Agenda Document Pack - Community Wealth Building Commission - 11/06/2024
South Lanarkshire Council · 11 June 2024
Back to Community Wealth Building Commission — 11 June 2024 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 03 June 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, 11 June 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 Jackie Taylor, 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 March 2024 submitted for approval as a correct record. (Copy attached) 3 - 6 Item(s) for Consideration 3 Clydesdale Way Report dated 17 May 2024 by the Executive Director (Community and Enterprise Resources). (Copy attached) 7 - 14 4 Community Wealth Building Action Plan - Q4 Update Report dated 4 June 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 15 - 32 5 Community Wealth Building through GypsyTraveller Site Investment Report dated 23 May 2024 by the Executive Director (Housing and Technical Resources). (Copy attached) 33 - 38 6 Keep The Beat Alive Report dated 20 May 2024 by the Chief Executive, VASLan. (Copy attached) 39 - 42 7 Forward Programme for Future Meetings Report dated 3 June 2024 by the Chief Executive, South Lanarkshire Council. (Copy attached) 43 - 46 Any Other Competent Business 8 Any Other Competent Business Any other items of business which the Chair decides are competent. For further information, please contact:- Clerk Name: Lynne Hamilton Clerk Telephone: 07385370044 Clerk Email: lynn.hamilton2@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 March 2024 Chair: Councillor Joe Fagan Present: South Lanarkshire Council Councillors Alex Allison, Robert Brown, John Ross P Manning, Chief Executive; J Taylor, Executive Director (Finance and Corporate Resources) Federation of Small Businesses H Kuboyama, Development Manager, West of Scotland NHS Lanarkshire J Pravinkumar, Director of Public Health University of the West of Scotland T Adamson, Estates Environmental Manager VASLan S Sweeney, Chief Executive Officer Also Attending: South Lanarkshire Council Chief Executive’s Service J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy; N Reid, Improvement and Community Planning Manager Finance and Corporate Resources N Docherty, Administration Assistant; S Somerville, Administration Manager, I Strachan, Head of Administration and Legal Services Community and Enterprise Resources I Ross, Project Manager Housing and Technical Resources J Read, Strategy and Policy Advisor HubSW J Drugan, Social Value Manager; M Ross, Chief Executive; S Sands, Development Director Apologies: South Lanarkshire Council Councillors Margaret Cooper, Kirsten Robb, Margaret B Walker S Sengupta, Director, Health and Social Care NHS Lanarkshire J Gardner, Chief Executive 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 12 December 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 HubSW – Social Impact and Community Wealth Building in South Lanarkshire A report dated 22 February 2024 by the Executive Director (Housing and Technical Resources) was submitted providing an overview of community benefits delivered through the Council’s partnership with HubSW across affordable housing, education and health investment projects in South Lanarkshire. HubSW had been 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. HubSW operated across 6 local authority areas which included South Lanarkshire, with a focus on delivering projects across the housing, education, health and leisure sectors. A key ambition of the partnership was to maximise the social value and benefits gained from those projects. M Ross and J Drugan, HubSW gave a presentation outlining HubSW’s partnership with the Council to date and its commitment to supporting Community Wealth Building in South Lanarkshire. Further updates would continue to be provided to the Commission as the Council’s Affordable Housing Supply Programme was delivered which aimed to provide 1,300 additional council homes by 31 March 2027. M Ross and J Drugan responded to members’ questions on maximising capital investment with diminishing budgets, the challenge of working towards net zero and local authorities’ input in terms of planning for programmes. The Chair thanked the representatives from HubSW for their informative presentation. The Commission decided: (1) that the report and presentation be noted; and (2) that the future opportunities to expand the social value and community benefits of investment projects through HubSW from across Commissions membership organisations, be considered. 4 Community Wish List A report dated 20 February 2024 by the Chief Executive was submitted providing an update on the establishment and development of the Community Wish. Community Wish Lists had been established across the public sector where communities were enabled to put forward requests for specific needs or benefits that could be supported, on selection, by suppliers delivering contracts. The main advantage was it encouraged and provided a more bottom-up approach to delivering community benefits as part of the public sector procurement process, where communities’ needs were being directly specified by communities and met by contractors. In July 2022, the Community Wealth Building (CWB) Commission received an update that all 8 local authorities in the Glasgow City Region had agreed to work together to develop a regional web-based Community Wish List interface, which had a shared backroom and individual landing pages. This would allow South Lanarkshire and the other member authorities to have control over their own process and the content of their web page. The procurement process was expected to start in 2022 but was subsequently delayed. However, it was now about to commence. 4
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At that 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 enabled progress with the Wish List in South Lanarkshire despite the delay in the regional platform. Preparatory work had been done with communities to introduce the new concept prior to the interface going live in July 2023. The Community Engagement Manager advised that, by the end of February 2024, 123 wishes had been registered, some of which had been withdrawn, and 33 had been answered at a value of £26,300. The current platform was free of charge as it was hosted within the Council’s existing website but required ‘staff resource’ to update and maintain it. Moving to the new regional platform and automating the service would need to be considered for cost and also for content and function control which would be assessed once it was procured. Information on the delivery model and process were detailed in the report as well as future considerations for the concept as the temporary funding for the project officer was due to end on 30 June 2024. The Head of Communications and Strategy responded to a member’s question in terms of the temporary post and ways in which the concept could be delivered going forward. In response to a further question, the Community Engagement Manager confirmed that the Community Wish List had been fully integrated into the Community Benefits menu. The Commission decided: that the report be noted. 5 Town Centre Update A report 22 February 2024 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on town centre activity. The nature of town centres across the UK remained in a transitional stage. The range of issues involved in the challenges town centres were facing were broad and complex. Factors such as Covid-19 pandemic, internet shopping, growth of out-of-town shopping malls, changes in retailer’s business models and consumer expectations had resulted in a decline in town centre footfall. Supporting town centres remained a priority and the Council would continue to work closely with the appropriate groups and organisations in each town, through a partnership approach, to achieve common goals. Local communities remained supportive of their town centres and had a desire to see them thrive. It was accepted that the traditional function of a retail town centre needed to change to meet the needs and expectations of modern communities. I Ross, Project Manager advised that the Place Based Investment Programme was now at the end of Year 3, with Year 4 monies committed and Year 5 remaining available for new projects. An update was provided on the following town centres:- Hamilton East Kilbride Rutherglen Lanark 5
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The Commission decided: that the report be noted. [Reference: Minutes of 5 September 2023 (Paragraph 5)] 6 Community Wealth Building Progress Group Terms of Reference A report dated 15 February 2024 by the Chief Executive was submitted on the updated Terms of Reference for the Community Wealth Building (CWB) Progress Group. At the Council’s Executive Committee meeting on 10 March 2021, the CWB Strategy was approved which included the formation of a CWB Commission. At its meeting on 27 October 2021, the CWB Commission approved the Terms of Reference for the CWB Progress Group where it was recommended that it meet on an 8-weekly basis, however, recognised that the frequency of the meetings might need to be adjusted following an initial period of activity. The Progress Group would now meet 4 times per annum, to reflect the frequency of Commission meetings. The revised Terms of Reference were attached as Appendix 1 to the report. The Commission decided: that the report be noted. [Reference: Minutes of the Community Wealth Building Commission of 27 October 2021 (Paragraph 5)] 7 Meetings Timetable 2024/2025 A report dated 15 February 2024 by the Chief Executive was submitted proposing that future dates of the Community Wealth Building Commission take place at 2pm on the following dates:- Tuesday 11 June 2024 Tuesday 10 September 2024 Tuesday 3 December 2024 Tuesday 18 March 2025 The Commission decided: that future meetings of the Commission be held on the dates detailed above. 8 Forward Programme for Future Meetings A report dated 15 February 2024 by the Chief Executive 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. 6
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 11 June 2024 Report by: Executive Director (Community & Enterprise Resources) Subject: Clydesdale Way 1. Purpose of Report The purpose of this paper is to: provide an update on the Clydesdale Way Project 2. Recommendation(s) 2.1. The Commission is asked to: (1) note the details of the Clydesdale Way project, proposed routes, and current position of the project 3 Background 3.1. In 2021/2022 South Lanarkshire Council worked in partnership with Borders and Dumfries and Galloway Councils to develop a joint bid for Round Two of the UK Levelling Up Fund targeting the Dumfriesshire, Clydesdale, and Tweeddale constituency. The joint ‘Three Rivers Active Tourism Project’ bid was targeted at promoting tourism, providing significant community benefits, improved culture, and rural economies. The bid comprised of three projects, one from each of the three local authorities. 3.2. South Lanarkshire’s project has focused on our rural path and cycling network through the development of the Clydesdale Way to address the gaps in the regional paths network. The proposed route commences at the end of the Clyde Walkway at Bonnington Lynn, creating a Western spur to Douglas and Eastern spur towards Biggar. From Wolfeclyde at Biggar the route can travel towards John Buchan Way at Broughton in the Scottish Borders or continue south past Coulter, Abington, Crawford, Elvanfoot and Leadhills to join the Southern Upland Way in Wanlockhead in Dumfries and Galloway. A high-level map is attached at Appendix 1 3.3. Detailed path route information was developed through a feasibility commission carried out by Ironside Farrer in 2022, which produced RIBA Stage 2 Concept Drawings, budget costs and maps for the proposed routes. 3.4. The creation of the Clydesdale Way promotes numerous benefits, including: Creating connected all user path network(s) to deliver economic, social, and environmental benefits across South Lanarkshire’s settlements including links to local and regional visitor attractions. 3 7
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Addressing local needs and address the major strategic regional gaps and connections to established long-distance path routes and associated networks across South Scotland. Addressing the need for connectivity within disadvantaged and deprived communities, creating active travel and recreational leisure choices in areas of poor public transport and low car ownership. Enhancing connectivity, address connections and safeguard rights of way, and connections to 2 World Heritage sites and local areas of high environmental quality. Securing improved awareness and education about local routes and long- distance path connections and value of local environmental assets and biodiversity through signage / interpretation. 3.5. The other local authorities’ projects focussed on the refurbishment of the following key heritage assets on the proposed routes: The Chambers Institution (Scottish Borders): converting an A-listed Council building in Peebles to accommodate an integrated museum, library, art gallery, and flexible event space. Annan Harbour (Dumfries and Galloway): refurbishing Colette’s Building, a vacant warehouse into a community hub; including public realm improvements to the surrounding harbourside, and construction of a new footbridge. 3.6. The joint ‘Three Rivers Active Tourism Project’ bid was co-ordinated by Stantec and was submitted in July 2022. The Outline Business Case and Concept Design to RIBA stage 2 for Clydesdale Way, developed by Ironside Farrar, were submitted as part of the bid. 4. Funding 4.1. In January 2023, South Lanarkshire Council was informed that the Round 2 bid was unsuccessful. The UK Government decided not to run a new competition for Levelling Up Funding (LUF) Round 3 and has instead drawn on bids submitted in Round 2 which were unsuccessful but had been assessed as ‘high quality and ready to deliver’. Consequently, on 20 November 2023, the UK Government advised the Three Rivers Active Tourism Project had been provisionally awarded £22,809,416. The 3 Councils are contributing £2,534,380 in match funding bringing the total cost to £25,343,796. 4.2. The LUF grant is broken down as follows: Clydesdale Way: LUF grant provisionally awarded £6,795,000. The Chambers Institution: LUF grant provisionally awarded £4,195,800. Annan Harbour: LUF grant provisionally awarded £13,131,796. 4.3. The total project cost for Clydesdale Way is £7,550,000 and the Council has identified the £755,000 match funding as required by LUF. 4.4. Dumfries and Galloway Council as lead authority, for the joint Three Rivers Tourism Project, received the formal Memorandum of Understanding on 26 April 2024. The three partner local authorities are working together to develop and implement appropriate governance arrangements and the required paperwork to return to UK Government. 8
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5. Procurement 5.1. The tender to appoint a consultancy team to manage and deliver the Clydesdale Way Project was issued on 13 March 2024, with a closing date of 19 April 2024, via a Mini Competition from the Scotland Excel Engineering and Technical Consultancy Framework Lot 9. 5.2. A consultancy team will manage and deliver all professional services of the Project through RIBA Stages 3 to 6, including: Preparation of a fully compliant Full Business Case in terms of the UK Government Green Book for the Project. Review and comment upon the Stage 2 information package undertaking the role of Lead Designer Management and development of all workplan stages, including all design packages using the previous Stage 2 designs as a basis for progression. Preparation and assistance with the tender process, including identification of priority packages in terms of ownership, preparation of tender documents etc., incorporating proposals for Community Benefits. Management of consultation relating to Landowner Agreements and stakeholders 6. Timescales 6.1. LUF criteria specifies that grant funding should be spent by March 2026. 6.2. The current programme indicates the remaining £755,000 Council match funding will be spent, and the overall project completed by September 2026. 6.3. A detailed programme of activity will be developed in conjunction with the successful contractor. 7. Next Steps 7.1. As part of the tender process, officers will carry out the assessment of bids to appoint the Consultant to manage, design and deliver the project. 7.2. An internal project team, which cover various disciplines across Council Resources e.g. External Funding Team, Countryside and Greenspace Team, Legal, Planning, Estates, Roads etc has been set up and will continue to meet on a regular basis to progress the project. 7.3. South Lanarkshire Council project leads will continue to meet regularly with Dumfries and Galloway and Scottish Borders Councils to co-ordinate the works, press and communication and future grant claims. 8. Employee Implications 8.1. There are no employee implications associated with this report. 9. Financial Implications 9.1. £755,000 match funding committed to secure LUF funding. 9.2. LUF spend by 31 March 2026 is dependent on landowner consents being concluded. 10. Climate Change, Sustainability and Environmental Implications 10.1. Projects will be taken forward in line with the council’s sustainability objectives. 9
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11. Other Implications 11.1 A significant number of landowners consents are required to carry work on these areas of land. A number of alternative routes have been identified as mitigation and to help ensure continuity of pathways. 11.2 Legal There will be a number of legal agreements which need to be negotiated and agreed in consultation with colleagues in Legal Services. 2 sections of the paths are located on other Local Authorities, Scottish Borders at John Buchan Way and Dumfries and Galloway at Southern Upland Way and will involve approvals of these authorities. 11.3 Estates Where work involves existing core paths, delegated authority to instruct the works is required. The Consultant will prepare Delegated Authority pro-formas for each agreement to the project manager for acceptance by the Councils Estates Team to instruct the appointed Legal Team to conclude agreement. 11.4 Planning Where works involve the construction of new paths which require Public Paths creation orders, delegated authority is required. The Consultant will prepare drafted Delegated Authority pro-forma for each agreement to the Council’s Project Manager, who will liaise with the Legal Team to conclude agreement. 12. Equality Impact Assessment and Consultation Arrangements 12.1. An impact assessment has been completed for this project. 12.2. Online consultation sessions were held in December 2022 with representatives of relevant Community Councils in the Clydesdale area and the Open Access Forum along with Ironside Farrar, South Lanarkshire Council Project Manager, Access Officers, and External Funding Officers. The routes were discussed in detail and proposals considered in the design. Further consultation will be carried out on final routes. 12.3. Landowners were contacted via letter in September 2022 and issued with a summary of the project. The landowners will be contacted again in due course to discuss the routes and details of potential works. 12.4. In June 2022, letters of support were secured from Sustrans, Healthy Valleys, Visit Lanarkshire, Visit Scotland, South Lanarkshire Open Access Forum, Southern Upland Way Liaison Group. David Booth Executive Director (Community & Enterprise Resources) 17 May 2024 Link(s) to Council Values/Priorities/Outcomes Values 10
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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 towards a sustainable future in sustainable places Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Judith Gibb, Change and Development Adviser Tel: 07795453544 E-mail: judith.gibb@southlanarkshire.gov.uk 11
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 11 June 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building Action Plan - Q4 Update 1. Purpose of Report 1.1. The purpose of the report is to: - present the Q4 progress update on the Community Wealth Building (CWB) Action Plan 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s): - (1) that the contents of the report be noted 3. Background 3.1. The Commission approved the 2023/2024 CWB Action Plan at its meeting on 5 September 2023. 3.2. This report presents at update on the actions contained within the Action Plan for the 12-month period April 2023 to the end of March 2024. 4. Progress Update 4.1. In line with the reporting arrangements for other key plans and strategies, the CWB Action Plan has been uploaded to the performance reporting system Improve. 4.2. There are 72 actions within the CWB Action Plan for 2023/2024. Progress to date against these actions is shown in the CWB Quarter 4 Performance Report 2023/2024, attached as appendix 1. 4.3. This report uses a traffic light format with the following definitions to give a status report on each measure:- Status Definition Blue Action complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available 4 15
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4.4. The overall summary of progress to date is as follows: - Status Actions Number % Blue 2 3% Green 65 90% Amber 4 6% Red 0 0% Report later 1 1% Totals 72 100 % (Data correct as at 4 June 2024) 4.5. Of the 72 actions, 2 are complete and will be removed from the Action Plan. The remaining actions will be reviewed, and a refreshed Action Plan will be brought to the September meeting of the Commission. 5. Employee Implications 5.1. There are no direct employee implications. 6. Financial Implications 6.1. There are no direct financial implications. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change implications as a result of this report. 8. Other Implications 8.1. None. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and therefore no impact assessment is required. Jackie Taylor Executive Director (Finance and Corporate Resources) 4 June 2024 Link(s) to Council Objectives/Values/Ambitions Accountable, effective, efficient, and transparent Previous References CWB Commission Report – CWB Action Plan 2023 Refresh 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 16
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IMPROVe - SLC Performance Management System Report printed on 4 Jun 12:04 Quarter 4 : April 2023 - March 2024 (This represents the cumulative position to March 2024) Performance Report 2023-24 Community Wealth Building - Plan 4 17
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Summary - number of detailed actions complete, green, amber and red under each Community Wealth Building Pillar Community Wealth Building Pillars Complete Green Amber Red Report later Total Spending 1 24 1 0 1 27 Workforce 0 15 0 0 0 15 Land and property 0 18 3 0 0 21 Finance 1 1 0 0 0 2 Building the generative economy 0 7 0 0 0 7 Total 2 65 4 0 1 72 Page 2 18
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Provide support to local sectors based on an assessment of current capabilities ensuring support from Supplier Development Programme. Deliver training events on public sector procurement for relevant contracts including quick quote In conjunction with the Supplier Development Programme we delivered four supplier engagement events: South Lanarkshire Council & Social Enterprises: A Conversation about Public Sector Contracts Talking Tenders - Care at Home with South Lanarkshire Council X 2 South Lanarkshire Council, Community Wish List supplier meeting Green Increase the level of spend with local companies The level of local spend for 23/24 will be published by LGBF in July 2024: however the % of spend with local enterprise from April to September 2023 indicated a positive uplift of 2% : increasing local spend from 17.6% to 19.8% for the first 6 months of the year. Report Later Increase the number of registrations with Public Contracts Scotland tendering portal There has been a 16.5% increase in SLC PCS registrations since November 2022 Green Increase the number of registrations with Supplier Development Programme New registrations for SLC suppliers for 1/4/23-31/3/24 are 111. Green Increase the contracts awarded to local companies The Council awarded 33 contracts to local companies in 2023/2024, which represents an increase in the proportion of contracts awarded to local companies from 12% to 16%. Green Promotion of free procurement training aligned with the continued support of the SDP ensuring that all Business Gateway advisers are aware of the programme and what it delivers. Promoting of procurement training continues via social media and all our engagement with local businesses Business Gateway advisers also promote SDP via their engagement with local businesses The Business Gateway is now under the management of NLC and SLC. We are at present arranging an event to make them aware of all SLC services, including SLC Procurement Green Page 3 19
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Supplier Development Programme to assist SMEs to develop the required suite of supporting policy and practical documentation to submit bids for council works contracts. SDP continues to update its suite of training, in the last year this has included webinars on community wish lists and the impact of the cenefits system on how businesses will report community benefits Green Continue to review the range of support provided to businesses wishing to engage and identify measures to increase capability. In the last year SLC Business Support has delivered new initiatives aimed at supporting businesses with free consultancy support as well as an accelerator programme for food and drink companies. We also changed the criteria for our Business Growth Grant to allow applications that are exclusively for projects that will help businesses on their journey to net zero Green Report on the findings of the Market Capacity Assessment to understand the capability of the food and drink sector to supply food and drink to the council. Outcomes of the market capacity assessment were presented at the Climate Change and Sustainability Committee on 20 September 2023 and at the Community Wealth Building Commission on 12 December 2023. Actions identified include continuing engagement with businesses; exploring ways to increase the supply of local food and drink in specific SLLC venues; identifying and analysing practices developed in other comparable local authorities; delivering the business accelerator programme “Eat South Lanarkshire”; supporting discussion with the food and drink network "Lanarkshire Larder"; and promoting sub-contracting opportunities. Complete Assess local markets, their existing capacity and willingness of business to grow Encourage local suppliers to bid for Scotland Excel and HubSW contract opportunities We deliver a yearly Build Lanarkshire programme with colleagues from Hub South West and North Lanarkshire. Each session is delivered in the premises of on of the Hub South West Tier 1 contractors and includes a face to face with a senior buyer from the contractor Green together with the identification of appropriate contract opportunities. Promote the council’s contract register as a source of information to interested parties Economic Development regularly promote access to the Council's contract register through social media and supplier events. The procurement team will be launching a new online version of the Contract Register with improved accessibility and search functions for potential suppliers in May 2024. Green Identify opportunities for local SME's to increase spend working with various agencies. Ongoing work across the business community working with the Supplier Development Programme and Business Gateway Green Identify the opportunities presented from the review of the Grow Local management information that should allow more local business to bid for prospective work. Grow local reports were distributed to procuring services for consideration of procurement opportunities. This activity is supplemented by ongoing activity from Economic Development, Procurement and procuring Resources’ Green Page 4 20
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Enact the changes necessary to the council contract terms and conditions to capture levels of sub-contracting spend Will form part of work to be undertaken to review and update council standard terms and conditions to be completed by December 2024. Amber Assess those procurement opportunities where pre-market engagement Utilise support from Supplier Development Programme to facilitate market engagement, using their marketing and social media channels, plus webinars and early engagement events. SLC's own social media channels and SDP's media channels utilised to promote SDP national events and webinars as well as our own SLC led SDP events and webinars Green would be considered beneficial. Maintain liaison with Tier 1 contractors to promote SME engagement for sub-contract opportunities and, where possible, obtain details of successful awards The annual Build Lanarkshire initiative is supported by, and takes place in the premises of, Hub South West member Tier 1 contractors. We are also part of the community benefits group for the new Monklands Hospital which is being delivered by Laing O'Rourke Green Earlier identification of potential contracts and cascading of this information to the relevant businesses. Procurement and Economic Development work together to ensure that suitable local suppliers can be identified for contractual opportunities, particularly Quick Quotes for Works. The procurement team work closely with the Supplier Development Programme on pre tender engagement events, which this year has included Care at Home suppliers, and events to engage social enterprises and subcontracting opportunities for tier one contactors. Regular Prior Information Notices (PINs) are published on Public Contracts Scotland as part of the pre tender market engagement process. Green Use a range of communication methods to advertise Conduct supplier events and increase the use of social media. Supplier events included ones specifically for SLC Social Care contracts as well as the involvement with Hub South West Tier 1 contractors for their forward plan of works Green opportunities to potential bidders. Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. SDP carried out 9 bespoke email campaigns for SLC to SLC registered businesses to promote the various webinars and encourage attendance. SDP also carried out a number of social media campaigns . These included 42 posts (linked In, Twitter and Face Book) promoting SLC, these were viewed 13,093 times and resulted in 343 engagements (click throughs, likes and shares) Green Page 5 21
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Specific promotion of quick quote opportunities. Economic Development and Procurement have referred potential suppliers to specific services and buyers for consideration in future tenders. Economic Development input into events or presentations that include the topic of procurement and advise that SLC can instruct quick quotes of up to £2m Green Review of the detailed feedback from SDP following the Meet the Real Buyer event. Feedback on annual Meet the Buyer received from SDP We did not have a Lanarkshire Meet the Real Buyer this year but one is taking place in November 2024 Green Review sustainability requirements for contracts Progress the Flexible Framework Sustainability action plan to further embed good procurement practice. The flexible framework is updated 6 monthly and the Council has achieved level 2 (from 5) and is working towards level 3 in People, Process, Reporting and Stakeholders and level 4 in Strategy. Achievements this year include implementation of a mandatory 30% sustainability score in the technical envelope for Fair Work, Community Benefits and Climate impacts. All high value contracts within the priority sustainability categories receive a full sustainability test to inform the specification and technical requirements of the tender. Green Identify those anchor organisations willing to participate and promote contract opportunities to Complete an exercise to identify common areas of interest with other anchor organisations. Discussion held between SLC and NHSL to identify potential areas of interest with community transport identified as one area for further development. Further discussions planned once base information has been gathered. Green local SMEs and social enterprises. For our lower value procurement processes NHS Lanarkshire will ensure, where possible, that at least half of the suppliers invited to quote are based in the Lanarkshire area. The practice of ensuring half of the suppliers invited to quote are based in the Lanarkshire area was included in the health board’s organisational procurement strategy published in 2022 and is now embedded as a business as usual process. Green Review of the changes to delivering increased levels of community benefits and identification of new Implementation of community benefits monitoring system. The Community Benefits monitoring software "Cenefits" was live, as scheduled, in March 2024, with successful registration and training of all relevant Council contractors and contract managers. This will enable the Council to improve monitoring and delivery of committed Benefits. Green Page 6 22
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status opportunities to improve community outcomes Monitor the wish lists delivered from community benefits. 25 community wishes with a value of £10,000 were delivered from contracted Community Benefits Green Consideration of the changes that could be made to the way contractual opportunities are presented to the market and evaluated in support of community wealth building objectives Review the contract evaluation criteria for regulated spend and potential for increasing tender opportunities for local business. Report prepared and to be considered by spend pillar working group. Green Workforce High level action Detailed actions Comments/Progress Status Ensure that all Anchor organisations including South Lanarkshire Council have adopted the Living Wage as well as Living hours and fair work practices We will continue to advocate the Living Wage and work on developing living hours along with our Community Planning Partners and Anchor Organisations •The Living Wage Campaign Sub Group met 6 times during 2023/24 Green Support our local businesses to create fair working practices Continue to ensure that all businesses and third sector organisations who engage with the Council are encouraged to adopt the Living Wage and a fair work approach to employment practices. •During that financial year South Lanarkshire obtained 35 new Living Wage Accredited employers. •From this 35 a total of 8 took advantage of the Living Wage Accreditation Discount Scheme with a total payment £522 •South Lanarkshire had a total of 175 Accredited employers as of 31 March 2024 Green Page 7 23
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Provide webinars and support to understand impact of Fair Work, for employers and communities. •Throughout the year the group continued to promote the Living Wage by attending events and using social media messages to raise awareness •Throughout the year group members particularly the Economic Development Team and Employability Team engaged with partners (DWP, SDS and RTWS) and employers •The group had a high profile presence during Living Wage Week in November 2023 Green We will improve the percentage of applicants from South Lanarkshire SIMD areas who secure work with Living Wage accredited employers Our employability projects will work with managers to identify pre employment training and skills required for entry level jobs as well as building on existing work to prepare our local residents for interview and improve their employability. The employability team has continued to support employability participants into vacancies. The NHS Demonstrator programme has provided p/t 6 month paid placements to 39 parents Green We will continue to deliver employability programmes which help local residents into work. We will map the extent of employability support with partners - identifying strengths, gaps and areas for development. The South Lanarkshire Employability Partnership has mapped all employability provision, and an operational sub-group has been established to identify and respond to gaps in service Green Work with our own services and public and private sector partners to identify the skills they need to grow and create wealth in the local economy, including skills needed for the transition to a net-zero economy. We will work with our own services and with partners on our Local Employability Partnership, local business organisations including Federation of Small Businesses and Lanarkshire Chamber of Commerce. The purpose is to consult with these communities – gathering data on their immediate as well as future skills needs. We will develop existing relationships with Scottish Enterprise, Business Gateway and Skills Development Scotland to ensure that up to date labour market and demand led data is informing our plans and developing our skills and knowledge training A new employer engagement team has been established within the employability team and works closely with Routes to Work South, Business Gateway and SDS to co-ordinate support to employers and identify opportunities. Green Be responsive to business and Social Enterprise needs We will further develop our Upskilling programme to ensure it is meeting demand led skills requirements and qualifications from local SMEs and Social Enterprises in particular. Funding changes through Scottish Government have necessitated a review of the upskilling programme and during 2023/24 it has focused on providing person-centred, targeted support to employed parents looking to access support or training to increase their income. Green Page 8 24
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status We will work with new businesses to ensure residents are upskilled prior to launch date through pre-employment training and employability support. The Council and RTWS provide pre-employment support to businesses including training. A sector based academy has been delivered in partnership with MacDonald hotels to support young people to progress to opportunities at Crutherland Hotel in East Kilbride. Green Promote the Council and partners as an ‘Employer of Choice’ highlighting our excellent Terms and Conditions and opportunities for flexible working. Build on work ongoing with Targeted recruitment in Employability Services, ensuring that applicants are supported to apply for vacancies with the council and partners as well as receiving pre-employment training where required. Use available funding to support job opportunities for local people within council. All employability participants applying for SLC posts are provided with pre-interview support. work placements are used where appropriate to provide pre-employment support to young people Green Continue to support local residents and businesses through our extensive employability programme of support We will continue to work with local companies and residents to ensure we reach the best fit of local vacancies to skills. Investing in training and employability support where required. The employability service has supported 2640 people across priority groups of young people in the last 6 months of school, young people aged 16-19, adults with barriers to employment, people with learning disabilities. 1481 participants progressed to employment or further learning during the year Green Identify suitable Modern Apprenticeship opportunities within the Council over next 2-5 years Work with Resource workforce plans to identify numbers and MA occupational areas, and build on MA frameworks to create training which meets the needs of SLC. The MA team meets with service managers on an annual basis to plan MA recruitment based on workforce plans. Green Engage with SDS to agree MA priorities at national and local level Modern apprenticeship opportunities a standing item for discussion at local employability partnership meetings. MA opportunities are shared across partner networks and discussed at the LEP Green Work with Education Resources to identify suitable Foundation and Modern Apprenticeship journeys Monitor progress of Foundation apprenticeship candidates who are ready/suitable for Modern Apprenticeship opportunities. Put in place any additional supports required. The FA team provide one-to-one support to all FAs including pre-interview support for those applying for SLC MAs. all FAs applying for SLC MAs interviews are guaranteed an interview. The positive destination rate for the FA programme is 98% Green Page 9 25
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Review the funding streams available to the Council to support training including Modern Apprenticeships Examine the terms and conditions of these funding streams to identify best option for funding or part-funding Modern Apprenticeship programmes and other training opportunities SG employability funding can be used to provide additional MA opportunities to priority groups. 6 care experienced young people were supported to access MAs in 2022/23 - 2023/24 Green Put in place options for trainee positions including modern apprenticeships using workforce plans and funding criteria to maximise effectiveness Use different funding streams to leverage best available options for sustainable traineeships. Link to work with DYW. The SG funded Kickstart programme ended in 2022/23 and SLC participants were supported to progress to sustainable employment. The Council has delivered the NHS Demonstrator programme in partnership with NHS Lanarkshire and plans to deliver a similar programme in 2024/25 through Facilities services to support parents into SLC employment. Green Land and property High level action Detailed actions Comments/Progress Status Increase the supply of Deliver the Strategic Local Programme Agreement (SLPA) total claims of £18.485 achieved through 23/24 Green affordable housing across South Preparation and approval of the Strategic Housing Investment Plan (SHIP). SHIP developed and approved at committee on 8th November 2023 Green Lanarkshire Implement policy on affordable housing in new private developments in Local Development Plan 2 Delivery of affordable housing through the development process is managed by application of policy in LDP2 and the accompanying supporting planning guidance. A robust consultation process with Housing Services ensures a bespoke solution is identified for individual sites. In addition the Planning Service is part of the officer working group identifying land for SHIP sites. Green Identify and purchase appropriate properties to Promote and advertise scheme in targeted areas. Scheme advertised on website, and estate agents made aware of SLC preferences. Green meet specific housing needs Target of 120 properties purchased through Market Purchase Scheme for 2023/24. Target of 120 OMPS was set for 2023/24 and 165 acquired. Green Page 10 26
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continuous assessment of regeneration priorities as part of Local Housing Strategy process. Considered as part of annual review of Local Housing Strategy. Following completion of the housing led Whitlawburn regeneration project in 2022/23, no further priority areas have been identified within the council's Affordable Housing Supply Programme. The focus of the programme remains to meet housing need across priority areas, with further developments relating to regeneration to be included as part of the annual review of the Local Housing Strategy 2022-27. Green Identified priority projects included as part of SHIP development. Priority of Low, Medium or High set against all SHIP projects. (22 High, 29 Medium, 16 Low) Green Ensure priority projects are included as part of the preparation of the next Local Development Plan 3 Preparation of LDP3 will involve extensive consultation with Council services and partners to ensure projects that will deliver the aims and objectives of the Council and Community Plans are identified and included in the plan. A key part of the LDP process now includes the preparation of a delivery programme to set out how the LDP will be implemented and achieve key outcomes. Green Continue to target long-term empty homes to bring them back into effective use and contribute towards meeting housing needs with a target of 15 set for 2023/24. Establish a Matchmaker Scheme to link empty properties with interested buyers. Work commenced in 2023/24 with other council services and the Scottish Empty Homes Partnership to develop a matchmaker scheme for South Lanarkshire. However, the Scottish Empty Homes Partnership are now undertaking a review of the active schemes to determine their effectiveness, with the council awaiting the outcome of this prior to launching a new South Lanarkshire scheme. Opportunities to join a national approach may also be available following this review, with it expected to conclude later in 2024/25. Amber Set up an empty home grant scheme providing financial support for owners to improve property condition. Work ongoing Amber Provide practical advice and assistance to empty property owners. Strategy and Policy Officer (Empty Homes) continues to deliver practical advice and assistance to any enquirer contacting the council. Referrals passed to colleagues in Home Improve Services, Building Standards and Environmental Services were additional assistance required. Green Page 11 27
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Increasing number of asset transfers Support asset transfer through: Continued promotional work, Continuation of CAT Officer Post to support community interest, Grow Community Capacity CAT Officer in post until March 2025. Supporting in excess of 45 CAT processes at any given time across the year. Green Annual evaluation of the ‘value’ of asset transfers to communities and CWB. Co-design an evaluation tool with a 1-2 completed CAT groups. Pilot and test. Develop the tool and CWB indicators. Evaluation Tool design commenced but has been paused due to the announcement of local building closures and the urgency of supporting a high volume of CATs. We will resume the evaluation of CATS this summer. Amber Continue to improve the energy efficiency of the Council’s housing stock contributing towards national climate change ambitions The Housing Investment Programme will continue to incorporate sustainable changes to the Council’s housing stock, working towards increasing the number of properties that meet the relevant energy efficiency standards for social housing. As at 31 March 2024, 95.39% of the Council’s housing stock meet Energy Efficiency Standard for Social Housing (EESSH). This is a slight increase in the number of properties meeting the standard in March 2023. Green Continue to implement energy efficiency measures across council and partner Deliver a range of projects as part of the Community Energy Efficiency Fund programme. The 2023/24 CEEF included a number of projects for LED lighting and the installation of PV panels in one primary school. All works were successfully completed by the in-house Building Services Team. Green facilities including investment in renewable energy solutions and low/ zero-carbon heating Reduce embodied carbon from construction (new builds and refurbishment) Design Process is constantly reviewing opportunities to reduce carbon. Green Page 12 28
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continue to maximise external funding to support owners and private rented properties improve their property Work with partners, including Home Energy Scotland, to provide advice and support to owners and private landlords on funding opportunities available to them. Through the existing partnership networks, Housing and Technical Resources continue to support owners and private landlords on opportunities to improve the energy efficiency of their home and reduce costs associated with heating. This includes through the twice annual Private Landlord Forum, with expert presenters attending to provide advice and answer questions on grant funding opportunities to over 80 South Lanarkshire private landlords. Green Implement and administer the Energy Company Obligation (ECO) scheme within South Lanarkshire. Throughout 2023/24. Housing and Technical Resources have led the development and implementation of South Lanarkshire's ECO4 Scheme that enables the draw down of national energy company funding to be used to improve the energy efficiency of homes across the local authority area. Since launching in July 2023, the scheme has enabled over 330 energy efficiency measures to be installed across 127 privately owned or rented homes by locally based contractors. Particular focus this year has been to support those on low incomes and significant health conditions, aiming to reduces costs associated with heating their home. Green Take the “20-minute neighbourhood” concept into account when planning capital schemes. Include "20 minute neighbourhood” within the scoring criteria when assessing bids for UK, Scottish Government and Council funded capital schemes The development of the East Kilbride and Hamilton masterplans have fully embraced the principles of 20 minute neighbourhoods. This is also reflected in the existing strategies and Masterplans for our other towns and most recently Rutherglen and the Shaping Places for Wellbeing Initiative. Green Page 13 29
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Apply the principles of Community Wealth Building to spatial planning decision including the preparation of Local Development Plan 3 and the assessment of planning applications. Ensure LDP3 supports the principles of Local Living and community wealth building: Submission of Evidence Report (September 2024) Prepare guidance to aid the assessment of planning applications (December 2024) A report setting out the role of the planning process in delivering CWB objectives was reported to the Commission in September 2023. Discussion has taken place with key officers to update on the data and information required for the LDP3 evidence report in relation to CWB and the social enterprise strategy and planning officers will participate in relevant forums in order to develop engagement opportunities. Some non-statutory supporting planning guidance will be created to highlight the role of the development management ptrocess in delivering CWB aspirations. Green Engage with public, private and voluntary sector partners to marry -up aspirations and pool funding to add value and deliver one-stop service provision Ensure cross sector- partners are aware of planned projects and opportunities for collaboration Regular updates to the Council's committees, CWB commission and extensive public engagement across our towns has helped keep partners up to date Green Page 14 30
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status We will look to approach the pension fund to explore further opportunities for investment in local areas. Other councils , with a similar interest, may wish to make a joint approach Through officers initially, we will approach SPF to ask for options to be considered for opportunities for local investment. Considerations to be developed along side SPF following initial discussions of possible areas. In relation to investment by SPF we have had communication with them around how they invest, in particular how they invest with councils. They have a Direct Impact Portfolio that they point to around a more local impact investment portfolio This isn’t however a pot of funds that can be “bid” for. will continue to look at what other councils are doing in this area. Complete Establish working relationships with CUs and community partners to promote savings and affordable credit Work with communities to grow Credit Unions by promoting savings and affordable credit We are continuing to raise awareness of credit union services in communities and supporting growth through our Financial Inclusion Network activity and our online directory for Money is not the only problem with dedicated web pages this year for each of our local Credit Unions. Exploratory talks between the South Lanarkshire Credit Union Network and our Education Colleagues on a potential Credit Union entry in the SWAY Newsletter going to schools that builds on the earlier successful Savvy Savers activity on ethical lending with 112 Schools. Dialogue with our Community Engagement Team is ongoing and potential links with external funds such as Multiply and Community Bonds explored over the last 6 months. Green Building the generative economy High level action Detailed actions Comments/Progress Status Offer targeted support to South Lanarkshire businesses, enabling Develop sector specific programmes (tourism, food and drink, social enterprises, green economy, construction, manufacturing etc) each of these programmes and strategies are ongoing in line with agreed timescales and budgets. Green them to create and safeguard jobs, increase turnover and profit Signpost businesses to other sources of help and advice Ongoing work across the business community working with the Supplier Development Programme and Business Gateway Green Develop a marketing/investment strategy, including a Create a site prospectus The Council's new Inward Investment website is live and engagement ongoing across the business community Green Page 15 31
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IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 4 June 2024 Community Wealth Building Action Plan Building the generative economy High level action Detailed actions Comments/Progress Status promotional programme with targeted/seasonal events and promotions Improve web presence/ on line material The Council's new Inward Investment website is live and engagement ongoing across the business community Green around key employment sectors. Ensure planning and other statutory advice is up-to-date and accessible The Council's new Inward Investment website is live and engagement ongoing across the business community Green Develop a new strategic agreement with the Third Sector Establish a high level review group and comprehensive engagement process for the review A year-long campaign has been launched by VASLan, co-produced by over 100 local third sector organisations, which aims to engage partners around three asks: recognise the value of the third sector; be smarter with funding; and meaningfully engage with the sector. As part of the campaign, Partners are asked to convene conversations with stakeholders at regional and national levels to examine the role and future of the sector. These conversations will inform the future strategic framework for the sector in South Lanarkshire, including its role in the delivery of Community Wealth Building. Green Deliver the objectives outlined in the social enterprise strategy 2023-27 Deliver actions under the key priorities of Stimulating Social Enterprise, Developing Stronger Organisations and Realising Market Opportunity. A steering group chaired by VASLan and membership made up of NLC, NHSL and third sector reps have reviewed and updated Terms of Reference for the group. This group oversees delivery of actions under the strategy and for this period we have delivered on a Leadership Accelerator and Business Accelerator programme for 23 organisations. Promotion of democratic finance models out to the sector to engage organisations in a Community Bond pilot and piloted a supply chain initiative in the CamGlen areas with Healthy n Happy as the community Anchor to increase service delivery and purchasing from the sector. With a focus on young people and entrepreneurship we have signed off a Shark Reef competition which will run across S3 pupils in 20 secondary schools who will receive business support to pitch their business idea to a panel of local business leaders. The winner will be announced at the final in November Green Page 16 32
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1 Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 11 June 2024 Report by: Executive Director (Housing and Technical Resources) Subject: Community Wealth Building through Gypsy/Traveller Site Investment 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] provide an overview of community wealth building achieved through South Lanarkshire Council’s investment on the council’s Gypsy/Traveller sites 2. Recommendations 2.1. The Commission is asked to note the following recommendation(s): - (1) that the overview of community wealth building achieved through South Lanarkshire Council’s investment on the council’s Gypsy/Traveller sites, be noted 3. Background 3.1. South Lanarkshire Council’s Housing and Technical Resources currently operates 2 Gypsy/Traveller sites at Shawlands Crescent in Larkhall, and Springbank Park in East Kilbride. 3.2. A range of improvement work is taking place at both sites, delivering on investment priorities agreed with residents as part of the site-specific masterplans to ensure the sites continue to exceed relevant accommodation standards and meet the cultural needs of the Gypsy/Traveller community. 3.3. In line with Community Wealth Building aspirations to boost local spend, a significant proportion of the investment in these sites has been completed by Lanarkshire based contractors, or internally through Council services. 3.4. The Council’s approach to investment in the sites also aligns with actions contained within the current Community Wealth Building Strategy, aiming to ensure positive outcomes from both internal capital spend and through attracting external funding are maximised to improve housing options across South Lanarkshire. 4. Overview of progress to date 4.1. These masterplans are being delivered in phases, with projects prioritised through discussions with residents. Phase one was completed 2022/2023 for both sites and included a range of projects including new community facility, pitch extensions and upgrades to utilities. Phase 2 is currently underway and includes upgrades to existing amenity units, new amenity units and new play areas across both sites. 5 33
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2 4.2. Throughout all projects completed on the sites to date, residents have not only had the opportunity to prioritise their delivery through the masterplan approach, but also have their say on key elements within each. 4.3. Funding for the work has predominantly been provided through the Council’s Housing Revenue Account, with grants also successfully attracted through the Scottish Government’s Additional Accommodation Fund for Gypsy/Travellers and through the annual grant received by the Scottish Procurement Alliance. 4.4. The Council’s approach has been recognised nationally, with awards from both COSLA and the UK wide Municipal Journal in 2022, and the engagement practices utilised shared across Scotland as a model of best practice. 5. Local focus of investment 5.1. The investment completed to date across both sites amounts to £1.9m, a significant proportion of this has been completed by Lanarkshire based contractors, or internally through Council services. This has been achieved through a variety of procurement routes, including Quick Quote and mini competitions within frameworks that focus on smaller scale building projects. 5.2. The tables below provide an overview of the key projects, procurement route, location of contractor and banded value across each site. Shawlands Crescent, Larkhall Project Procurement route Contractor location Banded value Pitch extensions and ground works JTC Framework Coatbridge and Hamilton £500,000 to £999,000 Amenity unit reconfigurations JTC Framework Coatbridge £100,000 to £499,000 Community facility JTC Framework Blantyre and Hamilton £100,000 to £499,000 Sewage upgrades JTC Framework Hamilton £100,000 to £499,000 Ground works for new play area NEC Roads/Infrastructure Framework Hamilton £0 to £99,000 Security fencing Quick Quote Larkhall and Hamilton £0 to £99,000 Free to access Wi-fi Quick Quote Glasgow £0 to £99,000 Springbank Park, East Kilbride Project Procurement route Contractor location Banded value Pitch extensions and tree clearance Quick quote East Kilbride £100,000 to £499,000 Car park improvements JTC Framework Hamilton £0 to £99,000 Drainage improvements JTC Framework Hamilton £0 to £99,000 34
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3 Free to access Wi-fi Quick Quote Glasgow £0 to £99,000 5.3. Projects or key aspects of projects have also been delivered internally by the Council’s own services. This includes the design of the reconfigured amenity units, pitch extensions and play area alongside electrical and heating upgrades and new street lighting and CCTV. 5.4. The graph below provides an illustration of the proportion of total spend to date across contractor locations for projects completed at both sites. Graph 1: Spend to date across contractor locations (%) 5.5. Recognising the unique nature of working on an active Gypsy/Traveller site, additional considerations have been given to ensuring contractors are aware of and able to respect the culture and traditions of the community. This included incorporating questions within the procurement process of previous involvement of working with the community and arranging pre-contract visits to help establish relationships with residents. 5.6. In addition, opportunities for residents to contribute to projects have also been provided, aiming to ensure the community benefit further. This has included them arranging for the removal of scrap metal and rubble, with income generated from this shared amongst residents, managed through the Shawlands Crescent Residents Association. 6. Next Steps 6.1. Through its Local Housing Strategy 2022 to 2027, South Lanarkshire Council are committed to improving the lives of Gypsy/Travellers across South Lanarkshire and will continue to implement site masterplans in line with residents wishes whilst also considering how this can align with Community Wealth Building ambitions. 6.2. Projects currently proposed for delivery within 2024/2025 include: • Extensions and upgrades to amenity units at Shawlands Crescent, with residents offered choice of design and layout, designed by the Council, and installed by a Lanarkshire based contractor. • A new play area at Springbank Park, offering residents the opportunity to select design and agree layout, designed by the Council’s Amenity Services. South Lanarkshire (including SLC) 55%North Lanarkshire 30% Glasgow 5% Elsewhere 10% 35
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4 • New solar PV systems with storage to reduce fuel costs for residents within amenity units, designed and installed by the Council’s Building Services. 6.3. In addition, the council is working with North Lanarkshire Council and NHS Lanarkshire to develop joint understanding of accommodation needs for Gypsy/Travellers, aiming to help ensure the right type and amount of accommodation is available to meet the needs of all Gypsy/Travellers who currently reside or wish to reside in Lanarkshire. The Council will also continue to work closely with COSLA and the Scottish Government to progress key actions from the national joint action plan. 6.4. Further reporting on this will be provided to Executive Committee on 26 June 2024 as part of the annual review of the Local Housing Strategy, as well as agreed reporting structures provided through the Resource Plan and Community Plan. 7. Employee Implications 7.1. There are no employee implications associated with this report. 8. Financial Implications 8.1. There are no financial implications for the Council associated with this report. All projects detailed within the report have been funded through agreed capital budgets and grant funding awards. 9. Climate Change, Sustainability and Environmental Implications 9.1. 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. 10. Other Implications 10.1. The content of this report will contribute to the evidence to support the requirements of the Annual Assurance Statement. 11. Equality Impact Assessment and Consultation Arrangements 11.1. 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 equality impact assessment is required. 11.2. Consultation with site residents takes place across Shawlands Crescent and Springbank Park on a regular basis, ensuring residents have their say on how investment projects are delivered, and services are provided. This includes through scheduled residents’ meetings, annual satisfaction surveys and individual engagement with dedicated site officers. Jonathan Read Strategy and Policy Advisor (Housing and Technical Resources) 23 May 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 36
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5 Ambitious, self-aware and improving. Fair, open and sustainable. Excellent employer. Priorities We will work to recover, progress, and improve. We will work towards a sustainable future in sustainable places. Outcomes Good quality, suitable and sustainable places to live. Thriving business, fair jobs and vibrant town centres. Inspiring learners, transforming learning, strengthening partnerships. Previous References None List of Background Papers South Lanarkshire Local Housing Strategy 2022 to 2027 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 37
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 11 June 2024 Report by: Steven Sweeney (Chief Executive), VASLan Subject: Keep The Beat Alive 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] provide the Commission with an update on ‘Keep The Beat Alive’ a campaign co- produced by over 100 local third sector organisations [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s): - ] (1) that the content of the report be noted; and (2) that the Commission notes the asks being made of Partners locally through the Community Planning Partnership, set out in section 5 below. [1recs] 3. Background 3.1. Since 23 March 2020 and the first pandemic lockdown, there have been 184 Third Sector organisations in South Lanarkshire who have ceased to exist. Alongside the costs crisis, and the ongoing challenges faced by all sectors and industries, the ability for the Third Sector in South Lanarkshire to not only survive, but thrive, has become a real collective priority amongst local organisations. 3.2. One of VASLan’s 4 core functions is to facilitate the range of voices from across the Sector. It is clear within our membership that it is felt, especially nationally, that policy shapers and decision makers do not appreciate the value and impact the third sector delivers. So, from a Team South Lanarkshire position, we set out to be bold, brave, and unapologetic, and aim to influence change. 3.3. In November 2023, VASLan started to co-produce a campaign alongside over 100 local Third Sector organisations. The aim of the campaign is to influence local, but especially national, policy shapers and decision makers on the value and impact of volunteers, community organisations, charities, and social enterprises in South Lanarkshire. 4. Keep The Beat Alive 4.1. The campaign website can be found here: Keep The Beat Alive - South Lanarkshire - Keep The Beat Alive 4.2. An explainer animation of the campaign can be found here: Introducing Keep The Beat Alive (youtube.com) 6 39
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4.3. The Keep The Beat Alive Impact Report can be found here: Keep-The-Beat-Alive- Impact-Report.pdf (keepthebeatalive.org.uk) 4.4. We have a series of 4 short films which can be found here; • Improving Wellbeing: Improving wellbeing - Keep The Beat Alive (youtube.com) • Supporting People in Rural South Lanarkshire: Supporting people in rural South Lanarkshire - Keep The Beat Alive (youtube.com) • Making South Lanarkshire Home: Making South Lanarkshire Home - Keep The Beat Alive (youtube.com) • Supporting People’s Futures: Supporting people's futures - Keep The Beat Alive (youtube.com) 5. Our 3 Big Asks 5.1. Keep The Beat Alive has 3 big asks of our local, but especially national, policy shapers and decision makers; recognise our value, be smarter with funding, and meaningfully engage with us. 5.2. Our impact report have stories and data from 73 organisations who submitted evidence and is a tool to help policy shapers and decision makers recognise our value. The series of 4 short films are designed to celebrate the Sector, which demonstrating the vulnerability we currently face. The short films are intended to create cultural conversations around how the public sector and third sectors need to better understand each other’s worlds. We are asking CPP partners who do recognise the value of the Sector locally, and who do wish the Sector in South Lanarkshire to be heard at a national level, to convene conversations with your stakeholders at regional and national levels, standing shoulder to shoulder with your local third sector and communities. This requires no budget commitment; our communities just want to be heard and have the opportunity to tell their story. 5.3. To support local, but especially national, Public Sector bodies be smarter with funding when working with the third sector, we have developed a Local Fair Funding Charter: 4470 TSIN - Funding Charter pages pr 2.indd. From a Team South Lanarkshire position, we are asking all CPP partners if they would lead by example and commit to the Local Fair Funding Charter for South Lanarkshire. On this topic, again we request that CPP partners who do recognise the value of the Sector locally, and who do wish the Sector in South Lanarkshire to be heard at a national level, to convene conversations with your stakeholders at regional and national levels, standing shoulder to shoulder with your local Third Sector and communities, specifically on what fair funding at a local level looks like. 5.4. Keep The Beat Alive follows on from the initial Essential Sector national campaign which celebrates the Third Sector. A blog can be found here which details the relationship between the 2, encourages others to take part in future: The beating heart of our essential sector - TFN. It is anticipated that this will evolve into a national campaign, starting in our own patch of the world in South Lanarkshire. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 40
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8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability, or the environment in terms of the information contained within this report. 9. Other Implications 9.1. There are no issues in terms of risk associated with this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. There are no Equality Impact Assessment or consultation arrangement implications associated with this report. Steven Sweeney Chief Executive VASLan 20 May 2024 Contact for Further Information: If you would like further information, please contact: - Steven Sweeney, VASLan Email: steven.sweeney@vaslan.org.uk 41
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 11 June 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. 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. 7. Other Implications 7.1. There are no risk implications in terms of the information contained within this report. 7 43
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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 3 June 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 44
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APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility 10 September 2024 2023/2024 Annual Report Risk Register Data Digest Action Plan Review 2024 Community Wish List Update NHS Director of Public Health report Update on Local Data Sets NHS report on Set of Anchor Metrics Forward Programme for Future Meetings Community Fight Back Neil Craig Neil Neil Jen Josephine Jen Elspeth Tom Tom 3 December 2024 Q2 Progress Report Forward Programme for Future Meetings Neil Tom Future Meetings Employability and the Employment Pillar Asset Transfer Planning for Place and CWB Community Benefits within Contracts UN Sustainable Development Goals Supplier Development Programme Business Gateway Country Parks Shaping Places for Wellbeing Public Health – Anchor Work SLC SLC SLC SLC VASLan or Cmty Planning Iain Iain Gillian Josephine 45
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