Agenda Document Pack - Community Wealth Building Commission - 08/09/2026
South Lanarkshire Council · 8 September 2026
Back to Community Wealth Building Commission — 8 September 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 31 August 2026 Dear Member Community Wealth Building Commission The Members listed below are requested to attend a meeting of the above Board to be held as follows:- Date: Tuesday, 08 September 2026 Time: 14:00 Venue: Hybrid - Council Chamber, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive South Lanarkshire Council Councillor Alex Allison Councillor Robert Brown Councillor Maureen Chalmers Councillor Maureen Devlin (Chair) Councillor Poppy Corbett Councillor Kirsten Robb Councillor Margaret B Walker Paul Manning, Chief Executive Jackie Taylor, Executive Director (Finance and Corporate Resources) Soumen Sengupta, Director, South Lanarkshire University Health and Social Care Partnership Louise Long, Chief Executive, NHS Lanarkshire Josephine Pravinkumar, Director of Public Health, NHS Lanarkshire Hisashi Kuboyama, Development Manager, West of Scotland, Federation of Small Businesses Brendan Rooney, Interim Chief Executive, VASLan Richard Gallacher, Head of Estates, University of the West of Scotland (UWS) 1
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BUSINESS 1 Declaration of Interests 2 Minutes of the Previous Meeting Minutes of the meeting of the Community Wealth Building Commission held on 9 June 2026 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Consideration 3 Context for Community Wealth Building Data Digest Report dated 19 August 2026 by the Chief Executive. (Copy attached) 9 - 18 4 Community Wealth Building Annual Report 2025/2026 Report dated 19 August 2026 by the Chief Executive. (Copy attached) 19 - 46 5 Community Wealth Building Action Plan 2026 Refresh Report dated 19 August 2026 by the Chief Executive. (Copy attached) 47 - 58 6 Good Food Nation Plan Report dated 13 August 2026 by the Chief Executive. (Copy attached) 59 - 64 7 Community Wish List Update Report dated 13 August 2026 by the Chief Executive. (Copy attached) 65 - 70 8 Forward Programme for Future Meetings Report dated 6 August 2026 by the Chief Executive. (Copy attached) 71 - 74 Any Other Competent Business 9 Any Other Competent Business Any other items of business which the Chair decides are competent. For further information, please contact:- Clerk Name: Laura Cunningham Clerk Telephone: 07385 370044 Clerk Email: laura.cunningham2@southlanarkshire.gov.uk 2
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COMMUNITY WEALTH BUILDING COMMISSION Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 9 June 2026 Chair: Councillor Maureen Devlin Present: South Lanarkshire Council Councillors Robert Brown, Maureen Chalmers, Kirsten Robb, Margaret B Walker P Manning, Chief Executive; J Taylor, Executive Director (Finance and Corporate Resources) NHS Lanarkshire Laura Brown, Programme Manager Public Health; J Pravinkumar, Director of Public Health; E Russell, Consultant in Public Health VASLan J Wilson, Interim Chief Executive Attending: South Lanarkshire Council Chief Executive’s Service T Little, Head of Communications and Strategy; N Reid, Research and Improvement Manager Finance and Corporate Resources L Cunningham, Administration Officer; E Smith, Corporate Procurement and Transactions Manager; K McLeod, Administration Assistant Apologies: South Lanarkshire Council Councillors Alex Allison, Margaret Cooper, Ross Lambie S Sengupta, Director, Health and Social Care NHS Lanarkshire L Long, Chief Executive Federation of Small Businesses H Kuboyama, Development Manager, West of Scotland University of the West of Scotland R Gallacher, Head of Estates Chair’s Remarks The Chair thanked Councillor Fagan for all his hard work during his term as Chair of the Commission. 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community Wealth Building Commission held on 10 March 2026 were submitted for approval as a correct record. The Commission decided: that the minutes be approved as a correct record. 2 3
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3 Community Wealth Building Action Plan - Quarter 4 Update A report dated 2 June 2026 by the Chief Executive, South Lanarkshire Council was submitted providing the Quarter 4 (Q4) progress update on the Community Wealth Building (CWB) Action Plan. The CWB Action Plan had been approved by the Commission at its meeting on 9 September 2025. The report provided an update on the actions contained within the Action Plan for the 12- month period, April 2025 to March 2026. There were 71 actions within the CWB Action Plan for 2025/2026 and progress to date against those actions was shown in the Q4 performance report, attached as Appendix 1 to the report. Of the 71 actions, 6 were complete and would be removed from the Action Plan. The remaining actions would be reviewed and a refreshed Action Plan brought to the September meeting of the Commission. The Research and Improvement Manager advised of an error within the report that had been issued. The figures were now as follows:- Status Actions Number % Blue 6 8% Green 56 79% Amber 5 8% Red 1 1% Report later 3 4% Totals 71 100% (Data correct as at 9 June 2026) The Research and Improvement Manager responded to members’ questions on various aspects of the report. The Head of Communications and Strategy responded to members’ questions on employability, VASLan and participatory budgeting for roads and grounds, and undertook to provide information following the meeting. The Commission decided: that the report be noted. [Reference: Minutes of 10 June 2025 (Paragraph 4)] Councillor Brown joined the meeting during consideration of the above item of business 4 Community Wealth Building Legislation and Next Steps A report dated 15 May 2026 by the Chief Executive, South Lanarkshire Council was submitted providing an update on Community Wealth Building (CWB) legislation and potential implications. In the Programme for Government 2024, the Scottish Government had signalled its intention to bring forward a Community Wealth Building Bill in 2025 to address economic and wealth inequality. The Bill was passed on 10 February 2026 and became an Act on 25 March 2026. An overview was given of the main provisions in the Act and the implications for local government was provided. South Lanarkshire Council was already in a good position in terms of the requirements of the new legislation. 4
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Section 4 of the report outlined the provisions the Act made for CWB, which included:- a duty on the Scottish Ministers to produce and publish a CWB statement setting out measures to be taken by the Scottish Government in relation to CWB the requirement of local authorities, acting with “relevant public bodies” within the local authority area, to produce CWB action plans and reasonably practicable implementation a duty placed on Scottish Ministers to produce guidance in relation to both the production of action plans and the inclusion of CWB measures in strategic planning by public bodies The review of the CWB Strategy was detailed in section 6 of the report. As the new strategy and action plan was developed, the requirements of the Act would be incorporated to close any gaps and meet legislation expectations. It was proposed that an initial session be arranged following the September meeting of the Commission to enable discussion on the future direction of CWB in South Lanarkshire in light of the new legislation. The September meeting would involve key inputs which would set the context, which would include:- the 2025/2026 CWB Annual Report the annual review of the CWB Action Plan the South Lanarkshire context any further updates on legislation and guidance where applicable. The proposed agenda, to guide the discussion, would include:- an overview of the current strategy (to provide background for new partners and a refresher for members) highlights and achievements since 2021 under each pillar partner perspectives an open discussion agreement on conclusions and next steps. The Research and Improvement Manager gave an open invitation for all partners to be involved and responded to members’ questions on aspects of the report. The Commission decided: that the report be noted. 5 Council Investments 2026/2027 and Support for Community Wealth Building A report dated 1 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted:- providing information on the Council’s 2026/2027 investment plans illustrating how those investments supported community and links to Community Wealth Building (CWB) aims As part of the Council’s Budget setting process on 25 February 2026, an amendment was approved which allocated recurring investment monies of £3.534 million and one-off investment money of £33.300 million. It was highlighted how those investment proposals aligned with the Council’s CWB ambitions by supporting local assets, organisations and community groups. 5
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Appendix 1 to the report outlined a list of all investments, recurring or one-off, and highlighted the ones that contributed to CWB, as detailed below:- expand business grants estate improvement funds to third sector country parks galas and festivals outdoor investment investment in environment and infrastructure local action fund supporting and developing local business culture strategy energy efficiencies community engagement team The Commission decided: that the report be noted. 6 NHS Lanarkshire Anchor Programme - Year 2 Highlights A joint report dated 21 May 2026 by the Consultant in Public Health (NHS Lanarkshire) and Public Health Programme Manager (NHS Lanarkshire) was submitted providing an update on progress against year 2 of the NHS Lanarkshire (NHSL) anchor action plan 2023 to 2026. The overarching focus of the anchor action plan was on shifting the culture of the organisation to more intentionally use the levers available to positively impact on the wider determinants of health and reduce health inequalities. The RAG (red/amber/green) status and progress updates for the first year of delivery of the anchor action plan to the end of September 2025 were outlined in Appendix 1 to the report. Notable areas of progress were outlined in Section 4 of the report and included:- continued expansion of the employability programmes with proactive outreach work undertaken in partnership with Routes to Work to target groups such as those with disabilities organisational development, with a broad range of formal and learning for all staff facilitated supporting a variety of apprenticeships the launch of a new public and staff facing Public Health intelligence Lanarkshire (PHIL) repository of health information and the publication of 266 articles highlighting awareness of the Anchor themes improved pricing arrangements negotiated for staff bus and rail tickets, as well as the introduction of an active travel and sustainability intranet and salary sacrifice low emissions Electric Vehicle scheme for all staff therapeutic spaces developed through the Lanarkshire Green Health Partnership. the healthy working lives team had facilitated delivery of financial wellbeing workshops collaboration with Business Gateway to promote the new Living Wage campaign an NHS staff award for outstanding team collaboration for social prescribing support for people and families affected by cancer E Russell, Consultant in Public Health and L Brown, Programme Manager in Public Health responded to members’ questions in relation to aspects of the report. E Russell welcomed P Manning’s offer for the Council to help and support NHS initiatives and advised that she would liaise directly with him after the meeting. The Chair thanked E Russell and L Brown for their informative presentation. The Commission decided: that the report be noted. 6
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7 Forward Programme for Future Meetings A report dated 21 May 2026 by the Chief Executive, South Lanarkshire Council was submitted advising of the forward programme for meetings of the Commission and inviting members to suggest topics for inclusion in the Commission’s forward programme. The Head of Communications and Strategy advised that a Governance session would be planned for the September Commission meeting to discuss the Strategy review to align with the Scottish Parliament Community Wealth Building Act. The Commission decided: that the report be noted. 8 Any Other Competent Business There were no other items of competent business. 7
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 8 September 2026 Report by: Chief Executive, South Lanarkshire Council Subject: Context for Community Wealth Building: Data Digest 1. Purpose of Report 1.1. The purpose of the report is to:- present data on the social and economic situation in South Lanarkshire as context for Community Wealth Building. 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the contents of the report be noted. 3. Background 3.1. To set the scene for the work of the Community Wealth Building Commission, a “data digest” was compiled and presented to the first Commission on 31 August 2021. The digest covered a range of demographic, social and economic indicators and grew out of a joint Community Planning Partnership (CPP) session on tackling inequalities. 3.2. The Commission agreed that it would be helpful for regular updates on key statistics would to be brought forward to assist debate and provide essential context for the work of the Commission. An updated data digest has been presented annually to the Commission. 3.3. The data digest been refreshed for 2026 and is attached as appendix 1 to this report. 3.4. The data digest covers a range of topics, including:- general population claimant unemployment & universal credit claimants child poverty welfare service statistics economic performance including GVA, business start-ups and failures, and businesses per population health impact of Covid on the labour market a range of public health indicators including road accident casualties, crime statistics and hospital admissions data 4. Employee Implications 4.1. There are no direct employee implications. 3 9
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5. Financial Implications 5.1. There are no direct financial implications. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change implications as a result of this report. 7. Risk and Other Implications 7.1. None. 8. Integrated Impact Assessment and Consultation Requirements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Paul Manning Chief Executive 19 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, efficient and effective 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 10
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Appendix 1 – data digest Community Wealth Building Commission Data Digest September 2026 11
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General Population - 2025 Indicator North Lanarkshire % of Total Population South Lanarkshire % of Total Population Total Population 343,930 100.0% 334,330 100.0% Male Population 167,177 48.6% 161,817 48.4% Female Population 176,753 51.4% 172,513 51.6% Aged 0 to 15 58,923 17.1% 55,978 16.7% Aged 16 to 64 220,146 64.0% 206,966 61.9% Aged 65 and over 64,861 18.9% 71,386 21.4% Source: NRS Mid-Year Estimates 2025 Claimant Unemployment June 2024 June 2025 June 2026 Council Numbers Rate Numbers Rate Numbers Rate North Lanarkshire 7,295 4.4% 6,585 3.8% 6,685 3.8% South Lanarkshire 5,990 3.8% 5,420 3.3% 5,455 3.4% Scotland 108,540 3.9% 104,475 3.7% 109,305 3.9% Source: NOMIS (June 20265 provisional figures) People on Universal Credit February 2024 February 2025 February 2026 Council Numbers Rate Numbers Rate Numbers Rate North Lanarkshire 38,993 17.7% 44,680 20.3% 50,912 23.1% South Lanarkshire 31,202 15.1% 35,996 17.4% 40,884 19.7% Scotland 521,848 14.9% 602,028 17.1% 694,970 19.8% Source: DWP Stat-Xplore (February 2026 provisional figures, rates based on working age 16 to 64) Children living in relative low income (before housing costs) 2022/2023 2023/2024 2024/2025 Council Numbers Rate Numbers Rate Numbers Rate North Lanarkshire 12,324 20.5% 10,428 17.4% 10,046 16.8% South Lanarkshire 9,509 17.2% 8,031 14.4% 8,141 14.5% Scotland 161,492 18.1% 137,602 15.4% 139,274 15.6% Source: DWP Stat-Xplore 12
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Children living in relative low income (after housing costs) 2023/2024 2024/2025 Council Numbers Rate Numbers Rate North Lanarkshire 11,861 19.8% 59,644 18.6% South Lanarkshire 9,318 16.7% 55,990 16.2% Scotland 170,899 19.1% 891,333 18.7% Source: DWP Stat-Xplore Scottish Welfare Fund Indicator North Lanarkshire South Lanarkshire 2023-24 2024-25 2025-26 2023-24 2024-25 2025-26 Applications for the Scottish Welfare Fund 26,430 25,415 24,755 15,400 14,450 14,660 Applications for the Community Care Grant 6,120 5,585 4,770 5,315 4,720 4,475 Community Care Grants awarded 4,465 2,980 2,590 2,730 2,535 2,705 Applications for the Crisis Grant 20,310 19,835 19,985 10,085 9,730 10,185 Crisis Grant awarded 13,090 12,210 13,525 6,070 5,665 6,215 Source: Scottish Government Welfare Statistics Council Tax Reduction - June Indicator North Lanarkshire South Lanarkshire 2024/25 2025/26 2026/27 2024/25 2025/26 2026/27 Council Tax Reduction recipients 35,130 35,440 35,160 31,180 31,020 30,870 Council Tax Reduction weekly income forgone (£000’s) 511.8 571.0 608.7 458.2 484.9 516.3 Source: Scottish Government Council Tax Reduction in Scotland Discretionary Housing Payments (DHP) – April to March Indicator North Lanarkshire South Lanarkshire 2023-24 2024-25 2025-26 2023-24 2024-25 2025-26 DHP awards 10,335 10,415 10,980 8,065 8,370 8,575 DHP average value £638 £644 £619 £617 £616 £582 Source: Scottish Government Welfare Statistics 13
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Economic Performance Indicator North Lanarkshire South Lanarkshire Gross Value Added (GVA) (2023) £10,391m £8,273m Gross Value Added per hour worked (2023) £45.28 £37.41 % procurement spends spent on local enterprises (2024) 28.2% 19.5% Number of active businesses (2024) 8,595 9,580 Enterprise rate per 10,000 working-age population (2024) 390.4 462.9 Number of new businesses (births) (2024) 1,155 1,155 Business start-ups birth rate per 10,000 16-64 population (2024) 52.5 55.8 Number of businesses that have ceased to trade (deaths) (2024) 930 955 Business start-ups death rate per 10,000 16-64 population (2024) 42.2 46.1 Businesses surviving after three years in of those established in 2021 and still in business in 2024 53.4% (625) 56.0% (655) High growth enterprise (2024) 40 45 Source: Office for National Statistics Health Indicator North Lanarkshire South Lanarkshire Scotland Adult Disability Payment - processed applications authorised - to 30 April 2026 44% (15,705) 44% (12,785) 44% (183,720) Number of residents economically inactive due to long-term sickness - year to March 2026 21,500 (40.4%) 17,000 (38.9%) 265,300 (34.2%) Life Expectancy for those born in the 2021 to 2023 period for Females 78.9 years 80.5 years 81.1 years Life Expectancy for those born in the 2021 to 2023 period for Males 75.2 years 76.8 years 77.2 years Healthy Life Expectancy for those born in the 2021 to 2023 period for Females 52.3 years 57.8 years 59.4 years Healthy Life Expectancy for those born in the 2021 to 2023 period for Males 52.9 years 58.1 years 59.1 years Source: Social Security Scotland; NOMIS; National Records of Scotland 14
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Selected Information from ScotPHO profiles at Council Area level More detail can be found on the Scottish Public Health Observatory website Indicator North Lanarkshire South Lanarkshire Scotland Active travel to work (2022/23) 7.6% 8.1% 16.4% Adults rating neighbourhood as a very good place to live (2024) 37.8% 50.8% 53.5% Alcohol-related hospital admissions per 100,000 population (2024/2025) 711.9 545.2 495.3 Annual participation (in education, training or employment) measure for 16 - 19 year olds (2025) 92.2% 94.0% 93.3% Asthma patient hospitalisations per 100,000 population (2022/23 to 2024/25; 3-year aggregates) 122.5 97.7 81.2 Babies exclusively breastfed at 6-8 weeks (2022/23 to 2024/25; 3-year aggregates) 20.7% 25.2% 33.1% Bowel screening uptake (2021 to 2023; 3-year aggregates) 61.8% 65.1% 66.4% Cancer registrations per 100,000 population (2020 to 2022; 3-year aggregates) 653.4 621.8 629.7 Child dental health in primary 1 (2024/2025 school year) 74.2% 81.2% 76.5% Child dental health in primary 7 (2024/2025 school year) 72.3% 74.9% 75.7% Child healthy weight in primary 1 (2024/2025 school year) 73.3% 76.4% 74.5% Children looked after by local authority (2024 July snapshot - Crude rate per 1,000 children aged 0-17 years) 10.1 10.9 11.6 Children referred to the Children's Reporter for offences (2024/2025 - Crude rate per 1,000 children aged 8-15 years) 6.5 5.6 5.0 Chronic obstructive pulmonary disease (COPD) patient hospitalisations per 100,000 population (2022/23 to 2024/25; 3-year aggregates) 323.8 257.3 215.3 Coronary heart disease (CHD) patient hospitalisations per 100,000 population (2022/23 to 2024/25; 3-year aggregates) 377.1 336.0 318.2 Deaths all ages per 100,000 population (2022 to 2024; 3-year aggregates) 1343.2 1189.5 1144.0 Deaths, aged 15-44 years per 100,000 population (2022 to 2024; 3-year aggregates) 133.7 115.6 104.8 Deaths from suicide per 100,000 population (2019 to 2023; 5-year aggregates) 20.1 15.8 16.8 Domestic abuse (2023/2024 - Crude rate per 1,000 population) 126.9 116.0 116.3 Drug-related deaths, males - per 100,000 population (2020 to 2024; 5- year aggregates) 34.5 35.0 32.1 15
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Indicator North Lanarkshire South Lanarkshire Scotland Drug-related deaths, females - per 100,000 population (2020 to 2024; 5- year aggregates) 16.6 15.8 13.4 Drug-related hospital admissions - per 100,000 population (2022/23 to 2024/25; 3-year aggregates) 166.6 124.5 164.3 Early deaths from cancer, aged <75 years - per 100,000 population (2021 to 2023; 3-year aggregates) 158.7 151.6 142.4 Early deaths from coronary heart disease (CHD), aged <75 years - per 100,000 population (2022 to 2024; 3- year aggregates) 69.3 53.7 52.1 Emergency patient hospitalisations per 100,000 (2022 to 2024; 3-year aggregates) 9417.4 7776.8 7291.3 Healthy birth weight (2022/23 to 2024/25; 3-year aggregates) 80.4% 81.2% 80.9% Immunisation uptake at 24 months - 6 in 1 (2022 to 2024; 3-year aggregates) 96.2% 96.6% 96.2% Immunisation uptake at 24 months – MMR (2022 to 2024; 3-year aggregates) 93.4% 94.3% 93.2% Multiple emergency hospital admissions, aged >65 years - per 100,000 (2022 to 2024; 3-year aggregates) 6587.8 5402.2 4833.5 People aged 65+ with high levels of care needs who are cared for at home (2023/2024) 38.6% 47.2% 36.9% Population prescribed drugs for anxiety/depression/psychosis (2024/25) 22.9% 22.0% 20.8% Population within 500 metres of a derelict site (2023) 68.6% 17.6% 26.5% Psychiatric patient hospitalisations per 100,000 (2021/22 to 2023/24; 3-year aggregates) 182.8 176.7 216.1 Road traffic accident casualties - per 100,000 (2022 to 2024; 3-year aggregates) 41.2 39.4 50.1 School leavers in positive destinations (2024/25 school year) 93.9% 96.6% 95.7% School leavers with 1 or more qualification at SCQF Level 4 (2024/25 school year) 95.3% 96.7% 94.8% School leavers with 1 or more qualification at SCQF Level 6 (2024/25 school year) 60.0% 61.2% 58.4% Single adult dwellings (2024) 40.5% 38.9% 38.5% Smoking attributable deaths per 100,000 (2023 to 2024; 2-year aggregates) 284 213 206 Smoking during pregnancy (2022 to 2024; 3-year aggregates) 10.7% 7.3% 9.6% Smoking prevalence, aged 16-34 years (2021-2024) 14.0% 13.0% 14.0% Teenage pregnancies (2021 to 2023; 3- year aggregates - Crude rate per 1,000 females aged 15-19) 29.3 23.5 24.5 16
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Indicator North Lanarkshire South Lanarkshire Scotland Working age adults with low or no educational qualifications (2019) 16.2% 13.1% 11.6% Source: Scottish Public Health Observatory 17
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 8 September 2026 Report by: Chief Executive, South Lanarkshire Council Subject: Community Wealth Building Annual Report 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- present a draft of the Community Wealth Building Annual Report for 2025/2026. 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the draft annual report, attached as appendix 1, be approved. 3. Background 3.1. The Council approved a Community Wealth Building Strategy on 10 March 2021. Subsequently, the Community Wealth Building (CWB) Commission was set up to engage a wide range of partners and stakeholders in the CWB agenda. 3.2. To support formal reporting of progress against the Strategy, the Commission agreed on 7 February 2022 that annual reports should be produced to highlight progress and showcase examples of significant work under the 5 pillars. The annual reports also provide a vehicle for communicating the purpose of CWB and why the Council and partners believe CWB is an important way of working in South Lanarkshire. 3.3. This report presents a draft of the fifth Annual Report, covering 2025/2026, for approval. 4. Annual Report Purpose and Content 4.1. The Commission agreed in August 2021 to monitor the CWB action plan through progress reports at Quarter 2 and Quarter 4, covering the periods April to September and April to March respectively. 4.2. While the performance reports provide an update on the progress of the action plan, the Commission agreed there was scope to reach a wider audience and to enhance communications around the CWB agenda by presenting progress in a more accessible format. An annual report offers the opportunity to take stock of what has been achieved in the year and to restate the aspirations of the Council and partners to champion CWB across all aspects of service planning and delivery. 4.3. The annual report does not replace the formal reporting of Q2 and Q4 progress but allows a more public-facing and accessible presentation of information, using key points and case studies to illustrate CWB in action. 4.4. The draft Annual Report is attached as appendix 1. 4 19
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4.5. This following table summarises the structure and content of the annual report. Section Content Introduction Written by the Chair of the CWB Commission - this reflects on the importance of CWB as a new approach involving key anchor organisations in South Lanarkshire. What is CWB What is CWB and why are we doing it - this revisits the background to CWB and outlines the 5 pillars. Progress and case studies This section of the annual report takes each pillar in turn and: reviews the aims of the strategy highlights progress made provides case studies to illustrate the work of the council and partners under this pillar Conclusion Sums up progress and reaffirms commitment to CWB which we will deliver through the continuation our action plan 4.6. A wide range of case studies have been used to illustrate CWB principles and to show where the approach is having an impact in South Lanarkshire. Case studies have been selected to illustrate the benefits of the approach for businesses, communities and individuals. 4.7. The Commission is asked to approve the content of the annual report. 5. Employee Implications 5.1. There are no direct employee implications. 6. Financial Implications 6.1. There are no direct financial implications. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change implications as a result of this report. 8. Risk and Other Implications 8.1. None. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Paul Manning Chief Executive 19 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, efficient and effective Previous References None 20
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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 22
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Appendix 1 South Lanarkshire Community Wealth Building Annual Report 2025 – 2026 DRAFT 23
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Contents Introduction What is Community Wealth Building? Progress and case studies • Spending • Workforce • Land and property • Finance • Building the generative economy Conclusion 24
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Introduction In March 2021 South Lanarkshire launched its Community Wealth Building Strategy. The strategy set out an aspiration to work in a new way for the people of South Lanarkshire, to use the power and Influence of the council and other organisations to support communities and the South Lanarkshire economy. The challenges and uncertainties of the last few years continue to underline the importance of local services rooted in local places and communities. Since we launched our strategy – one of the first in Scotland – Community Wealth Building has been recognised nationally as an important approach to local economic development. The Community Wealth Building (Scotland) Act 2026 requires public sector bodies in Scotland to develop partnership plans for each local authority area. This is the approach South Lanarkshire has been using for the last 5 years, guided by its overarching CWB Strategy. CWB is one of the ways South Lanarkshire Council and the South Lanarkshire Community Planning Partners are delivering on their commitment to improving the lives and prospects of everyone in South Lanarkshire. This annual report looks back at the fifth year of our Community Wealth Building Strategy. It highlights the progress we have made so far and reaffirms our commitment and determination to explore every avenue available to build the wealth, capacity and resilience of our communities. As in previous years, we have brought together a range of case studies to illustrate Community Wealth Building in action, showing how the council and partners, working alongside communities, can use their energies, influence and resources to make a difference across South Lanarkshire. Chair of the Community Wealth Building Commission 25
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What is Community Wealth Building? Community Wealth Building is an alternative approach to traditional economic development, which seeks to develop resilient, inclusive local economies, with more local employment and a larger and more diverse business base. Community Wealth Building reorganises local economies to be fairer and aims to reduce wealth flowing out of our communities, towns and cities by helping local investments and assets to generate more and better jobs for local residents and businesses. To achieve this transition, CWB harnesses the power of anchor institutions to enable local economies to grow and develop from within. Anchor institutions are large commercial, public and social sector organisations which have a significant stake in a place and can exert considerable influence on their local economies. CWB changes how anchor organisations work to maximise local and regional economic opportunities. This includes the goods they buy, the people they employ, the assets they own and the powers they exercise to bring about long-term, sustainable economic change for the benefit of local communities and local businesses. 5 strategy areas are identified relating to the pillars of community wealth building. These are: • Building the generative economy - Develop and grow small, locally owned enterprises which are more financially generative for the local economy - locking wealth into place. • Finance - Increase flows of investment within local economies by harnessing and recirculating the wealth that exists, as opposed to attracting capital. • Land and property - Deepen the function and ownership of local assets held by anchor institutions, so that financial and social gain is harnessed by citizens. • Spending - Utilise public sector procurement and commissioning to develop dense local supply chains of businesses likely to support good employment and retain work locally. • Workforce - Exercise fair employment practices and work to develop a more just labour market to improve the prospects and wellbeing of local people. 26
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Spending The spending pillar is about leveraging public sector procurement and commissioning to develop dense local supply chains of businesses likely to support good employment and retain work locally. Our Strategy set out how we would achieve this, building on close analysis of our spend and a range of actions to make procurement processes simpler and more accessible to local businesses. How we have supported Community Wealth Building • During 25/26 90 community wishes were delivered via contractual Community Benefits, a significant improvement from 51 wishes in 24/25. • Our continued practical and financial support for the Supplier Development Programme (SDP) facilitates the opportunity for local businesses to access support regarding tendering as well as events for specific SLC tender opportunities. • SDP continued promotion of the various Programme benefits, training events and webinars via social media, utilising LinkedIn, Facebook and X. A communication was put out through Public Contracts Scotland encouraging local businesses to sign up to the Programme this was also promoted via Scottish Government Procurement and Property Directorate. • Between 1st April 2025 and 31st March SDP hosted 13 tender training webinars on behalf of South Lanarkshire Council. These events attracted 247 suppliers, of which 90 were based in South Lanarkshire. • Since April 2025, SLC have attended the following Meet the Buyer events: Meet the Buyer National 2025 (Edinburgh): 83 individuals from SLC area; Meet the Buyer National 2026 (Glasgow): 122 individuals from SLC area. • In 2025/26, SDP supported 351 unique SMEs or TSOs in South Lanarkshire through free tender training and networking events. In addition, 51 individuals from SMEs or TSOs based in South Lanarkshire accessed SDP’s e-Learning modules. • 126 new suppliers registered with Supplier Development Programme. • VASLan continues to promote potential tendering opportunities to our 800 members, as well as to the wider third sector, through a range of communication channels and networks. We continue to work with the sector to enhance skills and confidence in this area, with a dedicated VASLan staff member now taking the lead on procurement and tendering support to build internal knowledge and capacity. This will support future work around increasing third sector engagement in commissioning and procurement opportunities. • For all unregulated procurements (<£50k) at least half the suppliers invited to quote will be locally based. During financial year 25/26 87% of quick quotes (<£50k contracts) were awarded to Scottish based suppliers. 30% were awarded to Lanarkshire based suppliers with 65% based within the wider Glasgow City Region. How it’s working in South Lanarkshire: Case study: Community Benefits clauses in contracts One of the ways the council increases value for local communities is through the use of Community Benefits clauses in contracts. Community Benefit clauses require contactors to deliver long term sustainable social and economic benefits to the South Lanarkshire community, while demonstrating Best Value in contract awards. 27
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While the Procurement Reform (Scotland) Act 2014 requires the Council to consider Community Benefits for contract values over £4m, the Council has gone further and will consider inclusion of Community Benefits in all regulated tenders (over £50,000), regardless of value, where appropriate to the supplier, value and duration of the contract. Consideration of Community Benefits is embedded in the Council’s Sourcing Strategy and clearly stated in the tender documents to ensure transparency and fairness in the evaluation process. The Council has a points-based system to target Community Benefits, with the number of points based on the value and duration of the contract. Suppliers select appropriate community benefits from the Council’s menu of deliverables, including: • employability through apprenticeships • work placements • local employment and • engagement with local and SME subcontractors in the supply chain. Since 2023, the Council’s Community Benefit points menu has included scope for commitments from the Community Wish List. In April 2024, the Council went live with a new monitoring system for Community Benefits called “Cenefits” which enables delivery of Community Benefit commitments to be monitored with contracted suppliers. A series of engagement events with Council suppliers were held with the Supplier Development Programme to launch the Cenefits system and the successful implementation has enabled significant improvements in the Council’s monitoring and delivery of Community Benefits. Community Benefit case studies: Findel Education Contract Findel Education provide Educational Materials to South Lanarkshire Council schools from the Scotland Excel Education Materials Framework. In June 2024 Findel Education met their annual commitment to deliver Community Benefits via the Community Wish List. Findel made five donations to Community Projects across South Lanarkshire, with a total value of £3,200. Donations included: • Agape Wellbeing Centre in East Kilbride had donations including tables, splash mats, paints and five wheeled storage boxes. • The Village Centre in East Kilbride received 12 new chairs • Friends of Stonehouse Park received 3 outdoor storage boxes, 5 large indoor storage boxes and 5 wheeled storage boxes. • The Creative Crafters Lego group in Rutherglen received a donation of four large packs of Building Plates and a 1000-piece Creative Lego bricks box. • High Blantyre Primary School Parent Council received messy play trays, texture blocks, sensory toys, a floor cushion and a chair. These donations from Findel have been invaluable contributions to these groups, supporting each of them to continue to provide services and activities with their communities. Community Benefit case studies: Wellwood Communication Ltd Wellwood Communications Ltd were awarded a two-year contract via a Scottish Government Dynamic Purchasing System to provide Telephony and Communications Services to the Council. 165 Community Benefits points were attributed to the contract. A range of commitments were made under the Councils Community Benefit Menu which included: • Recruitment of an employee 28
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• 1 work experience opportunity • Supporting Supplier Chain Initiatives • Use of Local SMEs • Educational Career development opportunities to local Secondary Schools • Mentoring a South Lanarkshire SME • Financial Donations to Community Projects across South Lanarkshire. Delivery of Community Benefits are underway, with Wellwood Communications having already undertaken mentoring of a local SME, Crawford Decoration, for four months. Wellwood shared expertise and guidance to the SME in their ambition to develop and grow their business. This included providing support in professional and personal development to the business and its staff team. The mentorship included guidance on planning for the future, managing money, leadership and personal growth, solving problems creatively and building community connections. Crawford Decoration have found the support “invaluable, with mentorship and guidance…over the past months…the support we received from Drew at Wellwood has significantly enhanced both my business operations and personal growth.” In addition to this mentorship, Wellwood Communications have also engaged with three other local SMEs in their supply chain and have made their supply chain requirements known locally to increase opportunities across South Lanarkshire. SMEs in East Kilbride, Lanark and Hamilton have been engaged in their supply chain as a result. Wellwood Communications have also reached out to local schools and have provided opportunities to high school pupils for mock interview opportunities. Wellwood Communications developed a mock interview session, taking pupils through the process as well as providing valuable feedback from the session to support pupils to continue to develop their interview skills. The Council continues to work with Wellwood Communications to progress the remaining Community Benefits committed and will continue to ensure the delivery of meaningful and impactful community benefits across South Lanarkshire. Community Benefit case studies: St Anthony's and St Mark's Foodbank St Anthony's and St Mark's Foodbank describe the impact of the support available through the Community Benefits Hub. “We have received two sets of donations via the Community Benefits Hub since it began. We support an average of 80 families directly on a weekly basis, with additional support being given to support those in the Social Bite Accommodation in Rutherglen. IN addition we support families via a local nursery. We had been able to offer toiletries however a regular funding donation was reduced meaning we had to make the difficult decision to remove toiletries, nappies, wipes and household cleaning products from our available stock. Being able to reintroduce this thanks to the donations received has been great. Our visitors, especially those with families, have expressed their thanks to our team. Some of our visitors work, coming to us on week four of the month, so being able to access this support has been vital for them. Many of the teenagers are delighted to have access to shampoo, conditioner, soap, shower gel, toothpaste and deodorant- all things we take for granted but are luxuries for so many of our families. The impact on health and wellbeing is measured by the delight in the faces of the visitors when they see that we can offer basic toiletry items, alongside period products, received from SLC. The majority are very proud people who are struggling, so any practical help we can give allows them to heat their homes. 29
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The system is simple to use and we have been lucky to have our requests supported quickly. Once we had set up the login, the rest is easy. Having access to advice and guidance in the initial stages was much appreciated and made navigating the new process simpler. The response from companies, local and further afield is great” 30
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Workforce The Workforce pillar of Community Wealth Building requires anchor organisations to adopt and champion fair employment practices and work to develop a more just labour market to improve the prospects and wellbeing of local people. In our strategy and action plan we set out our intention to promote fair work practices and the living wage, leading by example and encouraging all businesses and third sector organisations in Lanarkshire to follow suit. We said we would use our employability programmes and our training and recruitment activities to maximise opportunities for local people. How we have supported Community Wealth Building • VASLan continues to actively support and promote Real Living Wage and Fair Work principles across the third sector. We continue to promote this through our locality networks, events, social media channels and engagement with members. While most organisations across the sector are now paying the Real Living Wage, there remains some variation, and VASLan will continue encouraging wider adoption of Fair Work practices. • The 25/26 Annual Investment Plan was agreed with the South Lanarkshire Local Economic Partnership in April 2025 and submitted to Scottish Government. Delivery has progressed across the year focused on key priority groups with regular review through the partnership. • We procured a range of employability learning provision to meet the needs of participants, including construction tasters and SCSC, sector based work academies in care, early years and customer service, rail skills, confidence building, remote health and wellbeing, English as a second language. • A range of work placements have been supported across local employers, the council and CPP partners with all participants engaging through a placement action plan and receiving a training allowance where required. • The Employability Promise for care experienced young people has been in place with SLC work placements delivered in grounds, housing and early years. parents have engaged in paid work experience through the demonstrator programme with placements in the NHS, State Hospital, Social Work, Grounds and Facilities. • During the year 2025/26, 99 people were engaged on a Modern Apprenticeship within the Council across core groups including Craft Trades, Housing, Business Admin, Roads Workers, Social Care, Child Care and Digital and IT. • In addition to the 99 who were still engaging on a Modern Apprenticeship as of 31 March 2026, 51 MA learners achieved their qualifications and are now in posts within Council Services. • From the 99 Modern Apprentices engaging on a work-based learning programme during the period 1 April 2025 to 31 March 2026, 14 were from South Lanarkshire SIMD worst 20% post code areas. This equates to 14%. From the 51 who achieved their apprenticeship outcomes, 9 were from South Lanarkshire SIMD worst 20% post code areas. This equates to 17.6%. How it’s working in South Lanarkshire: Case Study: DFN Project Search Asda DFN Project SEARCH is a national charity that enables young adults who have a learning disability or autism spectrum condition to secure meaningful permanent employment. 31
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South Lanarkshire Works launched its second DFN Project Search site in August 2025, delivered in partnership with South Lanarkshire College and hosted at the Toryglen Asda store over a nine-month period. Throughout the programme, participants undertook three work placement rotations across a variety of roles within the store, including security, bakery, online picking, homeware, and grocery. They were encouraged to build strong relationships with their mentors, who supported them during placements alongside the wider Asda team. Asda colleagues were welcoming and highly supportive, helping participants gain a deeper understanding of the retail environment, workplace culture, and team dynamics. The experience provided a valuable and realistic insight into the world of work. In addition to developing practical workplace skills, participants benefited from structured, knowledge-based learning delivered by on-site lecturers from South Lanarkshire College. As a result, all participants achieved the SQA Employability Award and an SVQ in Retail Skills, alongside several DFN employability modules. All participants had a named keyworker who supported them throughout their time on the programme, based within the store and they will also receive a period of aftercare. The programme recently marked its first-year success with a graduation event, where feedback from all partners highlighted overwhelmingly positive outcomes. Asda mentors expressed how much they valued the opportunity to work with the group, and participant feedback included: “I feel a lot more confident talking to people and communicating.” “I surprised myself by getting better at listening to instructions and not feeling overwhelmed.” “I’m proud to have a job at Asda.” Recruitment for the 2026/27 cohort has now been completed, and partners are looking forward to building on the successes of year one. Case Study: Foundation Apprenticeship Programme The past year has delivered strong results for Foundation Apprenticeships (FA) across South Lanarkshire, with young people continuing to demonstrate the value of work-based learning. All 65 learners who completed their programmes progressed into positive destinations, reflecting both their commitment and the strength of the FA pathway. Outcomes included one learner progressing to a Graduate Apprenticeship and three securing Modern Apprenticeships with South Lanarkshire Council. Several participants also received University offers, while others moved directly into employment, highlighting the programme’s success in developing skills, experience and confidence. The FA programme continues to support South Lanarkshire’s business community by giving employers early access to emerging talent and helping build the workforce needed for growth. Local employers have been central to this success, providing high-quality placements, mentoring and practical learning. This work aligns with the priorities of the South Lanarkshire Local Employability Partnership, supporting fair, sustainable career pathways for young people. These strong 32
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outcomes reflect both the determination of participants and the strength of local partnerships driving employability and growth. Case Study: Progression NC to Level 3 - Laura’s Story My name is Laura and I am 39 years old. I am a mum of 5 children age ranging from 3 years old to 16 years old so as anyone can imagine I have a busy household all the time, but I would never change it in any way. 2 girls and 3 boys, so between schools, clubs and play dates etc I get very little time to stop and do much for myself. I currently work within a nursery in South Lanarkshire Council as an Early Years Support Assistant. I have been in the role for over 3 years now, I love my job in every way, however it does have its challenges the same any job does. I applied for the job as I was off on maternity leave and after long chats with my husband, told him I was fed up of the same mind-numbing jobs I had been in for years just to ensure the bills were paid. Many years ago I went to college and completed a NC course in Childcare and Education, I passed this and went on to continue my studies with the HNC level in childcare. Unfortunately, this was cut short as my oldest daughter was being badly bullied at school and I personally felt like at that time it was best for my daughter if I put my studies on hold and come back to it at a later date but this date never came due to work and family commitments. I always felt that going back to college would never suit the children and I had to just be that mum that had a stable wage coming in to the house. So, when I had the time off on maternity leave, I completely tried my luck on applying for the support assistant role, in no way shape or form did I ever think I would get it but maybe the baby brain gave me more confidence to go for it. Not only did I get the interview, but I got the job. I was over the moon that after all these years I was finally getting to work within the early education field. Once I had been in the job a while my manager approached me and asked if I would be interested in taking my job further and start the course to become an Early Year’s Practitioner. I obviously jumped at this opportunity and as I had my NC qualification I was able to go onto the SVQ level 3 and work my way through the course. I started the Modern Apprenticeship for Early learning and Childcare in August 2024 and I found it helpful already being in the role of Support Assistant as day to day I was gaining the experience required and to develop my knowledge from being with the children and knowing what was expected of me for the course. I had an amazing assessor, who was very understanding of my home life and my busy work life within the nursery. She was also extremely helpful and very clear when going over the work assigned to myself. She never rushed me and never put any more pressure on, which I was always very appreciative of. I think having such a supportive assessor made the experience all that more enjoyable and less stressful. I personally didn’t face many challenges while on the course other than lack of time, but I wanted to achieve this so badly that I knew I had to put the effort into it and that meant asking for time off the floor when it was possible and being that mum to get all the children to bed and sit up until 2am some nights just to ensure I was getting the time in to meet my targets and complete my assignments. While on the programme I found I loved the job even more than I thought I had originally and began looking at things in a different light within the nursery. I knew I was ready to take on the role of a practitioner. I was already involved with the children and their experiences, but I was ready to take on more responsibilities. I pushed myself to get through it as quick as possible as I knew there was a job becoming available within my establishment and I really wanted to be able to get the chance to have an interview for this position. I got to 80% of my work completed and was able to apply for the position, I did, and I got the job. No 33
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words can explain how happy this made me. I could finally be the good role model to my own children and show them to never give up on your dream job and always give 110% effort to get to where you want to be in life. Case study: Early Learning and Childcare Modern Apprenticeship - Chelsea’s Story I grew up in a completely different life to the one I have right now. I had a traumatic upbringing which led to me putting myself into foster care. Before this, I never enjoyed school much and didn’t see myself staying on to do any exams. I didn’t have anyone around me with a good work ethic and seeing people go to work wasn’t my normality which caused me to aim and dream low. After putting myself into care, I saw a different way of living, I saw work ethic and people making a life of what they wanted it to be, I just had to find what it was I loved. After studying law and police studies at college and being accepted into university, I knew it wasn’t something I could see myself doing for a long period of time and decided to change career paths completely. I have always loved children and I know how much of an escape places like nursery and school can be for children with certain backgrounds, being able to make a difference in a child’s life and giving them a safe place where they can learn and develop was my ideal job, so I applied for an Early Learning and Childcare Modern Apprenticeship and I started this job in November 2021. From the start I loved the job, however I found it hard to juggle working full time and to go home to SVQ. I wouldn’t go home and do the work meaning I stopped meeting targets and found myself deflating. I was able to talk to my assessor and people within the apprenticeship who offered support and I managed to get back on track and I’m now due to qualify a couple of months earlier now. In a short time I feel like I’ve came so far with this apprenticeship, I’ve began to dream bigger and I was able to save and buy my first home, I can’t wait to see what the future has to hold for me and one day I want my own nursery. Case Study: Early Learning and Childcare Modern Apprenticeship Cara’s Story My journey in Early Years started whilst I was in S5 in Calderglen High School. I chose a Foundation Apprenticeship as part of my options choices instead of a higher. The first year of the course was during COVID and classes were taught in a school hub before progressing to college in the second year. For my work placement I was placed in Maxwellton Nursery Class, this was my first experience in a nursery and I loved it. I feel this experience really shaped my path of becoming an Early Years Practitioner. I attended placement one full day a week and college one afternoon. During this time I decided I didn’t want to continue with school and left, however I wanted to continue to complete my Foundation Apprenticeship. The school, FA team and college agreed I could continue my foundation apprenticeship and supported me to completion, As I was no longer attending school I arranged with the college and my work placement to attend an extra morning so I could gain as much experience as possible. The hands on experience working with the children, was an amazing opportunity but I also gained a lot of knowledge and experience of reflective writing which helped me in my progression to my Modern Apprenticeship. I was made aware of the job advert for the Modern Apprenticeship and decided to apply. The Foundation Apprenticeship team supported me to complete my application. I made it through to the interview stage and the FA team carried out a mock interview to help me prepare as much as I could. 34
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Although the Modern Apprenticeship was my goal, I knew I needed a Plan B and applied to do my HNC Childhood Practice at college. I was delighted to receive a call from the Modern Apprenticeship team to say I was successful in gaining a post because additional funding had become available. During my MA I is was placed in Kirktonholme Nursery Class then Kilbryde ELC and then Ballerup Nursery Centre. In all of my work placements I gained valuable knowledge and experience working alongside qualified and experienced practitioners while being supported to achieve my SVQ Level 3 by the MA team. I completed my Modern Apprenticeship in 15 months, ahead of schedule, and really enjoyed the journey. Fast forwarding to the end of my Modern Apprenticeship, I was asked if I wanted to apply to do my BA Childhood Practice at UWS as a Graduate Apprentice. I felt this a natural progression from the MA and put an expression of interest in. I secured an interview and successfully gained a place on the programme and I am due to start in September. I have also recently secured a fixed term post as an Early Years Practitioner in Cathkin Community Nursery. Case study: Demonstrator Programme Andrea’s Story Andrea was a parent in a couple to 3 children, one of whom had health issues. She was employed as a sessional childcare assistant. As the work was sessional, Andrea was looking for permanent, term-time employment, to suit with childcare needs and a guarantee of regular income. Andrea was successful in gaining a 5-month placement as Facilities Assistant (school catering) on the Demonstrator Programme. Training was provided in Mental Health Awareness, Confidence Building and general SLC procedures. Support sessions were also provided to Andrea to facilitate her required e-learning for the post. Through discussion, it was determined that Andrea’s long-term goal was to progress to school support within SLC. It was agreed that Andrea would build her knowledge of SLC and the school environment while working with Facilities, meanwhile, she would seek to apply for school support vacancies. Andrea was provided with a £300 Job Start payment to help with expenses related to commencing employment. Andrea received a range of support including referral to Smart Works for interview skills training and interview clothing. Andrea was also referred to the council’s money advice service, Money Matters. Through this, Andrea received a Better Off calculation as well as assistance in applying for Child Disability Payment which was subsequently awarded. When a Schools Support Assistant recruitment campaign was launched, Andrea was successful in applying for and gaining a support assistant position. She is currently awaiting a start date. Andrea now has secure, permanent employment that works around her childcare needs. She can drop off/collect her children from school while also being able to contribute to the household financially. Andrea’s confidence has improved and she’s feeling really positive about her next steps as a School Support Assistant. Andrea also now receives Child Disability Payment for her son, which helps with the support she provides for him. 35
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Andrea says: “The Demonstrator Programme has been a God send to me. It has given me the self-confidence that I lacked when it came to getting the job that I wanted. With help from the team, I secured an interview for School Support Assistant and successfully get the job. Whenever I felt unsure of myself, Nicola was always there offering support.” 36
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Land and Property This pillar looks to deepen the function and ownership of local assets held by anchor institutions, so that financial and social gain is harnessed by citizens. Our strategy highlighted the importance of affordable housing and the potential of Community Asset Transfer as a means of giving community more control over local places. The strategy aimed to encourage investment and create thriving places where people can access goods and services on foot or via public transport. How we have supported Community Wealth Building • The Strategic Local Programme Agreement between the council, registered social landlord partners and the Scottish Government has delivered a range of outcomes. £33.4m funding was allocated to increase the provision of affordable housing across South Lanarkshire in 2025/26, £32.6M spent. For this funding period, for both the Council and RSLs, The Scottish Government approved 389 projects with 382 projects starting construction and 211 being completed. • The Strategic Housing Investment Programme (SHIP) 2026-2031 was developed and sets out capacity for 2,078 new homes across South Lanarkshire over the five- year period, with a further 330 aiming to be acquired from the private sector over the period of the SHIP. • The council’s Market Purchase Scheme continues to be promoted to homeowners and private landlords across South Lanarkshire who may be thinking of selling their property (see case study below). This includes on the council’s website which outlines the priority areas where affordable housing is in significant demand, alongside the benefits that selling properties directly to the council can bring. • The Strategic Housing Investment Plan for 2026-2031 set a target for 330 additional homes to be acquired from the private sector over the period of the plan. For 2025/26 financial year, we have acquired 138 second hand properties under the market purchase scheme. The council has done well in achieving this, and efforts have continued to made in maximising the number of homes that are being acquired. Over £7.3m Scottish Government funding has been spent throughout the year to support the acquisition of second hand homes in addition to the capital spend from the Housing Revenue Account. • The national matchmaker scheme, which links empty properties with interested buyers, is now operational, with links provided through the council's website. • Through provision of practical advice and assistance to empty property owners, a total of 66 empty homes were brought back into use between April 2025 and March 2026. 35 were from the caseload of the Empty Homes Officer and 31 were purchased through the market purchase scheme. • Support for Asset Transfer continued with South Lanarkshire Council receiving 7 new Community Asset Transfer applications in 2025/25 - 6 lease applications and 1 for purchase. • VASLan continues to support organisations and communities considering Community Asset Transfers through ongoing governance and capacity-building support. Feedback from the sector indicates there remains a need for additional dedicated resources and specialist support to help organisations progress CAT opportunities successfully. • The Housing Investment Programme continued to incorporate sustainable changes to the council’s housing stock, working towards increasing the number of properties that meet the relevant energy efficiency standards for social housing. £32.338m of refurbishment works were approved for 2025/26 of which £9.779m is targeted towards energy efficiency works. 37
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How it’s working in South Lanarkshire: Case study: Connected Response Smart Storage Heating Project As part of efforts to improve tenants’ ability to heat their home and reduce the risk of fuel poverty, Connected Response were appointed by South Lanarkshire Council’s Housing and Technical Resources to install innovative new smart controls in tenants’ homes in the residential blocks at Logan Tower and Springhall Court in Cambuslang. These controls aim to maximise the efficiency of the existing storage heating systems whilst also offering the user enhanced ability to control when and how they use the heat. This results in helping tenants and residents to be warmer in their homes, whilst paying less for their energy. The council and Connected Response worked with tenants and residents within 113 properties across two buildings to install the new controls, demonstrating the benefits and efficiencies that could be achieved through correct use of the new technology. Since installation, feedback has been received from tenants, including: "The settings work brilliantly, what a difference it has made" "I really like the controls; they work brilliantly. Glad we had the install done.” "Since August last year, I have had to manually set the timer every night before bed to ensure I have hot water in the morning. However, since the installation of the new controls, controlling our heating system has been absolutely wonderful" "It's absolutely brilliant, loads of hot water for the day and no complaints.” "What a difference it makes from before" The technology can be installed at a lower cost and with significantly less disruption than entirely new heating systems, with savings information and monitoring arrangements also much simpler for tenants to access. Post installation support and advice continues to be provided by Connected Response, with consideration also being given by Housing and Technical Resources as to how this technology could be utilised across other areas of the council’s domestic estate. The project was funded jointly by the council’s Housing Revenue Account and the South Lanarkshire Climate Emergency Fund. Case study: Housing Market Purchase Scheme Since its introduction in 2021, the South Lanarkshire Community Wealth Building Strategy and associated action plan has contained actions relating to the increase in the supply of affordable accommodation within the land and assets pillar. This recognises the significant impact high quality, affordable homes can have in providing stability and economic security to households across South Lanarkshire, as well as the wider economic benefits associated with long-term investment in new and existing properties. The Council’s scheme is one of the largest in Scotland, with over 700 properties acquired since its launch. Focused efforts in the last three years have also assisted with tackling the significant rise in homelessness and demand for affordable accommodation. The number of homes acquired each year is set out in the table below: Year Properties acquired 38
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2015/16 9 2016/17 19 2017/18 33 2018/19 69 2019/20 60 2020/21 53 2021/22 53 2022/23 57 2023/24 165 2024/25 130 2025/26 138 Total 786 In addition to the recognised socio-economic benefits stemming from the provision of affordable housing, the council’s Market Purchase Scheme has led to significant investment in the local property market, through:- • Properties acquired by the council through the Market Purchase Scheme are eligible to attract national Affordable Housing Supply Programme subsidy, enabling the Council to draw down national funds directly into the local economy. Since 2015, over £35 million of Scottish Government funding has been utilised to acquire homes from the private sector by the council, accounting for over 50% of the total investment made. Subsidy levels are negotiated with the Scottish Government annually, with efforts made to maximise grant made available to the council to support this approach. • Once acquired, the Council upgrades the properties to bring them up to the required letting standards for social housing. Works to do this are either completed by Council services or by locally based sub-contractors, with materials procured through supplier arrangements also subject to Community Wealth Building considerations. As of this year, these works are now also eligible for grant funding with a further £0.8 million in national funding forecasted to be drawn down for this. In 2024/2025 and 2025/2026, following the declaration of a housing emergency in South Lanarkshire, the Council has been focusing the scheme on acquiring larger family homes, with the aim of reducing the number of households with children and young people in temporary or unsuitable accommodation. The socio-economic and health benefits stemming from this stability of a permanent home in a preferred location are considerable, with it also acting as a platform for households to seek employment, access education and attract benefits or support they may be entitled to. 39
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Finance The Finance pillar focuses on efforts to increase flows of investment within local economies by harnessing and recirculating the wealth that exists, as opposed to attracting capital. Our strategy aims to encourage and support financial growth for communities, including building and attracting development and investment opportunities and encouraging local spend. How we have supported Community Wealth Building • The Council continued to support the City Region programme financially as well as progressing and managing a number of South Lanarkshire capital projects, including recently two high school extensions, construction of a new leisure centre and a number of road/junction improvements. • Through these projects, we are facilitating investment in local communities, embedding community benefit requirements through procurement, and supporting opportunities for local businesses, skills development, and employment. • The Participatory Budgeting approach continued across the Council through 2025/2026 and included spend on Roads projects, PEF funded projects in schools, Grounds Services, and projects within the Housing capital programme. • The NHS Credit Union has been promoted through staff communications, including to promote National Credit Union Day and Talk Money Week. Targeted work has taken place with staff onsite in acute hospitals where the NHS Credit Union has been promoted and an online session was delivered and promoted to all staff in November, as part of wider Staff Health and Wellbeing activities. • Tailored non-email-based promotion to staff in lower pay bands took place at National Procurement Wellbeing Events in distribution sites in Holytown and Larkhall, cascaded via managers & team newsletters. A relationship has been built with the new Financial Wellness Manager at NHS Credit Union with ongoing staff engagement planned. • Recognising the scale of the local workforce, the council used internal communications to encourage employees to think and spend local, for example in the run up to the festive period. 40
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Building the generative economy Action under this pillar seeks to develop and grow small, locally owned enterprises which are more financially generative for the local economy - locking wealth into place. Our strategy outlined how we would work to support local businesses, not-for-profit organisations and communities to safeguard and create local jobs and address post-Covid recovery. How we have supported Community Wealth Building • As part of our commitment to develop sector specific programmes (tourism, food and drink, social enterprises, green economy, construction, manufacturing etc), a successful Build Lanarkshire was delivered in 25/26. • We continued to signpost businesses to many different sources of help and advice, primarily the Business Gateway and the Supplier Development programme. This is via face to face dialogue, our dedicated business support email address and also through the business grants process. • Through its budget setting process in February 2026, the council allocated recurring investment monies of £3.534 million and one off investment monies of £33.300 million. Of these, £0.900 million and £30.200 million respectively contribute to our Community Wealth Building work by enhancing local environments and providing support for the third sector, local businesses and community organisations (see case study below). How it’s working in South Lanarkshire: Case Study: Council investments and support for Community Wealth Building Through its budget setting process in February 2026, the council allocated recurring investment monies of £3.534 million and one off investment monies of £33.300 million. Of these, £0.900 million and £30.200 million respectively contribute to our Community Wealth Building work by enhancing local environments and providing support for the third sector, local businesses and community organisations. Recurring investments include: Expand Business grants (£0.400 million). The expansion of business grants will provide a boost to the local economy. Increased access to funding strengthens the resilience of local enterprises, helps attract and retain jobs and contributes to the long-term economic vitality of South Lanarkshire. It will also further connect businesses with Business Gateway. Funds to Third Sector (£0.300 million) This permanent funding is to reflect the Council’s commitment to work to make South Lanarkshire the best environment for the local third sector to operate in Scotland, by providing security of funds for the third sector. Galas and Festivals Fund (£0.200 million) Each community has its own history, identity and traditions. The investment ensures an equitable approach to grant funding for local community events. The fund will support place based, geographic communities within South Lanarkshire to run local community events throughout the year that are open and inclusive of all members of that community. One-off investments include: 41
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Investment in Environment and Infrastructure (£12.000 million) Investment in roads and environmental infrastructure, which will strengthen local infrastructure, improve safety, and create more pleasant and resilient environments. Collectively, this investment will result in safer, better maintained, and more sustainable environments for residents, businesses, and visitors. Supporting and Developing Local Business (£3.500 million) Support for local business growth is strengthened through a total investment of £3.5 million which will fund a new business grant programme which will target the retrofit of private sector industrial properties enabling companies to modernise properties and invest in decarbonisation and energy efficiency. Funding will also target the development of new commercial spaces to help meet growing demand locally, allowing businesses to start up and expand within South Lanarkshire rather than relocating elsewhere. These combined measures stimulate economic growth, attract new investment, create employment opportunities, and help sustain a thriving local business base. Country Parks (£7.3 miilion) Investment of £7.3 million in our two main country parks will progress key elements of existing masterplans and significantly improve the visitor experience across these much-valued assets. Planned developments will support local tourism and ensure that the parks continue to offer high quality, family friendly recreation. Strengthening the infrastructure within country parks will also assist in attracting new business and events, protect natural environments while encouraging sustainable access for future generations. Outdoor Investment (£4.000 million) Investment of £4.0 million will allow upgrades to outdoor and recreational spaces to ensure that more people can enjoy accessible, high- quality facilities within their own communities. Our communities also have a number of other assets which would welcome investment such as former tennis courts, 5 aside pitches, features within parks as well as general enhancements such as pathway improvements, new lighting, to make recreational spaces safer and more inclusive, particularly for children, older adults, and those with mobility challenges. Culture Strategy (£0.800 million) The one off investment in a cultural strategy represents a valuable opportunity to strengthen the cultural identity of South Lanarkshire’s towns and communities. Delivered in partnership with South Lanarkshire Leisure and Culture, this funding will support locally driven cultural activities, events and initiatives that celebrate heritage, highlight creativity, and widen access to arts and culture. It will also help develop a place-based approach that recognises the important role of libraries, museums, and community organisations in shaping local identity and participation. Community Engagement Team (£0.100 million) This investment will allow for an additional community engagement officer, helping our communities, including organisations looking to progress community asset transfers. Case study: Chatelherault and Calderglen Country Parks Masterplans The council’s work on Chatelherault and Calderglen Country Parks is underpinned by the shared aspiration to maintain them as regional destinations offering vibrant and welcoming facilities which are linked to, and contribute towards, the regeneration of surrounding communities. The Country Parks Masterplans are intentionally designed to embed the five pillars of CWB across future investment, procurement and operational models. They outline how publicly owned natural assets could be strategically mobilised to support inclusive economic growth, 42
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enhance health and wellbeing outcomes, and strengthen community resilience while aligning with South Lanarkshire’s Community Wealth Building ambitions. The Masterplan, Outline Business Cases and supporting documents have been informed by the short list of investment proposals as detailed below, subject to funding availability: 43
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Conclusion This annual report has highlighted our progress over the fourth year of Community Wealth Building. We have continued to forge strong links between anchor organisations in South Lanarkshire through the work of the CWB Commission, collectively seeking to focus our combined energies, skills and resources onto our Community Wealth Building ambitions. We continue to be inspired by examples of what CWB can achieve in the UK and abroad, and we are delighted to be active participants in the growing CWB movement within Scotland. We have contributed to Scottish Government consultations on the future shape of CWB and are in a strong position to the requirements of the Community Wealth Building (Scotland) Act which was passed earlier this year. Our strategy looks to achieve results across a five-year period as a starting point. We will continue to refresh our annual action plan in the light of what we have achieved so far. We will extend the reach and scope of our actions by working together – partners, stakeholders and communities – to generate ideas, pool resources and harness our collective energy to bring about lasting change. Our ambition, as we set out in our strategy, is to develop a resilient, inclusive local economy, with more local employment and a more diverse business base. Moving forward with our strategy, we will build on the strong foundations we have established so far. Over the coming year we will take co-ordinated action across the five pillars of CWB to develop a fairer, more inclusive economy that works for the people and businesses of South Lanarkshire. Further information To find out more, visit Community Wealth Building - South Lanarkshire Council 45
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 8 September 2026 Report by: Chief Executive, South Lanarkshire Council Subject: Community Wealth Building Action Plan 2026 Refresh 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Commission with the Community Wealth Building (CWB) Action Plan for 2026/2027, following a review of the actions at the end of year four of the CWB Strategy. [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- [] (1) that the draft Community Wealth Building (CWB) action plan, attached at appendix 1, be approved. [1recs] 3. Background 3.1. At the first meeting of the Community Wealth Building Commission on 31 August 2021, the Commission approved an action plan to accompany the Community Wealth Building Strategy. 3.2. Performance reports detailing progress against the action plan have been presented to the Commission at Quarter 2 and Quarter 4 since the launch of the Strategy. Following presentation of the latest Quarter 4 progress report on 9 June 2026, the action plan has been reviewed to remove completed actions and to refresh the remaining actions under the five pillars. 3.3. This report presents the refreshed action plan for 2026/2027. 4. Community Wealth Building Action Plan – 2026 Refresh 4.1. All actions within the action plan have been reviewed by lead officers for the CWB pillars to remove completed actions and refresh the remaining actions, adding new actions or rewording actions as required. 4.2. The refreshed action plan will continue to be monitored and reported through the Improve performance management system. As in previous years, progress updates will be provided to the CWB Commission at Quarter 2 and Quarter 4. 5. Next Steps 5.1. If approved, the draft CWB action plan will be uploaded to the performance monitoring system Improve, which will be used to provide progress reports to the Commission at Quarter 2 and Quarter 4. 5 47
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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. Risk and Other Implications 9.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. Consultation was undertaken internally via the officer group for CWB and with partners via the CWB Progress Group. Paul Manning Chief Executive 19 August 2026 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 48
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Appendix 1 Spending We will: High Level Actions Steps we will take to deliver this action Timescales Expand the capability of local business and social enterprises to bid for public sector contracts with support from economic development and procurement teams. Provide support to local sectors based on an assessment of current capabilities ensuring support from Supplier Development Programme. Increase the level of spend with local companies. Annual Increase the number of registrations with Public Contracts Scotland tendering portal. Annual Increase the number of registrations with Supplier Development Programme. Annual Increase the contracts awarded to local companies. Annual Promotion and support of free procurement training (inc for relevant SLC contracts) aligned with the continued support of the SDP ensuring that all Business Gateway advisers are aware of the programme and what it delivers Annual Supplier Development Programme to assist SMEs to develop the required suite of supporting policy and practical documentation to submit bids for council works contracts. March 2027 Build on our knowledge of market supply through further analysis of local capacity to identify new opportunities for local business to grow Assess local markets, their existing capacity and willingness of business to grow together with the identification of appropriate contract opportunities. Promote the following to the South Lanarkshire SME base: • The council’s contract register as a source of information to interested parties • Scotland Excel contract opportunities • Hub South West contract opportunities and supply chain engagement Annual 49
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We will: High Level Actions Steps we will take to deliver this action Timescales Enact the changes necessary to the council contract terms and conditions to capture levels of sub-contracting spend March 2027 Increase the levels of pre- market engagement before commissioning to shape the preparation of tender requirement and prepare potential local bidders Assess those procurement opportunities where pre- market engagement would be considered beneficial. Promote SME engagement for sub- contract opportunities. Annual Increase promotion of tender opportunities to local sectors Use a range of communication methods to advertise opportunities to potential bidders. Support supplier events and continue the use of social media. Annual Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. Annual Specific promotion of quick quote opportunities. Annual VASLan to engage with council procurement (and Supplier Development Programme) to develop/enhance VASLan’s support for community organisations to help them understand tendering opportunities and become contract- ready. March 2027 50
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We will: High Level Actions Steps we will take to deliver this action Timescales Work with anchor institutions to explore further opportunities for more local spend Anchor organisations to promote contract opportunities to local SMEs and social enterprises. For our lower value procurement processes NHS Lanarkshire will ensure, where possible, that at least half of the suppliers invited to quote are based in the Lanarkshire area. March 2027 Maximise our approach to community benefits and social investment Review of the changes to delivering increased levels of community benefits and identification of new opportunities to improve community outcomes. NHSL to engage with local CVS through face- to-face and virtual routes to increase the number of community needs on the NSS community benefits portal. March 2025 Monitor the wish lists delivered from community benefits. Quarterly 51
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Workforce We will: High Level Actions Steps we will take to deliver this action Timescales Promote Living Wage and Fair Work practices locally demonstrating this within our own working practices Ensure that all Anchor organisations including South Lanarkshire Council have adopted the Living Wage as well as Living hours and fair work practices We will continue to advocate the Living Wage and work on developing living hours along with our Community Planning Partners and Anchor Organisations. March 2027 Support our local businesses to create fair working practices Continue to ensure that all businesses and third sector organisations who engage with the Council are encouraged to adopt the Living Wage and a fair work approach to employment practices. March 2027 Provide webinars and support to understand impact of Fair Work, for employers and communities. March 2027 VASLan to host a webinar and hold training events to raise awareness of and encourage Fair Work and Living Wage adoption across charities and Social Enterprises. March 2027 Provide keyworker-based employability support to participants from key priority groups to progress them to suitable employment within the local jobs market We will continue to deliver employability programmes which help local residents into work. We will work with the SL Local Employability Partnership to agree an Annual Investment Plan March 2027 We will procure a range of employability learning provision to meet the needs of participants We will work with employers and SLC managers to identify employment opportunities with a focus on skills gaps and hard to recruit entry level positions Work with our own services and public and private sector partners to identify the skills they need to grow and create wealth in the local economy. We will use work placements to provide pre- employment training to employability participants March 2027 52
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We will: High Level Actions Steps we will take to deliver this action Timescales We will provide sector specific training to employability participants to support progressions to employment March 2027 We will work with employers to support tailored recruitment and provide job-specific training March 2027 We will implement the Employability Promise to support care experienced young people to access SLC employment opportunities Deliver the Employability Promise Track the destinations of care experienced young people in partnership with SDS March 2027 Provide work placements across SLC to meet the needs of young people and ring-fence suitable vacancies March 2027 Identify potential numbers and roles for Modern Apprenticeship opportunities with Managers in the council and work with SDS to reflect these in the contract. Identify suitable Modern Apprenticeship opportunities within the Council over next 2-5 years Work with Resource workforce plans to identify numbers and MA occupational areas, and build on MA frameworks to create training which meets the needs of SLC. March 2027 Engage with SDS to agree MA priorities at national and local level Modern apprenticeship opportunities a standing item for discussion at local employability partnership meetings. March 2027 Work with Education Resources to identify suitable Foundation and Modern Apprenticeship journeys Monitor progress of Foundation apprenticeship candidates who are ready/suitable for Modern Apprenticeship opportunities. Put in place any additional supports required. March 2027 53
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Land and property We will: High Level Actions Steps we will take to deliver this action Timescales Continue to deliver an Affordable Housing Supply Programme Increase the supply of affordable housing across South Lanarkshire Deliver the Strategic Local Programme Agreement (SLPA) March 2027 (Annual) Preparation and approval of the Strategic Housing Investment Plan (SHIP) October 2027 (Annual) Implement policy on affordable housing in new private developments in Local Development Plan 2 March 2027 (Annual) Continue to operate and further develop the Open Market Purchase Scheme Identify and purchase appropriate properties to meet specific housing needs Promote and advertise scheme in targeted areas. March 2027 Achieve our target for properties purchased through Market Purchase Scheme. March 2027 Identify opportunities for housing led regeneration projects Continuous assessment of regeneration priorities as part of Local Housing Strategy process. Considered as part of annual review of Local Housing Strategy. March 2027 (Annual) Identified priority projects included as part of SHIP development. October 2027 (Annual) Ensure priority projects are included as part of the preparation of the next Local Development Plan 3 March 2027 (Annual) Support owners of empty homes to bring them back into use Continue to target long- term empty homes to bring them back into effective use and contribute towards meeting housing needs with a target of 20 set for 2025/26. Establish a Matchmaker Scheme to link empty properties with interested buyers. March 2027 (Annual) Set up an empty home grant scheme providing financial support for owners to improve property condition. Provide practical advice and assistance to empty property owners. Promote and support the Community Asset Transfer process Increasing number of asset transfers Support asset transfer through: • Continued promotional work March 2027 (Annual) 54
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We will: High Level Actions Steps we will take to deliver this action Timescales • Continuation of CAT Officer Post to support community interest. • Grow Community Capacity Annual evaluation of the ‘value’ of asset transfers to communities and CWB. March 2027 (Annual) VASLan to continue providing governance and capacity-building support to help communities take on and sustain assets. March 2027 Deliver improvements to support the Energy Efficient Scotland programme and encourage homeowners to do the same Continue to improve the energy efficiency of the Council’s housing stock contributing towards national climate change ambitions The Housing Investment Programme will continue to incorporate sustainable changes to the Council’s housing stock, working towards increasing the number of properties that meet the relevant energy efficiency standards for social housing. March 2027 (Annual) Continue to implement energy efficiency measures across council and partner facilities including investment in renewable energy solutions and low/ zero- carbon heating Deliver a range of projects as part of the Community Energy Efficiency Fund (CEEF) programme. March 2027 (Annual) Reduce embodied carbon from construction (new builds and refurbishment) Continue to maximise external funding to support owners and private rented properties improve their property Implement and administer the Energy Company Obligation (ECO) scheme within South Lanarkshire. March 2027 Repurpose neglected town centre assets to encourage footfall and spend in the local economy, and create thriving places where people can access goods and services on foot or via public transport. Apply the principles of Community Wealth Building to spatial planning decision including the preparation of Local Development Plan 3 and the assessment of planning applications. Ensure LDP3 supports the principles of Local Living and community wealth building. 55
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We will: High Level Actions Steps we will take to deliver this action Timescales Look to ensure that Council- led physical regeneration schemes have input from other anchor institutions and key partners and enable sharing and participation form the community and voluntary sectors. Engage with public, private and voluntary sector partners to marry -up aspirations and pool funding to add value and deliver one-stop service provision Ensure cross sector- partners are aware of planned projects and opportunities for collaboration March 2027 (Annual) 56
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Finance We will: High Level Actions Steps we will take to deliver this action Timescales Building on the relationship we already have with local Credit Unions, we will work locally with the credit unions and other community partners to explore ways to encourage use of the savings and affordable credit facilities which they offer. Develop working relationships with CUs and community partners to promote savings and affordable credit Explore options and opportunities to support the work of the Credit Unions. March 2027 Promote the NHS credit union through the anchor communications plan and staff health and wellbeing opportunities. March 2027 Continue our Participatory Budgeting process to deliver locally targeted spend. Continue the PB approach embedded in practices over recent years. Continue PB across Council Services to ensure local spend decisions are made by local people. Ongoing Look at ways of attracting and promoting investment opportunities in our area to regional and national institutions. Progress South Lanarkshire City Deal projects as part of the Glasgow City Region City Deal programme which facilitates economic growth in the South Lanarkshire and City Region area. The Council will continue to support the City Region programme financially as well as progressing and managing a number of South Lanarkshire capital projects. March 2027 (Annual) 57
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Building the generative economy We will: High Level Actions Steps we will take to deliver this action Timescales Continue to develop how business grants can help grow communities Offer targeted support to South Lanarkshire businesses, enabling them to create and safeguard jobs, increase turnover and profit Develop sector specific programmes (tourism, food and drink, social enterprises, green economy, construction, creative industries etc) March 2027 (Annual) Signpost businesses to other sources of help and advice March 2027 (Annual) Promote investment opportunities to regional and national institutions to market South Lanarkshire as a place to visit and do business Develop a marketing/investment strategy, including a promotional programme with targeted/seasonal events and promotions around key employment sectors. Improve web presence/ on line material March 2027 (Annual) 58
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 8 September 2026 Report by: Chief Executive, South Lanarkshire Council Subject: Good Food Nation Plan 1. Purpose of Report 1.1. The purpose of the report is to:- update the Commission on the upcoming duties for all local authorities and health boards on the development of Good Food Nation (GFN) plans and to inform the Commission of South Lanarkshire Council’s progress. 2. Recommendations 2.1. The Commission is asked to note the following recommendation(s):- (1) that the plans to meet the requirements for the Council to prepare South Lanarkshire’s Good Food Nation Plan be noted. 3. Background 3.1. The Good Food Nation (Scotland) Act 2022 was passed in June 2022. It imposes a legislative duty on Scottish Ministers, local authorities and territorial health boards to prepare and publish GFN plans. 3.2. The legislation asks Ministers and public bodies to “have regard” in their plans to how food-related issues affect outcomes across a wide range of sectors and areas, including:- health and physical & mental wellbeing social and economic wellbeing environmental sustainability, climate change, and biodiversity economic development animal welfare education child poverty 3.3. The Act explicitly requires decision makers to have regard to the principle that adequate food is a human right, referencing Article 11 of the International Covenant on Economic, Social and Cultural Rights. 3.4. In preparing plans, authorities must consider the role of all parts of the food system and supply chain, the importance of a sustainable food system in tackling climate change and biodiversity loss, and the role of high-quality, nutritious, culturally appropriate food in improving wellbeing. 6 59
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3.5. The Act does not just create a set of food strategies for Scotland; it puts food into policy and law on an equal footing to other Scottish Government policy priorities and asks that we consider the interrelationships and dependencies across policy. It also provides for clear accountability, monitoring, and reporting on plans for food. 3.6. The Act establishes a statutory Scottish Food Commission which became operational in January 2026. The Commission’s role includes:- scrutinising good food nation plans providing advice and recommendations supporting transparency and evidence-based policymaking 4 The National Good Food Nation Plan 4.1. The national Good Food Nation Plan was put before Scottish Parliament and approved in December 2025. 4.2. The national Good Food Nation Plan sets out six over-arching Outcomes for a Good Food Nation; the range of targets and indicators that will be used to gauge progress towards achieving them; and details of a wide range of food-related policies and initiatives from across the Scottish Government:- 1. a better food environment 2. a more sustainable food system 3. thriving local and regional food economies 4. high-quality scottish food production 5. a food system that promotes health and wellbeing 6. connection, participation and food culture 4.3. The Good Food Nation Plan exists to provide an overarching framework for a clear, consistent, and coherent future Scottish food policy that will be taken forward at both the national and local levels. Relevant authorities do not need to mirror the national plans outcomes but must “have regard” for them. 5 Relevant Authority Plans 5.1. Section 10 of the Act, which is not yet in force, requires each “relevant authority” to publish a Good Food Nation Plan. Local authorities and health boards are included in the definition of “relevant authority”. 5.2. Local Authorities were provided with 12 months written notice in March 2026 that it is intended that Section 10 of the Act will come into force in April 2027. However, this notice highlighted that this may take place later than this date. 5.3. Once Section 10 is in force, relevant authorities will be legally required to publish a Good Food Nation plan within a period of 12 months. 5.4. Local Good Food Nation plans are intended to bring together, in a comprehensive fashion, the actions that local organisations are taking or will take to address a wide range of food-related issues. 5.5. The Act requires these plans to “have regard” to the scope for food-related issues to affect outcomes or the national plan and the legislation, but relevant authorities are free to set their own local outcomes reflecting the needs of the local food system. 60
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5.6. The production of a local authority’s Good Food Nation plan will require input and activity from different council services, including procurement, education, social care, economic development, environmental protection, cultural and leisure services and waste management. There will also be ongoing outputs from the plan for all of its contributors. 5.7. While the statutory duties rests with the Council, the local plan will be co-developed across our local food system and with Community Planning partners and residents. 5.8. NHS Lanarkshire is also a “relevant authority” and will be required to produce its own plan. Council officers have been meeting with both NHS Lanarkshire and North Lanarkshire Council to ensure some regional consistency and support across our plans. 5.9. The Living Lab is a commissioned resource for relevant authorities which is providing resources and policy support across Scotland, including useful monthly, topical online drop-in sessions with all relevant authorities across Scotland. 6. Key Requirements in the Development of a Local Plan 6.1. Written records and statements are required to demonstrate how we have met our duties under the legislation in the development of our plan. It is recommended that we document this evidence from the beginning to support our statement. This evidence will be subject to scrutiny by the Food Commission. 6.2. When preparing a GFN plan, the relevant authority must publish and consult on a draft of the plan and have regard to any responses received. When consulting, the relevant authority must have regard to:- the importance of communicating in an inclusive way the importance of communicating in a way that is effective in engaging children and young people 6.3. There are concerns about consultation fatigue with both the Council and NHS Lanarkshire having the same duties to undertake consultation on similar plans, in the same timescales. We will work together to mitigate this. 6.4. Joint and regional plans are possible but each relevant authority participating in them must be able to demonstrate how they individually meet their duties in the production and reporting of the plan. Legal advice is recommended for all partners considering a joint plan as duties apply individually to each relevant authority that participates in a joint plan. 6.5. We must document how we have had ‘due regard’ to the national plan and produce a statement to this effect. 6.6. Authorities are required to report progress against their plans’ outcomes every two years and undertake a full review of the plan every five years. All plans are required to have outcomes, indicators, measures and list related policies as part of the duties. 6.7. Funding to support the development of plans is being discussed between COSLA and the Scottish Government and is expected to commence once Section 10 legislation comes into force. NHS Boards have been advised they will not receive any additional funding to develop their plans. 61
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6.8. A new statutory instrument is also be introduced under the legislation requiring all relevant public bodies to “have regard” to our own local GFN plan when carrying out “specific functions” in either policy or actions across other policy areas. Further information and a list of the specified functions are not yet published as there was still significant debate around them at the time of publishing the national plan. 6.9. When the list of specified functions is published, it may require us to review the functions specified on the list as part of our plan development and on an ongoing basis thereafter. This would include mapping other related policies and considering and noting any interdependencies with our Good Food Nation plan at review points. 7. Current and Next Steps 7.1. The Community Engagement Team Manager and Tackling Poverty and Inequalities Officer are the Good Food Nation Lead Officers for South Lanarkshire Council. They will work with colleagues internally and externally through the Community Planning Partnership to develop and draft our local plan. 7.2. In 2025/2026, a grant was offered to fund the establishment and start-up costs of an organised community food network for South Lanarkshire. The Community Food Network South Lanarkshire is coordinated by a partnership of five local third sector organisations: Grow73, Clydesdale Community Initiatives, Healthy and Active East Kilbride, Larkhall Community Growers and VASLan. The network will be self- sustaining through the third sector locality networks coordinated by VASLan. 7.3. The Community Food Network undertook engagement on local food systems across third sector food related organisations as an output of the funding and a report is forthcoming to inform the development of the Plan. 7.4. The Council’s lead officers will work across South Lanarkshire Council to form an internal working group of officers to begin to discuss the duties and requirements of the Council in relation to the plan and the various departments that will need to take actions in their respective areas to develop it. This group will have an initial meeting in September 2026. 7.5. Relevant officers in the working group will identify and drive forward their theme for the development of the plan with the Community Engagement Team acting as an overall facilitator to produce the plan and conduct the public consultation requirements with stakeholders and partners. 7.6. Updates will be provided to elected members as appropriate, with the proposed local Good Food plan presented to the relevant committee in line with the timescales of the legislation. 8. Employee Implications 8.1. Scottish Government funding levels remain unknown at this stage. Currently, existing Council officers will carry out initial development and scoping of approaches to develop the plan and identify expected resourcing needs to undertake the work, including any requirement for a temporary officer role to support the work. 9. Financial Implications 9.1. Further to the enactment of Section 10, it is anticipated that funding will be made available to relevant authorities to develop the plan. 62
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9.2. The Community Food Network is likely to require support towards ongoing costs and further engagement during the development of the local plan, given that the previous Shared Prosperity Funding has come to an end. 10. Risk and Other Implications 10.1. There is a risk that elements of the South Lanarkshire Food system are not within the scope of influence of Local Government, which could impact on achieving the outcomes set out in our local Good Food Plan for South Lanarkshire. This risk would be minimised by ensuing cross sector partnership involvement in the development of South Lanarkshire’s Good Food Plan. 10.2. There are possible future implications in terms of ‘due regard’ to ‘specified duties’ which have still to be legislated or described. 11. Climate Change, Sustainability and Environmental Implications 11.1. A strategic environmental assessment will need to be carried out by the working group prior to public consultation and presentation of a draft plan. 11.2. Sustainability and climate change should be a key element of a Good Food Nation plan. 12. Integrated Impact Assessment and Consultation Requirements 12.1. The Good Food Nation plan will require an Integrated Impact Assessment which will be completed prior to public consultation and updated thereafter. 12.2. All necessary and appropriate consultations will be undertaken within the council, with partner organisations and community groups. Paul Manning Chief Executive 13 August 2026 Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality We will work to progress and improve We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Focused on people and their needs Previous References None List of Background Papers https://www.legislation.gov.uk/asp/2022/5/contents Contact for Further Information If you would like to inspect the background papers or want further information, please contact Jennifer Kerr, Community Engagement Manager, Community Engagement Team Email: Jennifer.Kerr1@southlanarkshire.gov.uk 63
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 8 September 2026 Report by: Chief Executive, South Lanarkshire Council Subject: Community Wish List Update 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] provide an update on the completed transition to the City Region Community Benefits Hub on 30 June 2026. 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendations: [recs] (1) note the closure of the South Lanarkshire Community Wish List 30 June 2026. (2) note that the service is now administered by the City Region Community Benefits Hub as of 1 July 2026. 3. Background 3.1. In July 2022, the Commission received an update that all eight local authorities in the Glasgow City Region agreed in 2022 to work together to develop a regional web- based Community Wish List interface, which would have a shared backroom and individual landing pages. This would allow South Lanarkshire and the other member authorities to have control over their own process and the content of their web page. The procurement process was expected to start in 2022 but was delayed and was completed in 2025. 3.2. During the delay, a two-year temporary council officer post was funded and developed a very successful local Community Wish list with the intention of being ‘transfer ready’ when the new platform was created. 3.3. The Community Wish List operated for just over two years in South Lanarkshire and answered over £140,000 worth of requests to community groups in the area. The wishes granted included small financial donations, goods and materials, IT equipment, food and activity supplies. 3.4. In December 2025, the Commission approved a paper citing the change of approach from a partnership collaboration model and providing a revised plan to join the regional Community Benefits Hub on a new basis. 3.5. The South Lanarkshire Community Wish List closed to new wishes on 31 March 2026. After a three months transition period, the Hub platform was used exclusively from 1 July 2026. 7 65
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4 The Glasgow City Region Community Benefits Hub 4.1. During the 2025 development process, it became clear that the new regional platform was not going to have shared backroom or administrative processes and that the platform would be owned and operated solely by the Glasgow City Region Project Management Office (PMO), in consultation with participating partners. 4.2. As the platform met the minimum operating requirements of our Community Wish List service, the Commission agreed in December 2025 to continue with plans to join the regional platform on the basis that the existing service would not be merged or transferred but, instead, would be closing and replaced by the new service operated by a third party. 4.3. The Glasow City Region Community Benefits Hub offers communities the opportunity to have wishes granted by suppliers across the region, after a period of ‘local only’ promotion. For this reason, it was agreed, that the Glasow City Region Community Benefits Hub platform was the right choice for local communities in that it would offer them more opportunity than a local only Wish List service. 4.4. South Lanarkshire is one of 5 local authorities working with the Glasgow City Region on the platform by registering wishes and suppliers on the new Community Benefits Hub. Council officers have responsibility for approving and verifying wishes and suppliers that are registered in South Lanarkshire. 4.5. The platform offers South Lanarkshire Council a regular report, but this is supplemented by local records that are kept to provide real time information on completed wishes. 5. The Transition 5.1. Before and after the transition started in March 2026, live suppliers were made aware of the move to the Community Benefits Hub with regular communications in the run up and after launch. Emails went out to all live suppliers with links to further information and guides on the new Hub and any engagement with live suppliers was an opportunity to remind them of the change. 5.2. In June 2026, all suppliers were informed that the Community Wish List was now fully transitioned to the Community Benefits Hub and that all future wishes should be selected from there. 5.3. Regular engagement with suppliers includes reminders of the change and at each Community Benefit mobilisation meeting there is an agenda point to explain the new Hub platform and how suppliers should make use of it. 5.4. When a supplier makes a match on the new platform, the Community Benefit Officer sends an email with details of how to progress the donations with the recipient group, and contact is maintained until the wish is completed. This also ensures the council maintains accurate records to meet our Community Benefits Reporting duties. 66
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5.5. The Community Engagement Team likewise communicated throughout the transition and supported all registered wish holders to re-register their wish on the new platform, with a 29% take up rate. In addition, 30 new organisations also registered during this time, but not all have registered wishes. As errors cannot be edited or amended once submitted to the site, Council officers also offer support for wish- drafting prior to them going onto the site. 5.6. The team also follows through with community groups to confirm any matches reported through the system and remind them to close the wish on the platform before they register another one. 5.7. At the end of July 2026, the first fully live month, the following statistics were reported for South Lanarkshire from the regional platform:- 66 Community Groups registered 36 Businesses registered 63 Wishes registered 20 Matches made and in progress 9 Matches completed and delivered 5.8. Wishes to date have mainly been financial donations by Morris and Spottiswood, King Communications and Security Ltd, HLS McConnell, Edmundson Electrical LTD, BEMCO LTD, Ashleigh Scotland Limited, AKW Medicare and Ailsa Building Contractors Lid. 5.9. The system makes the matching process easier for the users and for match administration. Suppliers and community groups are taking well to the system, with some minimal support and community groups are benefiting from matches. Appendix 1 highlights a successful case study transition for one community organisation. 5.10. The regional release of matches is systematised, and work will have to be undertaken in order to ensure this is administered locally in a way that continues to provide accurate reporting. Once a wish is released into the regional pool, it leaves the local authorities list and council officers can no longer view either the wish or a match, as these are reported only as ‘regional matches’. 5.11. As Council officers are not administrators of the system, the Council relies on forms and requests to the PMO team to address errors or close wishes when it can be confirmed they have taken place, but a group has not completed their wish online. The impact of this on the burden of administration will be monitored. 5.12. All future development decisions relating to the platform will now be taken by Glasgow City Region (PMO). Users can submit requests for development of the platform to them through a form to ensure user perspective continues to inform the project. 67
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6. Next Steps 6.1. Now that existing groups and suppliers have been moved over, Council officers will now develop local promotional plans and tools to increase the requests for wishes from South Lanarkshire and seek to grow its use. 6.2. The transition for suppliers has overall been successful, however there are some initial issues of suppliers understanding the requirement to log into this system and how it differs to the Cenefits system they are asked to report Community Benefits delivery through. We will continue to address this through good communication and supplier meetings. 6.3. Offline tracking is required as reporting is restricted to three main downloads that do not meet the Council’s reporting needs. Officers will continue to keep local records to ensure reporting duties for Community Benefits are met. 6.4 Officers will continue to participate in the live user group which is now meeting quarterly instead of monthly. 8. Employee Implications 8.1. There are no employee implications associated with this report. 9. Financial Implications 9.1. There are no financial implications associated with this report. 10. Risk and Other Implications 10.1. We note the potential for increasing administrative burden on the PMO and would seek assurances that this cost will not be passed on to participating authorities. 11. Integrated Impact Assessment and Consultation Requirements 11.1. There are no Equality Impact Assessment or consultation implications associated with this report. Paul Manning Chief Executive 13 August 2026 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient, and transparent Ambitious, self-aware, and improving Fair, open and sustainable 68
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Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress, and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Previous References 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: Jen Kerr, Community Engagement Manager Email: Jennifer.Kerr1@southlanarkshire.gov.uk 69
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Appendix 1 Transition Case Study St Anthony's and St Mark's Foodbank We have received two sets of donations via the Community Benefit's Hub since it began. We were given a donation of £250 to buy toiletries and our second donation was a large donation of toiletries. We support an average of 80 families directly on a weekly basis, with additional support being given to support those in the Social Bite Accommodation in Rutherglen. In addition, we support families via a local nursery. We had been able to offer toiletries however a regular funding donation was reduced meaning we had to make the difficult decision to remove toiletries, nappies, wipes and household cleaning products from our available stock. Being able to reintroduce this thanks to the donations received has been great. Our visitors, especially those with families, have expressed their thanks to our team. Some of our visitors work, coming to us on week four of the month, so being able to access this support has been vital for them. Many of the teenagers are delighted to have access to shampoo, conditioner, soap, shower gel, toothpaste and deodorant- all things we take for granted but are luxuries for so many of our families. The impact on health and wellbeing is measured by the delight in the faces of the visitors when they see that we can offer basic toiletry items, alongside period products, received from SLC. The majority are very proud people who are struggling, so any practical help we can give allows them to heat their homes. The system is simple to use and we have been lucky to have our requests supported quickly. Once we had set up the login, the rest is easy. Having access to advice and guidance in the initial stages via the Community Engagement Team was much appreciated and made navigating the new process simpler. The response from companies, local and further afield is great. 70
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 8 September 2026 Report by: Chief Executive, South Lanarkshire Council Subject: Forward Programme for Future Meetings 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] advise members of the forward programme for the meetings of the Community Wealth Building Commission (CWB) invite members to suggest topics for inclusion in the Commission’s forward programme [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- [recs] (1) that the report and the outline forward programme for the meetings of the Commission, attached as an Appendix to the report, be noted. [1recs] 3. Background 3.1. Members of the Commission have expressed an interest in bringing forward items to future meetings which would explore each of the 5 pillars in detail and allow constructive discussion on how collectively to progress the CWB agenda in South Lanarkshire. 3.2. To assist in shaping the future deliberations of the Commission, an outline forward programme is attached as an Appendix to the report. Members are invited to consider the programme and suggest topics that they would like to see addressed at future meetings. 4. Employee Implications 4.1. There are no employee implications. 5. Financial Implications 5.1. There are no financial implications. 6. Climate Change, Sustainability and Environmental Requirements 6.1. There are no climate change, sustainability or environmental implications in terms of the information contained within this report. 7. Risk and Other Implications 7.1. There are no risk implications in terms of the information contained within this report. 8 71
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8. Integrated Impact Assessment and Consultation Requirements 8.1. The report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 6 August 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 72
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APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility Future Meetings Pillar-specific items SLC land and property link to renewable energy Scottish Government Climate Change Plan to 2040 and CWB links Place-making and CWB Case studies on CAT Transfers General Items Update report on next steps for CWB in South Lanarkshire SLC SLC SLC SLC SLC SLC SLC SLC SLC SLC 73
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