Agenda Document Pack - Community Wealth Building Commission - 12/03/2024
South Lanarkshire Council · 12 March 2024
Back to Community Wealth Building Commission — 12 March 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 04 March 2024 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, 12 March 2024 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive South Lanarkshire Council Councillor Alex Allison Councillor Robert Brown Councillor Margaret Cooper Councillor Joe Fagan (Chair) Councillor Kirsten Robb Councillor John Ross Councillor Margaret B Walker Paul Manning, Chief Executive Vacant, Executive Director (Finance and Corporate Resources) Soumen Sengupta, Director, South Lanarkshire University Health and Social Care Partnership Jann Gardner, Chief Executive, NHS Lanarkshire Josephine Pravinkumar, Director of Public Health, NHS Lanarkshire Hisashi Kuboyama, Development Manager, West of Scotland, Federation of Small Businesses Steven Sweeney, Chief Executive, VASLan Thomas Adamson, Estates Environment Manager, University of the West of Scotland (UWS) 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Community Wealth Building Commission held on 12 December 2023 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Consideration 3 HubSW Social Impact and Community Wealth Building in South Lanarkshire Report dated 22 February 2024 by the Executive Director (Housing and Technical Resources) and presentation by Michael Ross, Chief Executive and Joseph Drugan, Social Value Manager, HubSW. (Copy attached) 9 - 32 4 Community Wish List Report dated 20 February 2024 by the Chief Executive, South Lanarkshire Council. (Copy attached) 33 - 38 5 Town Centre Update Report dated 22 February 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 39 - 74 6 Community Wealth Building Progress Group Terms of Reference Report dated 15 February 2024 by the Chief Executive, South Lanarkshire Council. (Copy attached) 75 - 78 7 Meetings Timetable 2024/2025 Report dated 15 February 2024 by the Chief Executive. (Copy attached) 79 - 80 8 Forward Programme for Future Meetings Report dated 15 February 2024 by the Chief Executive, South Lanarkshire Council. (Copy attached) 81 - 84 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: Susan Somerville Clerk Telephone: 07557323097 Clerk Email: susan.somerville@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 12 December 2023 Chair: Councillor Joe Fagan Present: South Lanarkshire Council Councillors Alex Allison, Robert Brown, Kirsten Robb, Margaret B Walker P Manning, Chief Executive Designate (Finance and Corporate Resources) NHS Lanarkshire J Pravinkumar, Director of Public Health University of the West of Scotland T Adamson, Estates Environmental Manager Also Attending: South Lanarkshire Council Finance and Corporate Resources H Calley, Administration Officer; N Docherty, Administration Assistant; C Fergusson, Head of Finance (Transactions); J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy; N Reid, Improvement and Community Planning Manager Community and Enterprise Resources H Gourichon, Policy Officer for Food Development Larkhall Plan Partnership N Barr Apologies: South Lanarkshire Council Councillors Margaret Cooper, John Ross C Sneddon, Chief Executive; S Sengupta, Director, Health and Social Care Federation of Small Businesses H Kuboyama, Development Manager, West of Scotland NHS Lanarkshire J Gardner, Chief Executive VASLan S Sweeney, Chief Executive Officer 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 5 September 2023 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 Larkhall Plan Partnership A report dated 24 November 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the Larkhall Plan Partnership (LPP). The community of Larkhall was in a unique geographic position as it was close to the urban area of Hamilton, whilst on the edge of the rural Clyde Valley. It was a Community Growth Area, with its population expected to increase by 25%, to an estimated 17,000, in the next 5 to 10 years, which would bring challenges, at a time of financial pressures, on public services. The LPP was established in 2018, on behalf of the Larkhall community, primarily to focus on opportunities that might present themselves in the future. It had a considerable impact on operational and strategic developments in the town, both in partnership with the statutory sector and as a stand-alone organisation. The LPP worked in partnership with Larkhall Community Network, which was established as part of the local community’s response to the Covid-19 pandemic. Together, they comprised a partnership of third, public and private sector organisations. The LPP viewed CWB as an opportunity from which local groups could benefit and to which they could contribute. The LPP provided a structure that enabled creative thinking and project development, enhancing all aspects of community life, building strong partnerships and healthier, more prosperous communities in Larkhall and the surrounding areas and villages. A representative from the LPP gave a presentation on its shared vision of what it considered CWB would mean for Larkhall. The LPP hoped that Commission members would recognise the value of the contribution voluntary organisations could bring to the CWB agenda. The next steps were detailed in the report and included an invitation to Commission members to visit Larkhall. Nancy Barr from the LPP responded to members’ questions on various aspects of the report. The Commission decided: (1) that the content of the report and presentation be noted; and (2) that the invitation to visit Larkhall, meet some of the people involved and see what was being achieved be noted. 4 Community Wealth Building Action Plan: Q2 Update A report dated 14 November 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the Quarter 2 update of the Community Wealth Building (CWB) Strategy Action Plan. The CWB Action Plan had been approved by the Commission at its meeting on 5 September 2023. The report provided an update on the actions contained within the Action Plan for the 6 month period April to September 2023. Officers responded to members’ questions on various aspects of the report. The Commission decided: that the report be noted. [Reference: Minutes of 5 September 2023 (Paragraph 3)] 4
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5 Community Wealth Building and Neighbourhood Planning A report dated 24 November 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the provision of an annual empowerment report on local wealth building indicators on a locality basis. The Community Empowerment Act (Scotland) 2015 established the purpose of Community Planning and placed duties on Community Planning Partnerships (CPPs) to define several localities in which communities experienced significantly poorer outcomes than either the rest of the CPP area, or Scotland as a whole, and then undertake locality planning for each of those. Locality Planning would enable CPPs and their partners to tackle inequalities for communities facing disadvantage in well-targeted and effective ways. Each plan would show how CPP partners were deploying resources in support of the agreed outcomes in ways which promoted prevention, the reduction of inequalities and the building of community capacity. It was more beneficial for community bodies to participate in community planning at locality or neighbourhood level, where it would have most relevance to their lives and circumstances. The South Lanarkshire CPP had defined the 4 localities as Cambuslang and Rutherglen, East Kilbride, Hamilton and Clydesdale, which aligned with other locality boundaries. Within those localities, the CPP had developed 9 Neighbourhood Plans in very local neighbourhoods that were listed within the top 10% of deprivation on the Scottish Index of Multiple Deprivation. Community Wealth Building (CWB) aimed to ensure the economic system built wealth and prosperity for everyone which aligned well to Neighbourhood Planning policy and purpose. The CWB Strategy was a “place-based approach to economic development where anchor institutions, which were deeply rooted in their localities, did all they could to spend local”. The CWB Strategy recognised that bespoke approaches were needed in localities reflecting the differences between them. Neighbourhood Plans and locality planning more widely, aimed to do the same. It was considered that compiling CWB metrics by locality and providing more detailed information, broken down by neighbourhood planning areas within localities, would begin to provide insights for the Commission on where anchor resources were directed to build community wealth. It was, therefore, proposed to develop annual locality-based indicator reports for each of the 4 localities and Appendix 1 to the report outlined what type of information would be contained in those reports. Where possible, the information would be broken down by neighbourhood planning area within each locality to demonstrate specific investment in areas with poorer outcomes. Over time, locality-based indictor profiles would assist in establishing CWB plans and targets that were bespoke to the needs of each of the 4 locality economies. The Commission decided: (1) that the content of the report, be noted; and (2) Development of a locality-based set of CWB indicators, agreed. 6 Context for Community Wealth Building: Data Digest A report dated 2 November 2023 by the Executive Director (Finance and Technical Resources) was submitted presenting data on the social and economic situation in South Lanarkshire as a context for Community Wealth Building (CWB). 5
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In order to set the scene for the work of the CWB Commission, a ‘data digest’ was compiled and presented to the inaugural meeting of the Commission in August 2021. The digest covered a range of demographic, social and economic indicators and grew out of a joint Community Planning Partnership session on tackling inequalities. The Commission agreed that regular updates on key statistics be provided to assist debate and provide essential context for the work of the Commission. An updated data digest was presented to the Commission on 28 June 2022. The data digest had been refreshed for 2023 and was attached as Appendix 1 to the report. The data digest covered a range of topics including:- general population claimant unemployment and 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-19 on the labour market a range of public health indicators, including road accident casualties, crime statistics and hospital admissions data Officers responded to members’ questions on various aspects of the report. The Commission decided: that the report be noted. [Reference: Minutes of Community Wealth Building Commission of 31 August 2021 (Paragraph 3) and 28 June 2022 (Paragraph 3)] 7 Food Procurement: Findings of the Market Capability Assessment and Next Steps A report dated 22 November 2023 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the Council’s Market Capacity Assessment on food procurement and the next steps as described in the action plan. The Council aimed to provide suppliers with opportunities to increase the provision of local food and drink, as set out in the Good Food Strategy, Procurement Strategy and Community Wealth Building (CWB) Strategy. Local procurement was one of the key strands of the Council’s CWB Strategy and the exercise aimed to identify opportunities for increasing local spend. A Project Review Group on Sustainable Food Procurement was established in February 2021 to identify options to progress this objective. In particular, a decision was taken to source funding to undertake research into the food and drink market in South Lanarkshire, with a view to identifying actions to increase local spend and overcome potential barriers. A successful application was made in October 2021 to the Council’s Food Strategy Fund for £10,000 to recruit a consultant to undertake a Market Capacity Assessment to understand the capacity of local food and drink businesses to supply the different buyers of the Council. Following a Quick Quote procedure, the contract was awarded to Fare Consulting Limited for a budget of £14,500, the additional funding having come from the Food Strategy Fund. The objectives of the Market Capacity Assessment and activities undertaken to deliver the project were detailed in the report. 6
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A summary of Fare Consulting Limited’s findings and additional data provided by Scotland Excel were detailed in the report including:- overview of Council buyers overview of food purchased overview of the local food and drink market and engagement with businesses including current suppliers overview of practices developed by other local authorities in Scotland key findings challenges and opportunities The report also detailed the evaluation of the Market Capacity Assessment, next steps and monitoring. The Commission decided: that the report be noted. 8 Forward Programme for Future Meetings A report dated 23 November 2023 by the Executive Director (Finance and Corporate Resources) 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 Commission decided: that the report be noted. 9 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: 12 March 2024 Report by: Executive Director (Housing and Technical Resources) Subject: HubSW - Social Impact and Community Wealth Building in South Lanarkshire 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an overview of community benefits delivered through South Lanarkshire Council’s partnership with HubSW across affordable housing, education and health investment projects in South Lanarkshire 2. Recommendations 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the content of the report and presentation by HubSW be noted; and (2) that the future opportunities to expand the social value and community benefits of investment projects through HubSW from across the Commission’s membership organisations, be considered. 3. Background 3.1. On 6 June 2023, Housing and Technical Resources provided an update to the Commission on ‘Community Benefits associated with the Council’s Affordable Housing Supply Programme’. 3.2. The report focused on 3 recent investment projects completed by the Council where significant local spend and benefits had been achieved through the programme, aligning with the Land and Assets Pillar of the current South Lanarkshire Community Wealth Building Strategy. 3.3. The report highlighted that the Council, through the likes of the Affordable Housing Supply Programme and other capital investment projects, would continue to maximise the community benefits gained through these, with further updates on this area provided to the Commission at a late date. 4. Introduction to HubSW 4.1. HubSW was established by the Scottish Government in 2012 as 1 of 5 new public/private partnership approaches to support the effective delivery of investment and infrastructure projects across southwest Scotland. 4.2. HubSW operates across 6 local authority areas, including South Lanarkshire, with a focus on delivering projects across the housing, education, health and leisure sectors. A key ambition of the partnership is to maximise the social value and benefits gained from these projects. 3 9
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4.3. The presentation to the Commission will outline HubSW’s partnership with South Lanarkshire Council to date and its commitment to supporting Community Wealth Building in South Lanarkshire. 5. Next Steps 5.1. South Lanarkshire Council will continue to work with HubSW on a range of investment projects across the housing and education sectors with opportunities to enhance the partnership further continually considered. 5.2. Further updates on this area will continue to be provided to the Commission as the Council’s Affordable Housing Supply Programme is delivered, aiming to provide 1,300 additional council homes by 31 March 2027. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications for the Council associated with this report. All projects outlined within the presentation have been funded through agreed capital budgets and grant funding streams. 8. Climate Change, Sustainability and Environmental Implications 8.1. This report does not currently introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore, no strategic environmental assessment is required. 9. Other Implications 9.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 10. Equality Impact Assessment and Consultation Arrangements 10.1. No equalities impact assessment was undertaken in relation to the content of this report as the proposals are out with the control of the Council. Stephen Gibson Executive Director (Housing and Technical Resources) South Lanarkshire Council 22 February 2024 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self aware and improving. Fair, open and sustainable. Excellent employer. We will work to recover, progress and improve. We will work towards a sustainable future in sustainable places. Good quality, suitable and sustainable places to live. Thriving business, fair jobs and vibrant town centres. Inspiring learners, transforming learning, strengthening partnerships. 10
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Previous References Community Wealth Building Commission, 6 June 2023. List of Background Papers www.hubsouthwestscotland.co.uk/about/what-we-do Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jonathan Read, Strategy and Policy Advisor Housing and Technical Resources E-mail: jonathan.read@southlanarkshire.gov.uk 11
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hub South West Scotland Social Impact & Community Wealth Building in South Lanarkshire 3 13
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Agenda 1. Overview of hub South West 2. Our Commitment to Community Wealth Building in South Lanarkshire 3. Working in Partnership with South Lanarkshire Council 4. Strategic Support Services can support you with 5. Questions 14
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What is hub South West Agenda Item 1 - Who are hub South West We were set up by the Scottish Government and our public sector participants over a decade ago with the vision of creating a joined-up approach in procuring and delivering public sector projects creating local jobs, local apprenticeships and recirculating spend from the projects we deliver back into the local economy. All whilst delivering value for money, high quality and sustainable projects invested in a long-term continuous improvement model that recirculates lessons learnt and best practice. 15
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• Established in 2012 • A Scottish Government initiative through the Scottish Futures Trust • A 20/25-year public sector/private sector partnership to deliver projects for the local community • Owned by the SFT and local authority participants • 5 hubs throughout Scotland, each representing 20% of the Scottish Population Who are hub South West? Agenda Item 1 - Who are hub South West 16
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Why was the hub model set up? To provide the public sector with a mechanism to deliver and manage buildings more effectively, with continuous improvement leading to better value. Partnership Awards: Cumbernauld Academy, Best Education – Higher Education Project 2020 Learning Places: Lockhart Campus, Project of the Year – Inclusive Design 2023 Learning Places: Newmains & St Brigid’s Community Hub, Inspiring Learning Places 2023 Partnership Award: Dalbeattie Learning Campus, Best Social Infrastructure2018 Learning Places: Ayr Grammar, Project of the Year 2022 Herald Property: East Whitlawburn, Best Regeneration Project 2022 Commendation Learning Places: Prestwick North Education Campus, Pupil/Student Experience 2023 Scottish Design Awards: Newmains & St Brigid’s Community Hub, Grand Prix 2023 Agenda Item 1 – Overview of hub South West 17
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We work across a number of sectors including Education, Healthcare, Affordable Housing, Leisure, Office and Regeneration but not limited in what we can provide to our Participants. What we do? Agenda Item 1 – Overview of hub South West 18
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hub South West Scotland Mission Statement To be the public sector development partner of choice for our participants, providing an unrivalled partnership model to deliver their built environment projects more effectively, with continuous improvement leading to high quality and better value whilst creating local jobs, local skills opportunities and building regional economies. Agenda Item 1 – Overview of hub South West 19
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Our Values Agenda Item 1 - Who are hub South West Continuous Improvement Our Value Goals • Partnership working being core to everything we do offering a flexible and responsive service to our participants. • Achieving value for money for our participants using of competitive tender market testing process. • Achieving high qualitydefect free projects. • Creating local jobs, skills opportunities, recirculating project spend in the regional economy and delivering a programme of initiatives to develop SMEs to win work. • Our governance and integrity via a public and private board structure overseeing our operations in the context of a fully compliant Scottish Government backed public sector procurement model. • Delivering sustainable solutions and helping participants drive toward Net Zero. • Investing in our long-term continuous improvement model recirculating innovation, learning and enabling public sector collaboration. 20
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Agenda Item 1 - Who are hub South West Why do the Public Sector use hubSW? hubSW offers its Participants the following: ✓ Speed of procurement; ✓ Value for money; ✓ Investment in local community with a regional focus; ✓ Investment in skills; ✓ Social value investment and bespoke measurement; ✓ Quality at the heart; ✓ Experience in multiple sectors; ✓ Unrivalled track record; ✓ Continuous improvement model; and ✓ Access to and choice of the best design teams and supply chain 21
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£880m projects delivered across 94 individual sites £150m projects in construction across 8 projects £250m projects in development across 11 projects Our territory wide Outputs Affordable Housing £117m Delivered [741 Units] £64m in Construction [307 Units] £48m in Development [229 Units] Education £538m Delivered £140m in Construction £125m in Development Regeneration £13m Delivered Healthcare £58m Delivered Leisure £15m Delivered Office £7m Delivered Agenda Item 1 - Who are hub South West 22
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Tier 1a Contractors Tier 1b Contractors Our Construction Partners Agenda Item 1 – Overview of hub South West 23
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hub South West Scotland – committed to Community Wealth Building and delivering Social Value in South Lanarkshire – our impact 24
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Our business is much morethan bricks and mortar. We are committed adding economic value, people’s lives within our and using our networks and chain to provide opportunities businesses to participate in our programme. The hub model ideal strategic fit within public infrastructure. Dr Willie Mackie hubSouth ScotlandLtd 25
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PARTNERSHIP WITH: Our South Lanarkshire Projects: £33.7m projectsin development 8 completed projects Building sustainable infrastructure for Scotland We are owned by our public sector participants with the aim of creating local jobs, local apprenticeships and recirculating spend from public sector projects back into the local economy. hub SouthWest’sSocial Impactin South Lanarkshire 86 SUPPLY CHAIN DEVELOPMENT EVENTS 49 NEW JOBS CREATED 53 WORK EXPERIENCE PLACEMENTS 40 SCHOOLSTEM EDUCATION EVENTS £97,050,084 SUPPLYCHAIN SPEND RETAINED INSOUTH LANARKSHIRE Lanarkshire hub South West Scotland local SME engagement programme 24 NEW APPRENTICESHIPS 3 GRADUATES EMPLOYED £880m Overall hub projects completed ANNUALBUILD PROGRAMME – SUPPLIER DEVELOPMENT £81.8m projectsopen and operational JANUARY2024 26
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South Lanarkshire Employer Value of Work Packages No. of Work Packages SPIE £19,966,018 7 Castle Building Services £11,817,000 4 Interlocked Construction £10,170,776 6 MacGregor Flooring £3,390,037 11 Procladd £4,589,372 9 Veitchi Flooring £2,610,791 10 Workspace Design £1,210,144 6 Local Supply Chain Over the past 10 years, across the territory, hub South West have awarded over £97m of work to South Lanarkshire suppliers with a spend of £81m from South Lanarkshire Council. We invest in local suppliers. Agenda Item 2 - Our Commitment to Community Wealth Building in South Lanarkshire 27
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53 LANARKSHIRE BASED SME’s GIVEN 1-2-1 SUPPORT PREVIOUS BUILD PROGRAMME SESSIONS LEADERSHIP & MANAGEMENT NET ZERO / CARBON REDUCTION & SUSTAINABILITY MARKETING & SOCIAL MEDIA TENDERING & PROCUREMENT BUSINESS FINANCE & EMPLOYMENT LAW CONTRACTOR ESSENTIALS (ACCREDITATIONS) TIER 1 MEET THE BUYER SESSIONS WITH: 42 BESPOKE MEET THE BUYER EVENTS FOR LANARKSHIRE SME’S Agenda Item 2 - Our Commitment to Community Wealth Building in South Lanarkshire 28
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hub South West Scotland – working in partnership with South Lanarkshire Council 29
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Project Name Value Auldkirk Social Housing £7,453,354.93 East Whitlawburn £32,480,384.45 East Whitlawburn - Enabling Works £2,326,821.00 Glengonnar £3,489,134.31 Highstonehall Social housing £6,303,587.66 SLC Early Years Provision £8,135,395.08 Craigbank £6,724,291.73 Jackton Primary School £14,892,187.12 £81,805,156 19 South Lanarkshire Projects Completed Agenda Item 3 – Working in Partnership with South Lanarkshire Council 30
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hub South West Scotland – Strategic Support Service 31
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Strategic Support Services Agenda Item 4 – What Strategic Support Services can do for you We can help create and deliver your Net Zero route map and the associated impact on the service redesign model. • We can help you retrofit your housing stock. • We can assist you in hand back of PFI. • We can bring in any required specialist resource quickly and competitively to address any strategic requirements, including but not limited to: o Funding applications. o Business case applications. o Full estate portfolio reviews and planning. o Housing strategy development. o Housing heating strategies. o Place making. 32
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 March 2024 Report by: Chief Executive Subject: Community Wish List 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the establishment and development of the Community Wish List and to consider its future [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- [recs] (1) that the progress made on the implementation of the Community Wish List be noted. 3. Background 3.1. Community Wish Lists have been established across the public sector where communities are enabled to put forward requests for specific needs or benefits that can then be supported by selection by suppliers delivering contracts. The main advantage of this approach is in encouraging and providing a more bottom-up approach to delivering community benefits as part of the public sector procurement process, where communities’ needs are being directly specified by communities and met by contractors. 3.2. In July 2022, the Commission received an update that all 8 local authorities in the Glasgow City Region agreed in 2022 to work together to develop a regional web- based Community Benefit Digital interface which would have a shared backroom and individual landing page for each council. It was hoped this new platform would be able to incorporate the Wish List. The procurement process was expected to start in 2022 but was delayed and is now about to commence. We already use this platform in-house for other community benefit work. 3.3. At the time, South Lanarkshire Council identified investment funding which supported a fixed term 0.5 FTE officer post in the Community Engagement Team to work with communities to promote understanding and awareness of the Community Wish List. This post moved the Wish List forward in South Lanarkshire. 3.4. There was a great deal of preparatory work with communities to introduce the new concept prior to the interface being live. The postholder commenced in June 2022 and focused on establishing an in-house platform for wishes to be advertised, promoting the service and supporting groups to identify their wishes. The South Lanarkshire Wish List launched in July 2023. 4 33
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4. Current Progress 4.1. The Community Wish List has been ‘trading’ for 11 months. By the end of January 2024, it had 55 open wishes, 9 in process and 17 answered wishes. 4.2. The 9 wishes in process include requests for financial donations, goods and materials, IT equipment, food and activity supplies. 4.3. The wishes completed in the first 11 months of the programme are valued at £9,559.96. Group Name Type of Wish Asked Answered By What has been Received Value Blantyre Old Parish Church Donation of Goods/Materials Block Architects Ltd Security Light £300 for light £100 labour Press Release £400.00 PAMIS South Lanarkshire Financial Donation A M PHILLIP TRUCKTECH LTD Financial Donation £250.00 Abington Community Development Group Donation of Voluntary time - Specific Block Architects Ltd Design Costs £200 Childcare in the community Financial Donation A M PHILLIP TRUCKTECH LTD Financial Donation £250 Agape wellbeing Donation of Goods/Materials Findel.co.uk 3 x convector heaters 3x £89.99 £269.97 The Village Centre Donation of Goods/Materials Findel.co.uk 6 x tables £180 £1080 Stonehouse Mens shed Donation of Goods/Materials Jettison Professional Waste Management 2 x guitars £60 each 1x Banjo £20 2 x Violins £40 each Press Release £220 Lanarkshire Rape Crisis Centre Donation of Goods/Materials Sandra Martin Basic essentials such as, shampoo, conditioner, soap, hairbrushes, toothpaste, notebooks, pens, blankets, and candles £800 St Mary's Parent Council Donation of Goods/Materials Findel.co.uk Defibrillator £1,319.99 Sense Scotland Financial Donation A M PHILLIP TRUCKTECH LTD Financial Donation £250 Ups and Downs Theatre Group Financial Donation A M PHILLIP TRUCKTECH LTD Financial Donation £250 REACH Lanarkshire Autism Donation of Goods/Materials RM Resources Supply of educational material £500 Neilsland Primary Parent Council Donation of Goods/Materials Bell Group Building of raised beds and painting them £620 Hamilton District Foodbank Food donation and support Beattie Demolition Directly Answered £100 Abington community group Donation of Goods/Materials Various community groups Christmas Decorations and Gifts £150 Fernhill Bowlers Financial Donation SSI Schaefer Plastics UK Limited Financial Donation £250 Hamilton Churches Drop-in Centre Food donation and support Mcconechys Tyres Food donation £100 5 Delivery Model 5.1. The delivery of the programme to date requires contact with both communities and suppliers to continually develop the wishes, find offers and to find matches. While some elements of this work could be automated, the consistent messaging and pro- active promotion of the Wish List through the Community Engagement Team’s 34
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networks has contributed to its quick growth and the pace of successful matches as demonstrated in figure 1. Figure 1- Delivery Process 5.2. Suppliers that make offers range in size and scale from large national organisations such as Findel Education (who supply UK wide) and some smaller, local businesses that are not in our procurement suppliers lists but wish to support local community activity. 5.3. Suppliers are sourced through two routes; some come directly to us wishing to make an offer or some come through the Procurement Team promotion to suppliers they are working with. 5.4. Developing a relationship with the suppliers through the matching process has been critical in the success of the Wish List development to date. Once a supplier has chosen to make an offer and delivered on their commitment, they can then promote the Wish List to businesses in their own supply chains. 5.5. Suppliers have fed back to the Procurement Team that the single point of contact for the wish list makes it quick and easy to use and assists with processing a wish quickly. 6 Automation Options 6.1. The Community Wish List has been fully integrated into the Community Benefits Menu. The refreshed Community Benefits Menu sets out a range of opportunities for suppliers to engage with the Community Wish List, with hyperlinks from the menu taking bidders directly to the web-based platform. Bidders can choose to select live requests from community organisations to fulfil as part of their Community Benefits offer. This is promoted and monitored by the Procurement Team. This menu will be embedded into the new Social Benefit Procurement Platform Referenced in 3.2, but the specific wish list contents cannot be included therefore it will not be able to automate the matching function. 6.2. The current Wish List platform is free of charge because it is hosted within the council’s existing website but requires staff resource to update and maintain as well as manage the relationships the matching creates. 6.3. Elements of the process in Figure 1 could be automated and use a ‘self-service’ model but staff would still need to edit and approve wishes requested before they do online, and provide contact information to both interested parties once a match is made. Staff would also need to close the wish down from the website and follow up 35
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to see if the wish was granted or not. This would reduce staff time but also the frequency and quality of matches that are completed. 7. Employee Implications 7.1. The Wish List Development Officer is a 0.5 FTE temporary contract that will end on 30 June 2023. 8. Financial Implications 8.1. Continuing the Development Officer post would incur an ongoing cost. 8.2 Automating the service will incur some transition costs but these are still to be assessed. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change, sustainability or environmental implications as a result of this report. 10. Other Implications 10.1. There are reputational risks to the quality of the service and therefore, its sustainability and continued growth and success associated with the content of this report. 11. Equality Impact Assessment and Consultation Arrangements 11.1. There are no Equality Impact Assessment or consultation implications associated with this report. Paul Manning Chief Executive 20February 2024 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 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 36
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jen Kerr, Community Engagement Manager Email: Jennifer.Kerr1@southlanarkshire.gov.uk 37
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 March 2024 Report by: Executive Director (Community and Enterprise Resources) Subject: Town Centre Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on town centre activity [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- [recs] (1) that the work being undertaken in town centres across South Lanarkshire be noted. [1recs] 3. Background 3.1. The nature of town centres across the UK remains in a transitional stage. The range of issues involved in the challenges town centres are facing are broad and complex. Factors such as the Covid-19 pandemic, internet shopping, growth of out-of-town shopping malls, changes in retailer’s business models and consumer expectations have resulted in a decline in town centre footfall. 3.2. Some of the issues are local and specific to individual towns, however, many are issues seen across the country influenced by wider economic patterns, consumer behaviour and corporate decisions. 3.3. Supporting our town centres remains a Council priority and we continue to work closely with the appropriate groups and organisations in each town through a partnership approach to achieve our common goals. 3.4. Local communities remain supportive of their town centres and have a desire to see them thrive. The way in which they use their town centres is, however, very different to that of a generation ago. It is broadly accepted that the traditional function of a retail town centre needs to change to meet the needs and expectations of modern communities. Therefore, there is a collective need to establish a new role and function for our town centres to ensure that they can continue to thrive and remain relevant in the years ahead. 3.5. Officers are working on a range of projects designed to help transition our town centres into this new role. 5 39
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4. Hamilton Town Centre 4.1. Hamilton is a town centre with strong assets and a definable place quality. This is evident though the strong civic presence, business base, historical architecture and investment to date. These provide the foundations for Hamilton to reassert its role as a strong and vibrant town centre. Recognition of the change in retail requirements allows focus on other key aspects of the town centre including leisure and cultural offering, services and town centre living. As one of Lanarkshire’s largest towns, Hamilton is well placed to provide a variety of functions to a large catchment area. The current commercial backdrop has generated the need to review a number of prominent town centre sites as a whole and create a masterplan which meets the needs of today and tomorrow. 4.2. Threesixty Architecture is appointed to carry out masterplan work. The process has involved an intense period of activity over the last 6 months with a series of workshops with Threesixty Architecture along with officers from across the Council. These sessions have been led for the Council by the Executive Director (Community and Enterprise Resources) with support from officers from Enterprise and Sustainable Development, Housing, Estates, Planning and Roads. 4.3. The vision for the town centre is to repurpose underperforming areas into high quality, high-density, mixed-use developments which the residents of Hamilton can be proud of. This is an opportunity for innovative place-making solutions which will attract developer interest. The vision and framework produced has identified where investment will have the greatest benefit and demonstrate the ambition for the town centre to the community and investors. It sets the context for public and private sector investment over the next 15+ years. The masterplan reflects aspirations for a resilient, mixed-use economy which repositions the centre to meet the needs of 21st century living in a high quality and sustainable manner. 4.4. The development of the masterplan is a unique opportunity to deliver transformational change to the town centre. The plan will reduce the centre’s reliance on retail and focus on the needs and wants of the users of today and the future. The masterplan process is a detailed and complex exercise bringing together a range of solutions which balance the ambitions of the community with the challenging commercial environment. A summary of the masterplan is attached at Appendix 1 and illustrates the changes proposed to the centre. These proposals are ambitious, however, without significant intervention the town centre will fall into decline. 4.5. The masterplan was approved at Executive Committee of 21 February 2024. Officers will begin the public consultation process on 18 March 2024 with a 3-week in person consultation taking place throughout the town centre and a 6-week online consultation process. 4.6. Officers continue to support Hamilton Business Improvement District with a programme of initiatives designed to drive footfall into the town centre while it undergoes a period of transition. This includes events such as Lanarkshire Pride and a full event programme. 40
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5. East Kilbride Town Centre 5.1. East Kilbride Shopping Centre has gone through a challenging period over the last 18 – 24 months. Along with the challenges faced around Covid-19 and the changes in shopping patterns, the centre has been called in by the bank, who funded the previous purchase and has subsequently been put into administration on 16 November 2022. 5.2. With each change of ownership, a new team of asset managers has taken responsibility for the centre and in partnership with South Lanarkshire Council, a masterplan for the centre has been produced. A period of consultation was undertaken in September and feedback was largely positive. Officers are continuing to work with asset managers to secure the next steps for the centre. 6. Rutherglen Town Centre 6.1. The draft Rutherglen Town Centre Strategy and Action Plan (Appendix 2) was granted committee approval. Officers will now undertake a period of consultation over the forthcoming months. The strategy will be updated to reflect consultation feedback and a final draft will be presented to for committee approval. 7. Lanark Town Centre 7.1. Lanark Business Improvement District is currently undergoing a renewal ballot to secure a further 5-year term. The ballot closed on 29 February 2024 with the count taking place on 1 March 2024. 7.2. Work to upgrade the Tolbooth area and create an attractive plaza is currently out to tender. This project has been funded by the Place Based Investment Programme. 7.3. A masterplan for Lanark Racecourse has been approved. 8. Town Centre Living 8.1. One of the keys to supporting and regenerating our town centres is increasing the amount of town centre living. In many of our towns this is at a very low level relative to other towns and historic rates, and there is potential for some of the less commercially viable parts of town centres to be considered for residential development. An internal officer working group has been established and their recommendations will be presented to the appropriate committee in due course. 9. Other Town Centre Activity 9.1. Officers continue to work across all town centres with local communities on projects designed to improve the vitality and viability of our town centres. 10. Employee Implications 10.1. There are no employee implications as a result of the proposals set out in this report. The development and implementation of the masterplan will be led by officers within Enterprise and Sustainable Development Services in consultation officers across Planning, Roads, Property, Housing, Legal, Finance and Procurement Services. 11. Financial Implications 11.1. The costs for the Council in preparing the Hamilton Masterplan are funded through the Place Based Investment Programme. 11.2. Future investment by the Council in the town centre will be subject to a Full Business Case, funding availability and separate committee approvals. 41
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11.3. The masterplan is intended to support future external funding bids. All external funding opportunities will be explored. 11.4. All other town centre costs will be met through existing funds or external funding opportunities. 12. Climate Change, Sustainability and Environmental Implications 12.1. The masterplans and all other town centre work have sustainability at the forefront and projects will be taken forward in line with the Council’s sustainability objectives. 13. Other Implications 13.1. The risks associated with not supporting the masterplans is that Hamilton and East Kilbride town centres will face further decline if no action is taken. This will result in a process of managed decline rather than investment for growth. 13.2. The Council could face reputational damage if it is not seen to actively support and encourage investment in the town centre. 13.3. Redevelopment of the town centre allows the Council to respond to the demands for both affordable housing and the continued demand for private sector housing. 14. Equality Impact Assessment and Consultation Arrangements 14.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore, no Impact Assessment is required. 14.2. Consultations are conducted by Economic and Sustainable Development Services with a range of other Council services who have an ongoing role in town centres. This consultation and cooperation will continue throughout the duration of the initiative. David Booth Executive Director ( Community and Enterprise Resources) South Lanarkshire Council 22 February 2024 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve 42
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Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Executive Committee – 21 February 2024 List of Background Papers Hamilton Town Centre Masterplan Executive Summary Rutherglen Town Centre Draft Strategy and Action Plan Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Victoria Eccles E-mail: victoria.eccles@southlanarkshire.gov.uk 43
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A Masterplan for Hamilton Town Centre: Executive Summary 5 45
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a masterplan for hamilton town centre This new Vision for Hamilton seeks to demonstrate the physical and spatial moves and approach required to deliver a re-energised and resilient town centre core. The Vision re-imagines the future of Hamilton and sets out to define the next phase of its evolution. 46
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a masterplan for hamilton town centre Changing Retail Habits - General reducing demand for retail floor space - Increase in online shopping has had a significant impact - Marked decline in national retailers (loss of M&S / Wilko etc) - Proximity of edge of town retail parks Changing Patterns of Working Increased flexibility and remote working - Demand now for smaller and better quality office space Challenges Facing the Town Centre 47
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a masterplan for hamilton town centre Then / Now / Next In Town / City Centres • All Retail • Banking • Civic • Offices • Healthcare • Education • Sports • Residential After 60 Years Erosion Mainly in Town Centre • 20% of all Non-Food Retail / 20% of all Food Retail Increasingly on Internet • 17% of all Non-Food Retail / 6% of all Food Retail • Banking • Education Mainly not in Town Centre • 63% of all Non-Food Retail / 74% of all Food Retail • Cinema • Education • Healthcare What We Need Now • Residential • Leisure / Sports • Offices / Workspace • Maker Space / Studio Space • Education • Healthcare • Culture / Tourism Then Now Next 48
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a masterplan for hamilton town centre Methodology A Vision For High Street Regeneration guidance document balanced town 1. Rebalance 3. Connect 4. Gather 5. Repopulate 6. Locate Services Centrally 7. New Workplace 8. Educate 9. Night Life 11. Meanwhile 10. Attract 12. Repurpose & Repair 13. Green Place 2. Resilient Retail 14. Include legible town living town working town vibrant town responsible town We have followed the principles in our Scottish Government guidance ‘A Vision for High Street Regeneration’ developed in collaboration with Scotland’s Towns Partnership and Revo - We have employed the methodology and manifesto that structures the analysis and response into key sections and grouped these thematically A successful town centre core supports a vast diversity of functions and the ways we collectively use the town centre are wide ranging and complex 49
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a masterplan for hamilton town centre A town centre reinvented... Hamilton - A connected, inclusive & resilient town centre ...for the Community An inclusive and accessible town centre with increased levels of living, working and play for all, regardless of mobility or income ...for Living A town centre that provides a broad choice of different housing opportunities in terms of type and tenure and supports these with essential services, creating a true 20 minute neighbourhood. ...for Leisure & Culture A town centre that serves not just its local population but a vibrant hub for the wider region, home to essential leisure and cultural services ...for Active Travel A permeable town centre that prioritises people over cars and facilitates walking, cycling and public transport accessibility right at its heart Concept Sketch New Cross Shopping Centre Site Proposals Regent Centre Proposals: A New Residential Quarter 50
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3 Former Bairds Department Store Residential Use / Office Space / Meanwhile Space 5 Duke Street Car Park Student / Hotel accommodation with new town centre car parking provision 4 Keith Street Car Park New residential gateway block and public car parking A number of key assets and sites of opportunity were identified as part of the initial project scope: 1. The New Cross Shopping Centre 2. The Regent Shopping Centre 3. Former Bairds Department Store 4. Keith Street Car Park 5. Duke Street Car Park 6. Hamilton Police Station Study Area and Key Sites 2 The Regent Shopping Centre A new mixed-use residential led neighbourhood 1 The New Cross Shopping Centre A new mixed-use residential led neighbourhood (6. Hamilton Police Station - shown in same image) 5 C 5 2. The Regent Shopping Centre 1. The New Cross Shopping Centre 5. Duke Street Car Park 4. Keith Street Car Park 6. Hamilton Police Station Castle Street Vogue Cinema Site 3. Former Bairds Department Store a masterplan for hamilton town centre 51
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New Cross Centre Flats Family Townhouse / Terrace Active ground floor use Proposed DevelopmentExisting Condition Demolition to street level with retention of ‘basement’ service area and parking (subject to technical assessment) - Opportunity to reinstate historic route: Chapel Street, to improve permeability - Proposed mixed-use residential-led development with active ground floors - Potential to incorporate office or service use adjacent to the Top Cross - Adjacent Police Station and Court site: potential residential development or location for new Nursery Police Station Site: Potential circa 20 new homes Sketch view of proposals from Top Cross Potential to provide circa 80 new homes a masterplan for hamilton town centre This new development, with the reintroduction of active street level units and routes has the potential to positively transform the setting of the Top Cross and greatly increase footfall around Quarry Street, benefitting existing businesses 52
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Regent Centre Existing Condition Flats Family Townhouse / Terrace Active ground floor use Potential Student / Hotel Later living accommodation Proposed Development New pedestrian / cycle friendly residential street at heart of new neighbourhood Demolition of asset. Options for former M&S unit to be considered - Proposed significant mixed-use residential-led development with active ground floors Improved town centre permeability through the introduction of new streets and spaces - Opportunity to reinstate historic routes in lieu of enclosed inward looking malls - Potential for a wide variety of house types and tenures (Private, Social, Later Living etc.) - New active travel connection proposed from the public transport hub right through the heart of the new neighbourhood Alternative Option: Retention of M&S Building Potential to provide circa 350 new homes The Regent Centre site provides a significant opportunity to transform Hamilton town centre with the introduction of a new residential-led neighbourhood a masterplan for hamilton town centre 53
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Sketch view of a repurposed and transformed Bairds, capable of hosting a variety of uses Massing view of redevelopment option: Residential with active ground floor unit to key corner Bairds Building Existing Condition Potential Development Options Option to demolish and redevelop to provide additional residential units over an active ground floor - Potential alternative to repurpose and reinvent as a mixed-use building capable of containing a variety of uses ‘Meanwhile’ Uses Potential food vendors and seating a masterplan for hamilton town centre Potential to provide circa 20 new homes Option 1: Redevelopment Redevelopment takes time therefore there is an option to demolish and use this space for a potential F&B / Leisure offer prior to redevelopment Option 2: Retain & Repurpose Bairds site as part of larger assembly with Regent Centre redevelopment 54
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Massing view of redevelopment option: Residential with active ground floor unit to key corner M&S Building Existing Condition Potential Development Options EXTERNAL PLAY AREAS Option 1: Redevelopment Potential to provide circa 40 new homes Sketch view of building retained and repurposed Option 2: Retain & Repurpose Potential reinvention into a building capable of hosting a variety of uses (Office / Healthcare / Community etc.) Flats Active ground floor use a masterplan for hamilton town centre Option to demolish and redevelop to provide additional residential units - Alternative option to repurpose existing building: massing provides ‘buffer’ to Duke Street - Potential to be ‘landmark’ on new active travel route through adjacent residential-led neighbourhood - Potential reinvention into a building capable of hosting a variety of uses (Office / Healthcare / Community etc.) 55
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Car parking Workspace Unit Car parking Car parking Car parking Duke Street MSCP Existing Condition Proposed Development Massing view: New MSCP and Student Residential block Potential street level workspaces within new MSCP View of potential new active travel link to transport interchange Introduction of green /blue infrastructure to mark east/west residential streets Introduction of cycle route from active travel hub through new neighbourhood Connection to existing train and bus transport networks Existing car park structure believed to be in a poor state of repair - Proposed demolition of existing building and replacement with new smaller MSCP that uses same access and exit points as previous car park - New structure incorporates street facing workspaces at ground floor level to provide active frontages. - Potential new student resi / hotel block proposed for remainder of site - New active travel route connecting to public transport hub at heart of redeveloped site a masterplan for hamilton town centre 56
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Quarry Street Rebalance away from retail by introducing a more diverse range of street level uses (F&B, leisure, health and community etc.) - Diversifiy in tandem with retention of existing retail where possible and introduce a more local and artisinal retail offer - Implement improvements to the public realm: new greening, seating and shelter - Reintroduce vehicular traffic in one direction and combine with dedicated accessible parking - Infill gap sites and repurpose significant assets at Top and Bottom Crosses to ‘bookend’ street Existing Condition The resilient spine of Hamilton town centre Existing Residential at upper levels Existing street level uses New residential Retail F&B / Leisure Residential Office / Commercial Culture / Community a masterplan for hamilton town centre Top Cross Bottom Cross 57
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Castle Street & Vogue Site Existing Condition Proposal: A New Urban Park for Hamilton New ‘community’ pavilion with protected outdoor greenspace (Youth Hub / Nursery) Ramped access to mid level retained New F&B Unit with external terrace Ramped access to retail park maintained Landform stepped seating facing bandstand New covered bandstand facing into new urban park New F&B unit with external covered seating facing retail park Childrens Play Sensory Garden Seating and Planting area Vogue Site: Potential new Leisure Use Proposed new ‘Urban Park’ replacing extensive hard landscaped ‘plaza’ containing a variety of all age activities and uses - Opportunity to provide much needed amenity space for potential new residential neighbourhoods and the wider community - Provides extensive green / blue infrastructure within the town centre - Strengthens links between the retail parks and the traditional town centre - Potential incorporation of new pavilion buildings suitable for a variety of uses a masterplan for hamilton town centre Sketch view of potential urban park 58
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Redevelopment of former Bingo site to provide new leisure uses New residential point block on part of Keith st. Car park as ‘gateway’ to town centre New workspace/ start up units on site of existing retail, with pend access and car parking New residential point block with commercial ground floor and public square in front New residential blocks incorporating family housing, later living, commercial ground floor units, amenity and car parking New residential infill block to Quarry street with pend access to Campbell Lane with commercial ground floor New residential development to incorporate family townhouses and apartments on the site of the former police HQ and court buildings (potential nursery option) New ramped and stepped access to Chapel st incorporating green/ blue infrastructure New mixed-use urban block built around Quarry Lane to incorporate residential above small scale retail units New mixed-use urban block with residential built over retained lower level of new cross MSCP. Enhancement of public realm connection from travel hub to the high cross Potential new student accomodation/ Hotel as part of redevelopment of Duke st MSCP site New urban pocket park at the centre of residential neighbourhood with kids play and green / blue streets incorporating new cycle routes Family housing with parking Retention of servicing route for Quarry street New improved crossing of ring road for pedestrians and cyclists Upgrade of pedestrian / cycle route from station to Duke st MSCP to improve active travel routes Redevlopment of Duke st MSCP to provide new MSCP with active ground floor commercial units New pedestrian street with green / blue infrastructure as part of site redevelopment Castle street public realm to become new urban park with pavilions to take F+B / commercial uses, bandstand and provide green / blue infrastructure A Transformed Town Centre a masterplan for hamilton town centre 59
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SLC Towns – Places for People Rutherglen 2023-2028 – Action Plan 1. Introduction Town centres are at the heart of our communities and are a vital part of our past, present and future. They are traditionally places to shop, work and access the facilities and essential services that people require. But the role of our town centres is changing and people have more alternative choices than ever before. Costs of ownership and operation favoured out- of-town investment and more recently digital sales have replaced many of those made in a town centre. Consumer demand for choice and increasing home ownership has led national retailers and leisure operators to promote larger stores which are accommodated in out of town/edge of centre locations. Most centres have witnessed a reduction in the number of town centre residents and there has been a rise in car ownership leading to a decrease in local use. A growth in new build developments on the edge of centres has also led to a decline in the use of traditional town centres. The recent move by many to working from home has resulted in an unprecedented change in how we use and enjoy our town centres as demonstrated by the change in pattern of movement and footfall. Digital commerce is now more heavily used than ever with goods, services and restaurant quality food delivered to doorsteps quickly. Further, the way in which we think about town centres at both a national and local level has changed with more emphasis being placed on sustainability and the wellbeing agenda. Like all town centres across the UK, Rutherglen has felt these changes and the town centre must adapt to meet the needs of today’s consumers. It is understandable that we wish we could turn the clock back to how things used to be however, the traditional customer has undergone significant change. Instead of looking backwards to how the town once operated for a different generation we must instead look to what today’s users need from a town centre as well as how the town centre will operate for future generations. Only then will we create a centre that is a truly attractive proposition to both consumers, visitors, retailers and business. Rutherglen has a strong identity and the people of Rutherglen are rightly proud of its rich heritage as a Royal Burgh. Rutherglen town centre is, in comparison to a number of similar towns, performing well with a variety of retail, hospitality and banking units on a main street of high occupancy. It is important to ensure though that what is on offer is what primarily, the people of Rutherglen need, want and can access but also an attractive offering for visitors to the town from near or far. South Lanarkshire Council (SLC) can influence some factors relating to the centre and indeed has a focus on these. The vibrancy and vitality of the town centre however is dependent on a number of factors with the Council being one of many stakeholders. The town needs the support of all who live, work and do business in it to champion the town centre and help it reach its maximum potential. The Rutherglen Town Centre Action Plan (2023-2028) captures the collaborative actions of South Lanarkshire Council, our partners and town centre stakeholders to support Rutherglen Town Centre and build strong foundations for future generations. 5 61
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2. Rutherglen Town Centre Vision “To ensure Rutherglen Town centre is a vibrant hub, offering shopping, community services, leisure, business and residential spaces at the heart of a growing town with a proud history, heritage and culture” Places we create impact on those who live work and relax in them and can have a positive or negative impact on their health and wellbeing. Place planning and visioning is an important tool for delivering change which can address the needs of people and place and address the challenges of the future. Our Approach The purpose of this strategy is to propose a long term shared vision for Rutherglen town centre and objectives and actions to underpin it. Evolving from the work undertaken in previous town centre strategies this strategy and action plan has been prepared using a range of information gathered through engagement and research undertaken in partnership with the Improvement Service’s Shaping Places for Wellbeing Team. The strategy provides an agreed approach to the issues faced by the town centre and will inform future decision making to help achieve sustained long term improvement Place and wellbeing assessment A place and wellbeing assessment enables us to take a systematic approach to identify impacts and make recommendations for consideration to maximise benefits to the wellbeing of people and place and minimise negative impacts. At the conclusion of the place and wellbeing assessment process a report is produced with issues categorised under a set of Place and Wellbeing Outcomes, a consistent and comprehensive set of outcomes that every place needs to enable those who live, work and relax there to stay healthy and thrive. No one sector or discipline delivers these outcomes and we use the outcomes to critically question whether we are taking the right collective actions to bring about the change people need from our places Place and Wellbeing Outcomes Place and Wellbeing outcomes fall into five overarching themes with relevant sub themes under each. These themes in turn produce a set of outcomes from which actions are identified: 62
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3. Addressing the Challenges Rutherglen is a town centre with strong assets and a definable place quality. This is evident though the strong civic presence, business base, historical architecture and investment to date. These provide the foundations for Rutherglen to assert its role as a strong and vibrant town centre. Rutherglen’s key strengths include: - A distinctive and diverse offer Retailers have previously had representation in a considerably greater number of towns than their business models now allow. With the continued growth of online shopping, mobility of customers and move towards “click and collect” their requirements have changed and there is less demand from retailers for town centre locations. Recognition of this change in certain aspects of retailing allows focus on other key aspects of the town centre including leisure and cultural offering, services and town centre living. As one of Lanarkshire’s larger towns Rutherglen is well placed to provide a variety of functions to its catchment area. - Access and enhanced connectivity Rutherglen is very well-connected with excellent road and rail infrastructure to other areas of South Lanarkshire as well as into Glasgow City Centre and beyond. Rutherglen has the potential to further develop the quality of its offer and appeal of place. By continuing to develop its active travel offer and providing a welcoming experience for those with additional needs Rutherglen can support its local catchment. Rutherglen fits well into a 20 minute neighbourhood model which allows it to support the community it serves. - Strategic Investment SLC secured funding for investment in Rutherglen Town Centre for the creation of The Hub, a community meeting space on Rutherglen Main Street and also business incubation space and a gym facility in the Exchange shopping centre. SLC were also able to support the owners of The Exchange in carrying out environmental improvements including upgrade to the frontage. Officers continue to seek funding to deliver strategic investment outlined in this action plan. - Council Commitment The Council is committed to supporting our town centres and has developed strategies for Hamilton, Blantyre, Larkhall and Cambuslang providing further information and detail on policies set out in the adopted Local Development Plan (LDP). Each strategy provides a framework for collaborative work across a range of partners, groups and delivery models and a policy basis for communities to take forward aspirations for their own town centres. - Shaping Places for Wellbeing The Shaping Places for Wellbeing Programme stemmed from the desire to use Place and Wellbeing Outcomes to ensure the impact of decisions consider every aspect of place. To fully understand the contribution of our places as part of the preventative solution when addressing the range of priorities facing local councils and health boards across Scotland. 63
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Key Opportunities and challenges facing the town centre can be summarised as follows: KEY OPPORTUNITIES KEY CHALLENGES Extremely active, motivated local community with many people willing to work with Council and partners on environmental and other community issues On-demand expectations - new technologies and business models have made getting what we want when we want it easier than ever. This offers direct competition to the high street which will need to adapt to compete. Community Wealth Building initiatives give local people more say in the future of their centre. Changing face of retail to more digital models reduces the need for retail provision in traditional town centres leaving empty units. NPF 4 puts the town centre at the heart of new planning policy. Limited event and multi use spaces for community, clubs and groups to hire SLC Business Support Team have a robust programme in place to encourage start ups and help current businesses Energy inefficiency in ageing town centre buildings makes newer edge of town units a more viable proposition for businesses. Green economy – as consumer attitudes towards climate change shifts the green economy is becoming more important. Coupled with likely increased regulation, green focussed businesses and town centres will find themselves becoming more attractive to consumers. Ageing Population – an older society will change the demands users place on high streets not only in terms of what shops, facilities and community spaces are required but also in terms of accessibility. Excellent links to Glasgow (and beyond) via road and rail network. Reduction in town centre homes over the years has reduced the customer base in town centres. Close proximity to M74 and excellent transport provision makes the town an attractive option.with good provision of public transport Cost of living crisis reduces household spending power Unique local heritage and historic architecture give Rutherglen a distinct sense of place. High volume of traffic on Rutherglen Main Street (B768) restricts pedestrian movement and contributes to a noisy environment Good access to Open Spaces – Cuningar Loop, Overton Park, Fernbrae Meadows with access to local walking and cycling routes Air quality is perceived to be poor Town centre offer aligns with 20 minute neighbourhood model Seen more as a road link to city centre rather than a destination Rutherglen is a recognised Air Quality Management Area. An air quality monitoring station is situated in Main St Rutherglen and has produced evidence that air quality has improved significantly over recent years Traditional shopping hours are not in line with modern day lifestyles (limited Sunday opening and late-night shopping). 64
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Greater sense of “localness” after the pandemic creates demand for new community spaces, tailored retail and hospitality to meet local demands. There is a level of perception locally that Graffiti, vandalism, fly-tipping, and the storage of waste impact negatively on the visual appearance of the town centre. Rutherglen 900 - series of community led activities will attract visitors and promote Rutherglen as a place of historical interest encouraging community engagement and partnership working Increasing reports of youth/anti social behaviour Assessment of Rutherglen’s distinctive qualities alongside the opportunities and challenges facing the town centre show that, like all town centres, Rutherglen must evolve to take advantage of opportunities and counter threats. To continue attracting people and investment town centres must offer better quality choices that reflect our changing habits and lifestyles. They need continuing support and investment to allow them to improve and develop new functions other than retail. It is therefore important that Rutherglen town centre is better equipped to thrive and prosper, meeting the needs of all its residents, businesses and visitors. 65
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4. Strategic Context Legislative and strategic context for SLC’s town centre ambitions have developed over the past few years. Health and wellbeing, community empowerment, sustainability and the reduction of inequalities have become key priorities for the country. The key strategies and legislation which guide this document are as follows: National Planning Framework 4 The Scottish Government has published a new National Planning Framework (NPF4) setting out the future for planning of places and environments. NPF4 differs from previous NPFs as it incorporates Scottish Planning Policy and the NPF into a single document and forms part of the statutory development plan. The National Planning Framework recognises that the challenges town centres are facing today demand a change in the way we plan for tomorrow. Planning for the future makes it important to future-proof places, be more innovative and involve a wider range if people in the planning process. NPF4 supports the “town centre first” principle and the development of 20 minute neighbourhoods. The NPF places significant emphasis on building a more inclusive and fairer well-being economy. Place Principle and Place Making The “Place Principle” promotes a shared understanding of place and the need to take a more collaborative approach to a place’s services and assets to achieve better outcomes for communities. The principle requests that “all those responsible for providing services and looking after assets in a place need to work and plan together, and with local communities, to improve the lives of people, support inclusive and sustainable economic growth and create more successful places”. Scottish Government Town Centre Action Plan 2 (TCAP2) The Scottish Government published the “A New Future for Scotland’s Town Centres” report in February 2021. This report was an independent collaborative review of the progress and scope of the 2013 Town Centre Action Plan. The review group was asked to build on the town centre first approach and develop a refreshed vision for Scotland’s towns and the means to achieve it. While the review group found the basis and route map of the Scottish Government’s 2013 Town Centre Action Plan remains sound, they concluded that progress “needs to be more consistent and rapid”. To support this the group has made three key recommendations as follows: 1. Strengthen the formal positioning of towns and town centre in National Planning, including requirements to produce town and town centre plans, co-produced with communities and enhance data collection and use at town and town centre level. To support that: • Town and town centres to be included and prioritised in National Planning Framework. 66
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• Town Centre Plans need to be developed and implemented with the local community and with a focus and commitment on the wellbeing of people, the planet and economy. • Develop a revised and enhanced focus on measurement and data for towns and town centres. 2. Scottish Government should review the current tax, funding and development systems to ensure that wellbeing, economy and climate outcomes, fairness and equality are at their heart. 3. Funding of Demonstration Projects in Towns and Town Centres. Projects could be focussed around themes of: • Town Centre Living Expansion • Digital Skills and Use in Towns • Enterprising Communities • Climate Change Response Community Empowerment Act/ Community Wealth Building The Scottish Government has adopted the internationally recognised Community Wealth Building (CWB) approach to economic development as a key practical means to achieve wellbeing economy objectives. CWB is designed to harness the economic leverage of local “anchor” organisations (such as local authorities, health, universities, colleges, housing associations or large local private sector employers) to tackle long standing systematic challenges and structural inequalities within our communities. It seeks to transform our local and regional economic systems to enable more local communities and people to own, have a stake in, access and benefit from the wealth our economy generates. Community Wealth Building can deliver more and better jobs, business growth, community-owned assets and shorter supply chains creating greater resilience and supporting net zero ambitions. The Community Empowerment (Scotland) Act 2015 is a significant piece of legislation which enhances opportunities for the active participation of communities. The Act created new responsibilities and powers for the council and other public bodies to help empower communities. These include: • Participation requests whereby community groups can make a request to public service providers to open a dialogue on issues they feel are important with a view to improving outcomes. • Asset Transfer whereby communities have the right to make requests to local authorities, Scottish Ministers and a range of other public bodies for the transfer of land or buildings they feel they could make better use of. • Community Right to Buy which extends the community right to buy land to cover both urban and rural land and changes some of the procedures previously introduced by the 2003 Land Reform Act. The Act also makes provision for communities to buy land that is abandoned, neglected or detrimental to the environmental wellbeing of the community where the owner is not willing to sell the land. 67
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South Lanarkshire Towns – Places for People (Town Centre Visioning) Places for People is South Lanarkshire’s place-making framework for town centres. As a strategy it sits alongside the Local Development Plan, Community and Neighbourhood plans to help guide decision-making for our town centres. Town visioning has increasingly become part of the toolkit to address the challenges facing town centres and to reposition towns to meet the needs of the 21st century. Places for People provides a forward-looking strategy aligning local outcomes with wider national programmes and funding. It established a framework for a shared sense of vision. National programmes and funding initiatives offer new routes to develop and fund town centre investment programmes. Scottish and UK Government funding through Community Regeneration Funds, Levelling Up Funding, Growth Deals, Net Zero Initiatives and Place and Active Travel Funds create new opportunities to fund larger integrated programmes. Partnership funding can help accelerate project delivery, advance strategic programmes and build long term value alongside local initiatives. While currently in draft form this strategy will be adopted in 2024 and will sit alongside the Rutherglen Town Centre Strategy and Action Plan. South Lanarkshire New Places New Futures – Strategy and Action Plan South Lanarkshire Council’s “New Places New Futures” is an ambitious programme to support the transition to net-zero across South Lanarkshire’s towns while enhancing their qualities as places to invest, visit and work. Within the programme the Council has developed a vision and strategy for towns that builds on their existing assets, identifies areas and opportunities for improvement and place-making that supports sustainable living. Following the development of the Council’s Climate Change and Sustainability Strategy, this net -zero towns strategy provides a specific route map for how principal settlements across South Lanarkshire will positively address the transition to net-zero through place-based action and investment. While currently in draft form this strategy will be adopted in 2024 and will sit alongside the Rutherglen Town Centre Strategy and Action Plan. 68
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5. Town Centre Action Plan The Action Plan seeks to set out a range of objectives for Rutherglen Town Centre and outlines in the Action Plan where resources and activities should be focused to deliver the desired outcomes. There is no one solution or intervention which will address all the issues facing the town centre. The issues and solutions are wide ranging, interrelated and complex. The approaches and actions adopted will need to be given time and progressed as a coordinated suite of measures to deliver the most effective impact. Regeneration requires long-term sustained activity and initiatives and these actions need to be delivered with flexibility. Advancing a coordinated set of actions across the town centre will help business confidence and support investment. It must be progressed with a wide range of partner participation. Projects need to look to exploiting current programmes, grant funding and regeneration funds wherever programmes and funds allow. The projects and initiatives which the Council are highlighting to partners across the town centre will be categorised using the place and wellbeing themes as follows: • Movement o Active travel o Public transport o Traffic and Parking • Spaces o Streets and spaces o Natural spaces o Play and recreation • Resources o Services and support o Work and economy o Housing and Community • Civic o Identity and belonging o Felling safe • Stewardship o Care and maintenance o Influence and control The Strategy is a holistic range of measures aimed at revitalising a variety of aspects within the town centre. With this in mind, the success of the strategy is dependent on the actions of the Council in partnership with the private sector, community and third sector. 69
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6. Action Plan Movement Action Lead Timescales Outcomes Active Travel Plan SLC/ Short- Medium The Rutherglen and Cambuslang area Active Travel Network Plan was published in 2019 and identified: the actual and perceived barriers to all-ability cycling and walking for everyday journeys in and around Rutherglen and neighbouring Cambuslang, the network needed to enable modal shift to those modes and promote Rutherglen and Cambuslang as Active Travel Friendly Towns. Key routes have been identified, implementation and work is ongoing. Proposals to increase capacity at park and ride sites in the area are also identified Better Points App SLC Ongoing A pilot project funded by SLC and Scottish Government to move people away from unnecessary car journeys to walking, wheeling and cycling, car sharing and public transport by encouraging tracking and rewarding active and sustainable travel. Spaces Action Lead Timescales Outcomes Accessible town centres SLC, Shaping Places, Third sector partners Short- Medium Audits to be carried out to establish the suitability of Rutherglen town centre for those with accessibility needs. This will include looking at initiatives that will assist those with additional needs such as dementia, autism, and physical accessibility issues. Audits will determine future actions to be implemented. Support SLC’s litter strategy – the council wide litter strategy was approved by SLC Ongoing The strategy focuses on litter, fly tipping and dog fouling with an emphasis on prevention. Work will concentrate on education, engagement and 70
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Committee on 31st August 2023. enforcement. We will work with town centre partners on an action plan with key measurables. Greener, cleaner town centre SLC Medium SLC signed a concordat with the Clyde Climate Forrest committing, amongst other things, to target tree planting in urban areas. Not only will this help towards net-zero ambitions and improve air quality but studies have shown that trees help to increase dwell time in town centres. SLC aim to carry out design feasibility works to ascertain how the town centre could contribute to the ambitions of this scheme. Town Centre Net Zero Study SLC Medium This study looks at the longer term net zero ambitions for Rutherglen such as improving air quality, good transport links. Community Rail Partnership – Rail 74 CRP/SPT Ongoing Rail 74 covers six stations between Rutherglen and Hamilton. In partnership with Scotrail CRP develop projects working with local businesses and social enterprises to for example develop station artwork with a focus on improving mental health. Resources Action Lead Timescales Outcomes Cultural asset – feasibility study SLC Medium Identify a vision for key cultural assets in Rutherglen Town Centre. This will include how these assets can aid economic development within the town centre. Social enterprise – “Re-use” projects SLC/ VASLAN/ Social Enterprises Medium Explore the possibility of a shared space for sorting and distributing for social enterprises selling pre-loved items through a cooperative model. Former Mecca Bingo Hall Private sector/ SLC Short- medium term We will continue to work with the owner of this site to secure development 71
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Insideout App SLC Medium Digital noticeboard – aims to be a one stop shop for all business and community information Inward Investment SLC/Clyde Gateway Ongoing Number of projects complete and ongoing eg, Red Tree Magenta Business Centre creating assets which can aid economic development within Rutherglen town centre Town Centre Living SLC/Scot Gov/RSLs In response to Scottish GovernmentsTown Centre action Plan which encourages town centre living. Officers are working with housing colleagues and private sector to identify sites in Rutherglen where this may be feasible. Shaping Places for Wellbeing SPfW Ongoing 3 year programme delivered by Public Health Scotland and the Improvement Service jointly with local authority and NHSL to improve wellbeing by reducing the significant inequality in the health of people and to support those making decisions that will influence a place to consider the consequence of those decisions on all the evidenced features of places that impact peoples health and wellbeing. . Civic Action Partners Timescales Objective Rutherglen 900 Community Groups/SLC/Shaping Places Short To support a series of community led activities to celebrate 900 year anniversary as a royal burgh Town Centre CCTV rollout SLC, Police Scotland Ongoing Engagement with key town centre partners has been undertaken to ascertain areas of need and roll out a new state of the art system will be rolled out over the next 18 months. Air Quality Monitoring SLC/SEPA Ongoing Continued monitoring of air quality via Air Quality Monitoring Station on Main St Rutherglen to ensure continued 72
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improvement in air pollution levels. Stewardship Action Partners Timescales Objective Landlord Engagement SLC Short – Medium Empty shop units can discourage investment in the town centre, decrease the offer of the High Street and contribute to a general sense of decline. Engagement with absentee landlords aims to connect them back to the local community and consider ways which the units can be brought back into use through initiatives such as shop front improvements, pop ups, business support and change of use 73
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7. Next Steps The improvement of Rutherglen town centre is not solely in the gift of the Council. To develop and ensure ownership of the strategy it will be vital to build on the initial engagement and continue to work in partnership with local businesses land and property owners the local community, local interest groups and statutory agencies. The vision, objectives and actions outlined in this strategy are intended to form a basis for discussion and for all stakeholders to collectively share and take forward. Coordinated and sustained activity is key to supporting Rutherglen Town Centre. The delivery of the range of projects and initiatives will require agreement across all stakeholders taking a coordinated approach to delivery. With this in mind, this draft strategy will be subject to consultation before being finalised. The consultation will have three main elements: • Partner and stakeholder engagement • Public engagement through a consultation event to allow the local community to consider the proposals and feedback. • Digital consultation through SLC’s webpage. These three elements will run concurrently. It is anticipated that this process will take around 8-12 weeks following which Economic Development officers will collate and review feedback. This feedback will inform a finalised strategy and action plan for Rutherglen Town Centre. The finalised strategy will be used to engage with key stakeholders and support funding bids and submissions for specific projects. Engagement and sharing the town centre vision, objectives and strategy build a broad base of support for action allowing a collective approach to delivery. The indicative timetable for the process of developing and approving the Action Plan is as follows: November 2023 Draft Strategy to Community & Enterprise Committee for approval to carry out consultation exercise. February – March 2024 Online consultation live February – March 2024 In person consultation events held in Rutherglen Town Centre May - June 2024 Revision of action plan in response to consultation outcome. July 2024 Seek approval of Community & Enterprise Committee for finalised action plan. August 2024 + Implementation of action plan. 74
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 March 2024 Report by: Chief Executive, South Lanarkshire Council Subject: Progress Group Terms of Reference 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the updated Terms of Reference for the Community Wealth Building (CWB) Progress Group. [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- [recs] (1) that the updated Terms of Reference for the CWB Progress Group, attached as Appendix 1 and endorsed by the CWB Progress Group on 13 February 2024, be noted. [1recs] 3. Background 3.1. The Community Wealth Building Strategy was approved at the Council’s Executive Committee meeting of 10 March 2021 which included the formation of a CWB Commission. 3.2. The CWB Commission met on 31 August 2021 and approved a workplan based around action plans which covered the 5 pillars of CWB. 3.3. At its meeting on 27 October 2021, the CWB Commission approved the establishment of a CWB Progress Group to progress the delivery of those action plans and make recommendations on further actions to meet the objectives of the Strategy. 4. Terms of Reference 4.1. At its meeting on 27 October 2021, the CWB Commission also approved the Terms of Reference for the CWB Commission Progress Group. While it was initially recommended that the Progress Group meet on an 8-weekly basis, it was recognised that the frequency of meetings may need to be adjusted following an initial period of activity. 4.2. It is now proposed that the Progress Group frequency of meetings is adjusted to four times per annum, to reflect the frequency of Commission meetings. The revised Terms of Reference have been updated in relation to Section 3 ‘Meeting Arrangements and Practice’ and are attached as Appendix 1 to this report. 5. Employee Implications 5.1. There are no employee implications. 6 75
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6. Financial Implications 6.1. There are no financial implications. 7. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability or environmental implications in terms of the information contained within this report. 8. Other Implications 7.1. There are no risk implications in terms of the information contained within this report. 9. Equality Impact Assessment and Consultation Arrangements 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. Paul Manning Chief Executive South Lanarkshire Council 15 February 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 10 March 2021 CWB Commission, 31 August 2021 CWB Commission, 27 October 2021 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) Email : tom.little@southlanarkshire.gov.uk 76
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Appendix 1 Terms of Reference Community Wealth Building Commission Progress Group 1 Powers and Responsibilities 1.1 Progress the delivery of and monitor the implementation of the Community Wealth Building Commission’s (CWB) initial workplan and action plans to meet the objectives of the Community Wealth Building Strategy in order to contribute to the priorities of the South Lanarkshire Community Plan and promote a strategic approach to Community Wealth Building in South Lanarkshire. 1.2 Undertake tasks as directed by the CWB. 1.3 Support the CWB in the promotion of the Strategy 1.4 Support the CWB in its’ work to facilitate upskilling and awareness raising, across the partnership involved in developing its strategic approach. Partners, staff, and communities will all be involved as part of this programme of work. 1.5 Facilitate learning through identifying best practice activities in other established CWB areas 1.6 Support the CWB in the promotion of partnership working and to secure the involvement of partners including businesses, Government agencies and local organisations in Community Wealth Building initiatives and promote best practice among stakeholders. 1.7 Highlight and propose solutions to the CWB on any problems and issues arising which may impact upon the implementation of the Strategy. 1.8 Contribute to the development of future workplans to take forward the Strategy for approval of the CWB 1.9 Support the CWB to review policy and practice to deliver a more inclusive economy. 1.10 Facilitate where required information and data sharing activities related to the 5 pillars of Community Wealth Building. 2 Membership 2.1 Officer level representatives of the Council and all partners represented on the CWB and Community Planning Partnership. 2.2 Other Council officers and Representatives of Community Planning Partners may be invited to participate in specific meetings as required. 2.3 The CWB Progress Group will be chaired by the Chief Executive, VASLan. 3 Meeting Arrangements and Practice 3.1 Meetings to be held 4 times each financial year on dates to be agreed which feed into the timetable for the CWB Commission meetings 3.2 Additional meetings to be held as and when required. 3.3 Minutes of meetings will be submitted to the next appropriate meeting for approval as a correct record. 77
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 March 2024 Report by: Chief Executive, South Lanarkshire Council Subject: Meetings Timetable 2024/2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of the proposed timetable of meetings for the Commission to March 2025 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s): - (1) that the arrangements for future meetings of the Commission be approved. 3. Background 3.1. In accordance with its Terms of Reference, the Commission is required to meet 4 times each financial year with additional meetings held as and when required. 3.2. The proposed dates after 12 March 2024 are listed below:- Tuesday 11 June 2024 at 2.00 pm Tuesday 10 September 2024 at 2.00 pm Tuesday 3 December 2024 at 2.00 pm Tuesday 18 March 2025 at 2.00 pm 3.3. In addition, proposed dates for the CWB Progress Group meetings, which are scheduled to lead into Commission meetings and allow for post-Commission follow up, have been identified and subject to approval of the Commission’s meeting dates, will be circulated to members of the Progress Group accordingly. 3.4. All Commission meetings will be held on a blended basis, in person at the Council Offices, Almada Street, Hamilton and by Confero. 4. Employee Implications 4.1. There are no direct employee implications. 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. A Strategic Environmental Assessment will be undertaken if required. 7 79
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7. Other Implications 7.1. There are no implications in terms of risk. 8. Equality Impact Assessment and Consultation Arrangements 8.1. Consultation on the development of the CWB approach will be integrated with planned consultation and engagement activities through 2021 and beyond. Paul Manning Chief Executive South Lanarkshire Council 15 February 2023 Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Previous References Executive Committee, 26 May 2021 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) Email: tom.little@southlanarkshire.gov.uk 80
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 March 2024 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 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. In a similar vein, it has been noted at previous meetings that the updates on the action plan at Q2 and Q4 provide only an overview of progress, with brief summaries of the actions that are being taken. For a detailed understanding of the context, progress and challenges under each pillar, it is necessary to look at specific topics in detail. 3.3. 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 Implications 6.1. There are no climate change, sustainability or environmental implications in terms of the information contained within this report. 8 81
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7. Other Implications 7.1. There are no risk implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 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 South Lanarkshire Council 15 February 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 82
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APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility 11 June 2024 Q4 Progress Report 2023/2024 Annual Report Risk Register One Can Trust Community Activity & Local Enterprise Presentation (tbc) NHS report on Set of Anchor Metrics Forward Programme for Future Meetings Neil Neil Craig Jen Elspeth Tom 10 September 2024 Data Digest Action Plan Review 2024 NHS Director of Public Health report Update on Local Data Sets Forward Programme for Future Meetings Neil Neil Josephine Jen Tom 3 December 2024 Q2 Progress Report Forward Programme for Future Meetings Neil Tom Future Meetings SLC land and property link to renewable energy? (requested by Cllr Robb at December 2023 meeting) Employability and the Employment Pillar Asset Transfer Planning for Place and CWB Community Benefits within Contracts UN Sustainable Development Goals Supplier Development Programme Country Parks Clydesdale Way Shaping Places for Wellbeing SLC SLC SLC SLC SLC VASLan or Cmty Planning Iain Iain Iain Gillian 83
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