continued engagement with employers and those at risk of redundancy. Local Jobs Fairs have been supported, specifically created to Green 66
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Community Planning Partnership - Community Plan 2017-2027 Inclusive Growth Change Required Action to achieve change Comments Status Page 13 support those made redundant to take up job opportunities elsewhere. Support 120 people aged 25 plus into employment training or education South Lanarkshire Council have supported 208 people aged 25 plus into Fair Work opportunities. For the first time (in the past 7 months) the claimant rate for those aged 25-49 is higher than the claimant rate for younger people aged 16-24. Green Support the No-One Left Behind partnership to target funding and support key employment sectors and client groups who are most disadvantaged South Lanarkshire Council continues to support demand led employability programmes such as HGV and PCV drivers, including Care and targeted job opportunities for the third and public sector and will continue to support people into anchor institutions and support their local business base. Green 67
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Community Planning Partnership - Community Plan 2017-2027 Financial Inclusion Change Required Action to achieve change Comments Status Page 14 Maximise uptake of benefits and entitlements for low income households Work with partners to promote the uptake of benefits including those new benefits introduced by Social Security Scotland This work is ongoing with the Money Matters Advice Service (MMAS), who work closely with partner agencies through a variety of different networks and also with the Scottish Social Security Agency to help promote take up of benefits and to promote new benefits. Green Monitor the spend in crisis and community care grants to ensure clients continue to receive financial support when meeting the relevant eligibility criteria and identify actions that could increase the award rate Close financial monitoring has ensured that the budget allocated to the Scottish Welfare Fund has been tightly controlled throughout 2021-22 and fully spent by the year end. The award rates for Crisis and Community Care Grants have also risen by 9% and 3% respectively compared to the previous year. Green Monitor the level of benefit awards achieved for clients through the provision of support by Money Matters Advice Service and Citizens Advice to ensure clients continue to receive appropriate financial gain from their engagement with the Services The monitoring of benefit awards is ongoing and these statistics are provided on a weekly basis and also annually as part of the return to the Improvement Service’s Common Advice Performance Framework. From 1 April 2021 to 31 March 2022, 6,010 new cases were supported by local Money Matters teams, weekly benefits of £281,834 were awarded, £2,929,136 of benefits were backdated, and annual benefits amounted to £17,584,504. An additional, 9,855 people were provided with advice where issues were resolved at initial contact. It should be noted Money Matters Advice Services introduced a new case management system in April 2022, that has led to changes in how data is collected and reported. This in some areas may show significant changes in statistical reporting when compared with previous years but is believed to be more accurate. In the first quarter of the financial year 2022/23, MMAS has dealt with 3,656 unique clients seeking advice on benefits, dealing with 5,597 issues (1% less than over the same period in 2021/22) and carried out 1,470 benefit checks (representing an increase of 83% over the same period in 2021/22). It also generated £4.2 million of total annual financial gains for client from benefits (representing a 16% increase over the same period in 2021/22). Green 68
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Community Planning Partnership - Community Plan 2017-2027 Financial Inclusion Change Required Action to achieve change Comments Status Page 15 Review and promote the Money Matters/NHS Lanarkshire Telephone Advice Line referral process and service for pregnant women and families with young children, increasing referrals by 5% of the 2020/21 rate by March 2022 Whilst the 5% increase was not met, primarily due to the pandemic, there was still an increase in referrals compared to the previous year with the service generating significant financial gains for clients, these being in the region of £1.5m. This demonstrates the effectiveness and value of the service and the importance of it to the vulnerable client base it serves. The service is still operating and is highly successful, providing an excellent return on investment in relation to the number of new or expecting mothers it helps and in generating financial returns for those clients. It is also a key service in helping tackle child poverty. Amber Numbers and proportions of families engaged with the Money Matters/NHS Telephone Advice Line A new case management system is currently being introduced, which is ongoing, and this will improve the recording and reporting of information going forward. In 2021-22, 799 new cases commenced with the Telephone Advice Line. Green 69
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Community Planning Partnership - Community Plan 2017-2027 Financial Inclusion Change Required Action to achieve change Comments Status Page 16 Improve support for carers with regards to financial wellbeing and ensure systems are in place to identify those carers who require financial support Continue to monitor the number of new carers and amount of increase in weekly benefits generated by dedicated carer welfare rights officers From 1 April 2021 to 31 March 2022, 970 new carers were supported by dedicated Welfare Rights Officers in the Money Matters Advice Service. Weekly benefits of £54,958 were awarded, £571,182 of benefits were backdated and annual benefits amounted to £3,428,998. Green Improve access to food and crisis aid and ensure those accessing aid receive the advice and support required (money/debt; benefits; housing etc.) to find more sustainable solutions Encourage a partnership approach with the creation and facilitation of the local food network (third and voluntary sectors and partners) to achieve the change required and facilitate knowledge sharing and peer learning Discussions are ongoing on how to strategically embed food including food insecurity into community planning and strengthen the partnership approach. This included ‘An Integrated Approach to Food for Community Planning Partners’ workshop held on 14 June 2022. Several partnership initiatives have also been developed to improve access to food and ensure those accessing aid received the advice and support required. This includes: • The ‘Money is not the only problem’ booklet published by South Lanarkshire Council (SLC) and developed with support from several partners. This is distributed within food banks; • The development of the ‘Cash First Referral’ leaflet developed by the Independent Food Aid Network (IFAN) in partnership with SLC, Citizens Advice Bureau, local food banks and community organisations; • Organisation of a workshop to gather the views of local food stakeholders on the national consultation “Local food for everyone”; and • The establishment of a group discussion list for local food stakeholders to share information about initiatives within the council area. Green An increasing number of people are involved in food growing Promote and support sustainable food growing initiatives to increase the provision of high quality food growing schemes The number of people participating in food growing on council land has increased with 80 additional people having access to food growing. In total, 335 people are growing food on council land. Another site is also under construction in Strathaven and sites are being investigated within the Hamilton area. The pandemic restrictions curtailed some of the activities of growing groups in 2021-22. However, there was still a high level of participation in food growing initiatives. Moreover, feedback from South Lanarkshire Council’s Education Resources shows that over 2,210 pupils were Green 70
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Community Planning Partnership - Community Plan 2017-2027 Financial Inclusion Change Required Action to achieve change Comments Status Page 17 directly involved in food growing activities. 71
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Community Planning Partnership - Community Plan 2017-2027 Financial Inclusion Change Required Action to achieve change Comments Status Page 18 Promote and encourage savings Increase community awareness of local Credit Union activities, with the aim of securing an increase in adult membership and shares/savings balance The latest figures confirm that there has been a 3.3% increase in adult memberships across the South Lanarkshire Credit Unions over the past year, from 23,585 members at 31 March 2020, up to 24,385 at 31 March 2021. The amounts being saved by people at the South Lanarkshire Credit Unions has increased by £1.29 million (+3.8%) over the past financial year, with adult shares growing from £34.01 million, up to £35.3 million, between March 2021 and March 2022. None of the South Lanarkshire Credit Unions reported undertaking promotional/community activities in terms of face-to-face contacts due to COVID-19 restrictions over the past year. Two CU’s have reported undertaking new online promotional activities e.g. rebranding/ new website launch in the case of Thistle Credit Union (formally Lanarkshire Credit Union), and new social media accounts and an e-mail campaign in the case of the East Kilbride Credit Union. Green Sustain the number of local schools where Credit Unions are active All of the South Lanarkshire Credit Unions have suspended work in local schools due to COVID-19 restrictions. A number of the Credit Unions are ambitious and have plans to re-start work in schools next year when restrictions are fully lifted. Green Sustain the number of young people who are members of the Credit Union The level of junior memberships across South Lanarkshire has dropped marginally over the past year (by -3.9% or -279 members), from 7,203 at 31 March 2021, down to 6,924 at 31 March 2022. The drop in junior memberships has been attributed to the continued lack of promotional activity in schools, but several of the local Credit Unions are hopeful that this trend will be reversed once school contacts can be re-established. Although the 2021-22 figures confirm that there has been a decline in junior memberships, the level of junior shares at the South Lanarkshire Credit Unions has continued to increase. The amount being saved by young people is up by more than a quarter (+25.7%) over the past year, from £1.64 million at 31 March 2021, up to £2.04 million in junior shares at 31 March 2022, the highest figure on record. Amber 72
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Community Planning Partnership - Community Plan 2017-2027 Financial Inclusion Change Required Action to achieve change Comments Status Page 19 Improved financial wellbeing of low income families and vulnerable service users Establish a financial and welfare advice referral pathway by April 2021 from General Medical Practice into Money Matters Advice Service and CABs for use by GPs and Community Link Workers The financial and welfare advice referral pathway is now in place with the NHS Financial Wellbeing project, which is operating with partners in the four South Lanarkshire Citizen Advice Bureaus. Blue 73
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Community Planning Partnership - Community Plan 2017-2027 Supporting Parental Employment and Childcare Change Required Action to achieve change Comments Status Page 20 Ensure the delivery of 1140 hours Early Learning Childcare for all eligible children by August 2021 Early Learning and Childcare (Education Resources) will implement the delivery of 1140 hours early learning and childcare in line with the revised Scottish Government timetable for 2020-21 Due to the impact of COVID, the Scottish Government extended the full implementation of the 1140 hours funded Early Learning and Childcare (ELC) by 1 year. South Lanarkshire Council was successful in its implementation, seeing 100% of eligible children being provided with their 1140 hours of funded ELC. Green Early Learning and Childcare (Education Resources) will deliver 40 Modern Apprenticeships and 10 Foundation Apprenticeships to meet the needs of future service demand in line with the Scottish Government's guidelines for delivering 1140 hours early learning and childcare Previously, numbers were maintained each year, undertaking the Modern Apprentice Programme at 40. This year, as part efficiency savings, the Modern Apprentices were capped at 32 and there are currently 32 in the programme. There are currently 36 people undertaking the Foundation Apprenticeship Programme. Green Early Learning and Childcare (Education Resources) will engage with partner providers to increase the number of providers to 110 to further support the roll- out of 1140 hours of early learning and childcare and to meet the needs of communities by March 2021 South Lanarkshire Council (SLC) does not cap the numbers of Funded Providers and any Private Nursery or Childminder can apply to become a Funded Provider. As long as they meet the requirements through procurement then they are added to our list to be able to offer funded Early Learning and Childcare (ELC). The year started with 112 Funded Providers, but over the last couple of months some childminders have retired. Currently there are 107 Funded Providers on procurement with SLC. South Lanarkshire Council has always implemented a Funding Follows the Child process and arranges for the funding to be paid to the setting that parents choose. Year on year, there are approximately 70% of parents requesting a place in a local authority setting and approximately 30% requesting a place in a Funded Provider setting. Green 74
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Community Planning Partnership - Community Plan 2017-2027 Supporting Parental Employment and Childcare Change Required Action to achieve change Comments Status Page 21 Increase take up of places for eligible 2 year olds by 5% Early Learning and Childcare (Education Resources) will continue to work with a range of professionals and services who will have contact with eligible families and will promote free Early Learning and Childcare (ELC) for two year olds South Lanarkshire Council (SLC) has met the target to provide places for eligible 2-year-old children. There are strong links with other Education, Health, and Social Work colleagues to promote the early access to quality nursery provision. The council website provides parents with a range of information regarding what they are entitled to along with links that can support them to access a range of benefits. The opportunity for parents from low-income households who are not eligible for 1140 hours funded ELC to apply for the SLC programme for exemption to nursery fees is promoted. Over the last year, there has been a continued increase in the uptake of nursery places for 2 year old children, rising from 471 children to 795 children. This represents a yearly increase of 9.8% of the population being provided with a nursery place at any one time. There has also been 1,111 two year old children provided with a nursery place. This higher figure is due to the admission process. Places are allocated to 2 year old children, when they turn three they progress into their 3 year old place allowing the now empty place to be allocated to another 2 year old child. A total of 33.7% of the 2 year old population have accessed a 2 year old nursery place over the last year. In 2021, SLC opened 8 new establishments, 7 of which provided additional places for 2-year-old children. These new settings provide an additional 160 FTE places for 2 year old children. Green 75
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Community Planning Partnership - Community Plan 2017-2027 Supporting Parental Employment and Childcare Change Required Action to achieve change Comments Status Page 22 Support low income parents (in particular women) to progress to and sustain employment in well paid jobs Support 105 low income employed residents to up- skill and maximise earning potential in line with national priority groups 210 parents were supported in the workplace; 41 parents and 169 other low-income residents. Various employability modules provide parents with an opportunity to develop in-work related skills and provide the foundations for future career development. Green Support 120 unemployed parents into Fair Work opportunities in line with national priority groups This year, there has been engagement with 129 parents which includes 80 lone parents, 24 parents with a disability, 11 Black, Asian and Mintority Ethnic (BAME) parents, 10 parents with a disabled child, and 4 parents with 3 or more children with 26 achieving a job. Most parents are long-term unemployed requiring a longer journey to support them into fair work opportunities. Parents continue engaging with the service. Longer term reporting of results will be captured in 2022-23 given the complexity and nature of barriers to work. Green Increase the income of 50 employed parents within their Workplace 41 employees successfully increased their hours and ensured job security within the workplace. Parents continue engaging with the service. Longer term reporting of results will be captured in 2022-23. Amber Increase employment terms and conditions for all parents, tackle under-employment, increase in hourly pay, increase in hours 41 parents increased their hours/pay and improved their current employment. Green 76
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 23 Improve housing conditions and local housing affordability Annual Strategic Housing Investment Plan approved and submitted to the Scottish Government in October each year The South Lanarkshire Strategic Housing Investment Plan (SHIP) 2022-27 was submitted to the Scottish Government in October 2021 following approval by the Housing and Technical Resources Committee on 29 September 2021. Feedback on the plan was received from the Scottish Government on 25 February 2022, noting that the programme is ambitious, links well with strategic priorities and positively recognises the Scottish Government’s national target to deliver 110,000 new affordable homes. Blue Build 5,290 new homes by 2022 (1,000 new council houses by 2021; a further 500 affordable homes by 2021; 3,790 new private sector homes by 2022) 657 additional homes for social rent were delivered across South Lanarkshire in 2021-22. This included 604 new build council and RSL properties and an additional 53 homes secured through the council’s Open Market Purchase Scheme. The council aims to meet its wider target to deliver 1,000 additional council homes later in 2022-23, with a further 156 due to be completed later this year. Initially expected for delivery by 2021, delays to the programme occurred as a result of the COVID-19 pandemic and more recently as a result of wider issues impacting the supply of materials for developers. In relation to the private sector, a total of 5,574 new homes have been completed since 2017-18 in South Lanarkshire, including 1,028 in 2021-22. To ensure progress continues to be made, the council has ensured there is a five-year housing supply in place through the Local Development Plan to meet any future demand for housing. Amber Monitor Local Development Plan objectives, and ensure a minimum five-year supply of housing land is maintained The South Lanarkshire Local Development Plan 2 was adopted in April 2021 and includes a housing land supply in excess of 5 years. Auditing of the land supply for 2021-22 has been carried out and the outcome agreed with Homes for Scotland in March 2022. This shows a 5 year land supply is being maintained. Green 77
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 24 Require private house builders to contribute to meeting affordable housing needs across the council area The adopted South Lanarkshire Local Development Plan 2 requires housing developers to provide, on sites of 20 units or more, up to 25% of the sites capacity as affordable housing. This can include the provision of serviced land on site or the making of a commuted sum in lieu of on-site provision, or a combination of both. Early discussion with Housing Services is encouraged to understand the needs of individual sites and the process is managed at officer level at the Community Infrastructure Assessment Working Group. Green 78
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 25 Reduce levels of fuel poverty Deliver housing investment programmes to increase the number of council and RSL properties that meet the Energy Efficiency Standards for Social Housing 2 (EESSH2) Programmes of work for both the council and Registered Social Landlords are ongoing to improve the energy efficiency of social rented homes across South Lanarkshire. In 2021-22, 24,984 of the council’s housing stock met the Energy Efficiency Standard for Social Housing (EESSH1), increasing from 93.88% in 2020-21 to 98% in 2021-22. Similarly, an increase was shown for the new, higher level Energy Efficiency Standard for Social Housing 2 (EESSH2), increasing from 4% in 2020-21 to 6.48% in 2021-22. Green The percentage of all South Lanarkshire households estimated to be in fuel poverty (Scottish Household Condition Survey) It is estimated that 22% of all households and 17% of families in South Lanarkshire are affected by fuel poverty according to the Scottish Household Condition Survey 2017-19. There was no survey completed during 2019-21 as a result of the COVID-19 pandemic. The average number of households in fuel poverty remains below the national average of 24%. The Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 sets a national target for 2040, where no more than 1% of households are in fuel poverty. Green Work with local partners to promote access to energy saving advice, including grants and loans, and information regarding switching energy suppliers across South Lanarkshire The council’s Housing and Technical Resources currently chair the South Lanarkshire Fuel Poverty Sub-Group which has membership from Home Energy Scotland, Energy Action Scotland and Citizens Advice Scotland. Through this group a range of actions have been taken to improve support that can be provided to owners and private landlords. This includes energy efficiency and air source heat pump training for front line officers and improvements to published advice on the council and other partners websites relating to energy consumption and tariffs. In addition, the Resource administers the ‘Energy Company Obligation’ (ECO) and ‘Energy Efficient Scotland: Area Based Schemes’ grant schemes that direct national funding to make energy efficiency improvements to private homes across South Lanarkshire. Within the ECO scheme, a total of 3,536 improvements were made to homes in South Lanarkshire during 2021-22. 41% of these were within Green 79
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 26 households identified as being in fuel poverty and comprised of a range of improvements, including boiler replacement, new central heating and new wall, loft and floor installations. Officers also attend various residents’ groups to discuss and raise awareness of national support mechanisms available to property owners. Through the Private Landlord Forum hosted by the Resource, officers have also provided details and advice to landlords on the energy efficiency targets and requirements for their properties, alongside support mechanisms available to help achieve them. Improvements to affordable local housing supplying sustainable locations Following the conclusion of capital project tendering activity, prepare and submit Full Business Case documentation to the City Deal Programme Management Office seeking funding approval for education and transport projects at Community Growth Area locations in South Lanarkshire Full Business Case (FBC) for Jackton Primary School at the East Kilbride Community Growth Area has been completed and approved at the City Deal Chief Executive’s Group and City Region Cabinet in February 2022. Further FBC’s will be prepared as projects progress through the procurement process during 2022-23. Green 80
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 27 Prevent and reduce impact of homelessness (linking to Rapid Rehousing Transition Plan) Expand Housing First across South Lanarkshire Housing First is an approach that aims to secure permanent housing as a priority for homeless households, who are vulnerable with complex needs. By providing secure accommodation first, the homeless person can better access the support they need and address the issues they face. The Housing First approach was introduced in South Lanarkshire in 2019. During the year, 11 households were supported and a total of 33 households are now included within the programme. Of those housed during 2021-22, there has been a 100% tenancy sustainment rate. Green Continue to deliver programme of housing support to prevent homelessness Commissioned services with the Salvation Army, Blue Triangle Housing Association and Right There (formerly YPeople) continue to deliver tailored packages of support to service users with multiple and complex needs. During 2021-22, the Salvation Army provided person centered support to 12 Housing First tenants and 24 individuals who require intensive support. Right There provided 66 individuals with underwritten bonds in lieu of cash deposits for accessing Private Residential Tenancies, amounting to just under £23,000. Continuation of the successful HomeStart team which supports and assists all new council tenants to set up and maintain their tenancy. 217 new tenants were assisted with starter packs including furniture and practical advice and assistance on finance, fuel and community connections. HomeStart is widely recognised as improving tenancy sustainment rates in South Lanarkshire with a 15% reduction in tenancies coming to an end within the first twelve months since the project was implemented in 2019. Green Develop and implement Housing Options framework for young people The most prominent reason for homelessness among young people continues to be that parents/relatives can no longer accommodate them. In response, a needs specific pathway tailored to young people will be implemented operationally in 2022-23 to assist with achieving prevention opportunities and increasing tenancy sustainment for young people. The Social Work Throughcare Team is now in place and the service Green 81
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 28 includes resources for the planning and provision of housing support which evaluates the housing needs of young care leavers from early in the transition period. During 2021-22, 46 care leaver applications were received (Throughcare cases), 89% of active applications have a housing pathway in place. During the year, 20 care leavers were housed. There was a 96% tenancy sustainment rate in relation to care leavers housed during 2020-21. 82
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 29 Develop and implement Housing Options framework for people experiencing domestic abuse and young care leavers The Housing Pathway process for victims of domestic abuse is working well, numbers are low at this time but officers are linking in with Local Housing Offices to raise awareness of the service as appropriate. Similarly, the prevention pathway for young people features as part of the new action plan for the Integrated Housing Options Service Improvement Group. Green Further develop the partnership approach to preventing homelessness for individuals leaving prison During 2021-22, 396 individuals being detained were contacted to discuss housing circumstances and options before planned release. 111 requests were refused, 212 were advice cases with no further action required and 73 cases required intervention from the Sustainable Housing On Release for Everyone (SHORE) Officer to assist with securing accommodation on release. A reporting and monitoring tool is currently being developed and there are positive outcomes for developing the role during 2022-23. Green Achieve the annual target of homes directed to homeless households as set out within Local Letting Plans and agreed with HomeFinder partners 53% of council lets and 33% of HomeFinder Registered Social Landlord (RSL) lets were directed to homeless households during 2021/22. This was slightly below the agreed target of 55% for the council and for HomeFinder RSLs, below the average target of 48%. Amber Improve tenancy sustainment for homeless households, by ensuring that support and assistance is provided prior to tenancy commencement and throughout the course of the tenancy as required Commissioned services with the Salvation Army, Blue Triangle Housing Association and Right There (formerly YPeople) continue to deliver tailored packages of support to service users with multiple and complex needs while the HomeStart project provides support to all new tenants to set up and sustain their tenancy. HomeStart is widely recognised as improving tenancy sustainment rates in South Lanarkshire with a 15% reduction in tenancies coming to an end within the first twelve months since the project was implemented in 2019. During 2021-22, the project delivered 217 starter packs including furniture and practical advice and assistance on finance, fuel and community connections. Green Increase access and tenancy sustainment within the private rented sector through the commissioned Access and Sustainment Project, monitoring input and outcomes throughout the year to inform future service priorities Right There (formerly YPeople) continue to provide all prospective private tenants with a person-centered interview offering an opportunity to discuss where they would like to be housed, their financial situation and the support they need to move into a property or support required to remain and maintain their current property. Green 83
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Community Planning Partnership - Community Plan 2017-2027 Improving Housing Change Required Action to achieve change Comments Status Page 30 South Lanarkshire Council nominated the Private Sector Access and Sustainment Service (PSASS) team to manage the allocation of funds for the private sector from the Scottish Government Tenant Grant Fund. The team worked with existing clients, landlords and letting agencies as well as accredited landlords in South Lanarkshire to identify appropriate tenants to receive support from the fund, which aimed to prevent eviction due to COVID related rent arrears. During the year, 66 underwritten bonds were allocated to private landlords in lieu of cash deposits. This amounted to £22,920 of financial assistance through the Rapid Rehousing Transition Plan. 92 private sector tenants were also provided with financial assistance through the Scottish Government Tenant Grant Fund with a total of £173,082 paid to private landlords to alleviate COVID-19 related rent arrears. 84
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Community Planning Partnership - Community Plan 2017-2027 Education, Skills and Development Change Required Action to achieve change Comments Status Page 31 Life chances of young people in the most deprived communities are improved Increase the percentage of school leavers, from the most deprived data zones, entering a positive destination The positive destination rate for young people in the most deprived datazones has increased to 92% in 2020-21 from 90.6% the previous year. Green Continue to work to close the gap in outcomes for the young people in the most deprived 20% data zones and their peers in the least deprived 20% data zones Although the positive destination rate for those in the most deprived datazones has increased, the gap has widened slightly from 6.3% to 6.4% from the previous year. The positive destination rate for young people in the most deprived 20% datazones rose in 2019-20 from 90% to 92% in 2020-21, however, the rate increased more for those in the least deprived 20% datazones. Examination of the destination data shows that young people from the 20% most deprived datazones are over-represented within the group of young people entering a negative destination. 43% of those with a negative destination are from deprived datazones – 55 young people out of 127 in negative destinations within the School Leaver Destination Amber 85
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Community Planning Partnership - Community Plan 2017-2027 Education, Skills and Development Change Required Action to achieve change Comments Status Page 32 Return (SLDR) cohort. For some schools the proportion is a high has 83%. 86
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Community Planning Partnership - Community Plan 2017-2027 Education, Skills and Development Change Required Action to achieve change Comments Status Page 33 Reduce the gap in positive destinations of care experienced people The Multi-Agency Tracking Group will meet on a bi- monthly basis to track the progress of care experienced young people and support transition to positive destinations School Leaver Destination Return 2020-21: In South Lanarkshire, there were 60 young people within this cohort classed as “care experienced”. The positive destination rate is 90% for this group of leavers. This is an increase of 4.3% from 2019-20 and sits above the National average of 87.9%. (Please note the official publication for this group of leavers will be available later in 2022, the figures given have been taken locally from Insight). Redesign of Services Sub-Group: To date, 4 young people have secured Modern Apprenticeships within Early Years, Health and Social Care, Joinery and Plastering. One further young person has secured a Building Operative post. Work is continuing with a further 2 young people, where it is hoped they will be placed over the next few months. Green Provide annual reports on the progress and needs of care experienced young people and employment outcomes The report is completed on an annual basis and highlights the additional work with the Throughcare and Aftercare Team to ensure the transition of young people leaving care is as seamless as possible. Local tracking and monitoring continue to be effective ensuring young people who are care experienced are receiving the best possible employability support through dedicated partners. Green 87
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Community Planning Partnership - Community Plan 2017-2027 Education, Skills and Development Change Required Action to achieve change Comments Status Page 34 Step change in the creation of vocational pathways into STEM and other careers ultimately increasing youth employment opportunities and providing in-work progress routes Monitor and deliver the Developing the Young Workforce (DYW) key performance indicators (KPI) for South Lanarkshire Schools are now using the new reporting system RUBI to report on DYW activities in schools. This new monitoring system was introduced in the latter half of 2021. The RUBI system is now being used to report on DYW activity to the Scottish Government. A total of 671 activities were delivered by DYW for all South Lanarkshire schools in Q4 2021-22. 100 employers offering 760 activities to all schools in SL during Quarter 4, January – March 2022, from these offers, 26 of the employers delivered 342 offers to young people. Details of the national KPIs which school DYW coordinators are working towards are detailed below: KPI 1 – Local Partnerships By working with all those engaged in careers, employment and DYW in the school, devise a local partnership agreement that embodies “No Wrong Door” to ensure that young people have seamless access to individual support, advice, guidance and engagement with employers. KPI 2 – Employer Partnerships Work alongside the DYW Regional Group to develop all levels of education-employer partnerships with regional and national employers, including Small and Medium Sized Enterprises. Establish and support at least one Influencing Partnership for each secondary school. KPI 3 – Targeting work based learning and employer engagement opportunities at those who would benefit the most Working with school staff, Skills Development Scotland advisors, Community Learning and Development and other services to identify young people who would most benefit from increased work based learning and employer engagement. Green 88
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Community Planning Partnership - Community Plan 2017-2027 Education, Skills and Development Change Required Action to achieve change Comments Status Page 35 Introduce and implement the Delivering Young Workforce guidance on employer/school partnerships School/employer partnerships are working well and look to pick up next year as employers can offer more opportunities/ experiences post-COVID. The sectors recording the largest amount of activity include construction, service sector and education related. Green Increase the number of vocational development opportunities for school pupils through the GradU8 and Foundation Apprenticeship programmes In 2021-22, the GradU8 Programme was delivered at full capacity following a year of restricted activity due to social distancing requirements. 925 GradU8 opportunities were available (compared to 500 in 2020-21), and 331 young people took part in the Foundation Apprenticeship Programme. Green Maximise the number of Modern Apprenticeships (MA's) Throughout 2020-21, the COVID-19 pandemic fundamentally affected the context in which MAs are delivered. Following complete shut down during the first quarter of the year and the varying degrees of lockdown that followed, Scotland’s businesses have been hit hard. This is particularly true for sectors including tourism, hospitality and retail where, under normal circumstances, take up of apprenticeships would be high. In 2021-22 (April – March), the number starting an MA increased to 1,688. For comparison, in the previous financial year 2020-21, there were 1,250 starts. There is therefore clear evidence that the recruitment of MAs is starting to increase towards pre-COVID levels. Green 89
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 36 Report printed on Friday 16 July 2021 02:22:23pm Improve health during pregnancy Increase the proportion of pregnant women who smoke referred to the Specialist Stop Smoking Service and Pharmacy from the most deprived areas who uptake cessation support (set a quit date) and stop smoking (at 12 weeks) From April 2021 – November 2021, 14 pregnant women living in SIMD 1 and 2 have stopped smoking at 12 weeks. Progress on action: • Staff publication articles to share new pregnancy videos with all staff; • Press release highlighting pregnancy specialist support supplied to local newspapers; • Toolkit developed and supplied to partners; • New case studies developed and shared on social media; • Pregnancy specialist support social media activity provided throughout the No Smoking campaign; • Pregnancy specialist support information added to the NHSL website; and • Used Facebook, Twitter, Instagram, Instagram Stories and YouTube to share pregnancy videos and links to landing page. Green 40% of eligible women (BMI of 30 or more) are referred to the Healthy Lifestyle in Pregnancy Service by March 2022 A blended model was adopted following the pandemic from May 2020 whereby service users are given the option to attend virtually via the NHS Near Me platform. In terms of progress towards the key performance indicators, in 2021- 22, 15% of eligible women (BMI of 30 or more) were referred to the service which falls short of the target of 40%. During this period, awareness raising and update training sessions for staff have been unable to take place due to staff capacity to attend training. Maternity staff have also had periods of reduced face to face activity due to restrictions and have not had the same opportunity to discuss referral to the service. Red 30% of eligible women referred to the Healthy Lifestyle in Pregnancy Service (opt-in) and who engage with the service by March 2022 Of the 15% of eligible women referred to the service, 22% engaged. As above, maternity staff have had reduced face to face activity due to restrictions and have not had the same opportunity to encourage engagement beyond referral. A service evaluation took place to ascertain if the blended model approach was suitable and meeting the needs of the service users. It was found that the reduced need for travel, convenience of being able to attend appointments from their own home and the ability to still see health professionals on Amber 90
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 37 Report printed on Friday 16 July 2021 02:22:23pm screen at times when restrictions were in place were hugely supportive and beneficial of this approach. A number highlighted that they were pleased the Healthy Lifestyle in Pregnancy support had continued in some format throughout the pandemic, especially when so many other services had proven difficult to engage with. Improve health in early years of life through efforts to increase breastfeeding and Child Development The percentage of children who have reached their developmental milestones at the time of the 27-30 month Health Review 2020-21 data is demonstrating that 82.4% of children are achieving their developmental milestones. A decrease of 0.4 % during COVID. Speech Language and Communication remains the highest concern. Green Reduce the breastfeeding drop off rate between initiation at birth and 6-8 weeks by 10% by 2025 The Scottish Government set this target in 2018 when the drop off in South Lanarkshire between birth and the 6-8-week check was 43.4%, this meant that 43.4% of babies who were breastfed at birth were no longer breastfed at the 6-8 week check. All of the boards in Scotland were set the target to reduce the drop of rate by 10% (not percentage points). In Lanarkshire, work is taking place to improve support around breastfeeding and the first “Breastfeeding Summit” was held, and a health visiting reaccreditation visit, which generally results in an improvement in rates. We have managed to maintain a downward trajectory despite the pandemic, however rates are reported a year behind and it is unclear what effect the anxiety around vaccinations in pregnancy and breastfeeding have had on rates from April 2021 onwards. Breastfeeding outside the home is still cited as a reason women are reluctant to start or stop breastfeeding sooner than planned. Work is ongoing in South Lanarkshire to change attitudes and beliefs to breastfeeding and to embed the national “Breastfeeding Friendly Scotland” breastfeeding welcome scheme is implemented and embedded across all services. The aim is that all council premises display the signage and staff are trained to understand the needs of breastfeeding families to enable a welcoming and enabling environment. Green Breastfeeding attrition (drop off) rate between initiation at birth and 6-8 weeks to be less than 39.1% by March 2021 The South Lanarkshire target of less than 39.1% has been exceeded with 35.7% attrition (drop off) rate having been achieved. A lot of work has been invested into creating an enabled, supportive community that normalises Green 91
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 38 Report printed on Friday 16 July 2021 02:22:23pm breastfeeding and hope the continued work towards achieving Breastfeeding Friendly Local Authority Status will continue to improve this, including the Early Years and Schools Awards. 92
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 39 Report printed on Friday 16 July 2021 02:22:23pm Reduce the impact of substance misuse on children and young people The Link Project will work to improve access to services for young people with substance misuse problems and report on progress by March 2021 South Lanarkshire have met this target via the further development of a Whole Systems Approach (WSA) to supporting children, young people and families. This has included the Link Project joining with the dedicated WSA Team who work with young people aged 16-21 who find themselves in conflict with the law. As part of the service provided by the WSA Team, strong connections and links have been made with key partner agencies providing advice, guidance and treatment for those young people who experience difficulties or problems as a result of their own alcohol and/or drug use, as well as those who experience difficulties or challenges as a result of parental substance use. Green Partners will provide alcohol/drugs education to young people and the staff who work with them and report on progress by March 2021 A new service has been commissioned by the Alcohol and Drug Partnership (ADP) to deliver on a range of targets including support to young people and staff around drugs and alcohol. The service will be managed by Regen:fx and replaces previously commissioned organisations. As yet no delivery and outcome data is available. South Lanarkshire ADP have continued to invest in substance use education to young people as part of the local and national strategy. Glasgow Council On Alcohol (GCA) were recently commissioned to carry out peer education programmes with a cohort of young volunteers within the South Lanarkshire area. GCA will provide 4 peer education programmes per year based on a Harm reduction approach to substance use and stigma within the four locality areas of South Lanarkshire. On completion of training the young people will distribute and contribute to information around substances to other young people at a local level. GCA will also work in partnership with education to ensure the most up-to-date and relevant information is available to staff around substance use. Prior to GCA being commissioned in November 2021, the SLADP previously had commissioned LANDED (Lanarkshire Drug Education) from 2018 to June 2021, to carry out staff training around substance use and alcohol brief interventions. Green 93
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 40 Report printed on Friday 16 July 2021 02:22:23pm Partners will develop activity to raise awareness of the 'no alcohol no risk' guidance and of Foetal Alcohol Spectrum Disorder (FASD) and report on progress by March 2021 In conjunction with partners, NHS Lanarkshire have produced promotional material leaflets and guidance and identified resources to raise awareness of the risks of drinking in pregnancy which is available in the health improvement library as detailed below. In addition, an e- learning module is available on both Learnpro and South Lanarkshire Council’s Learn on Line eLearning Module for Education FASD Module. • Easy Read FASD; • FASD – Info for Parents and Carers NHSL V2; • Easy Read Preconception Leaflet NHSL 2021; • FASD Alcohol Pregnancy Leaflet; • FASD Alcohol Pregnancy Poster NHSL Screening; • FASD What Educators Need To Know – Argyll and Bute; and • Accommodating Sensory Processing Difficulties Within Classroom Environment Guidance. Blue Early Years Multi Agency Support Forums (EYMAF) will put in place a 'Parents Plan' tool to improve assessment, planning and support to parents who are using substances and alcohol in pregnancy by June 2021 and audit use by September 2021 to establish a baseline During the year 2021-22, the Parenting Plan Group has worked with others to produce, agree, and achieve the following: • Data gathering Tool agreed: • Data for 2021 gathered; • Parents Plan recording template out for service user consultation; • Considered the use of the Outcomes Star; • Good multi-agency commitment within the group; • Progressing increased contribution of adult mental health services and perinatal mental health midwifes attending meetings; and • Improved transitional support of the Lanarkshire Additional Midwifery Service (LAMS)/CAReS 6-8 week meetings. EYMAF were conscious of not duplicating what was already being captured and wanted to include the best data already collected in order to evidence the agreed areas for improvement. The group, in conjunction with others, has identified priority areas for attention. Further discussions have taken place with regard to utilising already familiar Green 94
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 41 Report printed on Friday 16 July 2021 02:22:23pm assessment tools rather than using the Outcomes Star. This decision was made due to only a limited number of staff being able to be trained and this would have limited the number of social workers who would then be able to undertake the development of the Parents Plan. It is of great importance that consistent assessment paperwork is utilised in the development of the Parents Plan. This will be progressed over the course of the next 3 months. The use of the newly developed data collection tool and Parents Plan paperwork will also be tested. Consultation has already taken place with one family with regard to the format of the Parents Plan paperwork, which includes a record of the initial and subsequent review meetings. This paperwork will be changed as further consultation takes place and feedback provided. Challenges and Barriers: Social Work Resources as lead agency have a minute taking prioritisation framework which could impact on availability of minute takers for Parents Plan meetings with limitations of staff availability to allocate the case for a Parent. 95
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 42 Report printed on Friday 16 July 2021 02:22:23pm Promote good mental health through empowering communities and individuals to improve their own health and wellbeing Establish partnership work programmes on Training and Capacity Building and Challenging Stigma and Discrimination Work is ongoing to reconcile the Pre-Covid Good Mental Health for All (GMHFA) South Lanarkshire Delivery Plan to incorporate this new work with leaders on transition and recovery through the GMHFA Steering Group. Deliverables are being linked to high level outcomes in the Lanarkshire Mental Health Strategy as well as the national public health priority 3: A Scotland Where We All Have Good Mental Health – through development of Dashboards across the 6 workstreams. There is a Leader’s campaign across Community Planning Partnerships promoting opportunities for promoting good mental health and mentally healthy workplaces. A Communications Plan incorporating a year- round, coordinated campaign strategy capitalising on national awareness days and campaign has been developed. Green Reducing social isolation by empowering communities and individuals to improve their own health and wellbeing By March 2022 increase the available delivery capacity within the Third Sector to expand levels of social contact and activities that re-engage people within their communities 12 projects were funded via the Integrated Care Fund, through a partnership approach which included VASLan representation, 6 funding priorities were also highlighted for this round of funding. From these priorities, it is expected that a range of positive outcomes will be achieved around health and wellbeing improvement; greater resilience and independence; reduced health inequalities and more innovative models of person-centered care. In total, 1,492 people have been supported from July to December 2021 through activities aligning to the six priority areas: 1. Encourage people to safely re-engage in their community through regular social contact and outdoor activities. 2. Reduce social isolation, support people to build their confidence and resilience to remain active and independent. 3. Build the capability and quality of Social Enterprise in supporting Health and Social Care. 4. Identifying and targeting those people who are at risk of admission to hospital, providing appropriate information, support, and developing non-medical care pathways in the community. 5. Develop wider collaborative local support for people in poverty or those whose health is impacted by Green 96
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 43 Report printed on Friday 16 July 2021 02:22:23pm unemployment and financial uncertainty. 6. Help to improve mental health and wellbeing by delivering initiatives that reduces mental health stigma and/or supports people in their community. Over the period of funded projects 2021-2023, evaluate Integrated Care Funded (ICF) projects to analyse the impact/contribution ICF projects have within their delivery communities A draft analysis of the funding project shows that medium term outcomes have been observed across several of the indicator sets, the largest being that people are reporting or being observed to have a more positive outlook on life and an improved sense of wellbeing. This was reported by 6 of the organisations and totaled 864 people. In addition, people report feeling less lonely and isolated as reported by 5 organisations and totaling 224 people. It is worth bearing in mind that these figures relate to a period when lockdown restrictions were still in place. The largest of these figures was 515 reported in East Kilbride and relates to a group of people who were for the most part self- isolating but receiving practical support and regular dialogue from the organisation. The second largest figure reported is in Cambuslang/ Rutherglen (132) and relates to people who were suffering from anxiety due to being socially isolated. The area also reports that 175 people were enabled to achieve important goals, reflecting their social prescribing model. Green 97
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 44 Report printed on Friday 16 July 2021 02:22:23pm Implement duties contained in the Carers Act (2016) in South Lanarkshire Establish a Carers Partnership Group with regular meetings scheduled and appropriate partner representation The Carers Partnership Group is well established with regular attendance by all the relevant partners. The last meeting on 16 March 2022, heard updates from all partners and information relating to a planned inquiry by the Care Inspectorate of carers experiences of Adult Social Care Services, and also Social Security Scotland updated Carer Allowance (benefit) details. Blue Further develop mechanisms to support carer led involvement in the design, development and growth of meaningful carer involvement in shaping services A report to South Lanarkshire Council’s Social Work Resources Committee on 10 November 2021 detailed progress made with the Carers Act and carers direct influence on how the Carers Act funding resources are allocated. Carers have made their voices known as part of the Self- Directed Support processes. The information that carers have provided has been incorporated into the resource allocation, ensuring quick and easy access to funding and support is available from Third Sector partners. Green Increase the number and range of personal opportunities for Young Carers including learning and development and education opportunities The commissioned partner for Young Carers Services, Action for Children, continues to provide a range of opportunities for young carers, particularly in terms of electronic devices to assist young carers participate more easily on a range of online activity including learning and development opportunities. Focused work is currently underway with two high schools to raise awareness to young carers issues. There is also a dedicated steering group for young carers with a range of representatives all ensuring our young carers get the right support at the right time. Green Empowering communities to improve their own health and wellbeing Relaunch the Building and Celebrating Communities in the second quarter (April - June) of 2021 through the introduction of an identifiable coordinator to lead on engaging with communities to support and build more proactive, inclusive and collaborative engagement within local communities, providing support to enable the identification of improvements to localised health and wellbeing The Building and Celebrating Communities (BCC) Coordinator post was filled in July 2021. Since then there has been a considerable effort to re-introduce the BCC ethos across the South Lanarkshire area and Health and Social Care Partnership. This includes working with the National Development Team for Inclusion (NDTi) and the Community Led Support (CLS) programme piloted in Clydesdale. The BCC provision now sits with an agreed model of asset-based community development. BCC grants are targeted to commence May Amber 98
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 45 Report printed on Friday 16 July 2021 02:22:23pm 2022. BCC Grants are targeted to: Community Groups, Voluntary Organisations and Community Interest Companies who support individuals with long term unemployment, individuals with long term physical or mental disabilities, individuals with poor physical or mental health, young or single parents, elderly individuals with little to no support system, vulnerable adults and children, young people and individuals who are socially isolated. Establish 10 newly funded service initiatives to support communities to take responsibility for their own health, care and wellbeing needs in each of the HSCP localities by April 2022 As a result of various COVID restrictions this target has not been met and no grants have been issued to date. Although, the application process is live, and applications have been received. VASLan is now inviting applications from organisations and community groups across South Lanarkshire to apply for the small grant scheme Building and Celebrating Communities (BCC) programme. It is a programme to get the community groups and grassroots organisations to get BCC appropriate initiatives off the ground. The BCC programme is based on the principles of Asset- Based Community Development (ABCD). It challenges the wider traditional approaches that try to solve urban and rural development challenges by focusing on the needs and deficiencies of individuals, and communities. The principles demonstrate that people, local assets, and individual strengths are keys to ensuring sustainable community development and that people have a life of their choosing. Open for Application: Building and Celebrating Communities (BCC) small grant scheme | Voluntary Action South Lanarkshire (vaslan.org.uk). Amber By July 2021 identify and engage with key community anchor organisations in all four localities Key organisations across all 4 localities have been identified and contact made to refresh the Building and Celebrating Communities model. Green Form a baseline level of community engagement with the Building and Celebrating Communities Model A considerable level of activity has been undertaken across the Health and Social Care Partnership and across South Lanarkshire’s third sector to raise awareness of the Building and Celebrating Communities model. This includes engagement building with locality managers with good engagement in East Kilbride and Hamilton. A meeting took Green 99
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Community Planning Partnership - Community Plan 2017-2027 Health Inequalities Change Required Action to achieve change Comments Status IMPROVe - SLC Performance Management System Quarter 4 (Jan-Mar) - 2020/21 Page 46 Report printed on Friday 16 July 2021 02:22:23pm place on 10 November 2021 in Clydesdale where it was agreed that there is clearly a space for Building and Celebrating Communities (BCC) and Community Lead Support to run together. There is some work yet to be done within the Cambuslang/Rutherglen locality. Work on monitoring, evidence and evaluation has also been discussed and activity undertaken with a number of community-based organisations to assess potential applications to the BCC fund. From Quarter 3, 2021 detail the extent of actual Building and Celebrating Communities improvement activities planned or undertaken across South Lanarkshire Health and Social Care Partnership Locality Managers; Health Improvement and the Evaluation Manager from NHS, Planning and Development, have been involved. Work that has been undertaken includes engagement building with locality managers with good engagement in East Kilbride and Hamilton. A meeting took place on 10 November 2021 in Clydesdale where it was agreed that there is clearly a space for Building and Celebrating Communities (BCC) and Community Lead Support to run together. There is some work yet to be done within the Cambuslang/Rutherglen locality. Work on monitoring, evidence and evaluation has also been discussed and activity undertaken with a number of community-based organisations to assess potential applications to the BCC fund. Green Shifting the focus from reactive interventions to early intervention and prevention programmes Increase the number of referrals from GP's and health care staff from the previous year on all physical activity health interventions by March 2022 There is no previous year data available due to pandemic pressures. Within the last year, services have been recovered which support early intervention. 2,378 referrals were received from the Physical Activity Prescription Pathway and 433 from Active Health. This has seen the partnership achieve 2,811 referrals which is 100% increase on the previous year. Green 100
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Community Planning Partnership - Community Plan 2017-2027 Page 47 Change Required Action to achieve change Comments Status Reduce numbers of direct and indirect victims of domestic abuse. Prevalence in deprived areas nearly double the average. Focus on promoting health and positive relationships Maintain a minimum of 10 schools participating in the Mentors in Violence Prevention Programme in order to achieve longer term prevention and reduction of domestic abuse Nine secondary schools are currently running the Mentors in Violence Prevention (MVP) programme. Training has been arranged for May 2022 for an additional 4 secondary schools to introduce the programme in academic year 2022-23. In addition to this, the identified Social Emotional and Behavioral Needs establishment will also attend this training to consider how the programme can be integrated to their specific needs. An implementation plan is now in place to ensure that the remaining 5 secondary schools will undertake the training in Autumn 2022 to enable implementation in those establishments in academic year 2023-24. The full evaluation of materials for Additional Support Needs schools is still being awaited from Education Scotland and this will progress as appropriate in due course. Amber Ensure the South Lanarkshire Child Protection Committee Business Plan reflects the improvements identified by the National Child Protection Improvement Programme and Systems Review 2017 South Lanarkshire Child Protection Committee (SLCPC) will continue to implement the recommendations and themes from the National Child Protection Improvement Programme and Systems Review (2017) through alignment with the national delivery of the programme and report progress annually The New Guidance for Child Protection in Scotland was published in September 2021 and the Scottish Government appointed an adviser to support the implementation. Resources are currently being developed to support implementation and working groups are currently being established to take this forward. The SLCPC has agreed to join with others in the West of Scotland to revise the Child Protection procedures to replace the current West of Scotland procedure. When the new procedure is in place, a number of information/awareness sessions will be delivered to apply the new procedure. All current policies, procedures and guidance will need updated to match the changes within the guidance. The SLCPC will continue to strive to move this agenda forward. Green Safeguarding from Risk or Harm 101
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Community Planning Partnership - Community Plan 2017-2027 Page 48 Engage with young people of secondary school age, to increase awareness of issues surrounding drug misuse Police Scotland to engage South Lanarkshire Council's Education Resources with a view to delivering drug awareness inputs in secondary schools across the Neighbourhood Planning areas in 2021-2022 In 2021-22, Police Scotland partnered with Medics Against Violence, which is a charity of medical professionals that is committed to improving health outcomes through preventative work, to enhance its drug education workshop. During the year, a total of 25 drug education workshops have been delivered to a total of 2,074 young people across targeted schools and areas in South Lanarkshire where drug related deaths are prevalent. The number of young people receiving the input increased by 37% on last year, which was helped by the easing of lockdown restrictions from 2022 that allowed some face-to-face inputs. Green 102
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Community Planning Partnership - Community Plan 2017-2027 Improving Local Environment and Communities Change Required Action to achieve change Comments Status Page 49 Continuous improvement to environmental quality and communities living more sustainably The next State of the Environment Report outlining the status of the 55 indicators will be produced and reported to the CPP Board in December 2022 The 2021 edition of the State of the Environment Report has been approved by the council’s Executive Committee in March 2022. A comprehensive Strategic Environmental Assessment is currently underway on the new Community Plan using the indicators and other information from the State of the Environment Report as a baseline. Green Engage with partners to develop the next Sustainable and Climate Change Strategy by March 2022 A workshop was held with the Community Planning Partnership (CPP) Board on 30 June 2021 to discuss the links between climate change and sustainable development and their relevance to community planning. It was agreed that there was value in embedding climate change considerations into community planning policy making. A number of recommendations from the workshop were agreed at the CPP meeting on 30 November 2021 and a further report on next steps was presented to and agreed by the CPP Board on 9 March 2022. Green Development of South Lanarkshire’s Open Space Strategy by March 2023 to support the Planning for Place agenda An audit of South Lanarkshire’s existing open space has commenced; however, progress has been affected by the resources available. At the same time, the Scottish Government published a consultation on draft regulations for the preparation of Open Space Strategies (OSS) in December 2021. It is anticipated that this will be finalised by the end of 2022 which will possibly result in the timescales for completing the OSS will be delayed. Red Monitor the impact of environmental volunteering Following the easing of the COVID-19 restrictions, levels of environmental volunteering have shown further signs of increase. Throughout the pandemic, locally based management and “friends” groups continued to function, primarily through social media. During 2021-22, 4,168 volunteer days were recorded. This is now close to the pre- pandemic levels. The March 2022 Environmental Volunteer newsletter details a wide range of this activity. This newsletter is available on South Lanarkshire Council’s website. Case study sampling will take place later in 2022. The Lanarkshire Green Volunteering Network continued to support and provide environmental volunteering opportunities. Green 103
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Community Planning Partnership - Community Plan 2017-2027 Improving Local Environment and Communities Change Required Action to achieve change Comments Status Page 50 Support community groups to manage local environmental projects A wide range of community groups were supported. This includes the 9 existing community management groups that are focused on the new network of Local Nature Reserves. Significant achievements included: • Friends of Langlands Moss – completed repairs and upgraded the boardwalk; • Friends of Stonehouse Park – updated the Woodland Management Plan and submitted this to the Scottish Forestry for funding opportunities; • Biggar and District Community Heritage - completed an improved access path to Bizzyberry Brae; and • New Roots Neilsland and Earnock Heritage Group - planted 1,000 trees as part of the Clyde Climate Forest initiative. Green Continued development of healthy walking opportunities through the Get Walking Lanarkshire partnership initiative During Quarter 4, the Get Walking Lanarkshire Programme delivered 981 Health Walks, bringing the total for 2021-22 to 4,786. Despite some impact from COVID-19 restrictions during the year, this total compares favourably with the pre- pandemic levels. A specific Get Walking Lanarkshire Ranger for South Lanarkshire was employed from April to October. (The measure used here is the cumulative numbers of participants in all health walks. One individual participating in 10 health walks would be recorded as 10. It is not possible to report the number of individuals participating in the Get Walking Lanarkshire Programme). Green Progress/deliver prioritised access improvements to bus and rail Produce Active Travel Studies for all the major settlements in South Lanarkshire to identify potential new active travel connections/infrastructure (ie number of completed studies) Active travel studies have previously been completed for East Kilbride; Cambuslang and Rutherglen areas; Carluke and Law areas; Lanark and Hamilton. During 2021 the following studies were completed: Larkhall; Strathaven/Stonehouse and surrounding villages; and Bothwell, Blantyre and Uddingston areas. Funding will be sought from external partners for other studies which could include Kirkmuirhill / Blackwood / Lesmahagow areas; Carstairs / Carstairs Junction / Forth areas and villages such as Abington. Green 104
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Community Planning Partnership - Community Plan 2017-2027 Improving Local Environment and Communities Change Required Action to achieve change Comments Status Page 51 Complete the Clydesdale STAG (Scottish Transport Appraisal Guidance) process to identify potential new travel projects for this rural part of South Lanarkshire (ie completion of STAG) by March 2022 The Clydesdale STAG Appraisal Part 2 is complete and is published on South Lanarkshire Council’s website. Funding will be sought to produce the final STAG Report which would be delivered via a consultant appointed by the Roads and Transportation Service. Green Consider support for innovative and sustainable methods of improving the accessibility of rural public transport services and look to support community- centred approaches Workshops for community groups who may be interested in running community Electric Vehicle (EV) pool cars were scheduled for March 2022 but were delayed and have been rescheduled to the proposed Rural Conference on 26 October 2022. In the meantime, as an alternative to the workshops, groups that are delivering EV cars are being linked to those that may want to run them. Amber 105
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Community Planning Partnership - Community Plan 2017-2027 Improving Local Environment and Communities Change Required Action to achieve change Comments Status Page 52 Increase Digital Inclusion Provide and promote free digital access and support to enable job search, benefits and other money related services Working with a range of partners, South Lanarkshire Council has accessed funding and made mobile devices and internet access available to vulnerable and disadvantaged communities within South Lanarkshire. Green Improve internet broadband and mobile phone coverage by reviewing current digital infrastructure barriers and opportunities for improvements Development of a Digital Connectivity strategy has commenced. An expert consultant has been engaged and meetings held with key stakeholders held to identify opportunities. Green Establishment and use of digital community hubs Free-to-use digital hubs are available on a drop-in basis (no appointment required) with one-to-one support if necessary, in: • Community Links, Unit 1a Clydeview Shopping Centre, Blantyre every Tuesday from 10am - 4pm; • Hillhouse Parish Church every Thursday from 10am – 3pm alongside a free community cafe and with access to a Money Matters Advisor on site; and • Gilmour Parish Church, Burnbank every Friday from 10am – 2pm alongside a community café and foodbank with access to a Money Matters Advisor on site. Green Increase public Wi-Fi access across community facilities, including libraries Work to install public wi-fi in community facilities was delayed due to the COVID-19 pandemic, this is now underway in priority sites which includes: Surveys completed, equipment on order and installed by December 2022 within Burnbank Burgh Hall/Library; Hillhouse Community Centre/Library; Fairhill Integrated Facility; Blantyre Library; Fernhill Community Centre; and Halfway Library. Work has been completed at Springhall Community Hall. Amber The number of people in South Lanarkshire with access to the internet 93.3% of the population accessed the internet in the most recent year data is available (2020) this is an increase from 88.3% in 2015. 96.99% (2022) of premises in South Lanarkshire have access to high speed broadband. Green Review the current digital inclusion action plan in light of the COVID-19 pandemic and identify partnership priorities for implementation The Digital Inclusion Sub-Group have reviewed the current plan and identified areas of focus for Year 3 of the Digital Inclusion Strategy. Blue 106
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Community Planning Partnership - Community Plan 2017-2027 Improving Local Environment and Communities Change Required Action to achieve change Comments Status Page 53 Ensure communities are more actively involved in local decision making Phase 2 priority communities have developed Neighbourhood Plans meeting agreed criteria regarding participation levels by April 2021 as identified in the Community Planning Partnership work plan All phase 2 Neighbourhood Plans have been completed and published on the Community Planning website. Blue Community priorities identified through planning processes in non–priority areas are included in Community Planning Partnership planning by April 2021 Community led plans in other areas are recognised by the Community Planning Partnership and linked through from their website. Priorities from these plans were mapped out alongside Neighbourhood Plans and were used as evidence in the creation of the new Community Plan. Blue Training including toolkits are made available to support communities in non-priority areas to undertake the planning process The Community Led Planning Toolkit is available on the Community Planning website. Support and advice is also available through the council’s Community Engagement Team and signposting to national resources. Blue New community partnerships to engage with neighbourhood representative groups will be co- designed in each locality area by December 2020 Community Partnerships in Clydesdale and Cambuslang/ Rutherglen areas are in place. Partnerships in the East Kilbride and Hamilton areas are in development. Amber Outcomes in our most deprived areas are improved Yearly reports created for neighbourhood planning priority areas which show progress on achievements, priorities and actions by June 2021 Yearly reports created in 2021 and 2022 for areas with Neighbourhood Plans in place and published on the Community Planning website. Green Build capacity within communities and support the delivery of priority themes identified through the Neighbourhood Planning process Ongoing capacity building support provided through the council’s Community Engagement Team and partners to progress priority themes. Green Undertake a review of the Community Plan to reflect current community priorities A review of the existing Community Plan was completed for year 2021-22 and a new plan has been developed and approved by the Community Planning Partnership Board at its meeting on 22 June 2022. Green Continued support and recognition of volunteers Develop a partnership volunteering strategy and invest in volunteer training to ensure a good experience for those volunteering with partners The Volunteer Pledge and Strategy was submitted and approved by the Community Planning Partnership Board at its meeting on 22 June 2022. Green Increase the number of accredited volunteer organisations and recognise and support these across the partnership The Volunteer Strategy includes ambitious targets including supporting 200 community organisations through the Volunteer Friendly Award accreditation, and all Community Planning Partnership partners through the Investing in Volunteers initiative. Green 107
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-1- South Lanarkshire Community Planning Partnership Working together to improve the quality of life for all in South Lanarkshire Community Plan for South Lanarkshire 2017-2027 Annual Outcome Improvement Report 2021-22 6 109
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-2- Contents Chapter Introduction to Community Planning in South Lanarkshire • Preface • What we are? • Who we are? • What are we trying to achieve? • How do I get involved? Overarching Aim • Main purpose and summary indicators Community Plan • Performance Highlights Community Plan • Overall Performance at a glance Tackling Poverty, Deprivation and Inequalities: how we are making a difference • Inclusive Growth • Financial Inclusion • Supporting Parental Employment and Childcare • Improving Housing • Education, Skills and Development • Health Inequalities • Safeguarding from Risk or Harm • Improving the local environment and communities Working with Communities: how you can get involved • Neighbourhood Planning • Community Participation and Engagement • Having Community Conversations that Matter! • Participatory Budgeting • Volunteering • Community Asset Transfer • Participation Requests Appendices • Links with the National Performance Framework 110
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-3- Introduction to Community Planning in South Lanarkshire Preface This document is for the people who live and work in South Lanarkshire. It shows the progress of the South Lanarkshire Community Planning Partnership during 2021-22 and gives examples of the work that we are doing to make a difference and how this has impacted on local people and communities. What are we All our Community Planning Partners are working together to make South Lanarkshire a better place to live and work. We work with each other and with communities to provide the best possible services that local people want and need. Further information can be found on the Community Planning Partnership website www.southlanarkshirecommunityplanning.org Who are we? Our partnership includes a wide range of national and local organisations. Some of these organisations you will know well. Our community partners lead on local planning and area-based Community Partnerships. A full list can be found on our website. What are we trying to do? Our Community Planning Partners are working together to make South Lanarkshire a better place to live, learn, play and work. Our aim is to work with communities to deliver better services targeted at reducing poverty and tackling inequalities and deprivation across South Lanarkshire. Further information can be found on the Community Planning Partnership website www.southlanarkshirecommunityplanning.org How do I get involved? There are many ways to get involved in your local community and influence the work of the partnership, for example, through volunteering, joining a local action group, helping to find out what matters in your area or getting involved in how decisions are made. More information can be found on the Community Planning website. 111
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-4- Overarching Aim: The main purpose of the Community Planning Partnership (CPP) is to reduce poverty, deprivation and inequality. Tackling poverty, deprivation and inequalities is not a new area of work for the partners in South Lanarkshire. From the start, the Community Planning Partnership has recognised the challenges for people experiencing disadvantage particularly in closing the opportunity gap for those communities that are the most deprived. Partners have further strengthened their commitment to this work by agreeing a single objective in the Community Plan (2017-2027) which is to “tackle poverty, deprivation and inequality”. In delivering this objective, the work of the partnership is informed by national research carried out by the Joseph Rowntree Foundation see www.jrf.org.uk for more information. This is an independent social change organisation which is working to solve poverty. Partners work together on a range of actions under the following eight key themes. • Inclusive Growth; • Financial Inclusion; • Supporting Parental Employment and Childcare; • Improving Housing; • Education, Skills and Development; • Health Inequalities; • Safeguarding from Risk or Harm; and • Improving the Local Environment and Communities. To complement this work, plans have also been developed to improve the prospects and outcomes for our residents in relation to Children and Young People, Health and Social Care, Community Safety and Sustainable Economic Growth. For more information see www.southlanarkshirecommunityplanning.org/plans Examples of the difference that our work makes • Employment rate Our aim is to increase the employment rate in South Lanarkshire. This is one of the highest levels ever recorded. The gap between the South Lanarkshire rate and the Scottish average is the widest recorded for 11 years. South Lanarkshire: 77.5% Scotland: 73.1% (January to December 2021, Source:- Annual Population Survey/Office for National Statistics (ONS) (Note:- These figures include HMRC COVID-19 Furlough Schemes) 112
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-5- • Levels of pay (earnings, gross weekly median average) Our aim is to increase levels of pay in South Lanarkshire. The level of median pay for residents working full time has increased for a 7th consecutive year, up by +4.9% since 2020, now at the highest level recorded. The gap between the South Lanarkshire rate and the Scottish average is the widest recorded for 13 years. South Lanarkshire: £651 per week Scotland: £622 per week (Year 2021, Source:- Annual Survey of Hours and Earnings/ONS) • School Leavers Destinations More than 96% of South Lanarkshire School leavers, left school and moved into a positive destination (employment, training, further and higher education) in 2020/21, one of the highest levels in Scotland (8th out of 32). For a 6th consecutive year, South Lanarkshire continues to record a higher rate of school leavers progressing to a positive destination than the Scottish average. South Lanarkshire: 96.2% Scotland: 95.5% (Year 2020/21, Source:- School Leavers Destination statistics, Initial Survey, Scottish Government/Skills Development Scotland) 113
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-6- Community Plan Performance Highlights There is a significant amount of work being undertaken by the partnership across South Lanarkshire to reduce poverty, deprivation and inequality. Community Planning Partnerships are required to show what will be different for communities at years one, three and ten of their improvement plan. This report and the linked documents consider how well the partnership has done in meeting the targets that were set for year five of the plan. The following gives examples of our performance where we have met targets in relation to some of the key areas of work that we are progressing. • Inclusive Growth: 1,934 residents with multiple complex barriers were supported into work, education or training (significant increase from 477 in 2020-21) • Financial Inclusion: South Lanarkshire Credit Union Adult Memberships has increased by 3.3% (24,385 members) • Supporting Parental Employment and Childcare: Continued increase in the uptake of nursery places through Early Learning and Childcare for 2-year-old children rising from 471 children to 795 children • Improving Housing: 98% of the council’s housing stock met the Energy Efficiency Standard for Social Housing (EESSH1) an increase from 93.88% • Education, Skills and Development: 925 GradU8 opportunities were available (compared to 500 in 2020-21) and 331 young people took part in the Foundation Apprenticeship Programme • Health Inequalities: The Integrated Care Fund, through a partnership approach, funded 12 projects identifying a range of positive outcomes including health and wellbeing improvement and greater resilience and independence • Safeguarding from Risk or Harm: Police Scotland and Medics against Violence delivered 25 drug education workshops to a total of 2,074 young people across targeted schools and areas in South Lanarkshire • Improving the Local Environment and Communities: 4,786 Health Walks were delivered by the Get Walking Lanarkshire Programme during 2021-22 114
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-7- Community Plan Overall Performance at a glance The following provides a summary of our performance against our priority measures. These are:- • Children and families • Community Safety • Fair Work and Enterprise • Health and Care • Tackling Poverty, Deprivation and Inequality The full CPP performance report can be accessed using the following link (web link to full Q4 IMPROVe Community Plan appendix to be added). Status of priority measures 103 Improved / Maintained or Complete 17 Slippage or Deteriorated Status Definition Blue The action to achieve change has been completed Green On course to achieve the target or complete the action as planned/the timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target To be reported later For some measures, the statistics are not yet available to allow us to say whether the target has been reached or not. These will be reported when available Contextual A small number of measures are included for “information only”, to set performance information in context Most improved measures Least improved measures Increase numbers of Living Wage Accredited local employers Numbers of new enterprises/businesses established Number of residents with multiple complex barriers supported into work, education or training Numbers of new enterprises/businesses sustained Promote and support sustainable food growing initiatives to increase the provision of high quality good growing schemes 40% of eligible women (BMI of 30 or more) are referred to the Healthy Lifestyle in Pregnancy Service by March 2022 Early Learning and Childcare (Education Resources) will continue to work with a range of professionals and services who will have contact with eligible families and will promote free Early Learning and Childcare (ELC) for two year olds Consider support for innovative and sustainable methods of improving the accessibility of rural public transport services and look to support community-centred approaches 95 13 4 0 0 8 115
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-8- Tackling Poverty, Deprivation and Inequalities how we are making a difference 116
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-9- Inclusive Growth Why is this important? Inclusive growth is about strengthening South Lanarkshire’s economy, bringing jobs and opportunities to local people, encouraging growth and investment, and supporting the transition to a low carbon economy. Our aim is to make sure the benefits of economic output are shared across our communities and inequalities are tackled to improve opportunities and the quality of life for everyone. The South Lanarkshire economy like UK, Scottish, Glasgow City Region economies, are all facing real challenges from the shocks of the global pandemic; our country’s new international trading position, and the climate emergency, all of which impact our lives now and for the foreseeable future. The need for inclusive growth - an economy in which everyone can participate and benefit from – is more important than ever, so maximising opportunities across all communities must underpin our approach. Support for Business - South Lanarkshire Council How are we doing? Whilst UK and Scottish Government business support programmes helped to mitigate the financial impact of COVID-19 on business activity, the economic landscape that business will operate in moving forward has changed and we recognise that we and our partners must play a significant role in our economic recovery. We have increased the supports available to help businesses to help them to recover and assist them to diversify and grow in response to today’s challenges. These include: • Resources to help administer our enhanced and more flexible programme of local business support grants; • Promotion of South Lanarkshire as a place to live, work, invest and visit; • Enhanced support for the tourism sector; • Additional capacity in the External Funding Team to take advantage of new and emerging sources of funding; • Support for sustainable economic development and the “green” economy; and • Additional support for social enterprises. Throughout 2021-22, 2,679 businesses have been supported by South Lanarkshire Council (SLC) business support and with Business Gateway advice with 1,095 jobs created or sustained, in addition to Scottish Government grants administered by Economic Development. While we have sought to support the businesses in South Lanarkshire to recover from the effects of the global COVID-19 pandemic, we also supported businesses forced to close or operate under strict restrictions. For the period from December 2021 to March 2022, we awarded 552 COVID business support and ventilation grants worth £22.79million to eligible businesses in the hospitality and leisure sectors. Community Wealth Building aims to redirect wealth back into the local economy, and places control and benefits into the hands of local people. We are working to increase procurement spend with local small and medium enterprises and prioritise the identification of opportunities to increase the level of spend with South Lanarkshire businesses. Changes to how we work will enable increased spend on works contracts up to £2million. This is supported through activity to increase awareness amongst Small and Medium Sized Enterprises (SMEs); promote registration with Public Contracts Scotland; and the take up of free support from the Supplier Development Programme, Business Gateway to increase capacity and ensure businesses can compete. The importance of our town centres and the role they play in our communities and in economic recovery cannot be understated. We have secured over 117
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-10- £6.6m of capital funding since 2019-20, with an additional £5m committed over the next 5 years which has attracted additional investment to maximise opportunities for growth, £10m additional private sector investment directly linked to council investment, with more coming forward through the development of a pipeline of projects for future years. Priority Next Steps • Deliver on the new five-year Economic Strategy for South Lanarkshire. • Lead on two major town centre studies, one which will set the direction and investment priorities for our town centres over the next 10 years and the other is a Net Zero study to help us to work towards net zero, meet our carbon reduction targets and lead the way in changing the way town centres address these challenges. • Continued promotion of Business Support Grants to new and established businesses based in the South Lanarkshire area. • Work with partners to create a calendar of “in person” events offering businesses the chance to hear from local success stories, peer to peer networking and learning. • Work with partners and stakeholders to complete an Investment Plan for South Lanarkshire which will support future projects and investments. We will inform applications for funding through the UK Shared Prosperity and Levelling UP Funds. Feedback from local businesses Mannering Industrial, Bothwell: “We are a 2nd generation family business which started out in 1986. When COVID hit in March 2020 it was a very scary time for us (as it was for most businesses). We were very lucky that we were able to redirect our business into other areas and had a very successful year. When things returned to a level of normality we had attained new customers and moved into new emerging markets. Our challenge however now was that we needed more staff and space to grow as we were struggling to operate in our existing premises. Moving was essential but the budget was tight. We managed to secure funding to allow us to purchase a new unit however this left us with little money to make it fit for purpose and customise it as a functioning warehouse. The South Lanarkshire Business Grant was a lifeline for a small business like us and allowed us to get a lot of the essential work carried out. We were able to purchase racking for the warehouse, use an electrician to install lighting which was also eco-friendly, and we were able to get essential infrastructure jobs completed. Ultimately, we were able to move into a functioning unit a lot sooner than we would have been able to without the grant. We used local businesses and since moving to the area have now employed 2 more people. We are so grateful that we were successful in receiving this grant award.” Kip McGrath, Education Centre, East Kilbride: “Access to the small business grant allowed us to purchase additional computers which enabled us to accommodate more students, we were able to substantially enhance our advertising to include a wall sign, window signs and a standalone A board. This has helped us to substantially exceed our forecast in student numbers.” Further Information South Lanarkshire means business Community wealth building - Cities and regions - gov.scot (www.gov.scot) 118
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-11- Financial Inclusion Why is this important? Financial wellbeing impacts on all aspects of our lives including our general health and wellbeing and on our quality of life. It can affect the choices and opportunities we have, and our aim is to improve financial wellbeing for those who are struggling or failing to get by or are financially vulnerable. Our focus is on low income households through awareness and uptake of benefits and entitlements; tackling debt and promoting Credit Union saving and affordable borrowing options; reducing costs including fuel bills; and supporting financial know-how from school onwards. Doctor’s (GP) Community Link Worker (CLW) programme How are we doing? A GP Community Link Worker (CLW) programme has been created across Lanarkshire. A CLW works with GP practices across South Lanarkshire. They are non-medically trained workers who helps patient to find and engage with other services. They offer non-medical support to patients, enabling them to set goals and access relevant non-medical resources or services in their community. They aim to support patients to overcome barriers and take greater control of their health and wellbeing. Evidence shows that financial insecurity and poverty can have a significant negative impact on health outcomes and is one of the primary reasons why people present at their GP Surgeries. In April 2022, NHS Lanarkshire introduced a Financial Wellbeing Advisor (FWA) Service as part of GP CLW programme delivered by Cambuslang/Rutherglen, Clydesdale, East Kilbride and Hamilton Citizen Advice Bureaus and the council’s Money Matters Advice Service who entered into a 2-year agreement to create a pathway for referrals from the programme. Other key points to note are:- • The Financial Wellbeing Advisory Service has been successfully aligned to the GP Community Link Worker programme; • There are excellent communication routes with service providers with robust referral systems and processes in place; • Analysis of the impact and success of the FWA service is currently underway; and • From April 2021-March 2022, 597 referrals were made to the service resulting in a client financial gain of £305,272. Priority Next Steps We will analyse performance information gathered during the first year to review the effectiveness and efficiency of the service and inform any required improvements. Further Information Alliance Scotland – Links Worker Programme https://www.alliance-scotland.org.uk/in-the-community/national-link-programme/ Supporting Parental Employment and Childcare 119
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-12- Why is this important? Children of working families have better outcomes in terms of long-term education and employment chances. Employment and increased employability opportunities provide a route out of poverty, help to increase self-esteem and resilience and make a positive contribution to mental health and emotional wellbeing. However, having a job does not always guarantee a route out of poverty and parents need to be able to access high quality jobs with a decent rate of pay and enough hours to meet their family’s needs. Over half of all families living in poverty have at least one parent working. High quality early learning and childcare provision, especially in more disadvantaged areas, provides the flexibility parents need to work, train or study to increase their employment chances. Childcare Provision How are we doing? Due to the impact of COVID, the Scottish Government extended the full implementation of the 1140 hours funded early learning and childcare by 1 year. 100% of eligible children are now being provided with their 1140 hours of funded childcare. We also delivered 40 modern apprenticeships and 10 foundation apprenticeships in Early Years and Childcare. South Lanarkshire Council has created a ‘Funding Follows the Child’ process and arranges for the funding to be paid to the provider that parents choose. Approximately 70% of parents request a place in a local authority childcare setting and approximately 30% requesting a place in a funded provider setting. We have engaged with partner childcare providers to increase the number of providers to further support the roll-out of funded childcare to meet the needs of communities. Currently we have 107 funded providers who are supported in South Lanarkshire. Over the last year we have seen a continued increase in the uptake of nursery places for 2-year-old children, rising from 471 children to 795 children. This represents a yearly increase of 9.8% of the population being provided with a nursery place at any one time. Over the year, we have provided a nursery place for 1,111 2-year-old children, when they turn three they progress into their 3-year-old place allowing us to allocate the now empty place to another 2- year-old child. This has seen a total of 33.7% of our 2-year-old population accessing a nursery place over the last year. In addition, over the last year we have opened 8 new establishments, 7 of which provided additional places for 2-year-old children. These new settings provide an additional 160 FTE childcare places for 2-year-old children. Priority Next Steps The employability landscape is continuing to be uncertain due to the continued evolving nature of the COVID-19 pandemic. We have identified the development of an integrated approach to supporting parental employability as a key area for development that features a closer connectivity between childcare provision, delivery of employability opportunities, benefits support and a focus on health and wellbeing. Further information Applying for an early learning and childcare place - South Lanarkshire Council South Lanarkshire’s Local Child Poverty Action Report www.southlanarkshire.gov.uk/downloads/download/996/child_poverty_action_report Parental Employment Support - South Lanarkshire Council 120
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-13- Improving Housing Why is this important? Providing good quality housing that meets people’s differing needs now and, in the future, and which they can afford, is vital to ensuring the health and wellbeing of communities across South Lanarkshire. South Lanarkshire Council works closely with local people within communities and a range of other partners to improve the supply and condition of housing in South Lanarkshire and reduce levels of fuel poverty. We make sure that existing council homes are maintained to the required standards and new homes meet modern standards in relation to ease of access, space and energy efficiency. As well as providing good quality affordable homes for rent that are suitable to people’s needs, we also work with housing partners to deliver a range of other services aimed at improving the lives of people in South Lanarkshire. An area of focus is working with people who are homeless or at risk of homelessness, including those most vulnerable within the community. Our aim is to provide advice, information and assistance to help prevent homelessness. Working together to tackle homelessness How are we doing? In 2019, the South Lanarkshire Rapid Rehousing Transition Plan (RRTP) was launched with the aim of further strengthening the existing partnership approach to tackling and preventing homelessness and helping those who become homeless to access the home they need to rebuild their lives. Rapid rehousing is defined as a housing-led approach for people experiencing homelessness with a focus on ensuring they reach a settled home as quickly as possible, whilst limiting the amount of time spent in temporary accommodation. During 2021-22, partnership working though the RRTP has delivered several successes. Despite the challenges of the COVID-19 pandemic, South Lanarkshire Council and its housing partners continued to increase the supply of affordable housing in South Lanarkshire, delivering a total of 657 additional homes in 2021-22. Partners continue to work together to meet the housing needs of homeless households with 53% of all vacant council homes and 33% of Registered Social Landlord vacant homes allocated to homeless households during the last year. This has had a positive impact on the levels of homelessness with a 21% reduction in the number of people on the housing register who are homeless, from 969 households in 2020-21 to 765 in 2021-22. Figures for long-term homelessness have also improved, with 25% fewer households living in temporary accommodation for more than 12 months and a 22% reduction in time spent in temporary accommodation by households with children. Since the launch of the RRTP three years ago, there has been a 65% reduction in long term homelessness. The HomeStart service, which supports and assists all new council tenants to set up and maintain their tenancy, continues to provide a range of advice and practical assistance on finance and making community connections. There has also been a continued growth of the Housing First approach which has proved successful as a method of helping people who are homeless and who have multiple and enduring support needs. The approach aims to provide these households with a secure home quickly and ensure they are supported to live in their home. 121
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-14- The council continues to use the process of converting temporary accommodation to permanent tenancies if the household is settled, known as ‘flipping’ the tenancy. A further 21 households chose this option in 2021-22 bringing the total number of flipped tenancies to 75 since the implementation of the RRTP in 2019. This approach has made a difference to many homeless households, providing them with a secure and stable home. One family who were delighted to have their temporary accommodation ‘flipped’ to a permanent tenancy was the Scott* family. The family, and eight-year-old son, Jamie, had become very settled in the property. The Scott Family Story* Jamie had developed severe anxiety due to witnessing violence against his mum in her previous relationship and would not let her out of his sight and had become very isolated, not willing to mix with other children. After the family were allocated their temporary accommodation, Jamie became settled, started going to the park and socialising with other children and his schoolwork began to improve. The family’s Housing Support Officer identified that this was a positive move for the family and subsequent discussions resulted in the property being offered to them as a permanent settled home, providing a positive solution to their homelessness. Ms Scott said, “This really worked in my benefit, I couldn’t believe my luck and I’m over the moon, my neighbours are pleased there is someone in the house permanently, I am a happy customer.” (* names have been changed) Priority Next Steps In the year ahead, the council will continue to work with partners to prevent and reduce homelessness and will take forward the actions detailed within the plan, including continuing to:- • Deliver new affordable homes for rent across South Lanarkshire; • Convert temporary accommodation to permanent tenancies where it is appropriate to do so; • Continue to focus housing allocations on households who are homeless; • Reduce long-term homelessness; • Focus on homelessness prevention activities, particularly for households with children; and • Provide support and assistance to new tenants, including those most at risk of homelessness. Further information South Lanarkshire Rapid Re-Housing Transition Plan 2019-2024: www.southlanarkshire.gov.uk/download/downloads/id/12664/rapid_rehousing_transition_plan_2019-2014.pdf 122
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-15- Education, Skills and Development Why is this important? In October 2021, the Scottish Government published its report on ‘Education Recovery: Key Actions and Next Steps. The report recognised that some learners will have suffered adverse consequences, whether in terms of their health and wellbeing or their attainment. The pandemic has continued to bring into sharp focus some of the inequalities that persist in our education system, as has been the case in countries all over the world. It also highlighted that the impacts of the pandemic on our children and young people could not be addressed by the education system alone. The focus on education recovery is one part of a strategic approach to recovery from COVID and must be closely aligned to the work on wider issues, which are set out in the Scottish Government's 'Covid Recovery Strategy for a Fairer Scotland'. We offer a range of youth employability programmes, with support available for young people who need help moving on from school to training, college or a job. Our focus is on ensuring that those young people who live in our most deprived areas have the same opportunities to progress into further education and work as those from the least deprived areas. COVID recovery and Science, Technology, Engineering and Maths (STEM) within schools How are we doing? As part of South Lanarkshire’s response to these challenges a Supporting Learning Recovery and Renewal programme has been developed and is being delivered over 2021-22 and 2022-23 and includes the following elements:- Out of School Hours Study Support • Targeted study support opportunities across primary, secondary and additional support needs (ASN) schools. Sessions can take place both during the school day or after school. Tutoring programme • A bank of tutors has been recruited to offer tutoring support to all care experienced young people in in years 4,5 and 6. Sensational Summer Clubs • 14 summer clubs were established in targeted areas including through partnerships with voluntary sector organisations to provide a range of additional activities provided to engage children, young people and families. Building and improving the digital offer • A range of digital inclusion activities designed to support pupils and their families to improve access to learning. Expansion of the Pathfinder Initiative • The expansion of the pathfinder initiative, targeting young people and their families on the edge of care through flexible support, to all secondary schools. GradU8 Work Experience • The development of a one day per week work experience opportunity as part of the senior phase work-based learning offer. 123
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-16- Scottish mentoring and Leadership Program • Extension of mentoring programmes (MCR Pathways) to 3 additional schools. Literacy and numeracy support • Create a Recovery Support Team in each Learning Community consisting of three timetabled or targeted School Support Assistants. In addition to the initiatives above, South Lanarkshire Council continues to provide a range of work-based options to pupils in the senior phase to support progression into positive destinations. This includes a range of Science, Technology, Engineering and Maths (STEM) opportunities. We support young people to take part in level 6 Foundation Apprenticeships in a range of STEM subjects including Engineering Systems, Scientific Technologies, Civil Engineering, Hardware Support and Software Development. The council has also invested significantly in Level 5 vocational learning opportunities and the GradU8 programme provides opportunities for young people to take part in engineering and construction programmes, delivered in partnership with New College Lanarkshire, South Lanarkshire College and Glasgow Kelvin College. Priority Next Steps • The Learning and Recovery Renewal Programme projects are all being delivered for a further academic year during 2022/2023. • The Youth Employability Team will work with South Lanarkshire College, New College Lanarkshire and the Glasgow colleges to provide opportunities for a range of STEM subjects at SCQF levels 5 and 6. Recruitment took place during the summer term and young people start a range of opportunities in September 2023 including Foundation Apprenticeships and GradU8. Further information Youth Employability Service Youth employability - South Lanarkshire Council 124
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-17- Health Inequalities Why is this important? Health inequalities remains one of the highest priorities for all Community Planning Partners. Many factors combine to affect the health of individuals and communities. Factors such as where we live, our genes, income, education, gender, relationships with others such as family and friends and access to health services all have considerable impacts on health and whether people are healthy or not. The partnership is committed to actions such as improving health in the early years of life, reducing the impact of substance misuse, promotion of good mental health and supporting carers. An area of focus is physical inactivity, which is one of the leading causes of early death in Scotland. Evidence shows that even small increases in activity can help to prevent and treat long-term illness and improve the quality of our life. Improve health during pregnancy How are we doing? A multidisciplinary service consisting of a specialist midwife (0.4 WTE), dietitian and physiotherapist is delivered across Lanarkshire. We have changed how the service is accessed following the pandemic. Service users are given the option to attend virtually via the NHS Near Me platform. The option to attend with the team face to face following all local COVID-19 guidelines is still available as well as telephone calls if preferred. We reviewed this to check if it was suitable and meeting the needs of the service users. The results showed: a reduced need for travel; convenience of being able to attend appointments from their own home; and the ability to still see health professionals on screen at times when restrictions were in place. Service users were hugely supportive and beneficial of this approach. A number highlighted that they were pleased the Healthy Lifestyle in Pregnancy Service (HLiP) support had continued throughout the pandemic, especially when so many other services had proven difficult to engage with. One noted that ‘…at least you were getting to speak to someone’ and another stated the use of Near Me had‘…been absolutely great… especially with COVID going on, a lot of people have only been getting phone calls…’. In terms of progress towards the key performance indicators, in 2021-22, 15% of eligible women (BMI of 30 or more) were referred to the service (target 40%) and 22% engaged (target 30%). During this time, awareness raising and update training sessions for staff have been unable to take place due to staff capacity to attend training. Maternity staff have also had periods of reduced face to face activity due to restrictions and may not have had the same opportunity to discuss referral to the service. Midwifery input to the service has also been reduced. Priority Next Steps We will resume staff training to raise awareness of the service and support staff to raise the issue and refer appropriately to the service. “Meet the Team” videos have been created and are available on the website for staff to use as part of the discussion. A social media campaign is underway. Recruitment of a specialist midwife to the remaining 0.2WTE will commence in April 2022 bringing the service back to full capacity. We will improve the links between Gestational Diabetes Service, including dietitians and Adult Weight Management service to increase referral routes. Further information NHS Lanarkshire’s Healthy Lifestyles in Pregnancy Service https://www.nhslanarkshire.scot.nhs.uk/services/healthy-lifestyles-in-pregnancy-service/ 125
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-18- Safeguarding from Risk or Harm Why is this important? Public protection involves working with both victims and offenders to reduce the risk of harm from abuse, exploitation and neglect to children, adults and the public. Public protection needs agencies in South Lanarkshire to work together to raise awareness and understanding, and co-ordinate an effective response that provides people at risk with the support needed to reduce the risk in their lives. In South Lanarkshire, this work is overseen by a dedicated public protection team which promotes effective partnership working between the Adult and Child Protection Committees, Multi-Agency Public Protection Arrangements (MAPPA) and the Gender Based Violence Partnership. One area of focus is child protection. It is everyone’s responsibility to ensure children and young people are safe and protected from harm. When children and young people do not feel safe and supported, they are unlikely to reach their full potential and take advantage of the available opportunities available to them. Protection of Children and Young People How are we doing? The vision of the Child Protection Committee is: ‘All children and young people in South Lanarkshire have the right to be cared for and be protected from abuse and harm in a safe environment where their rights are respected. All agencies work together in a collaborative way to promote the safety and wellbeing of children and young people in South Lanarkshire’. We continue to provide evidence through multi-agency case file audits that children and young people are listened to, understood and respected. From birth, we are improving how we actively listen and consider what children, young people and babies tell us about their world. Our work has included a revised Participation and Engagement Strategy. We found continuing evidence in the use of the National Risk Framework to Support the Assessment of Children & Young People (2012) and its application in reflecting risk factors including the use of the Resilience Matrix. We carried out further detailed analysis in 2020 and identified areas for improvement in translating the findings of the resilience matrix into the child’s plan. We continue to implement the actions of the Child Protection Improvement Programme (2017) as they occur and have improved our strategies to minimise harm. Learning and development provides the multi-agency workforce with the knowledge, tools and skills to ensure best practice is achieved. We routinely self- evaluate our training, learning and development opportunities to ensure it meets both local and national need in getting it right for the child protection workforce and children, young people and families in South Lanarkshire. We include lessons learned from significant case reviews and legislative changes as they occur. Despite the challenges faced by the pandemic we have continued to deliver learning opportunities to the child protection workforce in creative ways. Best Practice Example: Our Initial and Significant Case Review (SCR) process is robust and supported by our model called “A Practical Approach to Conducting SCRs in South Lanarkshire”. Our methodology based on learning together with supports for staff from the outset, recently featured as a practice change example in the Care Inspectorate Triennial Reviews of Initial and Significant Case Reviews (2018-2021) and can be viewed on pages 62- 63 via the link provided. 126
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-19- Priority Next Steps • We will implement the Child Protection Committees Guidance by 2023 (published September 2021). We will work with other partnerships within the West of Scotland to do this. https://www.gov.scot/publications/national-guidance-child-protection-scotland-2021/ • We will implement the guidance from the Child Protection Committees Learning Review (published September 2021). https://www.gov.scot/publications/national-guidance-child-protection-committees-undertaking-learning-reviews/ • We will implement the new Getting it right for every Child guidance. Once the guidance is published, we will inform and support the workforce to implement it. • We will continue to progress the Quality Assurance Agenda to ensure that the work undertaken has the positive impact essential to the safety and wellbeing of children and young people. Further Information https://www.southlanarkshire.gov.uk/info/200140/education_and_learning/1269/child_protection 127
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-20- Improving the Local Environment and Communities Why is this important? The quality of the environment in which we live and our ability to take part in community life and influence what happens in our communities is key to addressing inequalities and tackling poverty. Within this theme we are working in partnership to build community participation and involvement and produce local plans to address poor outcomes; become more sustainable; tackle digital exclusion; and improve transport to ensure people can access the services and opportunities they require. Local Community Partnerships How are we doing? As part of a shared commitment to fully engage communities in the process of community planning in Lanarkshire, the South Lanarkshire Community Planning Partnership Board is fully supporting the development of locality-based structures to help build interconnections between communities, neighbourhood planning priorities and the wider work of the Board. The newly formed groups will sit within Community Planning structures and have a strategic role, acting as an intermediary between communities, neighbourhood groups and the Community Planning Partnership Board. Ensuring that communities are represented, influential and fully engaged in community planning. The groups will act as a consultative group for service redesign and new service delivery proposals from partners and will contribute to problem solving through the identification of challenges requiring joint solutions or interventions. They will oversee the work to produce Neighbourhood Planning Annual Reports as required by the Community Empowerment Act and promote co-production by involving communities of place and interest in the design and delivery of public services. Although at different stages of development across the four localities in South Lanarkshire, work is well underway in the Cambuslang and Rutherglen and Clydesdale localities where Community Partnerships have been formed. The groups are meeting regularly identifying their shared priorities, presenting update reports at CPP Board meetings and in June 2022, a representative from each of the Community Partnerships joined the Community Planning Partnership Strategic Board on behalf of their group. “I welcome the opportunity to be part of the Cambuslang and Rutherglen Community Partnership, I am really enjoying working alongside representatives from the four Community councils across Cambuslang and Rutherglen and the four Our Place Our Plan Stakeholder Groups. Although we are relatively new, our role is to act as an intermediary to ensure that communities are properly and meaningfully engaged, involved and influential in community planning and the work of the South Lanarkshire Community Planning Partnership Board.” Cheryl Burnett, Springhall and Whitlawburn OPOP Stakeholder and member of the Cambuslang and Rutherglen Community Partnership. Priority Next Steps We will continue in our work to develop the Community Partnerships. 128
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-21- Neighbourhood Planning How are we doing? One of the ways we involve communities is through Neighbourhood Planning. We now have six completed neighbourhood plans (can be viewed at: https://www.southlanarkshire.gov.uk/cp/info/26/community_plan_and_neighbourhood_plans) and another two in progress. Neighbourhood Plans involve communities in real and meaningful ways and has been a catalyst for positive change in these communities. Fernhill is one of the latest communities to start the process of creating a Neighbourhood Plan, after just completing an engagement session where 646 residents shared their hopes and aspirations for Fernhill. There were several ways to engage in the process, doorstep conversations, community drop box, online or in person. The plan is currently being designed with local people using the results from the recent engagement exercise and will be launched this summer. Whitehill Development of a Neighbourhood Plan in Whitehill, Hamilton has picked up pace following the recruitment of a Development Officer. The community consultation (like the process described previously) has been concluded and a draft Neighbourhood Plan has been agreed by the local Stakeholder Group. Information sharing amongst local groups has also been improved because of the stakeholder group meetings. Following several online meetings, and in response to the groups wishes, the first face-to-face meeting of local people, groups and service providers took place in April, to progress publication of the plan and deliver the desired outcomes identified in the community consultation. Low Waters and Eddlewood The Neighbourhood Planning Stakeholder Group in Eddlewood and Low Waters, Hamilton was reconvened at the end of March, with great enthusiasm and commitment for the process and the work to be delivered. Resources exist to support the process, and this will ensure efficient progress to the community consultation stage. Meetings have been scheduled in response to stakeholder preferences and will continue to progress the work towards consultation, publishing of the local plan and addressing needs and issues identified by the communities. Priority Next Steps Progress is ongoing with the existing neighbourhood plans in Hillhouse, Udston and Burnbank; Strutherhill and Birkenshaw; Springhall and Whitlawburn; Burnhill; Cambuslang East; Fairhill and Blantyre. Sustaining existing support to these communities to maintain and monitor the level of progress and success gained through Neighbourhood Planning is important to continue to improve outcomes for these areas. How can you get involved? If you would like more information or would like to get more involved in your community, please email us at communities@southlanarkshire.gov.uk or phone 0303 123 1017 Further information South Lanarkshire Community Planning Partnership Community Empowerment (Scotland) Act 2015 National Standards for Community Engagement 129
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-22- Community Participation and Engagement Why is this important? Our work as a partnership is intended to improve outcomes for people who live in South Lanarkshire and there is much evidence that when people are involved in decisions about services which affect them, outcomes are improved. As a partnership, we want to find ways to speak to communities and encourage them to act themselves and to have an influence on service delivery in their locality. The Community Empowerment Act 2015 (www.gov.scot/publications/community-empowerment-scotland-act-summary/) means that legally the partnership has to place communities at the centre of its process, and work alongside them to produce locality plans which we call Neighbourhood Plans in areas which face the greatest inequalities. In South Lanarkshire we are ambitious to extend this beyond the legal requirements and listen to and involve communities in a real and meaningful way. The Act also sets out other requirements for public bodies such as Community Asset Transfers and Participation Requests. During the year, many consultation and engagement activities were carried out by partners with communities in the South Lanarkshire area. The following sections in the report highlight some areas of this work. 130
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-23- Having Community Conversations that Matter! Community Plan 2022-2032 How are we doing? Between March and August 2021, partners spoke with communities throughout South Lanarkshire to identify what were the main priorities for their neighbourhoods. This involved asking residents to answer some short, open questions on their priorities. We promoted the survey online, through news and social media, by word of mouth, by asking groups and partners to help spread the word, and by being out and about at shopping centres and other places people passed by, when it was safe to do this and using the precautions we needed to. We had special versions co-designed with young people and available in British Sign Language and supplied paper or translated versions when people needed. When the survey closed on 8 August, over 3,300 people had answered our questions. We looked at what people told us, and some themes emerged around Education and Learning, Communities and Environment, Health Inequalities, Housing and Land, Children and Young People and Jobs and Businesses. We kept looking more in depth at what we had been told while we held Community Conversations to ask more about these themes. These face-to-face conversations took place online due to the pandemic between August to October 2021. They included over 200 residents taking part in 27 in-depth conversations on these early themes. Partners had other informal conversations with groups they were in contact with as well. Feedback from the conversations gave us three cross-cutting themes around the impact of poverty, recovery from the pandemic and sustainable development. We also looked at what we already knew from work such as Neighbourhood Planning, where smaller communities within South Lanarkshire work together to identify their priorities, and the Lived Experience Fund which offers small grants to groups to help them tell the story about what life is like for the people they work with. We also looked at the feedback from the community conference which we held in December 2019 and finally we used the facts and figures which we know about South Lanarkshire. This told us that the ‘Places’ where people live were at the core of what mattered to them, and that they were keen on making sure the ‘People’ who lived there were supported, that we make ‘Progress’ to recover from the pandemic and learn together how we can do things in better ways, and that we protect our ‘Planet’ for the future. A group of staff from the partnership came together and helped write the plan and the ambitions within it. We hope that the next time we write our plan, we will have community members as part of our writing group. Further information South Lanarkshire Community Plan 2022-2023 https://www.southlanarkshire.gov.uk/cp/info/26/community_plan_and_neighbourhood_plans/80/community_plan_2022-2032 131
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-24- Participatory Budgeting How are we doing? The Participatory Budgeting (PB) process has been adopted across nine neighbourhood planning areas which share £40,000 (share given is based on population size). A variety of approaches based on local circumstances are being used. In some areas, due to the COVID-19 pandemic, this resulted in restricting meaningful engagement and they chose to carry over their allocation from 2020-21 to this year. This year 3,124 local people have had their say on how money should be spent within their community. The breakdown of the Participatory Budgeting Process awards by area is shown below: Blantyre: £5,600: Spend was deferred until 2022-2023. Burnhill Neighbourhood Planning Group: £8,400 (2 years of funding); 218 votes cast; Burnhill Action Group was awarded money for outdoor play for young people and families to provide more social and recreational activities and to make environmental improvements through the development of a community garden. Cambuslang East Neighbourhood Planning Group: £12,600 (2 years of funding); 895 votes cast; groups awarded money to provide more social and recreational activities include: SLLC -Sports HUB x3; Project 31 Outdoor Play; Halfway Bingo Club; Westburn Youth Project – Outdoor play sessions and an outing; Circuit Youth Project – Outdoor play and an outing for young people x2; Youth Family and Community Learning Bay and Toddler HUB x2; Youth Family and Community Learning – After School HUB x2; and Cambuslang Out of School Care – Easter/summer Programme. Halfway Community Council – Clean up; LEAP – Development of Community Garden; Westburn Youth Project – Memorial Garden Development; and Lightburn Early Learning Centre – Development of nursery garden were awarded money to make environmental improvements. Fernhill Neighbourhood Planning Group: £5,600; 337 votes cast; groups awarded money to provide more social and recreational activities include: Fernhill Youth Project – Outing for young people; Fernhill Play Scheme – Activities for families during school holidays; Fernhill Soccer School – Support existing programme; Fernhill Bowlers – Outing; Fernhill Seniors – Outing; and the O’Hana Club – Activities for young people and families. Hillhouse, Udston and Burnbank Neighbourhood Planning Group: £7,000; 1,228 votes cast; groups awarded money to provide more social and recreational activities include: Udston Primary Play for All; Terminal 1 HUB Youth Group; Hillhouse Link Tenants and Residents Association – Hillstop Café; Gilmour and Whitehill Parish and Harvest Church – Burnbank Community HUB; and the 17th Hamilton Brownies – Camp. Springhall and Whitlawburn Neighbourhood Planning Group: £4,200; 446 votes cast: groups awarded money to provide more social and recreational activities include: Springhall and Whitlawburn Youth Development Team; WCRC Christmas event; Age Active; Cathkin Duke of Edinburgh Group; Youth, Family and Community Learning (YFCL) Family Learning Arts and Crafts; and Project 31. Strutherhill and Birkenshaw Neighbourhood Planning Group: £4,200: Spend was deferred until 2022-2023. Money will be invested in existing live projects. Play and park developments, physical environmental improvements and the development of a bike initiative. Whitehill Neighbourhood Planning Group: £3,500; 420 votes cast: groups awarded money to provide more social and recreational activities include: Whitehill Fun Day – provision of fun fair, games, entertainment, arts and crafts and catering; Games to bring the community back together - funding used to purchase a variety of board games/outdoor games equipment; Activity Packs for Older People and Children - packs with puzzles, crosswords, sudokus, pens, notepads and other games, to help to keep minds active and improve wellbeing; Forest School Programme - development of local school’s Forest School programme to offer vulnerable young people the opportunity to build skills, self-confidence and new friendship groups; Healthy Body, Healthy Minds 132
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-25- Whitehill - funding took groups of teenagers from Whitehill, two times per week for fitness training, nutritional guidance, improving overall health and wellbeing within the community; Well Fit Project - allowed children to express ideas, thoughts and feelings while taking part in healthy activities and sports opportunities; and Staying out for the Summer - funding was used for a range of arts and crafts and sports/outside games equipment that was used with children and families at events and activity days over the school holidays in the local park. How can you get involved? If you would like more information or would like to get more involved in your community, please email us at communities@southlanarkshire.gov.uk or phone 0303 123 1017 Further information Participatory Budgeting Scotland PB Scotland The Participatory Budgeting Charter for Scotland The PB Charter for Scotland 133
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-26- Volunteering Why is this important? Over the past year, during the global pandemic and as we start to come out of it, volunteering has arguably become more essential than ever before. It is of demonstrable benefit to individuals and to the larger community. In 2021-22, volunteers have displayed exceptional generosity with their time, effort, and commitment right across the area. Responding tirelessly to needs in their local communities and beyond, volunteers have been a tremendous source of help and comfort to South Lanarkshire communities. How are we doing? As the Third Sector Interface for South Lanarkshire, Voluntary Action South Lanarkshire (VASLan) believes it is crucial for us to promote the benefits of volunteering across South Lanarkshire. We are committed to supporting as many people into volunteering as possible, and to providing help and advice to any volunteer involving organisations who need us. We collaborate with these organisations to always ensure best practice in volunteer management, and involve them in consultations, events and partnerships. This year we also worked with several Third Sector Organisations who were just getting started with their volunteering programme, ensuring that all required policies and procedures were in place to help them give the best possible support to their volunteers. This year saw VASLan create and run the Transitional Support Programme for Young People as part of Scotland’s Youth Guarantee Programme. Aimed at giving young people aged 16-24 the chance to succeed despite the economic impacts of COVID-19, the guarantee is designed to ensure everyone aged between 16 and 24 has the opportunity of work, education or training. For our 13-week programme we provided volunteering opportunities to the participants and worked with Third Sector Organisations across the region to find appropriate volunteering opportunities for them. We developed a bespoke training programme tailored to each participant that helped us address the specific barriers that they might experience when looking for work. We worked with each young person for 5 weeks of training to help overcome these barriers and then matched them to a volunteering role for 8 weeks to help break down those barriers further, gaining the young person much needed confidence, and letting them experience for themselves the many benefits of volunteering. The following are some of the highlights of 2021-22:- • 636 new volunteers were registered • 1,442 volunteering placements were arranged • 10 Saltire Group administrators approved • 234 Saltire Volunteer registrations • 14,787 Saltire hours logged • 45 new volunteering opportunities created Further information Voluntary Action South Lanarkshire (VASLan) www.vaslan.org.uk 134
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-27- Ryan’s Story Ryan Conway is a volunteer at the Machan Trust. He told VASLan that being able to volunteer is a chance to give back to the community and to get an experience that he never had before. For Ryan, seeing the smiles of the people that he helped, having fun, and participating in events are the best thing that he got from volunteering. "I feel like I'm making a difference," he said. Volunteering is also helping him to learn a lot of new things and boost his social skills. He learned about diplomacy, presentation skills, and how to talk to people. "I was given a lot of support by my VASLan mentors; Joanne and Becca from the Youth Guarantee Project have been great in giving me all the advice that I need," he added. Ryan would encourage anyone thinking about volunteering to get involved "Volunteering is a highly recommended activity. If you have ever thought about it, take a leap and do it, because it is very rewarding." 135
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-28- Community Asset Transfer Why is this important? The Community Asset Transfer (CAT) process allows the council to work closely with their communities to develop services and provision that are responsive to the needs of residents. The legislation which was introduced in 2015 allows community bodies to apply to lease and purchase council owned assets. By capitalising on the local knowledge and expertise of those who live in these communities we can assist in the flexible usage of South Lanarkshire Council (SLC) assets and work together to make the greatest impact possible in the communities in which we serve. How are we doing? South Lanarkshire Council have now undertaken a number of successful CAT processes over the years including GROW 73 in Rutherglen, East Kilbride United in Kirktonholme and in this year we have had even more successful applications including Bothwell Futures, East Kilbride Men’s Shed and Stonehouse Men’s Shed as well as a number of others being approved, all allowing groups driven by and on behalf of the community to create innovative approaches to improving their own communities. In recognition of the importance of the CAT process, a temporary Community Asset Transfer Officer has been appointed with a view to providing support and guidance to the large number of community organisations who are looking at the viability of the process for them. This post is supported by a grant fund which can be allocated to assist groups successfully complete the process. How can you get involved? Community Asset Transfer is open to any community-controlled body which has the relevant constitution or governance documentation and is wholly open to all members of the community they serve. Any group applying for a CAT must show they have organisational strength to take on and manage an asset, and that they are supported by the community which they serve. The CAT process is an exciting opportunity which can benefit any community but involves a lot of time and effort. In recognition of this, the CAT Officer can provide tailored support to each applicant organisation. This support can be augmented by assistance from other organisations, such as Voluntary Action South Lanarkshire (VASLan), Community Enterprise, Just Enterprise, Community Ownership Support Services and the Scottish Council for Voluntary Organisations (SCVO). Bothwell Futures – Bothwell Library Bothwell Futures have recently completed the transfer of the former Bothwell Library premises into their ownership. They have exciting plans to develop the facility into a community hub which accommodates the library and allows for the development of activities that help improve the quality of life of local residents. The group decided on the move due to the condition of the building and the library’s limited footfall. Having officially completed the transfer in July, the group will be undertaking repair and renovation work over the next few months which is scheduled to be completed by November 2022. Once their works are complete, Bothwell Futures will lease the specific book-reading area of the library back to South Lanarkshire Leisure and Culture but will maintain the running of the full building and the new social space. In addition, the ambitious plans will also see the development of office rooms, with a new staircase and modern toilets also due to be built. The move promises to pave the way for the future of Bothwell residents and provide a social space for younger generations. 136
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-29- Kevin Moore, Chairman of Bothwell Futures: “Once the repair works are complete, we will work to remodel the building inside to create a community hub of which the library will be an integral part of. One of the challenges we have in the Bothwell community is there is fairly limited buildings left that are available to the community. We developed a 20-year plan, and whatever assets we still had in the village, we wanted to try and retain them for the good of the community. And the first one that became obvious was the Bothwell Library building. The asset transfer process has run smoothly as South Lanarkshire Council worked with Bothwell Futures for the new plans to go ahead. So far, it’s been a very good arrangement. We’ve worked really well together.” Further Information For South Lanarkshire Council, anyone wishing to know more about the process is encouraged to contact the Community Asset Transfer Officer at: communityassets@southlanarkshire.gov.uk Community Empowerment Asset Transfer https://www.gov.scot/policies/community-empowerment/asset-transfer/ Community Ownership Support Service https://dtascommunityownership.org.uk/ 137
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-30- Participation Requests How are we doing? Participation requests are a formal way for community bodies to request to be involved in decisions and put forward their ideas on how services could be changed to improve outcomes for the community. Requests can be made to a range of public bodies including South Lanarkshire Council, NHS Lanarkshire, Police Scotland, Scottish Fire and Rescue, etc. During 2021-22, none of the Community Planning Partners received a participation request. To make a participation request, your group must meet some requirements including having a membership open to your community and working for community benefit. Your first step should be getting in touch with the public body you would like to work with for assistance in getting started. This can identify if they are the right public body to contact and they can also help you to get advice and information about any existing consultations or decision-making processes that you could be involved in without needing to make a formal participation request. Further information Participation Requests: www.gov.scot/policies/community-empowerment/participation-requests 138
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-31- Appendix 1 Links with the National Performance Framework Our Vision To improve the quality of life for all in South Lanarkshire by ensuring equal access to opportunities and to services that meet people’s needs. Community Plan 10-year vision – Overarching Objective - Tackling Poverty, Deprivation and Inequalities • Child Poverty • Employment Deprivation • Income Deprivation • Inclusive Growth • Financial inclusion • Supporting parental employment and childcare • Improving Housing • Education, Skills and Development • Health Inequalities • Safeguarding from Risk or Harm • Improving the Local Environment and Communities Key National Outcomes • We grow up loved, safe and respected so that we realise our full potential • We respect, protect and fulfil human rights and live free from discrimination • We tackle poverty by sharing opportunities, wealth and power more equally • We live in communities that are inclusive, empowered, resilient and safe • We are healthy and active • We are well educated, skilled and able to contribute to society • We have thriving and innovative businesses, with quality jobs and fair work for everyone • We are creative and our vibrant and diverse cultures are expressed and enjoyed widely • We value, enjoy, protect and enhance our environment • We have a globally competitive, entrepreneurial, inclusive and sustainable economy UN Sustainable Development Goals • No poverty • Zero hunger • Good health and wellbeing • Quality education • Affordable and clean energy • Decent work and economic growth • Industry, innovation and infrastructure 139
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-32- • Reduced inequalities • Sustainable cities and communities • Peace, justice and strong institutions • Climate change • Gender equality • Partnerships for the goals If you need this information in another format or language, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 or Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk 140
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Licensing of Short Term Lets 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the commencement of legislation on the licensing of Short Term Lets, the establishment of a South Lanarkshire scheme and seek approval of the statement of licensing policy attached at Appendix 1 of the report 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the commencement of the Civic Government (Scotland) Act 1982 (Licensing of Short Term Lets) Order 2022 on 1 October 2022 be noted; (2) that it be noted that South Lanarkshire Council must open a licensing scheme for short term lets by 1 October 2022; (3) that the powers available to the Council in relation to mandatory and discretionary controls under the Act be noted; (4) that the proposals for the delivery of this licensing scheme by the Licensing and Registration Team, Finance and Corporate Resources, be approved; (5) that the draft Statement of Licensing Policy outlined at section 5 of the report and attached at Appendix 1, be approved; and (6) that the responses to the public consultation on the policy shown at Appendix 2 be noted. 3. Background 3.1. On 1 March 2022, the Civic Government (Scotland) Act 1982 (Licensing of Short Term Lets) Order 2022 (‘the 2022 Order’) was enacted to introduce new powers for local authorities to regulate short term lets through the introduction of a licensing scheme under the Act. 3.2. The 2022 Order brings Short Term Lets within the scope of the Civic Government (Scotland) Act 1982 (‘the 1982 Act’) and enables local authorities to implement a licensing scheme for short term lets which is aimed at improving safety within short term lets and mitigating their impact on communities. 3.3. The legislation was developed after residents across Scotland raised significant concerns about the impact of short-term lets on their communities, including noise, anti-social behaviour, and the impact on the supply of housing in some areas. It is intended to ensure the needs and concerns of communities are balanced with wider economic and tourism interests. 7 141
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3.4. The licensing scheme includes a new mandatory safety requirement that will cover every type of short term let to ensure a safe, quality experience for visitors. It also includes a ‘fit and proper’ test to assess whether the applicant is suitable to hold such a licence, as with all other types of licensable activities under the 1982 Act. The Council also has the discretion to apply further appropriate conditions to address any local concerns. 3.5. The Order sets out a timetable for the implementation of the licensing scheme, which will take place incrementally to give hosts and operators time to comply. The legislation contains transitional provisions which allow existing operators to continue hosting guests whilst their application is considered and determined. Accordingly, the timeline for local authorities to open a licensing scheme for short term lets to applications is as follows:- by 1 October 2022 – licensing system opens to applications by 1 April 2023 – existing hosts or operators must have made an application to the Council and can continue to operate whilst their application is processed and determined new entrants to the market will be required to have a licence application granted before being able to operate by 1 July 2024 – all short term lets to be licensed 3.6. It is proposed that the administration of Licensing of Short Term Lets best sits within Finance and Corporate Resources in the Licensing and Registration Team due to similar services already delivered by that team. 4. Anticipated Application Numbers 4.1. Research published by the Scottish Government in October 2019 suggested that there were 209 properties being advertised on Airbnb in South Lanarkshire in May 2019, with 32,000 active listings across Scotland. The suggestion being that the majority of short terms lets are advertised on Airbnb with over half of those being in City of Edinburgh or Highland Council regions. This does not take into account other advertising platforms and the research also noted a continuing growth (from 10,500 in 2016). 4.2. At the moment, South Lanarkshire is estimating around 200 applications upwards but actual numbers will not become clear until applications are received. 5. Statement of Licensing Policy 5.1. The statement of licensing policy for short term lets is attached at Appendix 1 for approval. It reflects both the terms of the legislation and the Scottish Government guidance. 5.2. The policy covers definitions of properties to be licensed, application and objection process, variation, licensing conditions and fees. The fees for a full licence are based upon a three year licence and fees are comparable with other councils. 6. Employee Implications 6.1. It is proposed that one additional member of staff is recruited to assist the team in dealing with these applications to be funded from short term let application fee income. Employee resources required will be kept under review as the scheme beds in and the level of demand and number of applications becomes apparent. The grade for the post is shown in the table below. 142
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Job title Grade Annual Salary Licensing and Registration Assistant Grade 1 Level 1 to 4 £18,322 to £21, 406.08 Employee resources required will be kept under review as the scheme beds in and the level of demand and number of applications becomes apparent. 7. Financial Implications 7.1. The cost of delivery of this service will be met from income. A fee structure is proposed which is in accordance with Scottish Government Guidance on Short Term Lets and in comparison, with other licensing fees within South Lanarkshire and by benchmarking fees with other local authorities. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 9. Other Implications 9.1. An upgrade is being developed Scotland wide to the Civic Licensing IT system incorporating this licence type into the existing system for civic licences. The template application form has been developed and, if required, applications can be processed using paper forms should there be any delay in implementing the online applications. 9.2. The Council will be in breach of the Civic Government (Scotland) Act if it does not have a Short Term Lets licensing Scheme and Licensing Policy in place. 10. Equality Impact and Consultation Process 10.1. The draft statement of licensing policy and licence conditions framework has been subject to public consultation, seeking views on the Policy. The consultation period closed on 30 September 2022 and 4 responses were received. These have been taken account of and the draft policy at Appendix 1 updated. A summary of the Responses is provided at Appendix 2. 10.2. Four responses were received to the consultation, 2 of these were detailed comments on the legislation rather than the draft policy. The Council has no discretion to depart from the statutory requirements. The policy has been updated in light of the other two consultation responses received. 10.3. It is recommended that further consultation is considered once the scheme has been open for a year. Paul Manning Executive Director (Finance and Corporate Resources) 13 October 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient, and transparent Focused on people and their needs Working with and respecting others 143
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Name Geraldine McCann Designation Head of Administration and Legal Services Tel 01698 454658 E-mail geraldine.mccann@southlanarkshire.gov.uk or Name Margaret Mary Wilson Designation Legal Services Manager Tel 01698 454501 E-mail margaretmary.cairns@southlanarkshire.gov.uk 144
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Appendix 1 South Lanarkshire Council Short Term Lets Licensing Scheme Civic Government (Scotland) Act 1982 Statement of Licensing Policy This statement will be kept under review and will be subject to ongoing consultation October 2022 7 145
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Contents 1 Introduction 2 Consultation and links to other policies, strategies and legislation 3 Timescales 4 Definitions and Licence Types 5 Planning Permission 6 Fees 7 Application and Notification Process 8 Objections and Representations 9 Application Checks 10 Licence Duration and Renewal 11 Conditions attaching to licences 12 Temporary Exemptions 13 Temporary Licences 14 Occupancy capacity 15 Variation of Licence 16 Complaints 17 Compliance and Enforcement 18 Review of licence 19 Decision making and delegation of licensing functions 20 Right of appeal Appendix 1 Conditions 146
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1. Introduction 1.1 South Lanarkshire Council is the licensing authority for the area of South Lanarkshire for the purposes of the Civic Government (Scotland) Act 1982 and is responsible for regulating and administering licences in terms of the Act in the local authority area. 1.2 The Civic Government (Scotland) Act 1982 (Licensing of Short-term Lets) Order 2022 (the “Order”) was approved by the Scottish Parliament on 19 January 2022 and came into force on 1 March 2022. The Order requires local authorities to introduce a Short Term Lets Licensing Scheme by 1 October 2022. 1.3 The aims of the licensing scheme are: • to ensure all short-term lets are safe; • to facilitate licensing authorities in knowing and understanding what is happening in their area; and • to assist with handling complaints and address issues faced by neighbours effectively. 1.4 Guidance has been issued by the Scottish Government which is designed to help licensing authorities implement a licensing scheme in their area which is: • in line with the Scottish Government's overall policy aims for the licensing of short- term lets; • efficient, effective, and proportionate; and • customised to the licensing authority's local policies and the needs and circumstances of the licensing authority's local area. 1.5 This policy outlines how South Lanarkshire Council as licensing authority will oversee a licensing scheme and administer applications within the area. 2. Consultation and links to other policies, strategies, and legislation 2.1 In preparing the policy, the council has considered the guidance issued by the Scottish Government and consulted with stakeholders. The terms of the policy may be further updated in response to future public consultation. 2.2 It should be recognised that this policy covers a variety of activities and premises and cannot provide for every eventuality 2.3 This policy does not seek to prevent any individual applying under the terms of the Act and to have such an application considered on its individual merits. It does not seek to override the right of any person to make representations on an application or to seek a review of a licence where provision has been made for this in the Act. 3. Definitions and Licence Types 3.1 Definitions A “short-term let” is defined in the order as the use of residential accommodation provided by a host in the course of business to a guest, where all of the following criteria are met— (a) the guest does not use the accommodation as their only or principal home, 147
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(b) the short-term let is entered into for commercial consideration, (c) the guest is not— (I) an immediate family member of the host, (ii) sharing the accommodation with the host for the principal purpose of advancing the guest’s education as part of an arrangement made or approved by a school, college, or further or higher educational institution, or (iii) an owner or part-owner of the accommodation, (d) the accommodation is not provided for the principal purpose of facilitating the provision of work or services by the guest to the host or to another member of the host’s household, (e) the accommodation is not excluded accommodation, and (f) the short-term let does not constitute an excluded tenancy, “accommodation” includes the whole or any part of a premises, “commercial consideration” includes— (a) money (b) a benefit in kind (such as provision of a service, or reciprocal use of accommodation), “excluded accommodation” means accommodation described in paragraph 1 of schedule 1, “excluded tenancy” means a tenancy described in paragraph 2 of schedule 1, “guest” means a person who occupies accommodation under a short-term let, “host” means a person who is the owner, tenant, or person who otherwise exercises control over occupation and use, of the accommodation which is the subject of a short-term let, An immediate family member of the host is— (a) someone who is married to, in a civil partnership or living together as though they were married to the host (b) a parent, grandparent, child, grandchild or sibling of the host or their partner (c) a partner of the host’s parent, grandparent, child, grandchild, or sibling Note two people are to be regarded as siblings if they have at least one parent in common, a person’s stepchild is to be regarded as the person’s child, 148
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a person (“C”) is to be regarded as the child of another person (“D”) if C is being or has been treated by D as D’s child. Excluded accommodation means accommodation which is, or is part of— (a) an aparthotel, (b) premises in respect of which a premises licence within the meaning of section 17 of the Licensing (Scotland) Act 2005 has effect and where the provision of accommodation is an activity listed in the operating plan as defined in section 20(4) of the 2005 Act, (c) a hotel which has planning permission granted for use as a hotel, (d) a hostel, (e) residential accommodation where personal care is provided to residents, (f) a hospital or nursing home, (g) a residential school, college, or training centre, (h) secure residential accommodation (including a prison, young offenders institution, detention centre, secure training centre, custody centre, short-term holding centre, secure hospital, secure local authority accommodation, or accommodation used as military barracks), (I) a refuge, (j) student accommodation, (k) accommodation which otherwise requires a licence for use for hire for overnight stays, (l) accommodation which is provided by the guest, (m) accommodation which is capable, without modification, of transporting guests to another location, (n) a bothy, or (o) accommodation owned by an employer and provided to an employee in terms of a contract of employment or for the better performance of the employee’s duties. An excluded tenancy means a tenancy which falls within any of the following definitions— (a) a protected tenancy (within the meaning of section 1 of the Rent (Scotland) Act 1984) (b) an assured tenancy (within the meaning of section 12 of the Housing (Scotland) Act 1988), 149
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(c) a short assured tenancy (within the meaning of section 32 of the Housing (Scotland) Act 1988), (d) a tenancy of a croft (within the meaning of section 3 the Crofters (Scotland) Act 1993), (e) a tenancy of a holding situated outwith the crofting counties (within the meaning of section 61 of the Crofters (Scotland) Act 1993) to which any provisions of the Small Landholders (Scotland) Acts 1886 to 1931 applies, (f) a Scottish secure tenancy (within the meaning of section 11 of the Housing (Scotland) Act 2001), (g) a short Scottish secure tenancy (within the meaning of section 34 of the Housing (Scotland) Act 2001), (h) a 1991 Act tenancy (within the meaning of section 1(4) of the Agricultural Holdings (Scotland) Act 2003), (i) a limited duration tenancy (within the meaning of section 93 of the Agricultural Holdings (Scotland) Act 2003), (j) a modern limited duration tenancy (within the meaning of section 5A of the Agricultural Holdings (Scotland) Act 2003), (k) a short limited duration tenancy (within the meaning of section 4 of the Agricultural Holdings (Scotland) Act 2003), (l) a tenancy under a lease under which agricultural land is let for the purpose of its being used only for grazing or mowing during some specified period of the year (as described in section 3 of the Agricultural Holdings (Scotland) Act 2003), (m) a private residential tenancy (within the meaning of section 1 of the Private Housing (Tenancies) (Scotland) Act 2016), or (n) a student residential tenancy. “unique licence number” means a unique number which— (a) is assigned to each application or licence, and (b) contains a number or letters which— (i) identifies the licensing authority, and (ii) is used in every licence number assigned by the licensing authority. 150
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3.2 Types of licence There are four types of licence:- a) a licence for home letting; b) a licence for home sharing c) a licence for home sharing and home letting; or d) a licence for secondary letting. The different licence types are defined as follows:- “home letting” means a short-term let consisting of the entering into of an agreement for the use, while the host is absent, of accommodation which is, or is part of, the host’s only or principal home, “home sharing” means a short-term let consisting of the entering into of an agreement for the use, while the host is present, of accommodation which is, or is part of, the host’s only or principal home, “secondary letting” means a short-term let consisting of the entering into of an agreement for the use of accommodation which is not, or is not part of, the licence holder’s only or principal home. 3.3 Potential applicants should take their own independent legal advice on whether or not they require a Short Term Let licence. 4. Timescales 4.1 From 1 October 2022 new hosts and operators will need to have a licence. This means that hosts or operators who were not using their premises to provide short-term lets before 1 October 2022, can advertise but cannot take bookings or receive guests until a licence has been obtained. 4.2 Existing hosts/operators have until 1 April 2023 to apply for a licence if the accommodation the licence is for, was used as a short-term let before 1 October 2022. During this period they can continue to operate without a licence (by continuing to take bookings and receiving guests) unless the licence application has been determined, and the application rejected. Existing hosts/operators should be able to provide evidence as part of the application process of use of the property for short-term lets prior to 1 October 2022, for example through evidence of bookings and payments. 4.3 From 1 April 2023, existing hosts can only continue to operate if they have either submitted an application for a licence on or before 1 April 2023 that has not yet been determined or been granted a short-term let licence. 4.4 All short-term lets in Scotland need to be licensed by 1 July 2024. 151
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5. Planning Permission 5.1 In terms of the Town and Country Planning (Short Term Let Control Areas) (Scotland) Regulations 2021 the Council as planning authority can establish short term let control areas. This is intended to help planning authorities manage high concentrations of short term lets where it affects the availability of residential housing or the character of a neighbourhood. In such areas planning permission will always be required for the use of a property as a short term let. At the moment there are no short term let control areas in South Lanarkshire, but that position will remain under review by the planning authority. 5.2 Outside of a control area the introduction of a short term let within a dwelling house may involve a material change of use requiring planning permission. This is determined on a case by case basis. Hosts and Operators should engage with the Council’s Planning Service before submitting an application for a licence to find out if planning permission is needed. This may involve the submission of an application for a certificate of lawfulness. If required the planning permission or certificate of lawfulness must be provided with your application. 6. Fees 6.1 Licensing authorities are required to charge fees in relation to the processing and determination of license applications and associated matters. They must ensure that the fees are sufficient to cover the expenses of administering the process and must also review the fees periodically. The current fees for the three year duration of the licence are as follows:- Type of licence Application/Renewal Fee (occupancy of 1 or 2 persons) £ Application/Renewal Fee (occupancy of 3 to 6 persons) £ Application/Renewal Fee (occupancy of 7 to 10 persons) £ Application/Renewal Fee (occupancy of 11 persons and above £ Secondary Letting 300 450 550 750 Home Letting 250 375 450 625 Home Sharing 250 375 450 625 Home Letting and Home Sharing 250 375 450 625 Temporary Licence – as above Variation – as above Material change - £39 Duplicate Licence – £25 Inspection Fee – To be agreed 7. Application and Notification Process 152
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7.1 All applicants must complete an online application form and must apply for a separate licence for each premises. Accommodation that is on a single premises requires only one licence. The relevant documents must be provided and the fees paid before the application can be accepted. 7.2 The application can be made by a person other than the owner of the premises but, if this is the case, the applicant must provide consent from the owner. 7.3 The applicant is required to provide a declaration to the Licensing Authority that they can comply with the mandatory and additional conditions attached to the licence. 7.4 Applicants have a statutory obligation to display a notice of application stating that an application for a short term let licence has been made. The notice must be displayed suitably protected from the elements on or near to the property in a position where it can be easily read by members of the public 24 hours a day for a period of 21 days starting on the date on which the application is lodged with the Council to give people a chance to object to the application. Applicants are required to submit a certificate confirming that they have complied with this requirement as soon as possible after the twenty one days has expired 7.5 The licensing authority will give notice of each licence application it receives to:- • the Chief Constable of Police Scotland • Scottish Fire and Rescue Service • South Lanarkshire Council Planning Department • South Lanarkshire Council Building Standards Service • South Lanarkshire Council Environmental Health Service • South Lanarkshire Council Housing and Technical Resources • Elected Members for the area 7.6 If an applicant has had a licence application refused by the licensing authority they cannot submit a further application within one year of the date of refusal unless there has been a material change in circumstances. Whether or not there has been a material change is to be determined by the licensing authority. 7.7 Following a licence being granted details will be recorded in the public register which is available on the Council’s web pages. 8. Objections and representations 8.1 Objections and representations can be lodged within 28 days from the date when the application was received by the licensing authority or the date when the Site Notice was put up, whichever is the later. 8.2 Anyone can submit an object or a representation. Objections or representations must specify the grounds for the objection or the details of the representation and must be in writing (e- mail is acceptable) and must specify the name and address of the person making it and be signed by them or on their behalf. 8.3 The objection or representation will be copied to the applicant for comment. 8.4 Late objections or representations may be considered but only if the licensing authority considers that there is sufficient reason why the objection or representation was not made in time. 9. Application Checks 153
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9.1 The licensing authority will consider each application on its own merits. 9.2 The licensing authority will seek additional information from the applicant as part of the application process and will consider all relevant information including information from the statutory consultees, Police Scotland and Scottish Fire and Rescue Service, and will visit premises where required 9.3 Every individual named on the application will be subject to a fit and proper person test. 10. Licence duration and renewal 10.1 The licensing authority may grant a licence for a period of up to 3 years, after which it must be renewed. The duration and expiry date will be specified on the licence together with the unique licence number. The duration applies from the date on which the licence comes into force. 10.2 Where an application is made to renew a licence, the licence will continue to have effect until such a time as a decision is made on the renewal. The licensing authority intends to grant a renewal for a period of up to 3 years. . 10.3 During the period of a licence the licensing authority may require sight of relevant documentation or make visits in order to ensure compliance. 11. Conditions attaching to licences 11.1 The Order sets out a number of mandatory licence conditions which apply to all short terms lets. A list of these conditions can be found at Appendix 1. 11.2 In addition to the mandatory conditions a licensing authority may impose additional conditions. There are currently no additional conditions imposed by the licensing authority and this will be kept under review. 12 Temporary Exemptions 12.1 In terms of the Order the licensing authority may grant temporary exemptions. The licensing authority does not intend to do so. This position will be reviewed as part of the review of the policy, at least every three years. 13 Temporary Licences 13.1 The licensing authority has the power to grant temporary licences for a period of up to 6 weeks. The licensing authority will consult with Police Scotland and Scottish Fire and Rescue Service. 13.2 Any host or operator granted a temporary licence will be expected to adhere to all mandatory and additional conditions. 13.3 A temporary licence is not capable of being renewed but, where the holder of or the applicant for a temporary licence has also made an application for a licence in respect of the same activity, the temporary licence, if granted, shall continue to have effect until the full licence application is determined. 154
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14. Occupancy Capacity 14.1 It is a condition of all licences that the licence holder must ensure that the number of guests does not exceed the number specified on the licence. 15. Variation of licence 15.1 At any time the licensing authority, whether or not upon an application made to them by the holder of the licence, may vary the terms on any ground it thinks fit. There is no requirement to advertise the variation but the licensing authority will consult with the statutory consultees detailed at paragraph 7.5 above. 16. Complaints 16.1 Complaints from guests should be raised with the host or operator initially. If the matter is unresolved or of sufficient concern it may be raised with the licensing authority. 16.2 A complaint must be relevant to matters which the council can consider. Complaints may relate to:- • Whether the host or operator is a fit and proper person • Public order, public nuisance, or public safety • Breach of a licence condition 16.2 The licensing authority will seek to resolve complaints through engagement with the host or operator. If this is not successful then enforcement may be considered in terms of paragraphs 17 and 18 below. 17. Compliance and Enforcement 17.1 On or after 1 October 2022, it is a criminal offence for any person to continue to operate after their licence application has been determined and refused. 17.2 All short-term lets in Scotland will need to be licensed by 1 July 2024. On or after 1 July 2024 operating without a licence is unlawful in all cases. 17.3 Existing hosts must cease operating within 28 days if their licence application is refused. 17.4 Operating without a licence is a criminal offence. 17.5 It is an offence for an applicant to provide false or misleading information on the licence application form. 17.6 Enforcement on any matter which is within the remit of the licensing authority will be carried out in accordance with paragraph 18 below and the South Lanarkshire Enforcement Concordat for licences in terms of the Civic Government (Scotland) Act 1982 (as amended) Enforcement Concordat. 18. Review of licence 18.1 A licence may be reviewed at any time, whether a complaint has been received or not. A review will include consideration being given to the suspension, revocation, or variation of a licence or alternatively to the issue of a written warning. 18.2 The licensing authority may order suspension or revocation where:- 155
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• the holder of the licence or, where the holder is not a natural person, any director of it or partner in it or any other person responsible for its management, is not or is no longer a fit and proper person to hold the licence; • the activity to which the licence relates is being managed by or carried on for the benefit of a person, other than the licence holder, who would have been refused the grant or renewal of the licence under paragraph 5(3) above; • the carrying on of the activity to which the licence relates has caused, is causing or is likely to cause undue public nuisance or a threat to public order or public safety; • a condition of the licence has been contravened 18.3 The licensing authority may suspend a licence immediately if it is of the opinion that the carrying on of the activity to which the licence relates is causing or likely to cause a serious threat to public order or public safety. This may be on the receipt of information from Police Scotland or Scottish Fire and Rescue Service. Following immediate suspension the licence holder will be given an opportunity to attend a hearing before the Licensing Committee within 6 weeks in order to determine further action, that is whether to suspend further, revoke or take no further action. 19. Decision Making and Delegation of licensing functions 19.1 It is the council’s intention to provide a speedy, efficient and cost effective service to all parties involved in the licensing process. 19.2 Decisions on licensing matters will be taken in accordance with an approved scheme of delegation aimed at ensuring timely, efficient and cost effective decision making. The scheme sets out decisions which may be made by the Licensing and Registration Manager or his/her staff 19.3 The licensing authority will determine each application on its own merits. 19.4 Where applicants have received a valid objection the application will be considered by the local authority Licensing Committee at a hearing to consider and determine the application and to which the applicant and the objector will be invited. 19.5 The grounds for refusal of a licence are set out in Paragraph 5(3) of Schedule 1 to the Civic Government (Scotland) Act 1982, details of which can be found in appendix 2. 20. Right of Appeal 20.1 The applicant has the right of appeal to the Sheriff Court. The applicant should appeal by way of summary application within 28 days from the date of the decision. The applicant has a right to ask for a Statement of Reasons within 21 days of the decision. The Licensing Authority must issue the Statement of Reasons within 10 days from receipt of the request for the Statement of Reasons. . 156
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Appendix 1 Mandatory licence conditions Agents 1. Only those named as a holder of the licence can carry out the day to day management of the short-term let of the premises. Type of licence 2. The holder of the licence may only offer the type of short-term let for which the licence has been granted. Fire safety 3. The holder of the licence must ensure the premises has satisfactory equipment installed for detecting, and for giving warning of— (a)fire or suspected fire, and (b)the presence of carbon monoxide in a concentration that is hazardous to health. 4. The holder of the licence must keep records showing that all upholstered furnishings and mattresses within the parts of the premises which are for guest use, or to which the guests are otherwise permitted to have access, comply with the Furniture and Furnishings (Fire Safety) Regulations 1988(1). Gas safety 5. Where the premises has a gas supply— (a)the holder of the licence must arrange for an annual gas safety inspection of all gas pipes, flues, and appliances in the premises, (b)if, after an annual inspection, any appliance does not meet the required safety standard, the holder of the licence must not allow a short-term let of the premises until the works necessary to bring the appliance to the required safety standard have been carried out. Electrical safety 6. Where there are electrical fittings or items within the parts of the premises which are for guest use, or to which the guests are permitted to have access, the holder of the licence must— (a)ensure that any electrical fittings and items are in— (i)a reasonable state of repair, and (ii)proper and safe working order, (b)arrange for an electrical safety inspection to be carried out by a competent person at least every five years or more frequently if directed by the competent person, 157
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(c)ensure that, following an electrical safety inspection, the competent person produces an Electrical Installation Condition Report on any fixed installations, (d)arrange for a competent person to— (i)produce a Portable Appliance Testing Report on moveable appliances to which a guest has access, and (ii)date label and sign all moveable appliances which have been inspected. 7. In determining who is competent, the holder of the licence must have regard to guidance issued by the Scottish Ministers under section 19B(4) of the Housing (Scotland) Act 2006(2). Water safety: private water supplies 8. Where the premises are served by a private water supply, the licence holder must comply with the requirements on the owners of private dwellings set out in the Water Intended for Human Consumption (Private Supplies) (Scotland) Regulations 2017(3). Water safety: legionella 9. The holder of the licence must assess the risk from exposure to legionella within the premises, whether or not the premises are served by a private water supply. Safety & repair standards 10.—(1) The holder of the licence must take all reasonable steps to ensure the premises are safe for residential use. (2) Where the premises are subject to the requirements of Chapter 4 of Part 1 of the Housing (Scotland) Act 2006, the holder of the licence must ensure that the premises meet the repairing standard. Maximum Occupancy 11. The licence holder must ensure that the number of guests residing on the premises does not exceed the number specified in the licence. Information to be displayed 12. The holder of the licence must make the following information available within the premises in a place where it is accessible to all guests— (a)a certified copy of the licence and the licence conditions, (b)fire, gas, and electrical safety information, (c)details of how to summon the assistance of emergency services, (d)a copy of the gas safety report, (e)a copy of the Electrical Installation Condition Report, and (f)a copy of the Portable Appliance Testing Report. Planning Permission 158
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13. Where the premises is in a short-term let control area for the purposes of section 26B of the Town and Country Planning (Scotland) Act 1997(4) (“the 1997 Act”), the holder of the licence must, where the use of the premises for a short-term let requires planning permission under the 1997 Act, ensure that either— (a)an application has been made for planning permission under the 1997 Act and has not yet been determined, or (b)planning permission under the 1997 Act is in force. Listings 14.—(1) The holder of the licence must ensure that any listing or advert (whether electronic or otherwise) for the short-term let of the premises includes— (a)the licence number, and (b)a valid Energy Performance Certificate rating if an Energy Performance Certificate is required for the premises, in accordance with the Energy Performance of Buildings (Scotland) Regulations 2008(5). (2) The holder of the licence must ensure that any listing or advert (whether electronic or otherwise) for the short- term let of the premises is consistent with the terms of the short-term let licence. Insurance 15. The holder of the licence must ensure that there is in place for the premises— (a)valid buildings insurance for the duration of the licence, and (b)valid public liability insurance for the duration of each short-term let agreement. Payment of fees 16. The holder of the licence must pay any fees due to the licensing authority in respect of the licence on demand. False or misleading information 17. The holder of the licence must not provide any false or misleading information to the licensing authority. Interpretation 18. In this schedule— “Electrical Installation Condition Report” means a report containing the following information— (a) the date on which the inspection was carried out, (b) the address of the premises inspected, (c) the name, address and relevant qualifications of the person who carried out the inspection, (d) a description, and the location, of each installation, fixture, fitting, and appliance inspected, (e) any defect identified, (f) any action taken to remedy a defect, 159
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“Energy Performance Certificate” means a certificate which complies with regulation 6 of the Energy Performance of Buildings (Scotland) Regulations 2008, “gas safety report” means a report containing the following information— (b) the date on which the appliance or flue was checked, (c) the address of the premises at which the appliance or flue is installed, (d) a description of and the location of each appliance or flue checked, (e)any safety defect identified, (f) any remedial action taken, (g) confirmation that the check undertaken complies with the requirements of an examination of— (i) the effectiveness of any flue, (ii) the supply of combustion air, (iii) subject to head (iv), its operating pressure or heat input or, where necessary, both, (iv) if it is not reasonably practicable to examine its operating pressure or heat input (or, where necessary, both), its combustion performance, (v) its operation so as to ensure its safe functioning, (g) the name and signature of the individual carrying out the check, and (h) the registration number with which that individual, or that individual’s employer, is registered with a body approved by the Health and Safety Executive for the purposes of regulation 3(3) of the Gas Safety (Installation and Use) Regulations 1998, “holder of the licence” means any person to whom a short-term let licence has been granted or jointly granted, “home letting” means a short-term let consisting of the entering into of an agreement for the use, while the host is absent, of accommodation which is, or is part of, the host’s only or principal home, “home sharing” means a short-term let consisting of the entering into of an agreement for the use, while the host is present, of accommodation which is, or is part of, the host’s only or principal home, “premises” means the accommodation which is the subject of an application for a short-term licence or the subject of a short-term licence, “repairing standard” means the steps which the holder of the licence is required to take to comply with the obligations placed on the holder by Chapter 4 of Part 1 of the Housing (Scotland) Act 2006, “secondary letting” means a short-term let consisting of the entering into of an agreement for the use of accommodation which is not, or is not part of, the licence holder’s only or principal home, “short-term let” has the same meaning as in article 3 of the Civic Government (Scotland) Act 1982 (Licensing of Short-term Lets) Order 2022, “short-term let licence” means a licence for a short-term let, and 160
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“type of short-term let” means one of the following purposes— (a) secondary letting, (b) home letting, (c) home sharing, or (d) home letting and home sharing. 161
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Appendix 2 Statutory Grounds for refusal of an application Paragraph 5(3) of Schedule 1 to the Civic Government (Scotland) Act 1982 A licensing authority shall refuse an application to grant or renew a licence if, in their opinion (a) the applicant or, where the applicant is not a natural person, any director of it or partner in it or any other person responsible for its management, is either (i) for the time being disqualified under section 7(6) of this Act, or (ii) not a fit and proper person to be the holder of the licence; (b) the activity to which it relates would be managed by or carried on for the benefit of a person, other than the applicant, who would be refused the grant or renewal of such a licence if he made the application himself; (c) where the licence applied for relates to an activity consisting of or including the use of premises or a vehicle or vessel, those premises are not or, as the case may be, that vehicle or vessel is not suitable or convenient for the conduct of the activity having regard to (i) the location, character or condition of the premises or the character or condition of the vehicle or vessel; (ii) the nature and extent of the proposed activity; (iii) the kind of persons likely to be in the premises, vehicle or vessel; (iv) the possibility of undue public nuisance; or (v) public order or public safety; or (d) there is other good reason for refusing the application; and otherwise shall grant the application. 162
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Appendix 2 Short-Term Lets in Scotland South Lanarkshire Council Responses to Consultation on Draft Policy Summary of Comments received Response There were a total of four responses to the consultation. Two respondents provided detailed comments on the legislation and its impact on them and did not comment on the draft policy. The comments related to dissatisfaction with the legislation and not to the draft policy. Local authorities have no discretion in relation to the statutory requirement. Two respondents provided the same comments on the draft policy as below. The paragraph numbers refer to the numbering on draft policy:- 5.2 Does this apply to existing Class 9 B&Bs? If so, this seems to be a particularly onerous step that prevents owners from getting on with applying directly for a licence as an existing home share. Paragraph 5.2 has been amended, following consultation, as follows:- 5.2 Outside of a control area the introduction of a short term let within a dwelling house may involve a material change of use requiring planning permission. This is determined on a case by case basis. Hosts and Operators should engage with the Council’s Planning Service before submitting an application for a licence to find out if planning permission is needed. This may involve the submission of an application for a certificate of lawfulness. If required the planning permission or certificate of lawfulness must be provided with your application. 6.1 The fees are very high. The fees have been set by comparison to other similar licences and benchmarked with other local authorities. They will be reviewed in 2023 following implementation of the new licence. 7.5 If the application for a licence triggers a notification to the Planning Department, why do owners have to do this in advance as in 5.2? This Please see amended paragraph 5.2 above. 7 163
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would seem an unnecessary duplication of effort on the part of owners and on the part of the Planning Department who are ostensibly receiving the same application twice. The Scottish Government Guidance for Hosts and Operators advises prospective applicants as follows:- 2.3. You are advised to check whether you need planning permission to use your property to provide short-term lets, see the planning guidance. Your licensing authority can refuse to consider your application if it looks like you need planning permission and you do not have it. 7.6 The policy does not make it clear under which circumstances a licence may be refused. Could examples be given in the appendix? A new paragraph 19.5 and Appendix 2 have been added to the Policy to take account of this comment. 9.2 The policy does not detail the circumstances that would require an inspection from the aforementioned bodies. This will be discretionary on the part of the consultees. 10.1 It would be useful to state the 3 year period in the table of fees as this does make the costs less onerous. Section 6.1 has been amended to show that the fees cover the three year period of the intended duration of the licence. Appendix 1 Will any support be given for covering the cost of additional checks such as PAT testing and obtaining energy performance certification? This is not a matter for the licensing authority. The licensing authority is not aware of any support available at present. 164
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Council Workforce Plan 2022 to 2025 1. Purpose of Report 1.1. The purpose of the report is to:- update the Committee on the Council Workforce Plan 2022 to 2025 highlight the key strategic actions required in relation to workforce planning [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the content of the report be noted; and (2) that the Council Workforce Plan (Appendix 1) be approved. 3. Background 3.1. The Workforce Strategy for the Council was reported to Executive Committee in 2016 and, following this, Resources developed Workforce Plans covering the period 2017 to 2022. 3.2. Workforce plans outline the strategic actions required to ensure that Services have the right people, in the right place at the right time to enable delivery of the Council objectives. 4. Resource Workforce Plans 4.1. Each Resource has developed plans using the Workforce Planning toolkit. The individual plans were reported to Resource Committees in September and October. 4.2. There are 4 planning stages outlined in the process:- Stage 1 - Determine the Business Strategy This stage undertakes an analysis of the key internal and external drivers which inform the Resource planning process and determine how these will impact the services to deliver, and the numbers and skills required in the workforce to achieve the desired outcomes. Stage 2- Analyse and Discuss Relevant Data This stage assesses relevant and available data on the current profile of the workforce, and any observations and predictions around future resourcing requirements Stage 3 – Agree Objectives of the Plan Using the information from Stage 1 and 2, identify what the plan is trying to achieve, then need to be review against available resources. Stage 4 – Agree Actions and Implement Plan 8 167
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This stage is intelligence gathered from stages 1-3 where Resources and the HR Business Manager develop an action plan, based on key areas of the workforce where risks have been identified in relation to the ability to deliver business objectives. 5. Council Workforce Plan Overview 5.1. The overall Council Workforce Plan, including the action plan, is attached at Appendix 1. The Plan provides an overview of the key themes and actions identified in the Resource Workforce Plans. The information from Resource Workforce Plans has been used to identify the key overarching strategic drivers and actions to ensure the Council has the right people in the right place at the right time to deliver services. 5.2. The key workforce planning themes for the Council are:- Increased demand and a reduced workforce pool Demographic challenges – increased turnover, employees retiring earlier than expected and succession planning Ability to grow and develop talent and skills Ongoing requirement for efficiency savings Digital developments and new IT systems Maintaining employee wellbeing 5.3. In terms of actions identified to address the challenges the key activities are:- Revised recruitment practices Development of ‘grow our own’ approach to attract and retain employees Robust succession planning practices Manage employee impact of ongoing requirement for efficiency savings and service redesign Support and development for digital and IT developments Maintain employee health and well being 6. Risk Implications 6.1. The actions identified will assist the Council to achieve the right people with the right skills to deliver service, however, there remains risk if these actions cannot be delivered. 6.2. A reduced workforce supply is a risk to delivering service. This can be mitigated by redesigning services, taking account of workforce availability. Similarly, the time taken to train and develop employees to achieve the required skills mix is a risk, this is mitigated by aligning the Workforce Planning and Leading and Development activity within Resource boards. 6.3. Competing recruitment drives across services and sectors and work there remains between sectors, taking account of demands will reduce this risk. The risks identified with workforce planning will be included in the Resource risk registers. 7. Monitoring the Plan 7.1. The action plan will be monitored through the Resource Management Teams as the arrangements on national initiatives emerge and any significant changes will be reported though the Corporate Management Team. 168
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8. Employee Implications 8.1 Having a proactive workforce planning process in place ensures an effective workforce is in place to deliver our services. 9. Financial Implications 9.1. There are no additional costs associated with undertaking the workforce planning process and any financial implications that have been detailed in the action plan will be met within existing resources 9.2. Planning for appropriate workforce arrangement demonstrates effective and efficient use of resources. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for Climate Change, sustainability or the environment in terms of the information contained in this report. 11. Other Implications 11.1. The risks associated with the workforce plan is outlined in Section 6.0 and there are no other issues associated with this report. 12. Equality Impact Assessment and Consultation Arrangements 12.1. 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. 12.2. There is also no requirement to undertake any additional consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) 18 October 2022 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Previous References Executive Committee of 13 April 2016 - Workforce Planning Strategy Executive Committee of 8 March 2017 – South Lanarkshire Council Workforce Plan, 2017- 2020 List of Background Papers None 169
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Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Eileen McPake, HR Business Manager Ext: 845 4668 Phone: 01698 454668 Email: eileen.mcpake@southlanarkshire.gov.uk 170
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Appendix 1 Council wide Workforce Plan 2022 - 2025 South Lanarkshire Council Workforce Plan 2022 - 2025 Introduction and Background This plan outlines the workforce challenges and associated actions for South Lanarkshire Council. The key strategic drivers and service demands are used to identify the actions to ensure that the Council has the right people in the right place at the right time to deliver services. The Council is responsible for the delivery of a wide range of services across communities and households in South Lanarkshire. Resources work to deliver the Council vision: To improve the lives and prospects of everyone in South Lanarkshire At the heart of the Council’s vision are the values: • Focussed on people and their needs • Working with and respecting others • Accountable, effective, efficient and transparent • Fair, open and sustainable • Excellent employer Strategic Plans In addition to the Council Plan several key strategic plans, which the Council is a key contributor or partner to, support the delivery of services, and these are listed below: • South Lanarkshire Community Plan 2017-27 • South Lanarkshire Strategic Commissioning Plan 2022-25 • South Lanarkshire Children’s Services Plan 2021-23 • South Lanarkshire Alcohol and Drug Partnership Strategy 2020-23 • Local Housing Strategy and Rapid Rehousing Transition Plan • Sustainable Development and Climate Change Strategy • Resource and Service Plans Resource Workforce Plans Each Resource within the council reviewed their workforce data to establish the challenges and opportunities that this presents. Each workforce plan contains a detailed analysis of the data and the potential implications for the resource and the council. The following is a summary of information contained in the individual plans on a resource-by-resource basis, in terms of key themes and identified actions. Community and Enterprise Resources Key Themes • The demographic of the workforce and the impact on succession planning • The ability to recruit and retain employees in key front line and professional areas • The development of current workforce to ensure skills are available to deliver in key strategic areas 8 171
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Appendix 1 Council wide Workforce Plan 2022 - 2025 • Maintaining employee wellbeing and resilience Actions identified • Revised recruitment practices to attract and retain employees • A graduate apprenticeship approach to recruitment • Establish links with schools and colleges to encourage those to consider a role with the council • Establish methods to grow our own talent and future proof the workforce • Robust Succession Planning, across several key areas • A review of working practices and business delivery models • Optimise the efficiency of the existing workforce including staff absence cover: application of employee supports/wellbeing; application of Maximising Attendance processes and maintaining a solution-focussed approach to complex issues Education Resources Key Themes • Education recovery and reform • Workforce supply challenges which will be impacted by the reduction in class contact time and subsequent requirement for more teachers, this is a national issue • For support and early years ability to recruit and retain employees in a competitive market • Demographic of the workforce and the impact on succession planning • Maintaining employee wellbeing and resilience Actions identified • Revised recruitment practices to attract and retain employees • Plan for implementation of reduction of class contact time once funding arrangements have been confirmed • Assess the impact of the Future vision for Education in terms of funding and staffing impact • Review the allocation of recovery funding and rationalise the allocation Finance and Corporate Resources Key Themes: • The demographic of the workforce and the impact on succession planning • The ability to recruit and retain employees in key professional areas • The development of current workforce to ensure skills are available to deliver in key strategic areas • Maintaining employee wellbeing and resilience Actions identified • Revised recruitment practices to attract and retain employees • A graduate apprenticeship approach • A review of working practices, considering actions to develop employee skills to deliver services 172
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Appendix 1 Council wide Workforce Plan 2022 - 2025 Housing and Technical Resources Key Themes • The demographic profile of the workforce and the impact on succession planning • The ability to recruit and retain employees • The development of the current workforce to ensure skills are available to deliver in key strategic areas for future developments and changes in respect of Climate change and sustainability and new IT technology • Refugee Resettlement Programme expansion and widening asylum dispersal • Maintaining employee wellbeing and resilience Actions identified • Improved recruitment practices to attract and retain employees • A graduate and other apprenticeship approach to recruitment • Further expand links with schools and colleges to encourage those to consider a role with the council • Expand on methods, training and development to grow our own talent and future proof the workforce • Robust Succession Planning, across several key areas • A review of working practices, making improved use of workforce/assets and consider future needs to deliver key services, in changing environment • Optimise the efficiency of the existing workforce including staff absence cover: application of employee supports/wellbeing; application of Maximising Attendance processes and maintaining a solution-focused approach to complex issues Social Work Resources Key Themes • Sustained pressure on services and an increased demand that will continue over the period of the plan. • Significant national workforce supply challenges that require action at a national policy level to impact change • Implications of the National Care Service and impact on existing workforce and ability to recruit • Maintaining the well-being and value of the workforce to enable recruitment and retention across all service areas Actions identified • Continue to invest in key areas to address the increased demand for services while looking at how to redesign services to maximise the use of available resources • Review recruitment practices to extend and promote social care by using a flexible approach and utilising employability routes • Establishing the Care Academy in South Lanarkshire to ‘grow our own’ workforce and avoid a skills gap in the future years • Robust career pathways to be identified to enhance career progression and succession planning • Maintain employee health and well-being to ensure the workforce feel valued and supported 173
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Appendix 1 Council wide Workforce Plan 2022 - 2025 Council Workforce Plan Considering the Resource workforce plans common themes have emerged to be reflected in the Council wide workforce plan which provides an overarching view of the key challenges. These common themes are: • Increased demand and a reduced workforce pool • Demographic challenges – increased turnover, employees retiring earlier than expected and succession planning • Ability to grow and develop talent and skills • Ongoing requirement for efficiency savings • Digital developments and new IT systems • Maintaining employee wellbeing Council wide Action Plan From the above, a number of key actions require to be taken forward and a detailed action plan is attached Revised recruitment practices • Development of ‘grow our own’ approach to attract and retain employees • Robust succession planning practices • Manage employee impact of ongoing requirement for efficiency savings and service redesign • Support and development for digital and IT developments • Maintain employee health and well being Risk Implications The actions identified to assist the Council to achieve the right people with the right skills to deliver service, however there are risks if these actions cannot be delivered. These are: • Reduced workforce supply is a risk to delivering the actions identified and this can be reduced by redesigning services to be delivered within workforce available • Ability to maintain service requirements given the time taken to train and develop employees to achieve the required skills mix given the complexity of skills set required across the different roles • Competing recruitment drives across services and sectors The risks identified with workforce planning will be included in the Resource risk registers. Monitoring the Plan The actions plan will be monitored through the Resource management team as the arrangements on national initiatives emerge and any significant changes will be reported though the Corporate Management Team. 174
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Appendix 1 Council wide Workforce Plan 2022 - 2025 175
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Appendix 1 Council wide Workforce Plan 2022 - 2025 Council Workforce Action Plan Priority/Identified Needs. What are the future workforce priorities based upon your supply and demand analysis? Actions What specific actions that are needed to deliver each priority? Anticipated Outcomes Lead Officer Who is responsible for delivery? Support What support do we need? Who else needs to be involved? Timescale What are the timeframes for delivery? Financial Implications Increased demand and reduced workforce pool Revised recruitment practices, greater use of social media and campaign approach Fill vacancies Heads of Service / HR Business Manager HR advisers and Service Managers Annual Within existing resources Utilise all routes to attract and retain employees and through employability, apprenticeships, and promoting career pathways Improve recruitment and retention Heads of Service / HR Business Manager HR Advisers and Service Managers Ongoing Within existing resources Succession planning and building leadership capacity Increased workforce resilience, retention of expertise and a chance for staff to develop and grow Executive Directors Heads of Service and Service Managers Year 2 March 2024 Within existing resources Where possible, consolidate an agile/flexible working approach, inclusive of flexible hours beyond traditional business hours Increased service flexibility and reach All Heads of Service Service Managers and HR Advisers Year 1 June 2023 Within existing resources Service Redesign and efficiency savings Redesign of services maximise the use of available resources Executive Director HR / Heads of Service annual Manage employee impact of ongoing efficiency savings Redeployment of displace employees Executive Director HR / Heads of Service annual Continued response to the impact of the COVID pandemic Increased awareness and skills to deal with pandemic planning All Heads of Service Service Managers and HR Ongoing Within existing resources and any additionality from Scottish Government IT / Digital developments Implementation of Fusion (HR, Finance and procurement) Process improvements for managers and employees Executive Director Finance and Corporate Resources Project team Year 2 March 2024 Funding already allocated Implementation of resource IT systems (Housing and Social Work) More time directed to frontline outcomes and planning Heads of Service Project team Year 2 March 2024 Funding already allocated 176
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Appendix 1 Council wide Workforce Plan 2022 - 2025 Reduced bureaucracy Employee Support Enhance staff wellbeing support as part of increasing staff resilience and furthering our ambitions as an excellent employer Improved employee resilience and well being Heads of Service HR Adviser (Employee Wellbeing) and Heads of Service ongoing Within existing resources 177
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Scheme of Delegation 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek approval for two additions to the Scheme of Delegation [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed amendments to the Scheme of Delegation as detailed in Appendix 1 be approved. [1recs] 3. Short Term Lets 3.1. On 1 March 2022, the Civic Government (Scotland) Act 1982 (Licensing of Short Term Lets) Order 2022 (‘the 2022 Order’) was enacted to introduce new powers for local authorities to regulate short term lets through the introduction of a licensing scheme under the Act. A report elsewhere in this agenda deals with the establishment of the South Lanarkshire Council Scheme. 3.2. Following the change to legislation and approval of the Licensing of Short Term Lets Scheme, an addition is required to the Executive Director (Finance and Corporate Resources) delegated powers within Section 4 paragraph D of the Scheme of Delegation to approve applications for registration where no objections have been received, as detailed at Appendix 1. 4. Prevent Duties and Prevent Multi Agency Panel 4.1 In terms of Section 36 of the Counter Terrorism and Security Act 2015 local authorities in Scotland have a duty to establish a Prevent Multi-Agency Panel (“PMAP”) in order to provide support at an early stage to people who are identified as being vulnerable to being drawn into terrorism. The specific functions are set out in the legislation and are to ensure a multi-agency approach to (a) identify individuals at risk, (b) assess the nature and extent of that risk and (c) develop the most appropriate support plan for the individuals concerned. 4.2 As part of the PMAP Annual Assurance Statement return for 2022, it was reported that an amendment to the Scheme of Delegation would be recommended in order to place the statutory duty within the authority delegated to the Executive Director (Housing and Technical Resources). 9 179
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4.3 The addition to the Executive Director (Housing and Technical Resources) delegated powers within Section 4 Paragraph E of the Scheme of Delegation as detailed at Appendix 1 is recommended for approval. 5. Employee Implications 5.1. There are no employee implications in terms of the content of this report. 6. Financial Implications 6.1. There are no financial implications in terms of the content of this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications in terms of the content of this report. 8. Other Implications 8.1. There are no other implications in terms of the content of this report. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy, or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Paul Manning Executive Director (Finance and Corporate Resources) 12 October 2022 Link(s) to Council Values/Priorities/Outcomes Achieve results through leadership, good governance and organisational effectiveness Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Geraldine McCann, Head of Administration and Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: geraldine.mccann@southlanarkshire.gov.uk@southlanarkshire.gov.uk or Margaret Mary Wilson, Legal Services Manager Ext: 4501 (Tel: 01698 454501) E-mail: margaretmary.wilson@southlanarkshire.gov.uk@southlanarkshire.gov.uk 180
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Appendix 1 Scheme of Delegation Proposed Changes Proposed Changes Finance and Corporate Resources In Section 4 Scheme of Delegation to Officers – Specific Provisions at D Executive Director (Finance and Corporate Resources) in paragraph 18 add a new function to the table as follows:- Function Power Restriction Applications for Short Term Let licences Grant where no relevant objection received Subject to the Safety Net Procedure Housing and Technical Resources In Section 4 Scheme of Delegation to Officers – Specific Provisions at E Executive Director (Housing and Technical Resources) after paragraph 21 add a new paragraph 21A as follows:- To fulfil and discharge the Council’s statutory duties, functions and policies in relation to the Counter Terrorism and Security Act 2015. 181
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Update on the Budget Strategy for 2023/2024 1. Purpose of Report 1.1. The purpose of the report is to:- provide members with an update on the Budget position for 2023/2024. 2. Recommendation(s) 2.1. The Council is asked to approve the following recommendation(s):- (1) that the update to the Budget Strategy and further corporate solutions, resulting in a potential residual budget gap of £10.5 million (section 5.11 / Table 2), be noted; (2) that the benefit resulting from the implementation of Service Concessions including the £61 million retrospective benefit (section 6.1), and the potential utilisation in sections 5.9 and 6.2/6.3, be noted; (3) that the other budget areas for consideration, detailed in section 6 and summarised in Table 4, be noted; and (4) that that Summary and Next Steps (section 7), be noted. 3. Background 3.1. A report on the Budget Strategy - 2023/2024 Update and Longer Term Financial Outlook was presented to the Executive Committee in September 2022. This paper gave an update on the previous report to Council in June 2022 and detailed a revised Budget Gap of £24.726 million. The report noted that options to meet the Budget Gap will be developed for members’ consideration and brought back to a future meeting. 3.2. This report will therefore provide the following:- a summary of the updated 2023/2024 Budget Strategy reported in September (section 4), an update on the September assumptions for 2023/2024 and options to reduce the funding gap, including further corporate funding solutions and details of the potential benefit from Service Concessions (section 5), further areas for consideration in terms of cost and inflation pressures (section 6) and a summary and next steps (section 7). 4. Financial Position for 2023/2024 (as at September 2022) 4.1. The report to Executive Committee in September 2022 covered the current estimates in relation to the budget gap for 2023/2024. The report showed a budget gap of £24.726 million. This reflected amended assumptions in relation to grant levels following the Spending Review and also took account of the further underspend at the 10 183
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end of financial year 2021/2022. The permanent impact of the 2022/2023 pay award was also included. This budget gap did not include any assumption on an increase in Council Tax. 4.2. As noted in section 3.1, the Committee agreed that options to meet the budget gap would be developed for members’ consideration and brought back to a future meeting. An update on this is included in section 5. 4.3. The September 2022 report referenced the new Service Concession Guidance as well as other cost pressures that are being monitored. An update on these is included in section 6. Finally, section 7 includes a summary and Next Steps. 5. Options to meet the 2023/2024 Budget Gap 5.1. As noted in section 4.1, the budget gap reported to Executive Committee (September 2022) was £24.726 million. Since then, officers have been working on potential solutions for members’ consideration. These include the output from a finance exercise to review a number of corporate budget lines and balance sheet items, as well as the anticipated position on Council Tax and Loan Charges in the current year. It also includes the most recent output from reviews. The potential impact of each is taken in turn. 5.2. Finance Exercise: A review of corporate budget lines and balance sheet items has identified a number of solutions. These are detailed in Appendix 1 and summarised in Table 1, and total £6.1 million for 2023/2024. Benefit to 2023/2024: £6.100 million Table 1: Finance Exercise – Corporate Solutions 2023/2024 Corporate Solution £m Reinstate in 2024/2025 £m Balance Sheet / Accounting Balances No Longer Required – Non Recurring (Appendix 1, section 1.2) (0.9) 0.9 Council Tax Reduction Scheme Balance of Budget Not Required – Recurring (Appendix 1, section 1.3) (1.3) - National Insurance / Council Tax Reduction Scheme Underspend in Budget in 2022/2023 – Non Recurring (Appendix 1, section 1.4) (1.9) 1.9 Deposit Interest from Investments – Non Recurring (Appendix 1, section 1.5) (1.0) 1.0 Council Tax Over-Recovery anticipated in 2022/2023 – Non Recurring (Appendix 1, section 1.6) (1.0) 1.0 Total Corporate Solutions from Finance Exercise (6.1) 4.8 5.3. It is noted that some of these are temporary solutions for 2023/2024 only. These temporary solutions will have to be reinstated in 2024/2025 and will, therefore, increase the budget gap in that year. Table 1 shows that this reinstatement totals £4.8 million. 5.4. Output from Reviews: There are a number of service reviews currently underway that look to identify efficiencies. Many of these reviews have already contributed towards budget gaps (in 2022/2023 and 2023/2024) where we have included projected savings up to 2023/2024 to help manage the budget. There are further efficiencies that can be taken into account in the budget for 2023/2024 and these total £0.600 184
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million. An update on proposals requiring member approval will be provided to the Executive Committee at the end of November 2022. Benefit to 2023/2024: £0.600 million 5.5. Service Concession – Annual Cost Reduction: As noted in the previous Budget report (September 2022), as advised as part of the Spending Review announcement in late May 2022, the Council is able to implement the change in accounting for Service Concessions (PPP Contracts). 5.6. The potential benefit from the Service Concessions agreement is achieved by better matching the costs of PPP schools to the expected useful lives of the schools and, therefore, repaying the cost of debt across a longer period of time. 5.7. The guidance on Service Concessions has been published and the impact of this implementation is being finalised by officers. If the implementation is agreed, then it is expected to mean a reduced annual debt charge of £4 million per annum in relation to the Council’s Schools’ PPP, and also a retrospective benefit of at least £61 million as at the end of 2022/2023 (refer section 6.1). 5.8. Officers are currently working through the accounting transactions in full. This will enable formal confirmation of the one-off and recurring benefits to be provided to members. Full information on the implementation of Service Concessions will be provided to members for approval prior to completion of the budget setting process. For the reasons of timing, this may require the convening of a special Council meeting. 5.9. As noted in section 5.7, the reduction in the annual debt charge for the Council’s Schools’ PPP will be £4 million. Subject to Council approval of the implementation of Service Concessions, this £4 million can be taken into account in the 2023/2024 Budget Strategy. Further information on Service Concessions is noted in section 6.1. Benefit to 2023/2024: £4.000 million 5.10. National Insurance: The 2022/2023 Budget includes £3.5 million for the UK Government’s increase of 1.25% in National Insurance. This was implemented in April 2022 however, in the recent announcement by the Chancellor of the Exchequer, the 1.25% increase in National Insurance has been removed as of November 2022. For the full year, this would be a recurring benefit to the Council of £3.500 million and could be used to reduce the budget gap for 2023/2024. Benefit to 2023/2024: £3.500 million 5.11. The potential corporate solutions detailed in sections 5.2 to 5.10 mean that the budget gap in 2023/2024 reduces from £24.726 million to £10.526 million. This is shown in Table 2. Table 2 – Updated 2023/2024 Budget Strategy £m Budget Gap (as at September 2022) (section 4.1) 24.726 Less: - Finance Exercise (section 5.2, Table 1) (6.100) - Outcome from Reviews (section 5.4) (0.600) - Service Concession – Annual Cost Reduction (section 5.9) (4.000) - National Insurance Cost Reduction (section 5.10) (3.500) Revised Budget Gap / Savings Requirement 10.526 185
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5.12. Council Tax: Members will be aware that a lever available to the Council in managing its overall budget position and any Budget Gap is the ability to increase Council Tax. In arriving at the revised budget gap detailed in Table 2, no account has been taken of any increase in Council Tax. 5.13. Each 1% increase in Band D would generate successive amounts of £1.452 million. If Council Tax were to be increased by 3.5%, then this would generate circa £5.1 million. 5.14. If this Council Tax increase was approved, this could be used to reduce the 2023/2024 budget gap to approximately £5.4 million. 6. Further Areas for Consideration 6.1. Service Concessions – Retrospective Benefit: As detailed in section 5.7, subject to approval by Council, the implementation of Service Concessions will mean a retrospective benefit as well as an in-year benefit. At the end of 2022/2023, the retrospective benefit will be £61 million. There will also be a recurring benefit of £4m per annum from 2023/24. 6.2. Section 4.1 of this report highlights that the 2023/2024 Budget Strategy includes the 2023/2024 impact of the 2022/2023 pay award (£5.7 million). There is also a shortfall of the increased pay award in financial year 2022/2023 itself (£5.7 million). It is proposed that consideration be given to covering the £11.4 million cost of the 2022/2023 Pay Award across 2022/2023 and 2023/2024 (2 years at £5.7 million per year) from the retrospective Service Concession benefit. 6.3. It is also proposed that consideration be given to using £42.6 million of the retrospective benefit to support the Council’s medium term Budget Strategies (across 2024/2025 and 2025/2026). Appendix 2 shows how this could work, subject to member approval of the implementation of Service Concessions which, as noted in section 5.7, will be brought to members for approval (prior to the budget being set). 6.4. Within the updated 2023/2024 budget gap of £10.5 million, the recurring benefit from implementing Service Concessions (£4m) has been included. However, the use of the retrospective benefit (£61m), has not been included at this point as it has been assumed that the use across years of the budget strategy will be a decision taken by elected members. Members have options in how the retrospective benefit is used. The use as shown in the following section (6.5) represents a prudent approach which would be advocated by officers. Other approaches to the use of this money could be adopted, but it will be noted that these would have consequences across the years of the Budget Strategy. 6.5. The Committee should be aware that members still need to take a decision re the implementation of Service Concessions. However, if this is approved, then the table in Appendix 2 (summarised in Table 3) shows how the benefits could be used to reduce the Budget Gap in the Council’s Medium Term Budget Strategy. 186
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Table 3 – Future Year Budget Gap 2024/ 2025 £m 2025/ 2026 £m 2026/ 2027 £m 2027/ 2028 £m Budget Gap (Before Use of Retrospective Service Concessions) 36.8 27.2 5.2 11.1 Use of Retrospective Service Concessions (Reserves) to Support Future Year Budget Strategies (27.5) (15.1) - - Reinstatement of Previous Year Use of Service Concessions (Reserves) 5.7 27.5 15.1 - Revised Budget Gap 15.0 39.6 20.3 11.1 * The Budget Gap excludes the impact of any increase in Council Tax Band D. 6.6. Table 3 illustrates that, before the use of Service Concessions, the budget gap for these 4 years would be £80.3m, with a gap of £36.8m in 2024/2025. The use of Service Concessions allows the budget gap to be managed over a longer period of time. 6.7. Taking account of the proposals in sections 6.2 and 6.3 (£11.4 million and £42.6 million respectively) would leave £7 million of the £61 million retrospective benefit unallocated. 6.8. Rates: There is a general Scotland wide non-domestic revaluation taking place in advance of 2023/2024. It is likely that, due to a change in the valuation basis, we will see an impact on the rates valuation. The result of this is an expectation of an increased rateable value for all Council properties, such as schools and offices. Estimates suggest that this could mean an additional £2.7 million on the Council’s rates’ bill. The exercise is not complete and there is also no information available as yet on the Rate Poundage to be set by the Scottish Government. As such, no account has been taken of any potential impact to date. Updates will be provided to members as more information becomes available. 6.9. Inflation / Cost Pressures: The September Executive Committee paper noted that the initial Budget Strategy for 2023/2024 (June 2022) included an increase for the core (normal) increase in inflation for two of the Council’s significant contract areas (PPP and Waste) and also an exceptional increase based on inflation predictions available at that time. However, more recent information suggests that inflation may increase to even higher levels. 6.10. The inflationary uplift on these contracts is set at February 2023. If inflation were to increase it would have a further impact on the Budget Strategy. Any further impact has not yet been included in the Budget Gap of £10.5 million noted in section 5.11 (Table 2), however, these continue to be considered. The areas that could affect the 2023/2024 Budget assumptions include: – Higher Inflation / Costs • Waste Contract (inflation – every 1% costs £0.160m) • PPP Contract (every 1% costs £0.400m) • Pay Award (every 1% costs the Council £4.400m (exc. SLLCT and IJB)) • Utilities and Water – School Transport – Rates Revaluation into 2023/2024 (refer section 6.8) 6.11. These will continue to be reviewed with an update provided as we move further into the budget setting process, including the receipt of the Local Government Settlement at the end of the calendar year. 187
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7. Summary and Next Steps 7.1. Section 5 of this report updates the Budget Strategy presented in September and Table 2 presents a revised budget gap of £10.5 million based on solutions proposed. If the outcome of the rates revaluation exercise is as indicated in section 6.8, this gap would rise to £13.2 million. 7.2. As noted in section 5.12, the budget gap of £10.5 million does not include the impact of a Council Tax increase, however, it does include the in-year debt saving from implementing the change to the accounting process for Service Concessions (section 5.9). If a Council Tax increase of 3.5% was included, the budget gap would reduce. to £5.4 million (excluding any impact of the Rates revaluation exercise). 7.3. Section 6 provides items for members’ consideration in terms of potential solutions including a reduced cost of National Insurance as well as the use of the potential retrospective benefit from the changes to Service Concession accounting. The change to accounting for Service Concessions will be presented to a future Council meeting for approval so their use is subject to receiving Council approval. 7.4. Table 4 notes the Budget Gap of £10.5 million and how this could be impacted by the other areas of potential budget pressure, as well as potential solutions available. Table 4 – Budget Gap and Potential Pressures / Solutions £m £m Revised Budget Gap (section 5.11) 10.5 Potential Pressures which will Increase the Gap: Potential Rates Increase (section 6.8) 2.7 Other Inflationary Factors / Costs Increases (section 6.9/6.10) tbc Potential Solutions which will Reduce the Gap: Use of Service Concession Retrospective Benefit (to fund impact of 2022/2023 Pay Award in 2023/2024) (section 6.2) (5.7) Increase in Council Tax Band D (section 5.13) (5.1) 7.5. We will continue to monitor the position on the items covered in the table above. 7.6. As noted in section 5.4, an update on the Output from Review proposals requiring member approval will be provided to the Executive Committee at the end of November 2022. 7.7. The Scottish Budget is due to be released on 15 December 2022, and a report will be brought forward for members following the receipt of the Council’s Local Government Settlement to provide an update on the budget position. 7.8. It is noted that some of the corporate solutions included in the Budget Strategy are temporary in nature. As such, they will have an impact on the following year’s Budget. Given the potential for impact on 2024/2025, it is proposed that any temporary solutions used in 2023/2024 be considered again once the Government Grant level is known later in financial year 2022/2023. 8. Employee Implications 8.1. There are no direct employee implications from this report. 188
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9. Financial Implications 9.1. The financial implications are summarised within the report. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10.2. Climate Change targets will have an impact on the Council’s future financial strategies. This will be included in future Budget Strategy papers. 11. Other Implications 11.1. The financial strategy is a way of managing a number of key risks which directly impact on the funding available to deliver Council outcomes. As detailed in the report, the Strategy is based on a number of assumptions, some of which, including Government Grant allocations, will crystallise over the coming months. 11.2. There is still uncertainty around a number of cost areas as well as other potential budget solutions, as noted in section 6. These include the impact of inflation as well as other cost pressures, and also the potential benefit from accounting for Service Concessions. The potential increase in costs will continue to be monitored and that and the level of Government Grant award will be reported to members as appropriate. 12. Equality Impact Assessment and Consultation Arrangements 12.1. 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. 12.2. There is no requirement to undertake any consultation in terms of the information contained in this report. 12.3. However, as the process to close the budget gap continues, stakeholder consultation and equality impact assessments will be carried out as appropriate. The results will be provided to members to inform their decision-making process. Paul Manning Executive Director (Finance and Corporate Resources) 7 October 2022 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 21 September 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: Paul Manning, Executive Director, Finance and Corporate Resources Ext: 4530 (Tel: 01698 454530) E-mail : paul.manning@southlanarkshire.gov.uk 189
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Appendix 1 2023/2024 Budget Strategy: Finance Exercise This Appendix details the results of the Finance Exercise to identify corporate solutions to assist in closing the 2023/2024 budget gap. 1. Finance Exercise – Background 1.1. An exercise to look at corporate budgets and reserves / balances has identified a number of solutions. Some of these are non recurring and therefore will have to be reinstated into the budget in 2024/2025. 1.2. Balance Sheet / Accounting Balances No Longer Required: A number of balances have been identified which are no longer required, either in the balance sheet or in the 2022/2023 budget itself. These total £0.900 million and will be carried forward to use in 2023/2024. These are non-recurring and will have to be reinstated into the 2024/2025 budget. 1.3. Council Tax Reduction Scheme (CTRS): The projection of spend in relation to CTRS is lower than the budget by approximately £1.300 million in 2023/2024. This is available to support the Budget Strategy on a recurring basis. 1.4. National Insurance / CTRS – one-off underspend in 2022/2023: As noted in 1.3 the CTRS budget is not required moving forward. However, there is also a reduced requirement in 2022/2023 for the CTRS budget (£1.400 million), as well as there being an underspend to the midpoint in the year on the National Insurance Budget (£0.500 million). The total anticipated underspend of £1.900 million in the current year will be carried forward in reserves to use in 2023/2024 on a non-recurring basis and will require to be reinstated into 2024/2025. 1.5. Deposit from Investments: Due to higher interest rates and the level of Council deposits, the interest generated is higher than anticipated. The resultant underspend of £1.000 million in 2022/2023 can be transferred to Reserves and used to support the budget in 2023/2024 on a non-recurring basis. This will require to be reinstated in 2024/2025. 1.6. Council Tax: An over-recovery of income in relation to Council Tax is anticipated in 2022/2023. This is estimated at £1.000 million reflecting an increase in house numbers into the current year and will be a transfer to Reserves during 2022/2023 to use to fund the 2023/2024 Budget. As additional property numbers have already been built into the Budget Strategy for 2023/2024, this over-recovery in 2022/2023 is assumed on a non-recurring basis and will require to be reinstated into 2024/2025. 190
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Appendix 2 2022/ 2023 £m 2023/ 2024 £m 2024/ 2025 £m 2025/ 2026 £m 2026/ 2027 £m 2027/ 2028 £m Total 2023/24 to 2027/28 only £m Total Use of Service Concession £m Budget Gap (for 2024/2025 to 2027/2028, the Budget Gap is as per the September Executive Committee) 5.7 24.7 32.0 27.2 5.2 11.1 100.2 Finance Exercise - includes reinstatement of 2023/2024 solutions into 2024/2025 (section 5.2, Table 1) - (6.1) 4.8 - - - (1.3) Outcome from reviews (section 5.4) - (0.6) - - - - (0.6) Service Concessions – Annual Cost Reduction (section 5.8) - (4.0) - - - - (4.0) Reduction in National Insurance Budget (section 5.10) - (3.5) - - - - (3.5) Budget Gap (Before Use of Retrospective Service Concessions) 5.7 10.5 36.8 27.2 5.2 11.1 90.8 Use of Retrospective Service Concessions (Reserves) to meet the impact of the 2022/2023 Pay Award and Support Future Year Budget Strategies (5.7) (5.7) (27.5) (15.1) - - (48.3) (54.0) Reinstatement of Previous Year Use of Reserves - - 5.7 27.5 15.1 - 48.3 Revised Budget Gap 4.8 15.0 39.6 20.3 11.1 90.8 191
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Programme for Government 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to:- provide information on key aspects of the Scottish Government’s Programme for Government 2022/2023 and how the council can progress relevant elements in South Lanarkshire 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the contents of the report be noted; (2) that it be noted that Executive Directors will report on relevant aspects of Programme for Government as part of their regular reports to Committees. 3. Background 3.1. On 6 September 2022, the Scottish Government published its Programme for Government (PfG) 2022/2023 entitled "A stronger and more resilient Scotland”. It sets out the Government's key legislative and policy priorities for 2022/2023 and, in particular, its response to the cost crisis. The document is arranged under the following headings:- The cost crisis A stronger and more resilient Scotland Children, Young People and Scotland’s National Mission on Child Poverty Excellent Public Services: Recovering Strongly from the Pandemic Transforming Our Economy Tackling the Climate Emergency Restoring Our Environment Supporting Our Communities Scotland in the World 3.2. The Scottish Government notes that the previous Programme for Government, published in September 2021, set out the Government’s plans for the full parliamentary term. While acknowledging the possibility that increased uncertainty and rising costs may have an impact, the Scottish Government asserts that the intentions and ambitions set out in last year’s Programme for Government “remain unchanged”. 11 193
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3.3. The PfG 2022/2023 emphasises that the document is not intended to represent an exhaustive list of all actions to be taken this year. Instead, the programme focuses on Scottish Government’s “immediate priorities”, and lays out a number of interventions regarding the cost crisis. 4. Local Government implications 4.1. The PfG highlights a range of high-level and more detailed initiatives under the relevant long-term priorities listed at 3.1 above. 4.2. Drawing on work undertaken by COSLA, the following headline actions have been identified that relate significantly to local government. THE COST CRISIS Introducing emergency legislation to freeze rents and imposing a moratorium on evictions until at least 31 March 2023 Subject to agreement with COSLA, begin to roll out the provision of universal free school meals to Primary 6 and Primary 7 pupils, and take further action to reduce the cost of the school day for families, including reducing the cost of school uniforms through new guidance Use the Emergency Budget Review to provide local authorities with additional Discretionary Housing Payment funding to mitigate the UK Government benefit cap as fully as possible within devolved powers and give local authorities more flexibility to take account of energy bills in their prioritisation of households for Discretionary Housing Payments CHILDREN, YOUNG PEOPLE, AND SCOTLAND’S NATIONAL MISSION ON CHILD POVERTY Introduce an Education Reform Bill Begin a national discussion on education. This will begin in September 2022, and report in spring 2023 Accelerate progress to substantially eliminate the poverty related attainment gap, through implementing a refreshed approach to the Scottish Attainment Challenge and an investment of up to £200 million Invest £20 million this year in the design of an all-year round school-age childcare system, and build the evidence base required to inform a high-quality learning and childcare offer for 1 and 2-year-olds Continue preparatory work to ensure every school-aged learner has access to a digital device by the end of this parliament Bring forward a Children’s Care and Justice Bill to ensure that children who come into contact with the care and justice systems are treated with trauma-informed and age-appropriate support. This includes putting an end to placing under-18s in Young Offenders’ Institutions Start construction on 17 new schools and progress commitment towards recruitment of students into Initial Teacher Education programmes, recruiting an additional 3,500 teachers, building on the increase of almost 900 new teachers last year EXCELLENT PUBLIC SERVICES: RECOVERING STRONGLY FROM THE PANDEMIC Support progress of the National Care Service Bill through Parliament Publish a new Mental Health and Wellbeing Strategy in the year ahead and a new long-term suicide prevention strategy and delivery plan with COSLA, and develop a new dementia strategy Reduce the public health emergency of drug deaths through the National Mission, increase the number of statutory funded residential rehabilitation 194
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placements by 300% by 2026, implement the Medication Assisted Treatment Standards, and publish a cross-government Action Plan TRANSFORMING OUR ECONOMY Implement the National Strategy for Economic Transformation focusing on measures that will most support the economy through any recession Support enhancements to Scotland’s digital infrastructure – by incentivising commercial deployment, targeting Scottish Government investment through, for example, the Reaching 100% (R100) broadband roll out and urging the UK Government to extend gigabit and mobile networks to some of Scotland’s most rural communities, given telecommunications is an entirely reserved matter Publish a refreshed Fair Work Action Plan and introduce Fair Work conditionality for Scottish Government grants, subject to devolved competence TACKLING THE CLIMATE EMERGENCY Publish an Energy Strategy and the first Just Transition Plan, providing a roadmap for the energy sector’s journey towards achieving emissions reduction targets and securing a net zero energy system for Scotland Roll out the national strategy for expanding 20mph zones, with more roads and areas reducing their speed limits to 20mph Consult on a new Islands Connectivity Plan this year, progress the small vessel development programme and continue to improve the resilience of the ferry fleet by sourcing additional vessels. The Scottish Government will publish the independent review of ferry governance arrangements, and set out how it can provide stronger accountability, transparency, and good outcomes for island communities RESTORING OUR ENVIRONMENT Develop Scotland’s next statutory Climate change adaptation programme for publication in 2024. Over the remainder of 2022 and through 2023, work with local authorities, public bodies, communities, the private sector and other stakeholders to develop enhanced approaches to building Scotland’s resilience to climate change Bring forward a Circular Economy Bill, to advance a zero waste and circular economy by increasing reuse and recycling rates, and improving waste and recycling services SUPPORTING OUR COMMUNITIES Agree a New Deal between the Scottish Government and local government, including a fiscal framework, which will support:- Working together to achieve better outcomes for people and communities especially on national priorities including addressing poverty, inequality, and supporting the economy Balancing greater flexibility over financial arrangements with improved accountability Providing certainty over inputs, outcomes and assurance, alongside scope to innovate and improve services Recognising the critical role played by local authorities in tackling the climate emergency, for example through delivering our heat and buildings, waste, active travel and nature restoration goals Introduce a new Housing Bill by the end of the parliamentary year which will be to deliver a New Deal for Tenants and some of the other aspects of housing to 2040 195
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Introduce a Bill to protect tenants by freezing rents and imposing a moratorium on evictions until at least 31 March 2023 SCOTLAND IN THE WORLD Offer a warm Scottish welcome to displaced Ukrainians fleeing conflict, almost 17,000 of whom have already come to Scotland 4.3. The Programme for Government also reaffirms the Scottish Government’s commitment to the National Performance Framework and commits the Government to undertaking a review of the NPF’s National Outcomes. 4.4. The PfG also includes the legislative programme for 2022/2023, comprising the 18 following new Bills. Annual Budget (No.2) Bankruptcy and Diligence Charities (Regulation) Children’s Care and Justice Circular Economy Criminal Justice Reform Education Reform Housing (2 bills) Independence Referendum Legal Services Regulation Reform Local Visitor Levy Patient Safety Commissioner Police Complaints and Misconduct Handling Public Health (Restriction of Promotions) Scottish Aggregates Levy Trusts and Succession Wildlife Management (Grouse) 5. Programme for Government 2022/2023 – South Lanarkshire Context 5.1. An exercise has been undertaken to consider the themes and the key elements highlighted in the Programme for Government 2022/2023 as outlined in Section 4 above. 5.2. The approach that has been adopted has been for each Resource to consider where the focus of activity for the council is under each element, to identify the actions that are being taken or will be considered in respect of this element of the Programme and a timeline/reporting route for these actions. In some instances, actions have already been delivered or are already incorporated into strategies, policies and programmes or work. 5.3. There are some instances where the council is awaiting further guidance or where the Scottish Government is still working on aspects of its proposals. 5.4. The Appendix to this report shows, for each identified element of the Programme for Government 2022/2023, a summary of the element from the Programme for Government, where the focus from a council perspective is, the actions identified and an indicative timeline and route for reporting to the relevant committee(s). These have been drawn together related to the Resource with responsibility for these policy areas. 196
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5.5. In terms of the monitoring and reporting of the actions contained in the Appendix, it is proposed that Executive Directors will report on relevant aspects of the Programme for Government in their regular reports to committees. 6. Employee Implications 6.1. There are no direct employee implications. 7. Financial Implications 7.1. There are no direct financial implications. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no direct climate change, sustainability and natural environment implications arising from this report. 9. Other Implications 9.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. Consultation was undertaken internally on the Resource Planning Guidance through an officer group with representation from all Resources. Paul Manning Executive Director (Finance and Corporate Resources) 4 October 2022 Link(s) to Council Values/Priorities/Outcomes Promote Performance Management and Improvement Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 197
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Appendix 1 COMMUNITY AND ENTERPRISE RESOURCES The cost crisis Free school meals £64 million of continued investment to extend universal provision of free school meals during term time – already available to those in Primary 1 to 3 – to children in Primary 4 and Primary 5 and alternative holiday meals provision for eligible children. Subject to agreement with CoSLA, begin to roll out the provision of universal free school meals to Primary 6 and Primary 7 pupils, and take further action to reduce the cost of the school day for families, including reducing the cost of school uniforms through new guidance. (CER/EDR) Focus Actions Timeline and reporting Free school meals for all primary school pupils • Introduction of universal and targeted free school meal support for P6 and P7 children No date has been agreed by Scottish Government for the extension of Universal Free School meals for Primary 6 & 7. Awaiting update and funding. Free school meal holiday payments • Free school meal payments to low-income households entitled to means tested free school meals, during school holiday periods supporting 9,500 children Ongoing throughout remainder of 2022/23 Children, young people and Scotland’s national mission on child poverty Provide multiyear funding to all local authorities to renew all public play-parks across Scotland Focus Actions Timeline and reporting To identify potential investment options in all play areas and establish cost estimates against available budget • A physical assessment of each of the 233 play areas has been carried out and initial findings are now being analysed. It is evident from the assessment that the funding provided will be inadequate to bring all play areas up to a basic standard so further work is required to establish how sites will be prioritised for The Play Area Investment Programme is reported through the Council’s Capital Programme and an annual update on plans is provided to the Scottish Government. A further report will be presented to CER Committee on completion of initial assessment and prioritisation exercise. 198
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investment. Once complete, the prioritisation options will be presented to committee for approval. Transforming our economy Implement the National Strategy for Economic Transformation focusing on measures that will most support the economy through any recession. Work with the business community to identify further measures that can assist in addressing the increased costs and economic disruption that they face. Intensify the work to realise the trade, export and inward investment opportunities that are critical for Scotland's economic success. Continue the £34 million Scottish Industrial Energy Transformation Fund where we co-invest with manufacturing industries to decarbonise industrial processes. Undertake a review of how best to significantly increase the number of social enterprises, employee-owned businesses and cooperatives in Scotland. Support enhancements to Scotland's digital infrastructure – by incentivising commercial deployment, targeting our own investment through for example the Reaching 100% (R100) broadband roll out and urging the UK Government to extend gigabit and mobile networks to some of our most rural communities, given telecommunications is an entirely reserved matter. Focus Actions Timeline and reporting Following the adoption of our South Lanarkshire Economic Strategy 2022-2027 we will focus on delivering our action plan aligned to the recently launched National Strategy for Economic Transformation with a particular focus on its themes including: • Improve employment and entrepreneurial activity in key business sectors at key South Lanarkshire locations. • Train individuals to develop and grow their skills, to be more productive and prosperous in the workplace to benefit both employers and workers and thereby create, sustain and retain a viable workforce. • Minimise unemployment and underemployment with a focus on disadvantaged communities through the Final Economic Strategy to go to Executive Committee for approval on 30 November 2022. 199
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delivery of responsive employment support • Work with business to become digitally confident, highlighting the need to utilise digital tools to grow and the benefits of a digitally empowered workforce. • Link business success, fair work and improved productivity, recognising that fair work drives success, wellbeing and prosperity for individuals, businesses, organisations and society. Through SLAED, the Scottish Government have asked all local authority Economic Development teams to provide intelligence and any feedback received from businesses around the current economic challenges and increasing costs of doing business. • All Economic Development officers* have been asked to contribute any information collected through enquiries or other awareness of businesses’ having expressed their views and any issues around the increasing costs of doing business. This exercise is undertaken weekly. (*Environmental Health and Planning have also been asked to contribute) Weekly returns to Scottish Government on a template which has been supplied to us. The intention is that these responses will help shape the Scottish Government response. The feedback will be collated by SLAED into a Situation Report and provided to the SGoRR (Scottish Government Resilience Room). Trade, export and inward investment opportunities • Work with our City Region partners to maximise opportunities to showcase our unique selling points to maintain and improve our attractiveness to inward investors. Seek to include key South Lanarkshire inward investment locations in City Region inward investment offer. Promote South Lanarkshire inward investment locations through SDI. Develop South Lanarkshire inward investment offer through website and other marketing opportunities. 200
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Social enterprises, employee-owned businesses and cooperatives • Work has begun to update the current picture of social enterprise operating currently in South Lanarkshire and the direction of travel from the previous Scottish Government national social enterprise census figures, published in 2019. A bespoke South Lanarkshire report will be pulled from this national data for year 2021, setting out the scale of the sector, markets, business practices, financial performance and support needs. This information will be considered alongside existing CRM data and work with partners Voluntary Action South Lanarkshire and Elevator to inform a baseline for the South. • We have been asked to input to a piece of research that Scottish Enterprise (Cooperative Development Scotland) has commissioned on ‘the future direction of co-operative and employee-owned business development’. CDS have commissioned ‘Stir to Action’, a worker- owned business, to lead on this research and to publish the initial report; a review of the most effective approaches to substantially increase the number of cooperatives and employee-owned businesses in Scotland within the next decade. • Consultation is currently underway with the third sector, partners and stakeholders to scope out objectives for the new South Lanarkshire Council social enterprise strategy. These objectives will inform and The new Social Enterprise Strategy will be taken to the Community & Enterprise Resources Committee on 13 December 2022. 201
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guide activity to be included in the associated action plan under three high level priorities Priority One: Stimulating Social Enterprise; Developing Stronger Organisations and Realising Market Opportunity. Tackling the climate emergency Energy and green recovery Publish an Energy Strategy and our first Just Transition Plan, providing a roadmap for the energy sector's journey towards achieving our emissions reduction targets and securing a net zero energy system for Scotland. Develop a new hydrogen industry in Scotland with the publication of the final Hydrogen Action Plan and a Scottish Hydrogen Investment Proposition, setting out Scotland's position on the manufacture, production and export of hydrogen, and a compelling case for investment. The Action Plan is supported by a £100 million capital funding programme, designed to accelerate and maximise production. Launch a virtual Public Energy Agency to drive forward increased investment in energy efficiency and zero emission heating. Focus Actions Timeline and reporting Support the transition to a net zero nation by 2045 • Develop actions within the Sustainable Development and Climate Change Strategy to become a new zero Council by 2045 To be incorporated into the Sustainable Development and Climate Change Strategy 2022-27 Action Plan due to be approved in March 2023 Travel and transport Deliver record investment in active travel, including multi year funding, with a focus on new infrastructure and storage, access to bikes through schemes such as the Scotland Cycle Repair Scheme 2 and free bikes for school-age children who are unable to afford one. Work with the private sector to deliver £60 million of public and private investment to double the size of the public charging network to at least 6,000 electric vehicle charging points over the next 4 years. Further promote free bus travel for those under 22 to improve uptake following the introduction of the scheme in January 2022. This scheme supports children and young people to travel for free, lifting the cost burden on households. 202
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Work with third sector partners and local authorities to consider how best to provide free bus travel to asylum seekers and refugees including displaced people from Ukraine. (Lead Resource is HTR) Roll out our national strategy for expanding 20 mph zones, with more roads and areas reducing their speed limits to 20 mph – making our streets feel safer and encouraging active travel. Introduce regulations to enable bus franchising and Bus Improvement Partnerships, giving local authorities more options to improve bus services. Focus Actions Timeline and reporting Provide new active travel infrastructure • Undertake Active Travel Studies • Undertake Cycle Hire Feasibility Scheme Study • Design and Implement Active Travel priorities • Assist in the promotion of Bike Repair and Free Bike Scheme as necessary. Ongoing through 2022/23 and subsequent years Provide new Electric Vehicle Charging Infrastructure • Introduce charging tariffs • Undertake an Expansion Strategy Plan We are putting in place tariffs to our EV chargers to facilitate payment and we’re organising signage etc. with the aim of this being in operation from 1 November or as soon as possible thereafter. Promote free bus travel for under 22 year olds • Promote scheme through the Council’s Website Ongoing through 2022/23 and subsequent years Consider the introduction of 20mph Zones • Undertake assessment of 30mph roads for suitability for 20mph • Consider outcomes of assessment and outline potential implementation programme Ongoing through 2022/23 and subsequent years Consider Bus Franchising and Bus Partnerships • Once details are issued by Transport Scotland, liaise with SPT to establish any necessary alterations Ongoing through 2022/23 and subsequent years Circular economy and waste 203
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Launch our Deposit Return Scheme on 16 August 2023, introducing a refundable 20p deposit on billions of single-use containers, the first of its kind in the UK. Bring forward a Circular Economy Bill, enabling us to advance a zero waste and circular economy by increasing reuse and recycling rates, and improving waste and recycling services. Publish a National Litter and Flytipping strategy that includes strengthened enforcement measures and a clamp down on unlicensed operators. Focus Actions Timeline and reporting Implement Deposit Return Scheme in premises selling plastic bottles and cans • Register with Circularity Scotland to be part of the scheme • Plan how scheme will be managed in high schools • Pilot reverse vending machine in on high schools to assess requirements • Implement plans by August 2023 Reported as part of the Sustainable Development and Climate Change Strategy Action Plan Plans for the DRS scheme as a waste collector • Review the likely impact of the DRS on household waste collections and amend collection frequencies and patterns where required Reported as part of the Sustainable Development and Climate Change Strategy Action Plan South Lanarkshire Litter Strategy (2022-2027) – approved at Climate Change and Sustainability Committee, August 2022 • Progress the actions contained within the South Lanarkshire Litter Strategy, commencing initially with stakeholder engagement An annual progress report will be presented to the Climate Change and Sustainability Committee Restoring our environment Land ownership and management; biodiversity and protection of ecosystems Develop our Land Reform Bill, which will include measures to diversify land ownership and empower communities to benefit from the opportunities presented by nature restoration and the journey to net zero emissions. Launch our Biodiversity Strategy and continue supporting people and projects across Scotland to restore and enhance our natural environment through the £13 million Nature Restoration Fund, completing the establishment of the peatland restoration programme, and take action to stimulate responsible private investment in the restoration of nature and enhancement of Scotland's natural capital. 204
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Enhance the Forestry Grant Scheme to deliver better community engagement, improved biodiversity and increased value for money, including improved support for tree planting around rivers and streams. Develop a framework to deliver our commitment to protect 30% of land and sea for nature by 2030, including the development of Nature Networks. Consult on a new flooding strategy for Scotland, including how we can build community flood resilience and engage a broader range of delivery partners to deliver more diverse flood management actions faster. Develop Scotland's next statutory Climate change adaptation programme for publication in 2024. Over the remainder of 2022 and through 2023 we will work with local authorities, public bodies, communities, the private sector and other stakeholders to develop enhanced approaches to building Scotland's resilience to climate change. Align behind our Vision for Agriculture, including consulting on a future Agriculture Bill, rolling out the National Test programme and moving towards shifting 50% of direct payments to climate action and funding for on-farm nature restoration and enhancement by 2025. Update Catering for Change, which will set out principles in relation to sustainable procurement of food and catering services in the public sector, to align public procurement behind sustainable, low carbon farming and food. (Lead Resource is FCR) Focus Actions Timeline and reporting Biodiversity Duty Implementation Plan • Review of the Biodiversity Duty Implementation Plan and Biodiversity action plan • Recruitment of a replacement Biodiversity Officer following the resignation of the previous postholder earlier this year. Review is scheduled to start in 2022 with a report to presented to the Climate Change and Sustainability Committee in 2023 Recruitment in progress Peatland Restoration Programme • Review of the peatland restoration programme proposals due to recruitment issues Review in progress with a report to presented to the Climate Change and Sustainability Committee in 2023 Reduce Flood Risk • Respond to the flooding strategy consultation once available Ongoing through 2022/23 and subsequent years Support the development of the climate change adaptation programme • Develop actions within the Sustainable Development and Climate Change Strategy to build resilience to climate change To be incorporated into the Sustainable Development and Climate Change Strategy 2022-27 Action Plan due to be approved in March 2023 205
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Increase procurement of local food • Analysis conducted to understand the capacity of local food and drink businesses to supply food to the different council buyers and consideration of the recommendations Results of the analysis shared in Autumn 2022 Reporting: Q4 progress report of the food action plan presented at Climate Change and Sustainability Committee in 2023 Reporting: Community Wealth Building action plan 2022-2023 Supporting our communities Publish our Remote, Rural and Island Housing Action Plan to support the provision of homes in these areas, including consideration of funding arrangements for community housing trusts to ensure they can support the delivery of our enhanced rural home building plan. (Lead Resource is HTR) Deliver our commitment to invest £60 million to renew play-parks in Scotland. Agree a New Deal between the Scottish Government and local government, including a fiscal framework, which will support: o Working together to achieve better outcomes for people and communities especially on national priorities including addressing poverty, inequality, and supporting the economy. o Recognising the critical role played by local authorities in tackling the climate emergency, for example through delivering our heat and buildings, waste, active travel and nature restoration goals. Focus Actions Timeline and reporting To identify potential investment options in all play areas and establish cost estimates against available budget • A physical assessment of each of the 233 play areas has been carried out and initial findings are now being analysed. It is evident from the assessment that the funding provided will be inadequate to bring all play areas up to a basic standard so further work is required to establish how sites will be prioritised for investment. Once complete, the prioritisation options will be presented to committee for approval. The Play Area Investment Programme is reported through the Council’s Capital Programme and an annual update on plans is provided to the Scottish Government. A further report will be presented to CER Committee on completion of initial assessment and prioritisation exercise. 206
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Administer climate emergency fund to support internal and external applications • Consider and award funds to council services and external community groups to undertake projects that help tackle the climate emergency Mid-term report presented to Climate Change and Sustainability Committee on projects funded and associated outcomes Scotland in the world Refresh our Culture Strategy Action Plan. Focus Actions Timeline and reporting Culture (and Leisure) in South Lanarkshire • South Lanarkshire Leisure and Culture has developed and is about to launch a five- year Strategy (2022-2027) based on information 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. New Strategy developed and published in 2022. Progress reports will be fed into SLLC’s Quarterly/Annual Reporting framework which are shared with SLC. 207
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EDUCATION RESOURCES The cost crisis Subject to agreement with COSLA, begin to roll out the provision of universal free school meals to Primary 6 and Primary 7 pupils, and take further action to reduce the cost of the school day for families, including reducing the cost of school uniforms through new guidance. (CER/EDR) Focus Actions Timeline and reporting Continue to plan for roll out the provision of universal free school meals to Primary 6 and Primary 7 pupils • There is a need to develop the infrastructure in schools to cater for the expansion of delivering and serving more meals to children and work is ongoing with Community and Enterprise Resources to help achieve this. Progress reports will be provided via the quarterly/annual IMPROVe framework. Cost of the school day • Schools have developed a ‘cost of the school day’ statement to help take actions to reduce the cost of the school day for families. On-going in schools currently and a report on progress will be provided via the quarterly/annual IMPROVe framework Increase the uptake of Breakfast Clubs by 5% with a focus on children entitled to free school meals • Target set to increase provision to 5,681 Progress reports will be provided via the quarterly/annual IMPROVe framework Ensure effective delivery of tackling poverty policy and raise awareness of the priorities contained in the Local Child Poverty Action Report (LCPAR) across all partner organisations • Produce and publish a refreshed Local Child Poverty Action Report and summary to increase awareness of the impact of poverty among partners December 2022 Evaluate the effectiveness of delivering the Tackling Poverty programme in 4 Early Learning and Childcare establishments • Targeted support for children aged 2-3 years is being provided across the 4 stand- alone nurseries to achieve better outcomes for children Progress reports will be provided via the quarterly/annual IMPROVe framework. 208
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Children, young people and Scotland’s national mission on child poverty Digital inclusion Continue preparatory work to ensure every school-aged learner has access to a digital device by the end of this parliament. Given that we are still in the recovery and renewal period following the pandemic, digital inclusion continues to be an area of focus as we strive to deliver a stimulating and learner pathway driven curriculum. Investment will continue on supporting the ongoing development of approaches to digital learning in order to meet the needs of individual learners and to improve learner outcomes as well as using digital technology to engage with families, communities and young people. The council intends to take steps to intensify and grow the contribution of the tech sector to the economy and create a world-class tech ecosystem through the implementation of the Logan Review as well as increase digital connectivity, skills and tackle digital exclusion. The Digital Strategy for Planning aims to encourage the public sector to enable its estate to be used to increase access for digital provider masts. Focus Actions Timeline and reporting Close the equity gap and improve learner outcomes • Develop an Equity Strategy including Strategic Equity Funding and use this to support schools to develop their equity plans and to recover from impact of Covid- 19 lockdown Progress reports will be provided via the quarterly/annual IMPROVe framework. Early learning and childcare Invest £20 million to design and test options for all-year-round school-age childcare systems that meet the needs of children and families. Build the evidence base required to inform the development of a high quality offer of early learning and childcare for 1 and 2 year olds. Focus Actions Timeline and reporting Evaluate the impact of Early Learning and Childcare 1140 hours for 2-3 year olds • Ensure that the uptake of 1140 hours for 2- 3 year olds by families who meet the eligibility criteria is maximised throughout the new early years estate Progress reports will be provided via the quarterly/annual IMPROVe framework. 209
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Develop literacy, numeracy and outdoor learning training in early learning and childcare settings • Implement literacy and numeracy support and maximise outdoor learning opportunities to improve the wellbeing and educational outcomes for children Report on progress to the Education Resources Committee in May 2023 Attainment gap Accelerate progress to substantially eliminate the poverty related attainment gap, through implementing a refreshed approach to the Scottish Attainment Challenge and an investment of up to £200 million. Focus Actions Timeline and reporting Assess the improvement actions in the Equity Strategy designed to close the poverty related attainment gap and address poverty factors which impact on families • Close the equity gap and improve learner outcomes Progress reports will be provided via the quarterly/annual IMPROVe framework. Ensure Strategic Equity Funding is used to deliver targeted activities, approaches or resources which are clearly additional to universal local improvement plans in line with the (Scottish Attainment Challenge Framework for Recovery and Accelerating Progress • Develop an Equity Strategy including Strategic Equity Funding and use this to support schools to develop their equity plans to recover from impact of Covid-19 lockdown Progress reports will be provided via the quarterly/annual IMPROVe framework. Contribute to the ambitions and drivers of the South Lanarkshire Child Poverty Action Plan • Ensure a co-ordinated and consistent approach is taken across the council and with partner agencies to mitigate against the impact of child poverty in line with action plan. Progress reports will be provided via the quarterly/annual IMPROVe framework. Future of education/Education reform Begin a national discussion on education, creating an unprecedented opportunity for pupils and students to shape the future based on their experiences. This will begin in September 2022, and report in Spring 2023. Appoint a new Widening Access Commissioner and take further steps to shape the future of post school education, research and development. 210
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Introduce an Education Reform Bill to establish world-class national bodies, focused on the needs of pupils, including work to ensure that our qualifications and assessment approach meets the needs of learners and provides support for those with additional support needs. Pave the way for future reform to the qualification and assessment system in Scotland to ensure our approach meet the needs of learners and society in the 21st century, through Professor H.ayward's independent review on Qualifications and Assessments in March 2023. Focus Actions Timeline and reporting Support the engagement of stakeholders in the ‘Let’s talk Scottish Education – national discussion on the future of education including children and young people’. • Create opportunities for children, young people, families, teachers, schools, and other stakeholders to contribute and air their voice on the future of Scottish education via the ‘national discussion’. September 2022 - 5 December 2022 Implement the recommendations of national reviews including the Organisation for Economic Co-operation and Development (OECD) review of Curriculum for Excellence • Take forward the changes which arise from the external review and assessment of the delivery of education in Scotland December -June 2023 School estate and workforce Start construction on 17 new schools and progress our commitment towards recruitment of students into Initial Teacher Education programmes, recruiting an additional 3,500 teachers, building on the increase of almost 900 new teachers last year. Explore the development of an accredited qualification and registration programme for Additional Support Needs assistants with final proposals to be brought forward by autumn 2023. Focus Actions Timeline and reporting Take forward the review of the Primary and Secondary estate to meet developing needs for children with Additional Support Needs Progress activity in line with the recommendations of the Morgan Review and ASL Review Action plan • Implement a new building improvement programme to adapt facilities to support pupils with additional support needs within mainstream school buildings • Progress the work of the ASL Reference Group sub group on the effective deployment of SSAs in education settings Progress reports will be provided via the quarterly/annual IMPROVe framework. January 2020 – June 2023 211
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FINANCE AND CORPORATE RESOURCES The cost crisis Cost of living supports £294.4 million for family payments, including Bridging Payments, Best Start Grants, Best Start Foods and the Scottish Child Payment. The Scottish Child Payment alone has delivered an extra £20 a week to around 104,000 children under the age of 6. In November, this will be further increased to £25 per week and extended to an estimated 304,000 children under the age of 16. £437 million to reduce household bills through Council Tax Reduction and Water Charge Reduction. Focus Actions Timeline and reporting Provide financial support to low-income households • Develop cost-of-living support initiatives if further funding is provided • Administer payments to eligible households ensuring efficient and effective payment delivery mechanisms • Promote Council Tax Reduction to maximise the uptake of this financial support Ongoing throughout remainder of 2022/23 Business rates The UK's most generous Small Business Bonus Scheme which takes over 111,000 properties out of rates altogether (as at 1 June 2021). (FCR/CER) The lowest poundage in the UK for the fourth year in a row. Focus Actions Timeline and reporting Provide financial support to small businesses • Administer the Small Business Bonus Scheme to provide financial support to small businesses covering over 5,000 business properties Ongoing throughout remainder of 2022/23 212
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Money and debt advice and support From November, the minimum at which arrestments can be made on people's bank accounts will be raised to £1000, providing financial breathing space for many households in difficulty. We will also encourage local authorities to use their existing flexibilities to take a compassionate and proportionate response to arrears, taking account of the current pressures on household finances. Providing £1.2 million of additional resource to advice organisations to support them to help households in difficulty and to help households and businesses access advice and support on energy efficiency. Launching a Scotland-wide public information campaign to highlight help and support available to individuals as well as energy efficiency measures for households to minimise cost. Continuing to support money and debt services with around £12.5 million provided in 2022 23 to support debt advice, the Money Talk Team income maximisation service, Welfare Advice, and Welfare Advice and Health Partnerships. Focus Actions Timeline and reporting Continuing to provide money and debt advice and support • Promote Scottish Wide Public Information Campaign via MMAS webpages. • Work closer with Council Tax Debt Recovery to increase referrals to Money Advice. • Increase take-up of benefits through benefit checks • Promotion of the range of services provided by Money Matters Advice • Work with a range of agencies to assist residents in accessing support services • Administration of the Financial wellbeing support fund to support households • Provision of financial support and advice to residents with prepaid energy meters • Recruitment of additional money advisors and energy advisors Ongoing throughout remainder of 2022/23 213
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Children, young people and Scotland’s national mission on child poverty Continue to deliver immediate financial support to as many low income families with school age children as possible through Bridging Payments, including a further two Bridging Payments which will support around 145,000 eligible children and be worth as a minimum £130 in both October and December. This year we will also provide over £68.1 million to mitigate the UK Government "bedroom tax", and an additional £14.9 million to begin mitigating against the damaging impact of other UK Government welfare cuts including the benefit cap and changes to the Local Housing Allowance rates. (FCR/HTR) Consider the increased costs for schools of heating and food as part of the Emergency Budget Review and the impact those higher costs will have on wider commitments. (EDR/FCR) Focus Actions Timeline and reporting The council’s budget strategy will continue to pick up the risk around increasing costs, including utilities and inflationary pressures • Update budget strategy as information emerges on any further financial supports Budget to be agreed by February 2023 Financial support to low-income households • Administer payments to low-income families with children ensuring efficient and effective payment delivery mechanisms • Mitigate the “bedroom tax” through the Discretionary Housing Payment (DHP) scheme • Award Discretionary Housing Payments to mitigate hardship experienced by low- income families in paying housing costs Ongoing throughout remainder of 2022/23 Transforming our economy Fund the Scottish National Investment Bank to continue to develop its portfolio across all three of its missions: net zero emissions, place and innovation. Focus Actions Timeline and reporting 214
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The council borrows to fund capital investment which is approved through the capital programme budget. We will consider best form / source of borrowing including costs considerations • When making borrowing decisions , the Scottish National Investment bank will be considered Ongoing Community Wealth Building/Social Economy Undertake a review of how best to significantly increase the number of social enterprises, employee-owned businesses and cooperatives in Scotland. (CER/FCR) Launch a consultation on Community Wealth Building legislation. Focus Actions Timeline and reporting The Community Wealth Building Strategy addresses social enterprises, employee- owned businesses and cooperatives under the “Building the Generative Economy” pillar. The council and partners, through the CWB Commission, will contribute to any consultation on CWB legislation. • Actions under the generative economy pillar of the CWB strategy include development of a new Social Enterprise Strategy and Action Plan and, in conjunction with the social enterprise sector, establishing a Social Enterprise Steering Group. • The CWB Commission will be kept informed of consultation arrangements in relation to CWB legislation and will approve any response provided from South Lanarkshire. To be completed within 2022-23 and reported to the CWB Commission as part of action plan monitoring for the CWB strategy. Consultation arrangements and response will be reported to the CWB Commission. Fair work and employee wellbeing Publish a refreshed Fair Work Action Plan and introduce Fair Work conditionality for Scottish Government grants, subject to devolved competence. Undertake research and advice to improve workplace productivity and wellbeing, including on the delivery of a four-day working week pilot and ensure that digital and technological innovation is used as a key driver for improved productivity and work standards/conditions. 215
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Focus Actions Timeline and reporting Progress the vision of becoming a Fair Work Nation by 2025 and promote Fair Work practices • Continue to support promotion of the real living wage through the Lanarkshire campaign group, including offering a discount scheme for employers seeking accreditation • Promote Living Wage accreditation through publicising those achieving Living Wage Accreditation and the benefits associated with being a LW employer • Review the impact of the New Deal for Employees measures Living wage accreditation discount scheme live Publicity coordinated across campaign group at least annually Updates on activity and impact on an annual basis Tackling the climate emergency Improve the content and extend the scope of our Green Jobs Workforce Academy and develop a refreshed Climate Emergency Skills Action Plan by the end of 2023. (CER/FCR) Focus Actions Timeline and reporting Develop and implement the Workforce Academy to upskill employees in the workplace and provide a talent pipeline for employers to take on new recruits, capitalising on emerging industry job opportunities within the Green Economy • Expand the Councils Upskilling Programme to support industry and employer needs • Collaborate with local partners/stakeholders to capitalise on new job/apprenticeship opportunities arising from local economic development activity and the wider green economy • Co-design employability bespoke programmes with employers to address the recruitment needs of businesses including supply chain developments. Annual and/or multi-year programme from 2023-25. Included in regular reports to committee on Employability 216
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Capitalise on local Community Benefits from local procurement to create job opportunities within the sector including sub sectors Embed the key principles of No One Left Behind (NOLB) Employability Delivery Plan to create fair work opportunities for local unemployed residents within the green economy • Further develop and incorporate local community benefit clauses in procurement arising from capital projects to create fair work and work experience placements to meet emerging demand within the sector. • Develop sector-based employer led solutions to support skills gaps within the sector • Provide targeted employability support for vulnerable priority key clients groups to compete effectively in the labour market for green jobs • Continue to engage with schools (including DYW) and Skills Development Scotland on early interventions to raise awareness in schools of the emerging job opportunities to meet net zero targets. Annual and/or multi-year programme from 2023-25. Included in regular reports to committee on Employability. Annual and/or multi-year programme from 2023-25. Included in regular reports to committee on Employability. Restoring our environment Update Catering for Change, which will set out principles in relation to sustainable procurement of food and catering services in the public sector, to align public procurement behind sustainable, low carbon farming and food. (FCR/CER) Focus Actions Timeline and reporting Procurement • An analysis on the capability of local food and drink businesses to supply food to the different council buyers was carried out from July to October 2022 with • Results with recommendations for further actions will be reported by the end of 2022. 217
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consultations with council services, local businesses and external partners. • Procurement to support changes to food sourcing strategy arising from capability analysis. Ongoing throughout remainder of 2022/23 Supporting our communities Continue to invest up to £75 million in place based initiatives, which supports our most fragile communities and accelerate our ambitions for place and to help people live well locally. – Agree a New Deal between the Scottish Government and local government, including a fiscal framework, which will support: o Working together to achieve better outcomes for people and communities especially on national priorities including addressing poverty, inequality, and supporting the economy. (CER/FCR) o Balancing greater flexibility over financial arrangements with improved accountability o Providing certainty over inputs, outcomes and assurance, alongside scope to innovate and improve services Focus Actions Timeline and reporting Work with Public Health Scotland, the Improvement Service and local partners to deliver the test site Shaping Places for Wellbeing project within Rutherglen • A steering group has been established and local strategies identified for analysis using the Place and Wellbeing Outcomes. Engagement with the local community will shape delivery of the project and impact on future local policy development such as the next Local Development Plan. The project is funded until March 2024. A detailed timeline is being developed. Reporting is to the Scottish Government nationally and to the Community Planning Partnership locally. The council budget strategy includes the level of funding provided by Government. The level of flexibility and accountability is determined by the Scottish Government. • We can continue to contribute and influence the outcome of the New deal , and its impact for Local Government through our involvement in bodies such as Cosla Leaders group , SOLACE and Directors of Finance Ongoing 218
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Best Value arrangements will be updated to take account of any new guidance or expectations in relation to outcomes, assurance and service innovation and improvement. • Continue to reflect any changes in approach on outcomes, assurance and improvement as changes emerge. Updates will be provided to the Performance and Review Scrutiny Forum as appropriate. Scotland in the world Publish a response to the report of our working group on Institutionalising Participatory and Deliberative Democracy, setting out how we can involve people and communities, government, and children and young people in democratic decision making. Focus Actions Timeline and reporting Increasing the involvement of communities in decision making processes. • The continued development of community partnerships at locality level provides opportunities for participatory and deliberative democratic practice. • Within neighbourhood planning areas, the use of small scale PB processes encourages participative decision making and in some cases stakeholder groups are developing deliberative processes for PB. • Mainstreaming PB allows new routes for people and communities to take part in decisions. • Schools are engaging young people in democratic learning including the use of PB processes to involve them in decisions that affect them. Reporting is carried out at regular intervals to the CPP Board and to area committees on progress. 219
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HOUSING AND TECHNICAL RESOURCES The cost crisis Investing a total of £161 million across Warmer Homes Scotland, Area Based Schemes, and Home Energy Scotland, cutting energy bills and climate emissions. Use our Emergency Budget Review to double our Fuel Insecurity Fund to £20 million in 2022 23, to help households at risk of self disconnection or self-rationing of energy use as the energy price cap rises from October. Widen eligibility for the Tenant Grant Fund to support those struggling with increasing costs. Introduce our new Winter Heating Payment which guarantees a £50 annual payment to around 400,000 low income households. Continue to support more households with energy efficiency measures during this cost crisis, having widened the eligibility criteria of the Warmer Homes Scotland fuel poverty programme, increased funding for households through local authority led Area Based Schemes and expanded the Home Energy Scotland Advice Service. Use our Emergency Budget Review to provide local authorities with additional Discretionary Housing Payment funding to mitigate the UK Government benefit cap as fully as possible within devolved powers, and give local authorities more flexibility to take account of energy bills in their prioritisation of households for Discretionary Housing Payments. Focus Actions Timeline and reporting Investing a total of £161 million across Warmer Homes Scotland, Area Based Schemes, and Home Energy Scotland, cutting energy bills and climate emissions. • Continue to administer local Area Based Schemes utilising proportion of funding awarded to South Lanarkshire local authority area. • Support the development of a new council Local Heat and Energy Efficiency Strategy (LHEES). This will aim to provide analysis of how all domestic and non-domestic buildings in South Lanarkshire will be transitioned to decarbonised heat sources Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. An annual report on funds allocated through Area Based Schemes is also provided to the Scottish Government. The council will be required to produce a Local Heat and Energy Efficiency Strategy (LHEES) by the end of 2023. 220
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and have their overall energy efficiency improved. Use our Emergency Budget Review to double our Fuel Insecurity Fund to £20 million in 2022 23, to help households at risk of self disconnection or self-rationing of energy use as the energy price cap rises from October. • Continue to work with council and Community Planning partners to raise awareness of and refer tenants to both local and national short term financial support schemes. • Continue administration of local ‘gas- capping’ scheme to support tenants who have elected to turn gas off to save money, utilising allocations from the Local Authority Covid Economic Recovery Fund. Outcomes in relation to Resource contribution to tackling poverty will be reported to Community Planning partnership through regular updates to the Community Planning Partnership Board. Widen eligibility for the Tenant Grant Fund to support those struggling with increasing costs. • Continue to deliver and administer local Tenancy Sustainment Fund to support tenants in financial difficulty and improve housing sustainability across South Lanarkshire. Outcomes in relation to the Resource contribution to tackling fuel poverty will be reported to Community Planning partnership through regular updates to the Community Planning Partnership Board. Introduce our new Winter Heating Payment which guarantees a £50 annual payment to around 400,000 low income households. • Continue to contribute to the development of national guidance, regulation, and legislation. • Outcomes in relation to the Resource contribution to tackling fuel poverty will be reported to Community Planning partnership through regular updates to the Community Planning Partnership Board Continue to support more households with energy efficiency measures during this cost crisis, having widened the eligibility criteria of the Warmer Homes Scotland fuel poverty programme, increased funding for households • Continue to administer local Area Based Schemes utilising proportion of funding awarded to South Lanarkshire Local authority area. Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. 221
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through local authority led Area Based Schemes and expanded the Home Energy Scotland Advice Service. An annual report on funds allocated through Area Based Schemes is also provided to the Scottish Government. Use our Emergency Budget Review to provide local authorities with additional Discretionary Housing Payment funding to mitigate the UK Government benefit cap as fully as possible within devolved powers, and give local authorities more flexibility to take account of energy bills in their prioritisation of households for Discretionary Housing Payments. • Continue to contribute to the development of national guidance, regulation, and legislation. • Work with Registered Social Landlord partners and private landlords to share best practice in relation to tenants accessing support available. Outcomes in relation to Resource contribution to tackling poverty will be reported to the Community Planning Partnership through regular updates to the Community Planning Partnership Board. Children, young people and Scotland’s national mission on child poverty This year we will also provide over £68.1 million to mitigate the UK Government "bedroom tax", and an additional £14.9 million to begin mitigating against the damaging impact of other UK Government welfare cuts including the benefit cap and changes to the Local Housing Allowance rates. (FCR/HTR) Focus Actions Timeline and reporting This year we will also provide over £68.1 million to mitigate the UK Government "bedroom tax", and an additional £14.9 million to begin mitigating against the damaging impact of other UK Government welfare cuts including the benefit cap and changes to the Local Housing Allowance rates. • Continue to contribute to the development of national guidance, regulation, and legislation. • Work with Registered Social Landlord partners and private landlords to share best practice in relation to tenants accessing support available. Outcomes in relation to Resource contribution to tackling poverty will be reported to the Community Planning Partnership through regular updates to the Community Planning Partnership Board. Tackling the climate emergency Launch a virtual Public Energy Agency to drive forward increased investment in energy efficiency and zero emission heating. (CER/HTR) Launch a £25 million Clyde Mission Heat Decarbonisation Fund later this year, supporting zero emission heat projects and communal heating systems along the length of the Clyde. Publish a consultation on the Heat and Buildings Bill. Focus Actions Timeline and reporting 222
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Launch a virtual Public Energy Agency to drive forward increased investment in energy efficiency and zero emission heating • Continue to contribute to the development of national approach and await details of local authority requirements. Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. Launch a £25 million Clyde Mission Heat Decarbonisation Fund later this year, supporting zero emission heat projects and communal heating systems along the length of the Clyde. • Continue to work with partners across the Glasgow City Region to ensure close collaboration and sharing of resources to ensure access to new fund to deliver decarbonisation projects within South Lanarkshire. Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. Publish a consultation on the Heat and Buildings Bill. • Continue to contribute to the development of national guidance, regulation, and legislation • Once published, actions within guidance will be incorporated and progressed within Local Housing Strategy or the council’s Sustainable Development and Climate Change Strategy. Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. Work with third sector partners and local authorities to consider how best to provide free bus travel to asylum seekers and refugees including displaced people from Ukraine. (HTR/CER) Focus Actions Timeline and reporting Work with third sector partners and local authorities to consider how best to provide free bus travel to asylum seekers and refugees including displaced people from Ukraine. • The Resource will continue to manage and support the refugee resettlement programmes for families who arrive in South Lanarkshire through the following visa schemes: the UK Resettlement Scheme, the Afghanistan Relocation and Assistance Policy, the Afghan Resettlement Programme and the Homes for Ukraine scheme. Continue to support UKRS, Afghan programme and Ukrainian displaced persons. Regular reporting to the Scottish Government and Home Office as per guidance. 223
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• Support is provided to access free bus travel through Young Scot, Over 60’s bus travel, and engagement with DWP relating to free travel to appointments, interviews. Also continue to engage with further education sector relating to travel arrangements. • The Resource also co-ordinates the council and partners involvement in the asylum seeker dispersal programme. Supporting our communities Affordable housing and support for tenants Continue to deliver affordable high quality homes, the majority for social rent, as we start delivery of our ambitious target of 110,000 such homes by 2032. Introduce a new Housing Bill before the end of this parliamentary year that will see further reform of the rental sector in Scotland and begin to deliver a New Deal for Tenants. Careful consideration will need to be given to the impact of addressing the cost crisis, which we will do by introducing emergency legislation planned to protect tenants by freezing rents and imposing a moratorium on evictions until at least 31 March 2023. The exact timings of a new Housing Bill will be kept under close review as we deliver our emergency response to support tenants through the winter months. Support more households with energy efficiency measures during this cost crisis having widened the eligibility criteria for the £55 million Warmer Homes Scotland fuel poverty programme to include more groups within the 60 to 75 years age range, further increasing the reach of this programme. Publish our Remote, Rural and Island Housing Action Plan to support the provision of homes in these areas, including consideration of funding arrangements for community housing trusts to ensure they can support the delivery of our enhanced rural home building plan. (HTR/CER) Provide a New Deal for Tenants with an ambitious series of reforms of the renting sector, including legislation to introduce robust rent controls for the long term, building on immediate actions during the cost crisis. 224
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Focus Actions Timeline and reporting Deliver 110,000 affordable homes across Scotland by 2032, with at least 70% in the social rented sector and 10% in our remote, rural and island communities supported by a Remote, Rural & Islands Action Plan. • Monitor progress in this area and ensure opportunities for influencing development of guidance are taken forward. • Once published, actions within guidance will be incorporated and progressed within Local Housing Strategy and Strategic Housing Investment Plan. The Strategic Housing Investment Plan is refreshed annually and presented to both Housing and Technical Resources Committee and the Scottish Government each year. The latest version, covering the period 2023-28, was approved by Housing and Technical Resources Committee on 5 October 2022 and will be submitted to Scottish Government by 28 October 2022. The draft Local Housing Strategy 2022-27 is currently undergoing public and stakeholder consultation and will be submitted for approval to Executive Committee on 30 November 2022. Introduce a new Housing Bill before the end of this parliamentary year that will see further reform of the rental sector in Scotland and begin to deliver a New Deal for Tenants. Careful consideration will need to be given to the impact of addressing the cost crisis, which we will do by introducing emergency legislation planned to protect tenants by freezing rents and imposing a moratorium on evictions until at least 31 March 2023. The exact timings of a new Housing Bill will be kept under close review as we deliver our emergency response to support tenants through the winter months. • Monitor progress in this area and ensure opportunities for influencing development of guidance are taken forward. • Prepare annual rent setting consultation with consideration given to outcomes of emergency legislation. • Review impact on Housing Revenue Account Business Plan as a result of rent moratorium and adjust resource planning accordingly. The council’s rent setting consultation programme takes place with tenants on an annual basis. Rent proposals for 2023/24 will be presented to the council early in 2023 as part of the council’s wider budget proposals. Support more households with energy efficiency measures during this cost crisis having widened the eligibility criteria for the £55 million Warmer Homes Scotland fuel • Monitor progress in this area and ensure opportunities for influencing development of initiatives are taken forward Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. 225
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poverty programme to include more groups within the 60 to 75 years age range, further increasing the reach of this programme. • Work with Registered Social Landlord partners and private landlords to share best practice in relation to tenants accessing support available. Publish our Remote, Rural and Island Housing Action Plan to support the provision of homes in these areas, including consideration of funding arrangements for community housing trusts to ensure they can support the delivery of our enhanced rural home building plan. • Monitor progress in this area and ensure opportunities for influencing development of Action Plan are taken forward. Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. Provide a New Deal for Tenants with an ambitious series of reforms of the renting sector, including legislation to introduce robust rent controls for the long term, building on immediate actions during the cost crisis • Monitor progress in this area and ensure opportunities for influencing development of legislation are taken forward. Progress in this area is monitored through the Local Housing Strategy, with an annual report provided to Executive Committee. , Scotland in the world Offer a warm Scottish welcome to displaced Ukrainians fleeing conflict, almost 17,000 of whom have already come to Scotland. Focus Actions Timeline and reporting Offer a warm Scottish welcome to displaced Ukrainians fleeing conflict, almost 17,000 of whom have already come to Scotland. • Continue to support the arrival and resettlement of displaced Ukrainian nationals through the Homes for Ukraine and Super Sponsor Scheme. • Continue to support arrival hub hotels in South Lanarkshire. Ensuring families/individuals are provided with support prior to moving to host or settled accommodation Continue to support Ukrainian displaced persons visa programmes – Homes for Ukraine and Super Sponsor schemes as per the timetable and guidance set by the UK and Scottish Governments. Weekly reporting systems in place to the Scottish Government. 226
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SOCIAL WORK RESOURCES Children, young people and Scotland’s national mission on child poverty Work to develop a £200 per year payment, paid for up to 10 years, for all eligible 16 to 25 year olds with care experience to provide additional financial security as they transition towards more independent living. Set out the next steps in ensuring access to "Bairns' Hoose" services for all children referred for support. Bring forward a Children's Care and Justice Bill to ensure that children who come into contact with the care and justice systems are treated with trauma-informed and age-appropriate support. This includes putting an end to placing under-18s in Young Offenders' Institutions. Deliver The Promise Implementation Plan, including investment of £50 million of Whole Family Wellbeing Funding this year to ensure care experienced people feel that national and local government, and services they interact with (including schools, health boards, and the third sector), are listening and putting their voice into action. Focus Actions Timeline and reporting Work to develop a £200 per year payment, paid for up to 10 years, for all eligible 16 to 25 year olds with care experience to provide additional financial security as they transition towards more independent living. • Put in place financial mechanisms to enable 16-25 year olds with care experience to access the payment of £200. March 2023 Set out the next steps in ensuring access to "Bairns' Hoose" services for all children referred for support. • The Scottish Child Interview Model is the new approach to joint investigative interviews of children and this approach was piloted in North and South Lanarkshire from 2020. • Draft Bairns’ Hoose National standards have been developed and were published in August 2022. The pan Lanarkshire oversight group are overseeing the response to the consultation on the standards by 2 November 2022 and will be Respond to consultation by 2 November 2022 Agree Lanarkshire implementation plan following outcome of consultation on Bairns’ Hoose standards. 227
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taking forward the development of an implementation plan for the Bairns’ Hoose approach in Lanarkshire from November 2022. Children's Care and Justice Bill to ensure that children who come into contact with the care and justice systems are treated with trauma- informed and age-appropriate support. This includes putting an end to placing under-18s in Young Offenders' Institutions • A dedicated young person’s service has been established for young people in conflict with the law who are aged 12-18 years. This service promotes age- appropriate responses and child centred responses for child who may pose a risk of harm to others. A Lanarkshire wide pilot targeting young people who are jointly reported to be retained within the children’s hearing service where possible is commencing in November 2022. Monitor number of young people referred to service. Report on outcome of Lanarkshire-wide pilot 2023. Deliver The Promise Implementation Plan, including investment of £50 million of Whole Family Wellbeing Funding this year to ensure care experienced people feel that national and local government, and services they interact with (including schools, health boards, and the third sector), are listening and putting their voice into action. • The Promise Board and a Champions Board were established in 2020 to sit alongside the Getting It Right for South Lanarkshire’s Children Partnership Board. These two new Boards lead on the change agenda and hold all partners to account, providing the foundation for achieving best practice in implementing the Promise and The Plan. • The Promise Board will report directly to the Community Planning Partnership (CPP) and operate to a set of principles on which to lead and challenge the progress of the corporate parenting agenda and meet collective, corporate parenting responsibilities. • Develop communication through social media platforms to enhance promotion of July 2023 228
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the Champions Board to care experienced people, corporate parents and partners • Develop a central data base to provide robust information for partners to ensure young people and their families are aware of and can access the range of supports to which they are entitled. • A Whole Family Wellbeing Fund Partnership Group has been established to review the design and delivery of children’s services in South Lanarkshire, promoting best use of Whole Family Wellbeing Funding. • South Lanarkshire was awarded £1.827m in year one. For 2022-2023 funding Children’s Services Planning Partnerships required to share high level plans for this funding • Plan submitted to Scottish Government • Scottish Government Family Support Unit point of contact visit to be made 13 October 2022. The Whole Family Wellbeing Fund initial plan document submitted 3 October 2022. 229
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Excellent public services Publish a new Mental Health and Wellbeing Strategy in the year ahead and a new long term suicide prevention strategy and delivery plan with CoSLA and develop a new dementia strategy. Expand the mental health workforce, aiming to increase the capacity of the service so it can take on an additional 10,000 cases. Invest a further £15 million in Children and Young People's Community Mental Health and Wellbeing, and an additional £15 million in the Communities Mental Health and Wellbeing Fund for adults. Continue work to reduce the public health emergency of drug deaths through our National Mission, increase the number of statutory funded residential rehabilitation placements by 300% by 2026, implement the Medication Assisted Treatment Standards, and publish a cross- government Action Plan. Support progress of the National Care Service Bill through Parliament, paving the way for more integrated and person-centred care, ending the postcode lottery of care that exists across Scotland under the current system. Deliver a £10.50 minimum wage for all adult social care staff in commissioned services, through funding of £200 million to local authorities. Consult on legislative provisions to modernise justice processes including greater use of digital processes. Consult on specific draft laws to tackle misogynistic criminal behaviours, improving the experience and transparency of the justice system for women and victims of misogyny, with a view to introducing a Misogyny and Criminal Justice Bill later in this Parliament. Set out the next steps in ensuring access to "Bairns' Hoose" services for all children referred for support. Focus Actions Timeline and reporting Implement the Mental Health and Wellbeing Strategy ensuring the mental health workforce continues to meet increasing demand, including support to children and young people. • As directed through the Integration Joint Board’s Strategic Commissioning Plan and as part of wider work being undertaken through the Community Planning Partnership, a range of developments are Strategic Commissioning Plan 2022 – 2025 priority to address mental health and addictions – further develop mental health services to support more people to recover or manage their condition successfully. 230
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An interim central operational management structure for Community Mental Health and Addictions (CAReS) Services in South Lanarkshire is in place to progress an implementation plan that will facilitate the transfer of Adult and Older Adults CMHT’s and locality Psychological Therapies teams to South Lanarkshire Health and Social Care partnership. being progressed, including promoting awareness of Trauma-Informed practice; suicide prevention; and Distress Brief Intervention. Reporting on national health and wellbeing outcomes to Social Work Committee and Integration Joint Board. Mental Health and Wellbeing Strategy 2019 – 2024 Continue work to reduce the public health emergency of drug deaths through our National Mission, increase the number of statutory funded residential rehabilitation placements by 300% by 2026, implement the Medication Assisted Treatment Standards, and publish a cross-government Action Plan. • CAReS (alcohol and drug treatment service) - Working with the national Medication Standard Implementation Support Team - Working with other Alcohol and Drug Partnership (ADP) partners - Committing to an aligned workforce review inclusive of Lanarkshire wide alcohol and drug treatment colleagues. - Promoting family and carer involvement - Working with lived experience panels - Continue to formally review all adverse events and/or deaths - Deliver a multiple complex needs pathway - implementation of the MAT Standards 2022- 2024 Medication Assisted Treatment Standards (MATS) - local implementation of the MAT standards are being delivered through the extension of an urgent response delivery model built upon a successful test-of-change project carried out by South Lanarkshire Health and Social Care Partnership’s Community Addiction Recovery Service (CAReS) in the Clydesdale Locality. Rapid response team being developed to enable prescribing on day 1. 1 April 2023 roll out. Quarterly meeting of mental health and addictions forum in place. Support progress of the National Care Service Bill through Parliament, paving the way for more integrated and person-centred care, ending the postcode lottery of care that exists across Scotland under the current system. • The Bill proposes to establish a National Care Service in Scotland, allowing Scottish Ministers to transfer social care responsibility from local authorities to a new, national service. New “care boards” would be responsible for delivering care locally. Children’s services and justice The Scottish Government has committed to establishing a National Care Service by the end of the current parliamentary term in 2026. July 2023 – Bill receives Royal Assent September 2023 – Earliest commencement of NCS Act February 2024 – Launch of Shadow NCS 231
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social work could also be considered at a later stage following further consultation. • South Lanarkshire Council responded to the consultation highlighting that it failed to reference the chronic underfunding of social care in Scotland requiring the application of strict eligibility criteria and assessment processes to ration support. • South Lanarkshire Council responded to the call for evidence (2 September 2022) highlighting no clear case demonstrating that structural and governance changes will improve quality of care or support for carers. June 2024 – IJB Transition Plan Published Reports to Executive Committee and briefings to elected members undertaken. Council responded to the call for evidence 2 September 2022 Continue to work with Scottish Government, COSLA, SOLACE and relevant national bodies as information becomes available from the Scottish Government’s Strategic Programme Board. Set out the next steps in ensuring access to "Bairns' Hoose" services for all children referred for support. • The Scottish Child Interview Model is the new approach to joint investigative interviews of children and this approach was piloted in North and South Lanarkshire from 2020. • Draft Bairns’ Hoose National standards have been developed and were published in August 2022. The pan Lanarkshire oversight group are overseeing the response to the consultation on the standards by 2 November 2022 and will be taking forward the development of an implementation plan for the Bairns’ Hoose approach in Lanarkshire from November 2022. Response to consultation 2 November 2022 Agree Lanarkshire implementation plan following outcome of consultation on Bairns’ Hoose standards. Deliver a £10.50 minimum wage for all adult social care staff in commissioned services, through funding of £200 million to local authorities. • All adult social care providers received a rate uplift in accordance with new living wage levels from 1 April 2022 following submission of a declaration confirming that Completed. 232
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the revised rate of £10.50 had been implemented. Consult on legislative provisions to modernise justice processes including greater use of digital processes. • The Scottish Government’s ‘Scotland’s Digital Future – A Strategy for Scotland recognises that people have become used to accessing services at the touch of a button. This has raised people’s expectations about the services they receive from public sector organisations. • The Digital Transformation Service, based in the Scottish Government’s Digital Directorate, supports the public sector to deliver well designed, user led services to citizens so that they can better access public services. • The South Lanarkshire Community Justice Partnership aims to: - Promote user led service design that focuses on service users (Surveys) - Bring community justice partners together to resolve common issues (Community Justice Partnership Board) - Encourage digital ways of service delivery to drive value for money - Use intelligence to inform evidence- based decision making (Strategic Needs Strengths Assessment) • The Community Justice Partnership Board will provide the platform for achieving best practice in implementing well designed, sustainable, delivered at pace that will meet people’s raised expectations for 2023 – 2028 Community Justice Outcome Improvement Plan to be introduced 1 April 2023 which will set out Community Justice Partnership priorities for the next five years. The Community Justice Partnership will develop its collaborative approach to ensure best practice is achieved in the delivery of 233
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access to community justice platforms and tools. effective service in reducing offending.in 2023 - 2024 Consult on specific draft laws to tackle misogynistic criminal behaviours, improving the experience and transparency of the justice system for women and victims of misogyny, with a view to introducing a Misogyny and Criminal Justice Bill later in this Parliament. • A proposed Misogyny and Criminal Justice (Scotland) Act would create a new statutory misogyny aggravation operating outside of current hate crime legislation, as well as new offences of stirring up hatred against women and girls. The Independent Working Group on Misogyny and Criminal Justice in Scotland published a report ‘Misogyny: A human rights issue’ in March 2022. The report included a number of recommendations seeking to address misogynistic attitudes to allow Scotland to become a place where women and girls can seek to fulfil their full potential unhindered by misogyny. The report recommends new criminal law provisions in four areas. Three of these are new offences criminalising specific forms of misogynistic conduct and the fourth is the creation of a new sentencing aggravation to address the spectrum of misogynistic conduct. • These new items of criminal law are the creation of new offences for: - aggravation to relate to misogynistic conduct where a crime such as assault, criminal damage/vandalism or threatening and abusive behaviour is aggravated by misogyny - stirring up hatred against women - public sexual harassment of women Participate in proposed consultation when further information is available on Misogyny and Criminal Justice Bill. 234
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- issuing threats of, or invoking, rape or sexual assault or disfigurement of women and girls online and offline Supporting our communities Deliver the first year of the Adult Disability Payment, our replacement for the Department for Work and Pensions' Personal Independence Payment, following national introduction on 29th August. Focus Actions Timeline and reporting Deliver the first year of the Adult Disability Payment • Set up a referral pathway/dropbox with Social Security Scotland such that requests for information on service users who have applied for an Adult Disability Payment can be sent securely between the Council and Social Security System (SSS). This action has been achieved and was in place from w/c 20th June, 2022 • Ensure questionnaires submitted by SSS are completed and returned with the 28 day timeline target Referral pathway completed 235
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Report Agenda Item Report to: Executive Committee Date of Meeting: 2 November 2022 Report by: Interim Executive Director (Housing and Technical Resources) Subject: South Lanarkshire Anti-Social Behaviour Strategy 2019 to 2023 Annual Review 2021/2022 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Executive Committee on the completion of the third annual review of the Anti-social Behaviour Strategy 2019 to 2023 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the progress for the third review of the Anti-social Behaviour Strategy 2019 to 2023, as attached in Appendix 1, be noted. 3. Background 3.1. Part one of the Anti-social Behaviour etc (Scotland) Act 2004 requires the Council and Police Scotland to jointly prepare a strategy to tackle anti-social behaviour. The key purpose of this strategy is to set out:- the understanding which partners have on the nature and extent of anti-social behaviour the services available to tackle anti-social behaviour the actions which partners will take to prevent and tackle anti-social behaviour 3.2. Approved by Executive Committee in November 2019, the South Lanarkshire Anti- social Behaviour Strategy 2019 to 2023 sets out the priorities that require to be addressed and the actions that will be taken over the life of the Strategy. 3.3. The Strategy is constructed around 6 strategic outcomes. These provide the overarching focus for the actions set out in the Strategy’s action plan and were derived following an analysis of key anti-social behaviour issues reported to community safety partners from across South Lanarkshire. The 6 strategic outcomes are:- People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduced People behave responsibly in relation to fire safety The impact of domestic noise is reduced, improving the health and wellbeing of residents 12 237
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Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities Levels of disorder are reduced, including graffiti and vandalism, improving safety within communities Partners engage with residents to promote and improve the availability of and access to services for those affected by anti-social behaviour 3.4. The Anti-social Behaviour Strategy Implementation Group (ASBIG) is responsible for overseeing the ongoing implementation and monitoring of the Strategy. This partnership group considers progress against outcomes achieved and the effective reporting of progress through the Safer South Lanarkshire Board and wider community planning structures. 3.5. In addition, the ASBIG is responsible for identifying issues that require to be reflected as part of the review of the Strategy, including any additions or removals to or from the action plan. 3.6. A previous request from the Executive Committee to increase service and partner response to both drug and vandalism issues has been reflected in the Strategy, ASBIG partners will continue to monitor these areas and consider further actions to tackle them within the Strategy. 4. Anti-social Behaviour Strategy Annual Review 4.1. The review identified that during 2021/2022, good progress was made on 71% of the 42 measures and actions within the strategy, with 12% to be reported later. A summary of progress against each of the 6 strategic outcomes has been provided in Table1 below: Table 1: Progress of Measures and Actions Strategic Outcome Progress of Measures and Actions Blue (project complete) Green (timescale/target met) Amber (partially achieved) Red (not achieved) Report later Total 1. Alcohol / Drug Misuse 0 8 0 0 0 8 2. Fire Safety 0 3 0 1 1 5 3. Domestic Noise 0 2 1 0 1 4 4. Litter and Waste 0 5 2 0 1 8 5. Disorder / Vandalism 0 7 2 0 0 9 6. Engagement / Access 0 5 1 0 2 8 Total 0 30 6 1 5 42 4.2. Table 2 below summarises key progress achieved throughout 2021/2022 within each of the strategic outcomes. Further details on each of these areas, alongside supporting statistics, are provided in Appendix 1. 238
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Table 2: Key Progress 2021/2022 Strategic Outcome 1 – people behave responsibly in their attitude to alcohol and the impact of drug misuse is reduced A decrease of 22% in hospital admissions demonstrates a positive downward trend in the number of hospital admissions for “binge” drinking among people not previously admitted for this reason (or not in the previous 10 years). After the success of the “You’re asking for it” campaign, Police Scotland launched a similar campaign “It’ll Cost You” which commenced in June 2022. This ongoing campaign aims to highlight how drinking contributes to anti-social behaviour, crime and violence in local communities while raising awareness of the consequences of proxy purchase. This campaign is promoted on Police Scotland’s social media. Strategic Outcome 2 – people behave responsibly in relation to fire safety In 2021/2022, Scottish Fire and Rescue Service delivered six Fire Reach courses. In total 53 young people completed the course. This includes young people known for fire-setting behaviours. This was three more courses than the target, and a 76% increase (23 children) in participation from 2019/2020 when the last face-to-face courses were able to run. Feedback from schools and care associations cited improvements in school attendance, increased participation in activities, and willingness to engage more with other young people and staff after participation in Fire Reach. There are four dedicated mobile CCTV units operated by the Council’s Joint Problem Solving Unit, with the fourth purchased in 2021. These units are solely for use for environmental anti-social behaviour such as rubbish, fly- tipping etc and these are deployed in partnership with Community Safety Hub/Environmental Services and local Problem Solving Groups. CCTV rotates on a quarterly basis. CCTV acts as a positive deterrent, while capturing evidence of anti-social behaviour. A further ten mobile CCTV units are utilised in hotspots relating to general anti-social behaviour. Strategic Outcome 3 – the impact of domestic noise is reduced The referral pathway between Community and Enterprise Resources’ Environmental Services and Housing and Technical Resources’ Mediation Services continues to be successful, with immediate referrals from the Noise Team where noise is deemed not to be excessive but is a source of dispute between neighbours. This referral pathway means that effective partnership working and early intervention stops disputes escalating to more serious anti-social behaviour. Throughout 2021/2022, promotion of services to support households experiencing domestic noise issues has continued, including publication of key information on partners’ websites and social media feeds. Leaflets and articles in local publications advertising the services available for residents have also been utilised. 239
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Strategic Outcome 4 – illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities The Good Neighbour project was developed during 2021/2022 to encourage people to use waste collection bins correctly and understand how bin issues can escalate neighbour disputes, affect the look of the environment, cause other environmental issues, and can contribute to fire-setting Strategic Outcome 5 – levels of disorder are reduced, improving safety within communities A total of 3,685 anti-social behaviour incidents were all discussed at the Community Safety Hub during 2021/2022, which is a 9.1% fall from the previous year. This reflects a falling number of anti-social behaviour complaints reported as COVID-19 restrictions have eased and ceased. All incidents discussed relate to disorder or potential disorder A nine-week programme (Anti-social Behaviour Initiative) was delivered by Police Scotland from February to April 2022 across South Lanarkshire supported by funding received from the Community Safety Partnership. The initiative was in relation to anti-social behaviour including disorder and behaviours related to alcohol consumption, drug taking and drug dealing, vandalism, and possession of weapons. This included police enforcement activity, with follow-up engagement and education activity, with eligible individuals referred to the Scottish Fire and Rescue Service to participate in the Fire Reach programme to divert them away from anti-social and criminal behaviours Strategic Outcome 6 – partners engage with residents to promote and improve the availability of and access to services for those affected by anti- social behaviour In 2021/2022, the number of mediation referrals increased by 39% from the previous year to 246. This continues a positive trend of increasing the use of mediation to prevent anti-social behaviour disputes escalating and to prevent future anti-social behaviour occurring As part of a new anti-social behaviour communication programme co- ordinated by Housing and Technical Resources, monthly communications are published on social media platforms to promote all services, partnership working and positive news stories. Campaigns have focused on Community Wardens, the Mediation Service, respecting your community including graffiti, and, partner collaborations have focussed on festive drink spiking with Police Scotland 4.3. The following action was not achieved and is highlighted in red within Appendix 1:- M2.1 - The number of deliberate secondary refuse fires attended by Scottish Fire and Rescue Service. The number of incidents increased during the period. Lockdown restrictions contributed to limited alternative positive and diversionary activities. However, as lockdown restrictions have now ended and school’s reopened, there has been a decline in the number of fire-setting reports received 240
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4.4. There were 6 actions or measures which were partially achieved and are highlighted in amber within Appendix 1, these include:- M3.1 - The number of domestic noise complaints received (SLC Environmental Services) M4.2 - The number of fly tipping reports received (SLC Ground Services) M4.4 - Resident satisfaction with local street cleanliness (Improvement Service) M5.3 - Number of Wilful Fire-raising Crimes for offenders aged <18 years (Police Scotland) M5.5 - Number of Anti-social Behaviour Vandalism incidents reported to the Police (Police Scotland) A6.3 – Delivery of an annual programme of engagement 4.5. Five actions below will be reported later with further details in Appendix 1:- A2.3 - Continue to deliver ‘Common Sense’ programme across local areas identified as hot spots for secondary fires/rubbish accumulations to raise awareness and educate against refuse related anti-social behaviour (Partner agencies) M3.2 - Residents agreeing noisy neighbours/loud parties is very/fairly common in their neighbourhood (Scottish Household Survey) M4.5 - Adults agreeing that rubbish or litter lying around is very/fairly common in their neighbourhood (Scottish Household Survey) M6.1 - Adults agreeing that they can influence decisions relating to services being delivered in their local area [Scottish Household Survey] M6.2 - Number of respondents to the Positive Communities Survey (SLC, Housing and Technical Resources) 4.6. The COVID-19 pandemic impacted on the way organisations collected their data or limited the data they collated, such as face-to-face household surveys. Some projects and initiatives were unable to take place as they relied on face-to-face delivery. In time, some organisations were able to adapt face-to-face interventions to be delivered online. In some cases, this enabled coverage to a wider group but in others restricted the content or coverage. 5. Anti-social Behaviour Communication Plan 5.1. During the consultation process for the Anti-social Behaviour Policy, elected members highlighted the importance of promoting successful outcomes and performance relating to anti-social behaviour. Opportunities were explored and existing Council communication channels were utilised including Housing News, the Council’s website, SL View and social media platforms. Various articles and posts including those listed below have already published:- The role of the Community Warden The Council’s Mediation Service Respecting your surroundings means respecting your community Dangers of broken glass with Flora the dog Graffiti Common Sense Initiative 5.2. Future communication articles will be developed with partners covering:- Victim Support Scotland Graffiti Fly-tipping 241
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Keeping safe during Christmas 6. Mediation Service 6.1. There continues to be a positive trend in the increasing number of referrals to the Mediation Service which can prevent anti-social behaviour disputes from escalating. In 2019/2020, the number of referrals made to the Mediation Service was 146 and this number increased to 178 in 2020/2021. Referrals continued to increase during 2021/2022 to 246 showing a positive increase of 68.5% from pre-pandemic levels. 7. Area Housing Teams and Anti-social Investigation Team (ASIT) 7.1. Pre-pandemic levels in 2019/2020 show that 1,870 anti-social behaviour complaints were received by the Area Housing Teams and ASIT. This then increased to 2,517 during the pandemic in 2020/2021, showing a 25.7% increase. However, during 2021/2022 the number of complaints decreased by 28.8% to 1,792 reflecting a similar number as pre-pandemic levels. 7.2. There are a total of 20 categories of complaint and over the past 3 years the most commonly reported types of complaint were:- anti-social and nuisance behaviour excess noise/music neighbour dispute threatening/abusive behaviour 8. Amendments to the Strategy 8.1. No baseline or targets have been set against the following indicators as a minimum of three years' worth of retrospective data is required to be collated. the number of domestic noise complaints received the number of illegal dumping complaints received 9. Next Steps 9.1. The annual review, as detailed in Appendix 1, will be presented to the Safer South Lanarkshire Board on 12 December 2022 for noting. 9.2. The Council will continue working with Police Scotland and a range of community safety partners to tackle anti-social behaviour across South Lanarkshire throughout 2022/2023. 9.3. The next Anti-social Behaviour Strategy will be developed during 2023, including a full consultation period. The Strategy will then be implemented at the end of 2023, subject to Executive Committee approval. 10. Employee implications 10.1. There are no employee implications associated with this report. 11. Financial implications 11.1. There are no financial implications associated with this report. 12. Climate Change, Sustainability and Environmental Implications 12.1. This report does not introduce a new policy, function or strategy which impacts on the natural environment, climate change or sustainability. 13. Other implications 13.1. There are no additional risks associated with this report. 242
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14. Equality Impact Assessment and Consultation Arrangements 14.1. There are no impact assessment requirements associated with this report. Annette Finnan Interim Executive Director (Housing and Technical Resources) 12 October 2022 Links to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Previous References Executive Committee, 6 November 2019 List of Background Papers South Lanarkshire Anti-social Behaviour Strategy 2019-2023 South Lanarkshire Anti-social Behaviour Strategy 2019-2023 Annual Review 2020/2021, Executive Committee on 23 June 2021 Contact for Further Information If you would like further information, please contact: - Claire Frew, Strategy and Policy Co-ordinator, Housing and Technical Resources E-mail: Claire.frew@southlanarkshire.gov.uk 243
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Appendix 1 Anti-social Behaviour Strategy 2019-2023 Annual Review 2021/22 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 or email equalities@southlanarkshire.gov.uk 244
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Contents 1. Introduction 2. National context 3. Local context 4. Progress of Outcome Reporting Framework 5. Reporting Schedule Appendix 1: Updated Outcome Reporting Framework 2019-2023 245
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1. Introduction 1.1 South Lanarkshire’s fourth Anti-social Behaviour Strategy which covers the period 2019 to 2023, was approved by the Safer South Lanarkshire Board (SSLB) on 16 September 2019 and South Lanarkshire Council’s Housing and Technical Resources Committee on 6 November 2019. As part of the monitoring and reporting process of the strategy, an annual review is completed. 1.2 This review covers the period from 1 April 2021 to 31 March 2022 and reflects the progress which has been made by services and partners during this time in relation to the strategy’s strategic outcomes and measures. 2. National Context 2.1 In March 2009 the Scottish Government published the national Anti-social Behaviour Strategy, ‘Promoting Positive Outcomes: Working Together to Prevent Anti-social Behaviour in Scotland’. This document stressed the need for a broad approach to tackling Anti-social Behavior with a focus upon prevention. In December 2013, the Scottish Government published a progress report which considered the achievements made to date at a national level and highlighted the continuing need for the breadth of approach outlined in the original strategy document. This progress report also highlights the relevance of continuing with the established approach to tackling anti- social behaviour set out in the original National Framework document. 2.2 In April 2013, the formation of Police Scotland and the Scottish Fire and Rescue Service constituted a major change to the national context, including in terms of the management of anti-social behaviour. At a local level, the already well established approach to joint working provided a sound basis for the further development of effective collaborative working. 3 Local Context 3.1 South Lanarkshire’s approach to tackling anti-social behaviour has resulted in the development of a wide and varied range of anti-social behaviour services across different organisations to ensure issues are effectively dealt with and that the appropriate support is available to victims. 3.2 This strategy supports effective and efficient collaborative working which contributes to targeted actions and measuring the difference being made. As part of the strategy’s development, the South Lanarkshire Anti-social Behaviour Strategy Implementation Group (ASBIG) developed a reporting framework which allows officers to monitor and report progress against each of the strategic outcomes. 4. Progress of Outcome Reporting Framework 4.1 The review sets out the key areas of progress for each of the six strategic outcomes. The appended Outcome Reporting Framework 2019-2023 sets out in full detail progress made throughout 2021-22. 4.2 The review identified that good progress has been made on 71% of the 42 measures and actions contained within the strategy which can be categorised as detailed in the table below. Strategic Outcome Blue (project Green (timescale/target Amber Red Report Later Total 246
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complete) met) 7. Alcohol and Drug Misuse 0 8 0 0 0 8 8. Fire Safety 0 3 0 1 1 5 9. Domestic Noise 0 2 1 0 1 4 10. Litter and Waste 0 5 2 0 1 8 11. Disorder 0 7 2 0 0 9 12. Engagement 0 5 1 0 2 8 Total 0 30 6 1 5 42 4.3 Work to progress those measures and actions not yet started or delayed because of the Covid-19 pandemic will be taken forward throughout the remaining period of the strategy. 4.4 A summary of some of the key areas of progress within each of the six strategic outcomes is detailed below: Strategic Outcome 1 – people behave responsibly in their attitude to alcohol and the impact of drug misuse is reduced • A decrease of 22% in hospital admissions demonstrates a positive downward trend in the number of hospital admissions for “binge” drinking among people not previously admitted for this reason (or not in the previous 10 years). • During 2021/22, the initiative ‘Is This Me?’ was delivered digitally to the new first year intake of secondary schools due to ongoing Covid-19 restrictions. • After the success of the “You’re asking for it” campaign, Police Scotland launched a similar campaign “It’ll Cost You” in June 2022. This campaign aims to highlight how drinking contributes to anti-social behaviour, crime and violence in local communities while raising awareness of the consequences of proxy purchase. This campaign is promoted on Police Scotland’s social media. • During 2021/22 Regen:fx delivered a variety of programmes including some targeted at specific young people. The programmes delivered include street work sessions and online support sessions, including one-to-one work. A full summer programme of diversionary activity was facilitated through funding including £4k from the Enhanced Summer Programme Fund and £5k from the Community Safety Partnership. Strategic Outcome 2 – people behave responsibly in relation to fire safety 247
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• In 2021/22, Scottish Fire and Rescue Service delivered six Fire Reach courses. In total 53 young people completed the course. This includes young people known for fire-setting behaviours. This was three more courses than the target, and a 76% increase (23 children) in participation from 2019/20 when the last face-to-face courses were able to run. Feedback from schools and care associations cited improvements in school attendance, increased participation in activities, and willingness to engage more with other young people and staff after participation in Fire Reach. • There are four dedicated mobile CCTV units operated by the Council’s Joint Problem Solving Unit, three were purchased in 2020 and one unit in 2021. These units are solely for use for environmental anti-social behaviour such as rubbish, fly tipping etc and these are deployed in partnership with Community Safety Hub/Environmental Services and local Problem Solving Groups. CCTV rotates on a quarterly basis. CCTV acts as a deterrent and captures evidence of anti-social behaviour. Two Fixed Penalty Notices were issued because of CCTV footage. A further ten mobile CCTV units are utilised in hotspots relating to general anti-social behaviour. Strategic Outcome 3 – the impact of domestic noise is reduced • The referral pathway between Community and Enterprise Resources’ Environmental Services and Housing and Technical Resources’ Mediation Services continues to be successful, with immediate referrals from the Noise team where noise is deemed not to be excessive but is a source of dispute between neighbours. This referral pathway means that effective partnership working, and early intervention stops disputes escalating to more serious anti-social behaviour. • Throughout 2021/22, promotion of services to support households experiencing domestic noise issues has continued, including publication of key information on partners’ websites and social media platforms. Leaflets and articles in local publications advertising the services available for residents have also been utilised. Strategic Outcome 4 – illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities • The Good Neighbour project was developed during 2021/22 to encourage people to use waste collection bins correctly and understand how bin issues can escalate neighbour disputes, affect the look of the environment, cause other environmental issues, and can contribute to fire-setting. • Community Wardens carried out joint special initiatives in the Hamilton area 248
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in relation to environmental ASB, including to Fly tipping and Graffiti to engage with communities around the negative impacts and costs. Strategic Outcome 5 – levels of disorder are reduced, improving safety within communities • A total of 3,685 anti-social behaviour incidents were discussed at the Community Safety Hub during 2021/22, which is a 9.1% fall from the previous year. This reflects a falling number of anti-social behaviour complaints reported as Covid-19 restrictions have eased and ceased. All relate to disorder or potential disorder. • A nine-week programme (Anti-social Behaviour Initiative) was delivered by Police Scotland from February to April 2022 across South Lanarkshire supported by funding received from the Community Safety Partnership. The initiative was in relation to anti-social behaviour including disorder and behaviours related to alcohol consumption, drug taking and drug dealing, vandalism, and possession of weapons. This included police enforcement activity, with follow-up engagement and education activity with eligible individuals referred to the Scottish Fire and Rescue Service to participate in the Fire Reach programme to divert them away from anti-social and criminal behaviours. Strategic Outcome 6 – partners engage with residents to promote and improve the availability of and access to services for those affected by anti- social behaviour 249
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• In 2021/22, the number of mediation referrals increased by 39% from the previous year to 246. This continues a positive trend of increasing the use of mediation to prevent anti-social behaviour disputes escalating and to prevent future anti-social behaviour occurring. • As part of a new anti-social behaviour communication programme co- ordinated by Housing and Technical Resources, monthly communications are published on social media platforms to promote all services, partnership working and positive news stories. Campaigns have focused on Community Wardens, the Mediation Service, respecting your community including graffiti, and, partner collaborations have focussed on festive drink spiking with Police Scotland. 4.5 Performance relating to the full outcome reporting framework can be found in Appendix 1. 4.6 Some projects and initiatives were unable to take place as they relied on face-to-face delivery. In time, some organisations were able to adapt face-to-face interventions to be delivered online. In some cases, this enabled coverage to a wider group but in others restricted the content or coverage. 4.7 The Covid-19 pandemic impacted on the way organisations collected their data or limited the data they collated, for example, face-to-face household surveys. 5. Reporting Schedule 5.1 In line with the agreed monitoring and reporting schedule of the Anti-social Behaviour Strategy 2019-2023, the contents of this review will be reported to the following: Anti-social Behaviour Strategy Implementation Group 18 August 2022 Housing and Technical Resources Resource Management Team 1 September 2022 Executive Committee 2 November 2022 Safer South Lanarkshire Steering Group 10 November 2022 Safer South Lanarkshire Board 12 December 2022 5.2 Details of the outcome of this review may also be published on the council’s website and in Housing News and South Lanarkshire View. 250
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South Lanarkshire Anti-social Behaviour Strategy 2019-2023 Updated Outcome Reporting Framework Key Complete – project/initiative completed Timescales/target has been met as per expectations. partially achieved – there has been minor slippage against timescale or minor shortfall against target. Not achieved – there has been major slippage against timescale or major shortfall against target Report later – the information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available. 251
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Strategic Outcome 1 People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduce Actions Timescale Lead Partner Progress to date A1.1 Deliver prevention and early intervention activities to highlight the dangers of alcohol consumption on people including: • Deliver the initiative ‘Is This Me..?’ to all S1 pupils in secondary schools across South Lanarkshire, to educate in relation to alcohol consumption, health, and personal safety • Annual evaluation of programme 2019-2023 Housing and Technical Resources During 2021/22, the initiative ‘Is This Me?’ was delivered digitally to the first-year intake of secondary schools due to ongoing Covid-19 restrictions. A nine-week programme (Anti-social Behaviour Initiative) was delivered by Police Scotland from February to April 2022 across South Lanarkshire supported by funding received from the Community Safety Partnership. The initiative was in relation to anti-social behaviour including disorder and behaviours related to alcohol consumption, drug taking and drug dealing, vandalism, and possession of weapons. This included police enforcement activity, with follow-up engagement and education activity with eligible individuals referred to the Scottish Fire and Rescue Service to participate in the Fire Reach programme to divert them away from anti-social and criminal behaviours. Eligible young people were referred by the Police to SFRS to invite them to participate in the Fire Reach programme which addresses a range of anti- social behaviours. Six courses were held in total during the period. The people reported improved understanding of the health and criminal consequences of their behaviour and of the impact on them, their family and the community and environment. 252
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Strategic Outcome 1 People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduce Actions Timescale Lead Partner Progress to date A1.2 Promote responsible behaviours in relation to the sale of alcohol to people and its impact: • Pilot ‘You’re Asking for It’ campaign in East Kilbride/Strathaven • Evaluate pilot and roll out campaign to other targeted areas of South Lanarkshire 2019-2020 2020-2023 Housing and Technical Resources Information and intelligence linked to serving/proxy purchasing alcohol for underage persons is highlighted in the fortnightly police tactical assessment. Premises are targeted via weekend disorder plans and enquiry conducted by local community police officers on a day-to-day basis. Bottle marking schemes continue to be adopted throughout South Lanarkshire with Community Police carrying out initiatives within locally identified hotspots and licensed premises. This campaign continues to expand with new premises being targeted throughout South Lanarkshire. Community Police, Anti-social Investigation Team (ASIT), Community Wardens and licensed premises contributed towards the “Keep Safe Christmas” campaign by providing basic prevention advice, support and tips on keeping safe. The teams distributed anti-spiking gadgets to licensed premised and carried out high visibility foot patrols over the festive period. A1.3 Community Safety HUBs to identify areas/target groups responsible for anti-social behaviour caused by alcohol consumption 2019-2023 Community Safety Hubs In 2021/22, the Community Safety Hub received 82 reported incidents of disorder, a 38% reduction (52 incidents) from the previous year which is a reflection of the extensive joint working through partners and the Problem-Solving Group Third Sector youth workers. Partners have continued to work together identifying hot spot areas for disorder and anti-social behaviour. Where these occur, referrals are made to the Community Safety Hub. Wardens and additional police patrols are stepped up where possible to mitigate issues. Where appropriate, deployable CCTV is installed as a deterrent and to monitor. Youth workers are involved to provide diversionary activities. 253
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Strategic Outcome 1 People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduce Actions Timescale Lead Partner Progress to date A1.4 Partner agencies to co- ordinate and deliver interventions/ diversionary activities in identified areas to target groups responsible for anti-social behaviour caused by alcohol 2019-2023 Community Safety Partners A nine-week anti-social behaviour programme ran from February to April 2022 supported from funding received from the Community Safety Partnership. Police, SFRS, and ASIT worked together to target young people at risk of anti-social behaviour. Extra patrols were stepped up in key areas identified through analytical data. Young people identified were signposted to SFRS Fire Reach Programme. The “Pitchin’in Programme” was delivered in Trinity High, this aims to reduce youth offending related to football and more widely in communities following issues with gang fights. It can assist young people in developing their decision-making skills to help them avoid being drawn into harmful behaviour. Safer Communities and Campus Officers are back in schools delivering Alcohol / ASB / Drugs Awareness which educates the risks and consequences of this offending behaviour. During 2021/22, officers have reached approximately 3,900 young people. Community Policing Teams in conjunction with Universal Connections have delivered initiatives of football sessions throughout 2021/22 with sessions attracting up to 60 young people in the Clydesdale area. 254
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Strategic Outcome 1 People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduce Actions Timescale Lead Partner Progress to date A1.5 Develop annual programme of communication/activities to promote positive behaviours in relation to alcohol consumption among young people Annually from March 2020 Education Resources During 2021/22 Regen:fx delivered a variety of programmes including some targeted at specific young people. The programmes delivered include street work sessions and online support sessions, including one-to- one work. A full summer programme of diversionary activity was facilitated through funding including £4k from the Enhanced Summer Programme Fund and £5k from the Community Safety Partnership. From January to March 2022 a production of “The Street” was facilitated involving 19 young people in the delivery of live performances, reflective group work, diversionary activity and one-to-one support. A1.6 To deliver drug education workshops to schools in areas assessed as at highest risk: • To increase the number of drug education workshops delivered • To increase the number of pupils who attend preventative drug education workshops • To maximise the number of pupils participating in the drug education workshop against those eligible 2019-2023 Police Scotland In 2021/22, Police Scotland partnered with Medics Against Violence, which is a charity of medical professionals that is committed to improving health outcomes through preventative work, to enhance its drug education workshop. During the year, a total of 25 drug education workshops were delivered to a total of 2,074 young people across targeted schools and areas in South Lanarkshire where drug related deaths are prevalent. The number of young people receiving the input increased by 37% on last year, which was helped by the easing of lockdown restrictions from 2022 that allowed some face-to-face inputs. 255
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Strategic Outcome 1 People behave responsibly in their attitude to alcohol and the impact of drug misuse is reduced Measure/Source Baseline Targets Latest figure reported RAG/Trend M1.1 The number of reported crimes of public drinking. (Offender aged <25). [Police Scotland] 36.1 per 10,000 population (under 25 yrs) (2014-7, 3- year average) Year 1 (2020/21) 28.9 Year 2 (2021/22) 27.1 Year 3 (2022/23) 25.3 71 crimes = 8.2 per/10,000 (2020/21) 74 crimes = 8.6 per/10,000 (2021/22) There were 374 crimes of public drinking reported during 2021/22 including 74 relating to people under 25 years of age equivalent to a rate of 8.6 crimes per 10,000 of the under-25 year’s population. This is a minimal 0.4 increase in the rate of public drinking crime among young people from the previous year. M1.2 The number of acute hospital admissions for binge drinking. [Public Health Scotland, NHS] 6.62 per 10,000 population (2014-7, 3- year average) Year 1 (2020/21) 6.36 Year 2 (2021/22) 6.29 Year 3 (2022/23) 6.23 2019/20 – 219 new patient admissions = 6.83 per 10,000 admissions 2020/21 - 171 new patients = 5.33 per 10,000 admissions A decrease of 22% hospital admissions (48) demonstrates a positive downward trend to the number of admissions for binge drinking (New patients = people not previously admitted for this reason, or not in the previous 10 years). (2020/21 are the latest figures published in 2022). 256
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Strategic Outcome 2 People behave responsibly in relation to fire safety Actions Timescale Lead Partner Progress to date A2.1 Deliver prevention and early intervention activities highlighting the dangers of fire setting and encouraging responsible behaviour including: • Continue to deliver the Fire Reach programme to targeted young people to prevent recurrence of fire- related anti-social behaviour 2019-2023 Scottish Fire and Rescue Service In 2021/22, SFRS delivered six Fire Reach courses. In total 53 young people from seven secondary schools from a variety of backgrounds completed the course. This includes young people known for fire-setting behaviours. This was three more courses than the target, and a 76% rise (23 young people) in participation from 2019/20 when the last face-to-face courses were able to be run. The young people reported increased awareness of the consequences fire setting can have, committing to not repeating this behaviour and encouraging others not to either. Feedback from schools and care associations cited improvements in school attendance, increased participation in activities, and willingness to engage more with other young people and staff after participation in Fire Reach. A2.2 Community Safety Hubs to identify areas/target groups responsible for secondary fires and anti-social behaviour caused by rubbish accumulations 2019-2023 Community Safety Hubs There are four dedicated mobile CCTV units operated by the Joint Problem-Solving Unit solely for use for environmental anti-social behaviour such as rubbish, fly-tipping etc and these are deployed in partnership with Community Safety Hub/Environmental Services and local Problem Solving Groups. CCTV rotates on a quarterly basis. CCTV acts as a deterrent and captures evidence. Two Fixed Penalty Notices (FPNs) were issued as a result of CCTV footage. A further ten CCTV units are utilised in hotspots relating to general anti-social behaviour. 257
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Strategic Outcome 2 People behave responsibly in relation to fire safety Actions Timescale Lead Partner Progress to date A2.3 Partner agencies to coordinate and deliver annual programme of communication/activities in identified areas to promote positive behaviours in relation to fire safety, including: • Continue to deliver ‘Common Sense’ programme across local areas identified as hot spots for secondary fires/rubbish accumulations to raise awareness and educate against refuse related anti-social behaviour 2019-2023 Housing and Technical Resources Scottish Fire and Rescue Service Police Scotland Community and Enterprise Resources To be reported later. The Common Sense programme was unable to be delivered due to the Covid-19 pandemic, given it relies on face-to-face methods. The programme has restarted and an update on progress and impact will be provided via the Communication Programme and next annual review. 258
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Strategic Outcome 2 People behave responsibly in relation to fire safety Measure/Source Baseline Targets Latest figure reported RAG/Trend M2.1 The number of deliberate secondary refuse fires attended by Scottish Fire and Rescue [Scottish Fire and Rescue] 15.8 per 10,000 population (2014-7, 3- year average) Year 1 (2020/21) 15.5 Year 2 (2021/22) 15.4 Year 3 (2022/23) 15.3 506 = 15.8 per 10,000 population (2020/21) 550 = 17.1 per 10,000 population (2021/22) During 2021/22, the SFRS attended 550 deliberate secondary refuse fires equivalent to a rate of 17.1 refuse fires per 10,000 population. This is a 9% rise from the previous year. The number of deliberate secondary refuse fires attended by Scottish Fire and Rescue Service. This relates to lockdown restrictions as more young people were at home and had limited or no alternative diversionary activities, however, as lockdown restrictions have ended and school’s reopened, there has been a decline in the number of fire-setting reports received. In addition, a full secondary school engagement programme was completed prior to the Easter holiday period. Hot spot areas for illegal fly-tipping were identified and liaison with local environmental teams took place to arrange uplifts and engage with local duty holders to encourage responsible waste disposal. This has contributed to a 47% (108 incidents) decrease in the number of reported incidents in the first quarter of 2022/23 compared with the same period last year. M2.2 The number of reported crimes of wilful fire- raising [Police Scotland] 5.83 per 10,000 population (2014-7, 3- year average) Year 1 (2020/2021) 5.52 Year 2 (2021/2022) 5.49 Year 3 (2022/2023) 5.47 169 crimes = 5.30 per/10,000 (2019/20) 174 Crimes = 5.43 per/10,000 (2020/21) 176 crimes = 5.49 per/10,000 (2021/22) There has been a minimal 0.6 increase in the rate of reported wilful fire-raising crime to 5.49 crimes per 10,000 population compared with 5.43 the previous year. 259
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Strategic Outcome 3 The impact of domestic noise is reduced Actions Timescale Lead Partner Progress to date A3.1 Partners to deliver prevention and early intervention activities to encourage residents to adopt responsible practices in relation to domestic noise levels in and around homes, including: • Continue to develop joint working approach to visiting residents responsible for domestic noise, to remind them of potential consequences 2019-2023 Community and Enterprise Resources Housing and Technical Resources Police Scotland The referral pathway between Environmental Services and Mediation Services continues to be successful, with immediate referrals from the Noise team where noise is deemed not to be excessive and is normal daily living noise. This referral pathway means that effective partnership working and early intervention stops disputes escalating to more serious anti-social behaviour. In 21/22 a new project was developed to support first-time and future tenants settle into their new homes. Part of the programme concentrates on impact of domestic noise and raises awareness and explains potential consequences. Due to Covid-19 restrictions the programme will commence delivery in 22/23. 260
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A3.2 Continue to develop and distribute promotional materials on Neighbour Noise providing advice, including contact details for those experiencing this type of anti- social behaviour 2019-2023 Community and Enterprise Resources Housing and Technical Resources Throughout 2021/22, promotion of services to support households experiencing domestic noise issues continued, including on partners’ websites and social media platforms. Leaflets and articles in local publications advertising the services available for residents were also utilised. Details of the ASIT Hotline is included on the council’s website, providing residents with full contact details on how to report noise issues. The ASIT Hotline and Mediation Services are also promoted by Problem Solving Group partners using promotional materials. In addition, anti-social behaviour reporting, mediation and victim support leaflets are enclosed with all complaint acknowledgement letters. ASIT, Mediation and Community Wardens services were showcased on social media as part of the Anti-social Behaviour Communications Strategy. Monthly articles are published to promote anti-social behaviour services and achievements. 261
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Strategic Outcome 3 The impact of domestic noise is reduced Measure/Source Baseline Targets Latest figure reported RAG/Trend M3.1 The number of domestic noise complaints received [Environmental Services] Not established (Service started reporting number two years ago however require 3 yrs worth of date for a baseline). Not established (comments under baseline) 3,577 (2020/21) 3,660 (2021/22) There were 3,660 complaints of domestic noise received. This is a small rise of 2.3% (83 complaints) from the previous year. Of the complaints received 1,279 required a visit by officers to assess noise levels. The rise in the past two consecutive years is attributed to the Covid-19 lockdown restrictions that required residents to stay at home, with neighbours less tolerant, resulting in increased complaints. M3.2 Residents agreeing noisy neighbours/loud parties is very/fairly common in their neighbourhood [Scottish Household Survey] 9% (2017) Targets not applicable No update (2020) No update (2021) To be reported later. The Scottish Household Survey was last undertaken in full in 2019, being impacted by Covid-19 restrictions. In 2020 a limited telephone survey was undertaken and that has no local authority breakdown. No survey was held in 2021 and a 2022 survey is currently underway. 262
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Strategic Outcome 4 Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities Actions Timescale Lead Partner Progress to date A4.1 Develop promotional materials that will raise awareness of the financial costs of littering and the impact this has on the ability to deliver other council services (links to Common Sense – A2-3) 2019-2020 Community and Enterprise Resources Housing and Technical Resources Throughout 2021/22, Housing Teams continued to engage with local residents regarding litter and fly-tipping. Residents living in the areas covered by the deployable CCTV were also lettered to advise of the CCTV and purpose. An article highlighting the cost of litter was published in the SL View. Reports were developed and delivered at local Problem Solving Groups in relation to Fly-tipping and Graffiti. Community Wardens carried out special initiatives in the Hamilton area in relation to Fly-tipping and Graffiti. A4.2 Develop and implement prevention and early intervention programmes within targeted communities to encourage local residents to dispose of household waste responsibly, appropriately and safely 2019-2023 Community and Enterprise Resources The Good Neighbour project was developed during 2021/22 for young people at school and young adults transitioning from a care setting and commencing their first tenancy. The project encouraged young people to use waste bins correctly and understand how bin and waste issues can escalate neighbour disputes, affect the look of the environment and cause environmental health issues, and can contribute to fire-setting behaviours placing people’s safety at risk and property at risk of damage. 263
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Strategic Outcome 4 Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities Actions Timescale Lead Partner Progress to date A4.3 Deliver targeted patrols within areas and issue fixed penalty notices to those identified as responsible for inappropriate disposal of litter and household waste 2019-2023 Community and Enterprise Resources Housing and Technical Resources Environmental Services continue to issue FPNs to people identified as responsible for fly-tipping. The Community Warden Mobile CCTV Investigation Support team continued to patrol areas to act as deterrent and collect evidence. Building on the success of previous jointly resourced Environmental CCTV, an additional unit increased the capacity to deploy mobile CCTV to identified hotspots, resulting in two FPNs as a direct result of CCTV footage. 264
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Strategic Outcome 4 Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities Measure/Source Baseline Targets Latest figure reported RAG/Trend M4.1 The number of illegal dumping complaints received [Environmental Services] Not established (Service started reporting number two years ago however require 3 yrs worth of date for a baseline). Not established (comments under baseline) 3,651 (2020/21) 3,131 (2021/22) There were 3,131 fly-tipping complaints received. This is a decrease of 14.2% (520 complaints) from the previous year. M4.2 The number of fly tipping reports received [Ground Services] 3,074 (2018-2021 (3 year avg) To maintain the baseline 4,121 (2020/21) 3,591 (2021/22) There were 3,591 instances of fly-tipping dealt with by Grounds Services. This is a 17% (517) increase from the baseline, although it is a 13% (530) decrease from last year. The number of instances of fly-tipping significantly increased in 2020/21 as a result of the pandemic and to address this, Grounds Services increased uplifts. The council works with a range of partners and internal and external stakeholders to increase education, engagement, and enforcement of the issues. Preventative measures for fly-tipping are also being implemented e.g., physical barriers, and use of CCTV. Work is also ongoing to publicise more information on social media to educate residents of the issues and publicise the free annual bulk uplift available. 265
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Strategic Outcome 4 Illegally discarded litter and household waste is reduced, improving the safety and attractiveness of communities Measure/Source Baseline Targets Latest figure reported RAG/Trend M4.3 Perceptions of street cleanliness [Improvement Service] 98.9% (2013/14) Targets not applicable 94.8% (2019/20) 94.1% (2020/21) These are the most recent figures published There has been a minimal 0.7% decrease in the perceptions of street cleanliness in the past year, however, perceptions of street cleanliness were higher in South Lanarkshire than in Scotland (90.1%). M4.4 Resident satisfaction with local street cleanliness [Improvement Service] 76.0% (2012-5, 3- year average) Targets not applicable 66.3% (2016-19) 64.3% (2017–20) These are the most recent figures published There has been a reduction in the level of satisfaction with local street cleanliness by 2% compared to the previous year, however, satisfaction levels remain higher than in Scotland (62.6%). This information was collated prior to Covid-19. M4.5 Adults agreeing that rubbish or litter lying around is very/fairly common in their neighbourhood [Scottish Household Survey] 34% (2017) Targets not applicable No update (2020) No update (2021) To be reported later. The Scottish Household Survey was last undertaken in full in 2019, being impacted by Covid-19 restrictions. In 2020 a limited telephone survey was undertaken and that has no local authority breakdown. No survey was held in 2021 and a 2022 survey is currently underway. 266
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Strategic Outcome 5 Levels of disorder are reduced, improving safety within communities Actions Timescale Lead Partner Progress to date A5.1 Community Safety Hubs to continue to identify areas/target groups responsible for anti-social behaviour disorder 2019-2023 Community Safety Hubs Weekly partnership meetings continue to be held to discuss issues relating to individuals and areas. A multi-agency action plan for each case is agreed and implemented, including actions and additional attention from Community Wardens Investigation Support, Police and SFRS. Tasking updates are then discussed at the following weekly meetings to ensure actions are completed and outcomes achieved. Mediation Services now also attend the Community Safety Hub meetings and are tasked with first complaints of a minor nature to prevent escalation. Robust information sharing protocols allow for pro-active sharing of information to allow the ASIT to initiate action against those causing persistent and serious anti-social behaviour within communities. As a result of intelligence gathered through the Community Safety Hubs, formal action has been taken in the form of warnings, Acceptable Behaviour Contracts, Unacceptable Behaviour Notices, and Anti-social Behaviour Orders. 267
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Strategic Outcome 5 Levels of disorder are reduced, improving safety within communities Actions Timescale Lead Partner Progress to date A5.2 Partners to continue to deliver a range of actions to tackle reported incidents of anti- social behaviour relating to disorder, including: • Continue to utilise deployable CCTV to identify those responsible, discourage anti-social behaviour disorder and provide public reassurance • Targeted and structured diversionary activities delivered across South Lanarkshire 2019-2023 Housing and Technical Resources A nine-week anti-social behaviour programme was delivered from February to April 2022. This included police enforcement activity but with follow-up engagement and education activity with eligible people referred to the SFRS to participate in the Fire Reach programme to divert them away from anti-social and criminal behaviours. Mobile and deployable CCTV was used to identify hotspot areas to act as an effective deterrent to provide public reassurance, while identifying those involved. Throughout 2021/22, 14 cameras were rotated around current hotspots as identified by Problem Solving Groups, the Community Safety Hubs, and local Housing Teams. Local area housing teams have issued during 2021/22:- ▪ 99 Reminder of Responsibilities ▪ 269 Initial Warnings ▪ 163 Written Warnings ASIT have issued:- ▪ 14 Verbal Warnings ▪ 21 ASIT Written Warnings ▪ 39 Acceptable Behaviour Contracts/Unacceptable Behaviour Notices ▪ 20 Interim Anti-social Behaviour Orders ▪ 21 Anti-social Behaviour Orders There have been six evictions for drug related anti-social behaviour. 268
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Strategic Outcome 5 Levels of disorder are reduced, improving safety within communities Actions Timescale Lead Partner Progress to date A5.3 Problem Solving Groups to continue to develop a multi- agency approach to tackling disorder issues at a local area level through prevention and direction of resources 2019-2023 Problem Solving Groups Quarterly multi-agency Problem-Solving Groups operate within six localities across South Lanarkshire, attended by community safety partners at a local level, as well as those organisations providing local services. Priority tasking is agreed jointly by all partners attending the meetings with extra attention and local resources deployed to reflect what was required to be carried out, from statistics and information received. As a result of the restrictions relating to the Covid-19 restrictions, meetings are now held virtually allowing partners to continue to share information and engage with one another. Virtual meetings, originally introduced during the Covid-19 restrictions, have continued as attendance and participation has increased. A5.4 Deliver and further develop the ‘Breaking the Cycle’ project to provide intensive support to families to address problematic behaviours 2019-2023 Housing and Technical Resources The Breaking the Cycle Intensive Support Team have continued to deliver housing support to families who are South Lanarkshire Council tenants and deemed to have complex needs that require intensive support to sustain their tenancy. Following the Covid-19 restrictions the team have re-established home visits and the contacts within the children’s schools. During 2021/22 there were 19 referrals received. 269
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Strategic Outcome 5 Levels of disorder are reduced, improving safety within communities Measure/Source Baseline Targets Latest figure reported RAG/Trend M5.1 Number of disorder incidents reported to the police [Police Scotland] 466 per 10,000 population (2016-19, 3- year average) Year 1 (2020/21) 450.0 Year 2 (2021/22) 435.0 Year 3 (2022/23) 419.0 387.6 per 10,000 population (2020/21) 238.0 per 10,000 population (2021/22) There were 7,633 disorder incidents reported to the police during 2021/22 compared to 12,423 during 2020/21. This represents a significant reduction of 39% in disorder incidents reported to the police. M5.2 Number of Group Six Crimes for offenders <18 years [Police Scotland] 152 per 10,000 people aged <18 years (2016-19, 3- year average) Year 1 (2020/21) 142.0 Year 2 (2021/22) 132.0 Year 3 (2022/23) 121.0 144.4 per 10,000 population (2021/22) There were 897 Disorder crimes where the offender was under 18 years of age, which is equivalent to a rate of 144.4 crimes for every 10,000 people under 18 years and reflects a reduction in disorder incidents from the baseline (152.0). Group Six Crimes for offenders is miscellaneous offences under the recorded crime statistics in Scotland. 270
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M5.3 Number of Wilful Fire- raising Crimes for offenders aged <18 years [Police Scotland] 3.06 per 10,000 people aged <18 years (2016-19, 3- year average) Year 1 (2020/2021) 2.55 Year 2 (2021/2022) 2.04 Year 3 (2022/2023) 1.53 2.25 per 10,000 population (2021/22) There were 14 Wilful Fire-raising crimes where the offender was under 18 years of age, which is equivalent to a rate of 2.25 crimes for every 10,000 people aged under 18 years and reflects a reduction in Wilful Fire-raising crimes from the baseline (3.06). The target was not met for 2021/22, however, as lockdown restrictions have ended, it is anticipated that the target will be met for year three. M5.4 Number of Anti-social Behaviour incidents discussed at the Community Safety Hubs [Joint Problem Solving Unit, SLC] 5285 (2019/20) Targets not applicable 4,053 (2020/21) 3,685 (2021/22) A total of 3,685 anti-social behaviour incidents were discussed at the Community Safety Hubs during 2021/22, which is a 9.1% fall from the previous year. This reflects a falling number of anti-social behaviour complaints as reported as Covid-19 restrictions have eased and ceased. M5.5 Number of Anti-social Behaviour Vandalism incidents reported to the Police [Police Scotland] 65.1 per 10,000 population (2016/19, 3- year average) Year 1 (2020/2021) 63.0 Year 2 (2021/2022) 60.8 Year 3 (2022/2023) 58.6 1,709 = 53.3 population (2020/21) 1,796 = 56.0 (2021/22) In 2021/22, there were a total of 1,796 reported anti-social behaviour vandalism incidents reported to the police, equivalent to a rate of 56.0 per 10,000 population compared to 53.3 last year. This mirrors an upwards national trend where ASB vandalism incidents rose from a rate of 56.4 incidents for every 10,000 people, to 60.2 during 2021/22. This reflects some slippage in progress, and the number of incidents has risen by 87 incidents from the previous year. 271
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Strategic Outcome 6 Partners engage with residents to promote and improve the availability of and access to services for those affected by Anti-social behaviour Actions Timescale Lead Partner Progress to date A6.1 Promote awareness, availability and encourage uptake of Victim Support Service to victims of anti-social behaviour 2019-2023 Housing and Technical Resources Victim Support In 2021/22, 120 referrals were made to the Victim Support Scotland, with 81 people taking up the support offered. Meetings were held between Victim Support Scotland (VSS) and the Joint Problem Solving Unit to raise awareness of both services and promote referral pathways to VSS services using social media. This social media content is due to launch in October 2022. In 2020, VSS introduced a new Case Recording Management system that will enable VSS to provide more information on softer outcomes such as improved wellbeing for victims of ASB and people feeling safer. Work on this system is currently ongoing. VSS continues to work closely with Police Scotland (Lanarkshire Division) to increase awareness amongst officers about VSS activities specific to Lanarkshire. 272
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Strategic Outcome 6 Partners engage with residents to promote and improve the availability of and access to services for those affected by Anti-social behaviour Actions Timescale Lead Partner Progress to date A6.2 Promote awareness of ASB services including: Anti-social behaviour Investigation Team; Mediation Service; Warden Service to all partners and stakeholders to encourage uptake and reporting 2019-2023 Housing and Technical Resources Anti-social Behaviour Services are extensively promoted to the public within Housing News, SL View and on the Council’s social media. All anti-social behaviour services continue to be promoted within Problem Solving Groups. ▪ Awareness raising sessions took place throughout the year with local housing teams around all three services plus the use of CCTV for anti- social behaviour and environmentally related anti-social behaviour purposes. Anti-social Investigation Officers also met with Environmental Noise Team to share understanding of respective roles and responsibilities in an effort for better understanding and awareness of services. ▪ The referral process between the Mediation Service and Noise Team was promoted to housing colleagues and through Problem Solving Groups and Community Safety Hubs. ▪ Public awareness of all services has been promoted within Housing News articles, social media campaigns and form an integral theme in the Anti- social Communications Strategy. Community Wardens also promoted joint press releases from Police Scotland in supporting local initiatives such as quad bike related vandalism in football pitches within the Blantyre area. ▪ The services offered by the Mediation Service was promoted to the Registered Social Landlord Forum during 2021/22. 273
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Strategic Outcome 6 Partners engage with residents to promote and improve the availability of and access to services for those affected by Anti-social behaviour Actions Timescale Lead Partner Progress to date A6.3 Develop promotional materials on anti-social behaviour which provide advice, including contact details, for those affected 2019-2023 Housing and Technical Resources Community and Enterprise Resources Police Scotland Police Scotland’s social media is regularly used to signpost to and promote advice and services from partner agencies. As part of the Anti-social Behaviour communication strategy, monthly communications are published to promote all services, partnership working and good news stories. Individually campaigns have focused on Community Wardens, Mediation, New Tenants Advice and partner collaborations have focussed on Festive drink spiking with Police Scotland, Communities and Environmental ASB with Environmental Services. Campaigns were promoted on council and partners social media, PSG members social media, Housing News, The View and the council website. Campaigns and services have also been promoted at the Registered Social Landlord and Private Landlord Forums. A6.4 Develop and deliver an annual programme of engagement to promote awareness of the range of anti-social behaviour services to obtain feedback to continue to improve provision of services 2019-2023 Housing and Technical Resources No Positive Communities events were held in 2021/22 due to Covid-19 restrictions. As local events, such as gala days have resumed in line with the lifting of restrictions, Joint-Problem Solving Unit staff have attended and promoted the services available. 274
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Strategic Outcome 6 Partners engage with residents to promote and improve the availability of and access to services for those affected by Anti-social behaviour Actions Timescale Lead Partner Progress to date A6.5 Promote the availability of anti- social behaviour performance information to the public, including: • Annual updates on enforcement actions published via council website and publications • Anti-social behaviour Annual Report published within Housing News • Anti-social Annual Charter Return (Scottish Housing Regulator) submitted • Annual Scottish Police Plan Published online • Annual Scottish Fire and Rescue Area Performance Report published online 2019-2023 Housing and Technical Resources Police Scotland Scottish Fire and Rescue Service Police Scotland performance information continues to be available to the public via Internet, Police Scotland Social Media sites and reported to South Lanarkshire’s Community Planning Partnership and the Safer South Lanarkshire Board. Social media is used to signpost victims of ASB to support agencies. SFRS report on performance through the national website and through local and area Boards. Local media is used to inform partners and the public of issues and provide information specific to communities, and social media is used to provide local and national messaging in relation to safety, dangers and incidents. The Scottish Housing Regulator continues to report on performance of councils and other social housing providers in relation to anti-social behaviour. In its most recent report covering 2020/21, 95.2% of anti-social behaviour cases reported to South Lanarkshire Council were resolved within target compared to a Scottish average of 94.4%. This positive update was published in Housing News and the council’s website. The council’s housing performance continues to be published in the Community Plan, Resource Plans, and Anti-social Behaviour Reviews. These are publicly available via the council’s website and reflect all housing performance, planned work, etc. including that relating to anti-social behaviour. 275
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Strategic Outcome 6 Partners engage with residents to promote and improve the availability of and access to services for those affected by Anti-social behaviour Measure/Source Baseline Targets Latest figure reported RAG/Trend M6.1 Adults agreeing that they can influence decisions relating to services being delivered in their local area [Scottish Household Survey] 16% (2017) Targets not applicable No update (2020) No update (2021) To be reported later. The Scottish Household Survey was last undertaken in full in 2019, being impacted by Covid-19 restrictions. In 2020 a limited telephone survey was undertaken but with no local authority breakdown. No survey was held in 2021 and a 2022 survey is currently underway which will be used to inform next year’s annual review process. M6.2 Number of respondents to the Positive Communities Survey [SLC, Housing and Technical Resources] 1062 (2018-19, 2- year average) Targets not applicable No update (2020) No update (2021) To be reported later. Due to the Covid-19 restrictions no Positive Communities Survey has been conducted since 2019/20. 276
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Strategic Outcome 6 Partners engage with residents to promote and improve the availability of and access to services for those affected by Anti-social behaviour Measure/Source Baseline Targets Latest figure reported RAG/Trend M6.3 Number of Anti-social Behaviour referrals made to SLC Mediation Services [SLC Problem Solving Unit] 156 (2016-18, 3- year average) Demand based service – Targets not applicable 177 (2020/21) 246 (2021/22) In 2021/22, the number of mediation referrals increased by 39% to 246 from the previous year. This continues a positive trend of increasing the use of mediation to prevent anti-social behaviour disputes escalating and to prevent future anti-social behaviour occurring. 277
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