Agenda Document Pack - Community Wealth Building Commission - 03/12/2024
South Lanarkshire Council · 3 December 2024
Back to Community Wealth Building Commission — 3 December 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 19 November 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, 03 December 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 Jimmy Wilson, Interim 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 10 September 2024 submitted for approval as a correct record. (Copy attached) 3 - 10 Item(s) for Consideration 3 Business Gateway Presentation Presentation by the Enterprise Development Officer, Business Gateway. 4 Community Wealth Building Action Plan Quarter 2 Update Report dated 15 November 2024 by the Chief Executive, South Lanarkshire Council. (Copy attached) 11 - 28 5 Community Wealth Building Risk Register Report dated 28 October 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 29 - 38 6 South Lanarkshire Council - Annual Procurement Report (2023/2024) Report dated 15 November 2024 by the Executive Director (Finance and Corporate Resources). (Copy attached) 39 - 96 7 Marmot Proposal Verbal update by the Community Engagement Manager, South Lanarkshire Council. 8 Forward Programme for Future Meetings Report dated 12 November 2024 by the Chief Executive, South Lanarkshire Council. (Copy attached) 97 - 100 Any Other Competent Business 9 Any Other Competent Business Any other items of business which the Chair decides are competent. For further information, please contact:- Clerk Name: 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 10 September 2024 Chair: Councillor Joe Fagan Present: South Lanarkshire Council Councillors Robert Brown, Kirsten Robb, John Ross, Margaret B Walker NHS Lanarkshire E Russell, Consultant in Mental Health Federation of Small Businesses H Kuboyama, Development Manager, West of Scotland 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 Community and Enterprise Resources D Booth, Executive Director Finance and Corporate Resources J Taylor, Executive Director; C Fergusson, Head of Finance (Transactions); L Hamilton, Administration Officer; L O’Hagan, Head of Finance (Strategy); I Strachan, Head of Administration and Legal Services; L Wyllie, Administration Assistant Apologies: South Lanarkshire Council Councillors Alex Allison, Margaret Cooper P Manning, Chief Executive S Sengupta, Director, Health and Social Care NHS Lanarkshire J Gardner, Chief Executive J Pravinkumar, Director of Public Health University of the West of Scotland T Adamson, Estates Environment Manager VASLan S Sweeney, Chief Executive Officer 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community Wealth Building Commission held on 11 June 2024 were submitted for approval as a correct record. The Commission decided: that the minutes be approved as a correct record. 2 3
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3 Community Wealth Building Annual Report 2023/2024 A report dated 2 August 2024 by the Chief Executive, South Lanarkshire Council was submitted presenting a draft of the Community Wealth Building (CWB) annual report for 2023/2024. This was the third annual report presented to the Commission and highlighted progress and showcased examples of significant work under the 5 pillars during 2023/2024. A copy of the draft annual report was attached as an appendix to the report. The Commission decided: that the annual 2023/2024 report be approved. [Reference: Minutes of 5 September 2023 (Paragraph 4)] 4 Community Wealth Building Action Plan 2024 Refresh A report dated 2 August 2024 by the Chief Executive, South Lanarkshire Council was submitted on the (CWB) Action Plan 2024 refresh. Following presentation of the latest Q4 report, the Action Plan had been reviewed to remove completed actions and to refresh the remaining actions under the 5 pillars. The refreshed Action Plan would continue to be monitored and reported through the Improve performance management system, with updates provided to the Commission at Q2 and Q4. A copy of the Action Plan was attached as an appendix to the report. In response to members’ questions: - the Improvement and Community Planning Manager advised that monitoring of the Action Plan was via the Q2 and Q4 reports and that often the actions represented a snapshot of what was happening, with more detailed information reported to other forums, however it could be provided on request. an undertaking was given to liaise with appropriate Housing and Technical Resources’ colleagues in order to provide a response in terms of Council employees’ qualifications in relation to retrofit and the Council’s expectations of contractors in this regard an undertaking was given to liaise with the Head of Planning and Regulatory Services in terms of providing the number of modern apprenticeships that had been accessed via developers and clarification on the funding source The Commission decided: that the CWB Action Plan, attached as an appendix to the report, be approved. [Reference: Minutes of 5 September 2023 (Paragraph 3)] 5 Context for Community Wealth Building Data Digest A report dated 2 August 2024 by the Chief Executive, South Lanarkshire Council was submitted presenting data on the social and economic situation in South Lanarkshire as a context for CWB. The Commission had agreed that regular updates on key statistics be provided to assist debate and provide essential context for the work of the Commission and an updated data digest was presented annually to the Commission. The data digest had been refreshed for 2024 and was attached as Appendix 1 to the report. 4
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The data digest covered a range of topics including:- general population claimant unemployment and universal credit claimants child poverty welfare service statistics economic performance, including Gross Value Added business start-ups and failures, and businesses per population health impact of Covid-19 on the labour market a range of public health indicators, including road accident casualties, crime statistics and hospital admissions data Councillor Brown’s comments on the indicator figure for prescribed drugs for mental health conditions were noted. The Commission decided: that the report be noted. [Reference: Minutes of 12 December 2023 (Paragraph 6)] 6 Community Wish List Update A report dated 23 August 2024 by the Chief Executive, South Lanarkshire Council was submitted providing an update on the establishment and development of the Community Wish. The Community Engagement Manager advised that, since the paper had been written, over 200 wishes had been received and were being considered. South Lanarkshire Council had been engaged in the Glasgow City Region project to develop a shared Community Wish List platform for the region. After some delays, the platform had now been developed and full testing was underway. South Lanarkshire Council had previously 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. Information on the delivery model, benefits and process were detailed in the report, as well as future considerations for the concept as the temporary funding for the project officer post was due to end on 10 November 2024 after being extended from 30 June 2024. The Wish List would then move from a developmental phase into a maintenance phase, with tasks incorporated into the regular work undertaken by the Community Engagement Team. The Council would continue to use the in-house platform, maintain a manual reporting system, and monitor the use of the Wish List system. This would allow the Council to understand and consider the impact of those changes on the numbers of wishes being submitted and those being fulfilled. As South Lanarkshire Council had already developed its own in-house platform, the Community Engagement Team would assess the pros and cons of using the regional platform against those offered by the Council’s current systems and processes. Development of the regional platform would continue to be monitored and the Community Engagement Team would continue to engage with the City Region on its implementation. In the meantime, the Council’s own platform would continue to be used. 5
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The Head of Communications and Strategy responded to a member’s question in terms of the ways in which the concept could be delivered going forward within the team. The Commission decided: that the report be noted. [Reference: Minutes of 12 March 2024 (Paragraph 4)] 7 Marmot Place for South Lanarkshire Briefing A report dated 28 August 2024 by the Chief Executive, South Lanarkshire Council was submitted on the Marmot approach. Marmot Places was an evidence based, place approach where partners collaborated to reduce inequalities in a defined ‘place’. The ‘place’ could be a town, a neighbourhood, or a whole authority. Public Health Scotland (PHS) and 3 local areas in Scotland had an opportunity to collaborate with the University College London Institute of Health Equity (IHE), led by Professor Sir Michael Marmot. The IHE had worked with local authorities, the NHS, businesses and the community and voluntary sector to improve health and reduce inequalities. A Marmot Place recognised that health and health inequalities were mostly shaped by the conditions in which people were born, lived, worked and their age. A Marmot Place took action to improve health and reduce health inequalities and could demonstrate success in reducing health inequalities. Marmot Places developed and delivered interventions and policies to improve health equity, embed health equity approaches in local systems and took a long-term, whole-system approach to improving health equity, based on the following 8 principles:- Early Years: Give Every Child the Best Start in Life Education: Enable all children, young people, and adults to maximise their capabilities and control their lives Work: Create fair employment and good work for all Living standards: Ensure a healthy standard of living for all Places: Create and develop healthy and sustainable places and communities Ill health prevention: Strengthen the role and impact of ill health prevention Discrimination: Tackle discrimination, racism, and their outcomes Just transition: Pursue environmental sustainability and health equity together At its meeting on 14 September 2022, the Community Planning Partnership (CPP) had agreed to develop a project concept for a whole systems approach to place that would be tested in an area. The project would follow a whole systems model that, therefore, sought to understand the contribution of all partners and sectors, including community partners, local residents, patients, clients and service beneficiaries. The project would also explore taking a CWB and wellbeing economy approach to place planning in the area as part of a place governance framework. The Marmot Place approach incorporated the evidence-based approach to inequality that was currently used in Neighbourhood Planning processes and which the CPP was going to improve through implementing the Shaping Places to Wellbeing model learning. This would widen the scope of evidence the CPP drew on and it would improve joint analysis skills. The Marmot Place Principles mirrored the key priorities and aims of South Lanarkshire’s CPP Community Plan, and both could incorporate the Shaping Places for Wellbeing approaches. The CPP was committed to working within this model. 6
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The CPP Outcomes Lead Group had been reviewing profiling data for the Hamilton area across a range of variables which had been aligned to the CPP priorities. This had been used to identify the Burnbank area of Hamilton for the application of a partnership approach to the whole systems working. In response to Councillor Walker’s question regarding an evaluation framework on the project, the Community Engagement Manager responded that a measurable outcome was an increase in life expectancy and an overall reduction in inequality in a Marmot Place area. Each area would have a different evaluation framework dependent on the areas specific issues and those would be evidence based. The Commission decided: (1) to note that the Council, in partnership with NHS Lanarkshire were seeking to host and submit an application to participate in the Scottish Marmot Place Pilot on behalf of the CPP; and (2) to note that the Hamilton locality was the Marmot Place area within which the Marmot place model would be applied. 8 Director of Public Health Annual Report A report dated 2 August 2024 by the Director of Public Health (DPH) and Health Policy, NHS Lanarkshire was submitted providing an overview of the NHS Lanarkshire Director of Public Health (DPH) Annual Report for 2023. The DPH Annual report for 2023 focused on the theme of NHS Lanarkshire as an anchor organisation and outlined the progress that had been made by NHS Lanarkshire in developing this priority area of work. The annual report was attached as Appendix 1 to the report. Anchor organisations were typically large local employers that had a strong and positive influence on the health and wellbeing of their local communities. Organisations that could make a difference to health and well-being outcomes and reduce inequalities by their work across the following 5 anchor pillars:- being an exemplar anchor employer procurement environment and assets service design and delivery NHS Lanarkshire had developed a 3-year strategic anchor plan which outlined actions it would take to support community wealth building and a more inequalities focused approach to service delivery. Opportunities to work with other local and regional anchors on common goals to support community wealth building were evolving through working in partnership. The priorities for action were set out in the report with examples of work that NHS Lanarkshire and partners were taking forward under anchor ambitions. The Annual Report also included a reflection on the key Public Health priorities which featured in the previous Annual Report 2021/2022, viewed through a ‘What we said and What happened’ lens. 7
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Some of the areas of progress noted since the last report included:- NHS Lanarkshire cost of living plan whereby the actions had been incorporated into the NHS Lanarkshire anchor plan to ensure a streamlined approach all oral health improvement programmes and the National Dental Inspection Programme have been remobilised. NHS dental activity has continued to increase progress in the area of long-term conditions in 2023 in NHS Lanarkshire has included completion of a Test of Change (pilot) with regards to support for patients attending the respiratory laboratory to quit smoking, which has now been successfully incorporated into usual practice The lower life expectancy and higher premature deaths in Lanarkshire compared to Scotland, and the inequalities across Lanarkshire, necessitated whole systems working as a key priority, applying multidisciplinary, interagency, and collaborative approaches to prevention, early intervention, and ongoing care. The Annual Report 2023 also provided a brief update on health protection work, dental public health, and screening services. Feedback on the DPH Annual Report 2023 format and content was welcomed in order to inform future annual reports. In response to Councillor Robb’s question regarding embedding preventative measures in NHS Lanarkshire across all services, the Consultant in Mental Health advised that the health impact assessment and EQIAs were useful tools to monitor this. A whole system-based approach prioritised within services delivered the intention to maximise the use of preventative measures and move away from treatment options where possible. The Marmot Place approach could support and add value to this work. The Commission decided: that the report be noted 9 NHS Lanarkshire Anchor Metrics Performance A report dated 2 August 2024 by the Consultant in Public Health, NHS Lanarkshire was submitted providing an update on NHS Lanarkshire’s 2022/2023 performance against the Scottish Government suite of anchor metrics. In line with the Health Board Annual Delivery Plan requirements, NHS Lanarkshire (NHSL) submitted a 3-year strategic anchor plan to the Scottish Government at the end of October 2023, which was attached as Appendix 1 to the report. As part of the Annual Delivery Plan guidance for 2023/2024, the Scottish Government asked Health Boards to develop a baseline in relation to 3 of the anchor pillars: workforce/employer; local procurement; and use or disposal of and assets for the benefit of the community. This was detailed in appendices 2 and 3 to the report. A set of anchor baseline metrics was issued to NHS Boards in November 2023 and the reporting period for the baseline was 2022/2023. The aim of the baseline was to support NHS Boards to measure progress on anchor activity and help to inform strategic plans, as well as providing an overview of the current position of NHS Scotland as an anchor organisation. Boards would be asked to report their progress against 3 metrics on an annual basis, however, the metrics would be reviewed after the 2022/2023 submission, taking on board any feedback and comments from stakeholders. Appendix 4 outlined NHSL’s baseline position against the anchor metrics. Overall, the national anchor metrics broadly aligned to the actions in the local anchor plan and NHSL was able to positively report against many of the metrics set. 8
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Against the workforce metrics, NHSL offered a range of employability programmes, supportive employee policies and had a good relationship with the Local Employability Partnerships (LEPs), enhanced by the expansion of the Career Academy initiative to South Lanarkshire. Some of the workforce metrics related to accreditations which NHSL did not have, however, NHSL did have policies for those areas and would look to promote those policies to current employees and through job packs. With regards to Equally Safe, NHSL awaited feedback from the 2 pilot Boards which were exploring accreditation. NHSL was unable to adequately report on the workforce protected characteristics metrics as this data had not been fully completed by NHSL employees or potential applicants. Work would be undertaken through the Anchor Communication Plan to promote the importance of staff completing this information on NHSL workforce systems. A positive national development of note was that, going forward, the NHS workforce systems would be collecting data on whether applicants/employees were care experienced; had caring responsibilities; and information on their socio-economic background (defined by occupational category of main household earner when applicant aged 14). For the procurement and land and asset metrics, NHSL procurement processes supported local employment opportunities, and the Monklands Community Benefits Plan was a good example of using a capital build project to advance our anchor ambitions. NHSL was slightly below its own Procurement Strategy target of 10% for local spend and Procurement had limited capacity to do more proactive work to support increasing local spend, however, NHSL would continue to seek opportunities for more local spend through working with partners and learning from other areas. There were a broad range of positive examples of where NHSL assets were being used by community groups, including gardening projects and community led cafes within acute sites and third sector hospice services. There were also a broad range of services which had a regular or ad hoc presence within the public spaces of the acute sites and most of those were services targeted to those experiencing poverty or inequality, such as Home Energy Scotland, Tackling Poverty teams and carers’ organisations. This was the first year of the national anchor metrics and the Scottish Government was inviting feedback on the metrics to inform the requirements for future years. Going forward, the national anchor metrics would be aligned to the relevant action areas in the anchor strategic plan and leads would be asked to consider their measure of progress for years 2 and 3 of the plan. The NHSL anchor actions and metrics would contribute to the South Lanarkshire Community Wealth Building Action Plan. In response to questions from Councillor Walker, the Consultant in Public Health confirmed that the Healthy Working Lives Team worked with the Health Improvements Teams at local level to engage with local employers. A Social Prescribing Network was being established to engage all partners involved and to streamline processes. H Kuboyama offered an open invite to relevant NHS Lanarkshire staff to attend quarterly Lanarkshire Business Partnership meetings as speakers or attendees. The Commission decided: that the report be noted. 9
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10 Forward Programme for Future Meetings A report dated 23 August 2024 by the Chief Executive, South Lanarkshire Council was submitted advising of the forward programme for meetings of the Commission and inviting members to suggest topics for inclusion in the Commission’s forward programme. The Commission decided: that the report be noted. [Reference: Minutes of 11 June 2024 (Paragraph 7)] 11 Any Other Competent Business There were no other items of competent business. 10
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 3 December 2024 Report by: Chief Executive, South Lanarkshire Council Subject: Community Wealth Building Action Plan Quarter 2 Update 1. Purpose of Report 1.1. The purpose of the report is to:- present the Quarter 2 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 2024/2025 CWB Action Plan at its meeting on 10 September 2024. 3.2. This report presents at update on the actions contained within the Action Plan for the 6 month period April 2024 to the end of September 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 71 actions within the CWB Action Plan for 2024/2025. Progress to date against these actions is shown in the CWB Quarter 2 Performance Report 2024/2025, attached as appendix 1 to the report. 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 11
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4.4. The overall summary of progress to date is as follows:- Status Actions Number % Blue 2 3% Green 56 79% Amber 6 8% Red 0 0% Report later 7 10% Totals 71 100 % (Data correct as at 15 November 2024) 4.5. A full-year (Q4) report on progress against the action plan will be brought to a future 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. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. Paul Manning Chief Executive 15 November 2024 Link(s) to Council Objectives/Values/Ambitions • Accountable, effective, efficient and transparent Previous References • CWB Commission Report 10 September 2024 – CWB Action Plan 2024 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 12
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IMPROVe - SLC Performance Management System Report printed on 15 Nov 08:20 Quarter 2 : April 2024 - September 2024 (This represents the cumulative position to September 2024) Performance Report 2024-25 Community Wealth Building - Plan 4 13
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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 2 21 0 0 3 26 Workforce 0 10 3 0 1 14 Land and property 0 16 3 0 2 21 Finance 0 4 0 0 1 5 Building the generative economy 0 5 0 0 0 5 Total 2 56 6 0 7 71 Page 2 14
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Provide support to local Increase the level of spend with local companies. Reported at year end Report Later sectors based on an assessment of current capabilities ensuring support from Supplier Increase the number of registrations with Public Contracts Scotland tendering portal. 3 Social Media posts encouraging SMEs to register and set up were posted monthly via the Council twitter. Registrations to PCS have increased on average by 1% since May 2024 and are currently sitting at 1506. Report Later Development Programme. Increase the number of registrations with Supplier Development Programme. Over the period we have seen a steady increase in SL SMEs registrations onto the programme and in Q2 alone we gained 57 new members. The National Meet the Buyer in June 2024 was promoted out to SL SMEs and we currently have over 300 SL SMEs registered to attend our local Lanarkshire Meet the Real Buyer to be held on 20 November. Green Increase the contracts awarded to local companies. Reported at year end Report Later Support the delivery of training events on public sector procurement for relevant contracts including quick quote. SDP supported the Council coordination and delivery of 2 bespoke events in June (Talking Tenders) and September (Expert Help business support framework) with a total of 31 SL SMEs attending across both events. The National Meet the Buyer at Hampden was held in June this year and promoted to businesses with an overall increase in attendance of 14% (1,600 Scottish SMEs). 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. A joint team session between SDP and Business Gateway teams has been confirmed for October to engender closer working relations and increase overall promotion and referrals into the SDP programme. Social Media posts are programmed monthly to promote SDP / SXL and the range of business supports. e.g. 2 posts out on Facebook and X in September to promote the SDP programme and what it delivers. Green Page 3 15
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 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. Continued promotion and referral onto the programme from SLC, Business Gateway and local partners continues to drive traffic to the SDP we page to drive up membership and to access the suite of learning, training and events. In Q1/2 South Lanarkshire hosted a Care @ Home ' Talking Tenders' webinar in June 2024 attended by 8 local SMEs and a further event in September to promote the Councils' (NLC / SLC) up and coming Expert Help - Business Support framework attracted 23 SL SMEs. Green Continue to review the range of support provided to businesses wishing to sell to the public sector. We continue to input to regular Procurement Network meetings and update on progress / improvement actions at quarterly Procurement Network meetings chaired by SDP. The Council has reviewed the Lanarkshire expert help framework which includes a procurement Lot and is currently undergoing a retendering exercise for award April 2025. Over Q1 /2 there was a total of 8 SMEs accessing up to 5 days consultancy procurement support via the existing framework. Green Assess local markets, their existing capacity and willingness of business to grow together with the identification of appropriate contract Encourage local suppliers to bid for Scotland Excel and HubSW contract opportunities. Build Lanarkshire programme completed in June 2024. This 7 week programme ran in partnership with Hub South West Tier 1 contractors, SLC & NLC. Hub SW Tier 1 gave advice at each of the sessions on boarding and currently opportunities. Event was attended by 10 Lanarkshire SMEs. Hub SW also took a stand at the meet the buyer event (National) in June and will also take a stand at the local Lanarkshire meet the buyer in November 2024 Green opportunities. Promote the council’s contract register as a source of information to interested parties. Social media posts in September out via the Council's twitter and X included a direct link to the SLC Contract Register with a call to action via the Council website. Additional posts highlighted the need to register with Public Contracts Scotland. 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 Enact the changes necessary to the council contract terms and conditions to capture levels of sub-contracting spend. Work is on schedule to be completed by 31 December 2024. Green Page 4 16
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Assess those procurement opportunities where pre-market engagement would be considered Utilise support from Supplier Development Programme to facilitate engagement, using their marketing and social media channels, plus webinars and early engagement events. Positive engagement with Supplier Development Programme on specific tender events, including Care at Home. Procurement participated in National Meet the Buyer in June 2024. A joint Meet the Buyer with SDP and North Lanarkshire Council is scheduled for 20 November with positive level of registrations to date. Green beneficial. Maintain liaison with Tier 1 contractors to promote SME engagement for sub-contract opportunities and, where possible, obtain details of successful awards. Hub South West Tier 1 contractors, actively participated in the SLC & NLC Build Lanarkshire programme attended by 10 Lanarkshire SMEs. Hub SW also took a stand at the meet the buyer event (National) in June and will also take a stand at the local Lanarkshire meet the buyer in November 2024. Green Earlier identification of potential contracts and cascading of this information to the relevant businesses. Procurement continue to work with Economic Development on the Quick Quote for Works pipeline and identification of new local enterprises for engagement Green Use a range of communication methods to advertise opportunities to potential Support supplier events and continue the use of social media. Regular social media posts have continued throughout Q1/2 promoting SDP, SLC Contracts Register, Scotland Excel and PCS. Since September reporting has been formalised and monthly posts via Facebook, X and Linked-In are now scheduled to take place. Green bidders. Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. South Lanarkshire Council has programmed in monthly social media posts via Facebook and X to promote the benefits of SDP membership and the range of training and support available. In addition a number of existing businesses have been made aware of SLC Quick Quote opportunities for works in a range of trade opportunities including joinery, engineering and electrical works etc. Green Specific promotion of quick quote opportunities. Work in Q3/4 to promote specific SLC Quick Quotes is currently being finalised e.g Housing & Technical, Roads etc. These opportunities will be promoted and information out to SMEs via colleagues in wider business support where these are made available Green Review sustainability requirements for contracts Progress the Flexible Framework Sustainability action plan to further embed good procurement practice. Sustainable Procurement Flexible Framework updated at Q2 and People, Strategy and Process now achieved Level 3 and working towards Level 4. Stakeholders and Reporting continue to work towards Level 3. Good progress in Q2 in delivering Procurement Sustainability training across all Resources. Green Page 5 17
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Identify those anchor organisations willing to participate and promote Complete an exercise to identify common areas of interest with other anchor organisations. Discussions have taken place with NHSL on possible areas for development, however no suitable procurement commodities have been identified to date. Green contract opportunities to local SMEs and social enterprises. Assessment of tender opportunities and development of collaborative procurement routes. This action is dependent on the identification of common areas of interest that would be required prior to the development of tender opportunities. Green 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 opportunities to improve community outcomes NHSL promotion of NSS Community benefits gateway Two further community benefit requests have been added to the NSS System this quarter, which have been a result of ad-hoc promotion. A final template of information on community benefits for communities and organisations seeking procurement contracts in Lanarkshire has been completed and will be available on the NHSL public facing website by the end of the year pending final approvals and will then be promoted more widely. NHSL have secured a table at an upcoming “Meet the Real Buyer” Event, where NHSL procurement, health improvement and SALUS Occupation Health will be in attendance. The event is being jointly hosted by North Lanarkshire and South Lanarkshire Councils, and supported by Supplier Development Programme (SDP) and hundreds of SMEs have signed up to attend. Green Monitor the wish lists delivered from community benefits. 26 CWL wishes delivered through contract Community Benefit menu since April 2024. Green Consideration of the changes that could be made to the way contractual opportunities are presented to the Review the contract evaluation criteria for regulated spend and potential for increasing tender opportunities for local business. Completed. Complete Page 6 18
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status market and evaluated in support of community wealth building objectives Review standing orders to identify changes that could increase opportunities for local spend No further changes have been identified following review. Complete 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 Living Wage meeting take place quarterly with internal colleagues and external partners. A Living Wage Action Plan has been developed. 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. There is an calendar of annual events and communications to promote adoption of the Living Wage and Fair Work practices. Green Provide webinars and support to understand impact of Fair Work, for employers and communities. Report Later We will continue to deliver employability programmes which help local residents into work. 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. Following the success of the Tackling Child Poverty funded NHS Demonstrator Programme, an SLC demonstrator programme has been developed to support unemployed parents into employment through 6 month waged placements in SLC facilities posts. Green Page 7 19
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status 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 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 Labour Market Information is compiled on a quarterly basis and shared with partners through the Local Employability Partnership 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. As per previous update the previous Upskilling programme, now titled' Aim to Achieve' has been redesigned to meet the needs of external funding and focuses on a keyworker based model to provide employability support to parents in low waged work. Green We will work with new businesses to ensure residents are upskilled prior to launch date through pre-employment training and employability support. A new Employer Engagement plan has been agreed and is delivered in partnership between the Council's employability team and Routes to Work South to ensure employer support is joined up. an example during Q2 has been the QTS rail skills academy supporting young people aged 18-24 to progress to employment through the Hairmyers expansion supply chain. 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. Across South Lanarkshire Works keyworker employability programmes, participants are supported to apply for jobs, including with the Council where required through a person centred action plan including pre-employment training. 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 refreshed employer engagement plan includes up to £2000 sector specific training for employers recruiting South Lanarkshire Works participants. Green Page 8 20
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status 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. 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. The team are exploring attending the Opportunities for All meeting. In the meantime they link in with the Employability team re any MA vacancies. Amber 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. All FA pupils applying for SLC vacancies are provided with one-to-one support and are guaranteed an interview. Green 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 the NOLB and SPF funding programmes are not currently being used to support apprenticeships and the funding rules do not support these other than in very specific individual circumstances. Amber 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 Demonstrator programme supports traineeships for parents in NHS and SLC roles. limited availability of funding for other priority groups has reduced availability. Amber Land and property High level action Detailed actions Comments/Progress Status Increase the supply of Deliver the Strategic Local Programme Agreement (SLPA) Anticipated spend for SL area agreed as £24.588m. Green Page 9 21
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status affordable housing across South Preparation and approval of the Strategic Housing Investment Plan (SHIP). SHIP in development. To be submitted to the H&TR committee on 27th November 2024 for approval. 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 meet specific housing Promote and advertise scheme in targeted areas. Acquisition target increased to 150. Estates and Legal increased resources to deliver. No advertising has been needed, as target likely to be met. Green needs Achieve our target for properties purchased through Market Purchase Scheme. 54 properties have be acquired through the scheme by 30 September 2024 Green 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. SLC projects identifed - 15 High, 11 medium, 19 low priority; RSL 4 high, 7 med, 3 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. Report Later Page 10 22
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continue to target long-term empty homes to bring them back into effective use and contribute towards meeting housing needs Establish a Matchmaker Scheme to link empty properties with interested buyers. The national review of the effectiveness of active matchmaker schemes being undertaken by the Scottish Empty Homes Partnership continues to be monitored. The council awaits 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 with a target of 15 set for 2023/24. Set up an empty home grant scheme providing financial support for owners to improve property condition. Work is ongoing to review the range of grant and loan schemes delivered in different local authorities across Scotland to identify the best option for South Lanarkshire. 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. To date the Strategy and Policy Officer (Empty Homes) has contributed to 10 properties being brought back into use so far during 2024/25. Green Increasing number of asset transfers Support asset transfer through: Continued promotional work, Continuation of CAT Officer Post to support community interest, Grow Community Capacity An additional Community Asset Liaison Officer role commenced in June 2024 to support a larger than normal volume of CATs. Green Annual evaluation of the ‘value’ of asset transfers to communities and CWB. This action has been put on hold due to the higher than normal volume of asset transfer requests since march 2024. This work will resume in 24/25. 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. £33.506m of refurbishment works approved for 2024/25 of which £6.5m is targeted towards energy efficiency works. 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. Green Page 11 23
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status 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 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 utilisation of national Energy Efficient Scotland: Area Based Scheme funding, with over 40 properties to date in 2024/25 receiving energy efficiency upgrades, reducing energy costs for residents. In addition, the Resource hosts the twice annual Private Landlord Forum, with expert presenters attending to provide advice and answer questions on grant funding opportunities to South Lanarkshire private landlords. Green Implement and administer the Energy Company Obligation (ECO) scheme within South Lanarkshire. Since launching last year, Housing and Technical Resources have led the delivery 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. The scheme continues to make significant improvements to homes across South Lanarkshire with over 500 energy efficiency measures to be installed across 214 privately owned or rented homes by locally based contractors. Particular focus continues on supporting those on low incomes and with significant health conditions, aiming to reduces costs associated with heating their home. Green Page 12 24
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Take the “20-minute neighbourhood” concept into account when planning capital schemes. Include "20 minute neighbourhoods” 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. The evolving Marmot proposal also reflects these elements and is consistent with CWB Green 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. Approval of proposed Plan followed by consultation and examination 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 process in delivering CWB aspirations. Report Later 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 13 25
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status Develop working relationships with CUs Explore options and opportunities to support the work of the Credit Unions. (TBC) No further activity has taken place within this action due to staff changes in the team. Report Later and community partners to promote savings and affordable credit Promote the NHS credit union and other local credit unions through the anchor communications plan. Working with the Chief Executive Officer of the NHS Credit Union, we have been able to identify some baseline data: NHS Lanarkshire currently has 2258 members and the proportion of these members broken down by salary range bands are; 1-3 (23%), 4-7 (66%) and 7-9 (11%). These figures highlight that there is work to do in increasing the proportion of members in bands 1-3, as it is likely this group would benefit most from regularly saving through payroll deduction. During Challenge Poverty Week, 3 short online briefing sessions were planned and promoted through various channels and delivered for staff. Follow up work is planned to: •Facilitate the payroll deduction option for ISS staff (International Services System). •Provide onsite opportunities for staff to access information and input on joining the NHS Credit Union •Targeted promotion using case studies Green We will look to encourage Council employees who live locally to spend locally. Publicity campaign(s) to explain the benefits of local spend for local SMEs and communities. Internal communications in the run up to Christmas will encourage employees to think and spend local over the festive period. Green Continue the PB approach embedded in practices over recent years. Continue PB across Council Services to ensure local spend decisions are made by local people. The PB approach continues across the Council including spend on Roads projects, PEF funded projects in schools and Grounds Services. Green Page 14 26
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status Progress South Lanarkshire City Deal projects as part of the Glasgow City Region City Deal programme which facilitates economic growth in the South Lanarkshire and City Region area. The Council will continue to support the City Region programme financially as well as progressing and managing a number of South Lanarkshire capital projects The Council continues to progress its City Deal projects with recent approval from the City Region Cabinet of Full Business Cases for Hairmyres Park & Ride, Hamilton Road junctions and the Outline Business case for Stewartfield Way. SLC also continue to engage in other workstreams associated with City Region projects and delivery of the City Region Economic Strategy priorities Green Building the generative economy High level action Detailed actions Comments/Progress Status Offer targeted support to South Lanarkshire businesses, enabling them to create and 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. Moving into 2025 budgets are more challenging and the level of activity in each area, particularly Social Enterprise, is likely to reduce. Green 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 promotional programme Improve web presence/ on line material The Council's new Inward Investment website is live and engagement ongoing across the business community Green Page 15 27
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IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Friday 15 November 2024 Community Wealth Building Action Plan Building the generative economy High level action Detailed actions Comments/Progress Status with targeted/seasonal events and promotions 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 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. South Lanarkshire Shark Reef, enterprise programme for S3 pupils in schools gathered sign up from 8 secondary schools (30 pupils). An information day @ Low Parks was delivered by CER / Business Gateway walking participating teams through business planning. The closing date for completed business plans to be submitted is 11 October leading up to the Final on 21 November. All business ideas must have a social / environmental aim in keeping with the SE Strategy priorities. An annual update committee report on the year 23/24 has been prepared and will go to the first available CER Committee to update members. Green Page 16 28
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 3 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building - Risk Register 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] present an update on the risk register for Community Wealth Building. 2. Recommendation(s) 2.1. The Community Wealth Building Commission is asked to approve the following recommendations: - ] (1) that the content of the Community Wealth Building (CWB) risk register is approved; (2) Note that CWB Progress Group will continue to review and update the risk register as required and provide an annual risk report to the CWB Commission 3. Background 3.1. Recognising that Community Wealth Building (CWB) would signal a fundamental shift in the council’s approach across a number of services, a risk register was developed. The last update to the CWB Risk Register was presented to the Commission on 6 September 2022. 3.3. The purpose of the register is to ensure that the CWB Commission is fully aware of its strategic risks; that these risks are prioritised; and that controls are in place to eliminate or minimise the impact of the risks. 3.4. Risks are scored on their inherent score (risk if we do nothing) and their residual risk (risk after applying controls). 4. The CWB Risk Register and Risk Control Plan Update 4.1. The CWB risk register has been reviewed and streamlined, following consultation with the council’s CWB lead officers. This work was completed in September 2024. 4.2. The strategic risks for the CWB strategy have been identified and are now shown as 5 single overarching risks for each of the five pillars noted within the CWB strategy, with the risk card noting the various risk elements identified for that pillar. The updated CWB risk register following consultation is detailed in Table One below: 5 29
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Table One – CWB Strategic Risk Register Pillar Key Risk description Inherent risk score Residual risk score Spend The Council and other anchor institutions fail to support and encourage the local economy to grow local spend through the effective use of procurement. 16 12 Finance The Council fails to encourage and support communities’ financial growth including building and attracting development and investment opportunities and encouraging local spend. 16 12 Property The Council fails to use or develop both council property and assets, and that of other anchor institutions in a socially productive way to generate wealth for local citizens. 16 12 Building the generative economy The Council fails to deliver business support and investment opportunities to build capacity and development of small to medium enterprises (SMEs) and inclusive and democratic business models (IDBMS) to generate and retain wealth locally. 12 8 Workforce The Council fails to recognise the importance of employment for individuals and families in terms of achieving potential, improving feelings of self-worth, achieving financial independence and reducing poverty and does not act as an anchor organisation, promoting Fair Work practices and be a role model for other employers. 12 6 4.3. The updated full risk cards, including recorded control measures, are attached at Appendix One to the report. 4.4. As part of the review, the benefit of having a separate risk control plan in addition to the overarching CWB action plan was considered. The previous risk control plan replicated a number of actions that were already contained in the overarching action plan, leading to duplication of effort by officers when updates were provided. As the overarching action plan has recently been comprehensively refreshed, and the new actions noted mitigate the risks identified, there will be no requirement for a separate risk control plan going forward. 4.5. If any new actions arise to aid risk mitigation, these can be added to the overarching CWB action plan. Once actions have been reported as being complete to the CWB Commission, these will be considered and added as control measures where appropriate against the relevant risk that it mitigates. 4.7. The Community Wealth Building Commission is asked to approve the content of the updated risk register and note that this will remain a live document as CWB work progresses. 30
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5. Monitoring and reporting arrangements 5.1. The CWB Progress Group will continue to review and update the risk register as required and provide an annual risk report to the CWB Commission. 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. 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. Failure to demonstrate that risk is actively considered and managed could adversely affect the delivery of the CWB strategy and could affect the reputation of the council. The work undertaken to identify and review the risks and progress of the overarching CWB action plan will enable the CWB Progress Group to effectively manage the impact of these risks. 10. Equality Impact Assessment and Consultation Arrangements 10.1. There are no Equality Impact Assessment or consultation arrangement implications associated with this report. 10.2 Consultation has taken place with the CMT and CWB Progress Group. Jackie Taylor Executive Director (Finance and Corporate Resources) South Lanarkshire Council 28 October 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient 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:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 31
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Appendix One – CWB Risk Cards Classification CWB – Spend pillar Key Risk: The council and other anchor institutions fail to support and encourage the local economy to grow local spend through the effective use of procurement. Risk description Root cause Failure to stimulate and support, through public sector procurement and commissioning, local supply chains of businesses likely to support good employment and retain work locally Trigger Which could be due to: 1. Wider economic and fiscal challenges exerting pressures on anchor organisations limiting scope for procurement activity and developing local supply chains. 2. More flexible procurement practices not being utilised. 3. Local business and social enterprises lacking capability (capacity/knowledge/awareness/appetite) to bid for public sector contracts. 4. A lack of procurement resource. Impact Which could result in: 1.1 Fewer procurement opportunities being presented to local companies and the third sector. 2.1 Local business and social enterprises not being able to compete for procurement contracts. 3.1 Local business and social enterprises not engaging with the tender process and not bidding for public sector contracts. 4.1 Opportunities for local spend not being realised. Lead Craig Fergusson Head of Finance (Transactions) Inherent impact: 4 Inherent likelihood: 4 Inherent risk score: 16 Control Measures: 1 Ongoing training businesses to bid for contracts via initiatives such as the Supplier Development Programme (SDP) 2 Increase promotion of registration with PCS among SLC businesses 3 Ongoing promotion of tender opportunities across a wide range of platforms 4 Promotion of tender opportunities locally 5 Meet the Buyer events 6 Sourcing strategies outline routes to market 7 Developing/promoting sub-contracting opportunities through our tier 1 contractors 8 Alternative and more flexible routes to procurement i.e. quick quote over framework Assessment: Adequate Treatment Accept Residual impact: 4 Residual likelihood: 3 Residual risk score: 12 32
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Classification CWB – Finance pillar Key Risk: The council fails to encourage and support communities financial growth including building and attracting development and investment opportunities and encouraging local spend Risk description Root cause Failure to increase flows of investment within local economies by harnessing and recirculating the wealth that exists, as opposed to attracting capital. Trigger Which could be due to: 1. The local community not engaging with or use the services available from credit unions 2. Council employees who live locally not spending locally; Local companies do not promote themselves effectively; Lack of support from local trading networks. 3. The council fails to continue with our participatory budgeting process to deliver locally targeted spend 4. Not progressing South Lanarkshire City Deal projects as part of the Glasgow City Region City Deal Programme Impact Which could result in: 1.1. Failure of local credit unions 2.1 Our local communities and local SME’s not growing. 2.2 Failure to deliver locally targeted spend 3.1 Decisions on local spend not being made by local people. 4.1 Not attracting and promoting investment opportunities in our area to regional and national institutions. 4.2 Not facilitating economic growth in the South Lanarkshire and City Region area. Lead Lorraine O’Hagan Head of Finance (Strategy) Inherent impact: 4 Inherent likelihood: 4 Inherent risk score: 16 Control Measures: 1 Good relationships have been built with local Credit Unions 2 Credit Unions proactive in promoting their services 3 The current level of use of Credit Unions is encouraging 4 Business Gateway run a wide range of free marketing and social media training programmes for varying levels of technical ability 5 A shop local message is promoted by many existing local business groups in South Lanarkshire Assessment: Adequate Treatment Accept Residual impact: 4 Residual likelihood: 3 Residual risk score: 12 33
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Classification CWB – Land and Property Key Risk: The council fails to use or develop both council property and assets, and that of other anchor institutions in a socially productive way to generate wealth for local citizens. Risk description Root cause Failure to deepen the function and ownership of local assets held by anchor institutions, so that financial and social gain is harnessed by citizens. Trigger Which could be due to: 1. Not delivering the affordable housing supply programme to draw down national funding to increase supply of new high quality affordable homes. 2. Not appropriately investing in the council’s existing domestic and non- domestic assets to reduce maintenance and running costs for tenants and building users. 3. Failing to deliver an effective empty homes service to support private homeowners in bringing properties back into use. 4. Not accessing available national funding sources to utilise local businesses and developers to invest in buildings locally. 5. Failing to develop town centres to reflect changing consumer habits Impact Which could result in: 1.1. A reduction in the levels of spend for local businesses across South Lanarkshire including those involved property development, building maintenance and home improvements. 2.1 A reduction in the quality and energy efficiency of homes across South Lanarkshire, leading to increased maintenance and running costs for tenants and residents. 3.1 Increasing numbers of empty homes across South Lanarkshire, resulting in economic and social impacts as well as community dissatisfaction. 4.1 Costs are unaffordable for the council and public sector partners to maintain assets and local investment reduces. 5.1 Continued decline of South Lanarkshire’s town centres, impacting local economy and availability of goods and services for residents. Lead Jonathan Read (Strategy and Policy Advisor) Housing and Technical Resources Inherent impact: 4 Inherent likelihood: 4 Inherent risk score: 16 Control Measures: 1 Range of management structures in place to ensure progress is made on statutory functions 2 Reporting schedule in place to relevant regulatory authorities and to HTR Committee, Executive Committee and the Scottish Government regarding the delivery of the Affordable Housing Supply Programme and Housing Investment Programme 3 Annual Housing Investment Programme agreed with funds identified to improve the number of properties that meet the required standards 4 Reporting Schedule in place to monitor progress, through Local Housing Strategy and Strategic Housing Investment Plan, as well as Sustainable Development and Climate Change Strategy 5 Systematic approach in place to support owners of empty properties in bringing them back into use, through investment in property or selling on open market. 6 Where appropriate, utilising council’s Market Purchase Scheme to bring empty homes back into use through purchase and letting. 6 Partnership approach in place to securing and re-provisioning town centres to improve sustainability and improve local economy. 7 Monitoring public and private sector funding opportunities to support and enable investment within town centres and public sector assets. 8 Development of town centre masterplans for Hamilton and East Kilbride and establishment of cross Resource working groups to identify and agree opportunities for regeneration. 34
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Assessment: Adequate Treatment Accept. Residual impact: 4 Residual likelihood: 3 Residual risk score: 12 35
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Classification CWB – Building the Generative Economy pillar Key Risk: The Council fails to deliver business support and investment opportunities to build capacity and development of small to medium enterprises (SMEs) and inclusive and democratic business models (IDBMS) to generate and retain wealth locally. Risk description Root cause Failure to deliver liveable neighbourhoods, attract inward investment, start, sustain, and grow local businesses to provide access to jobs and affordable goods and services locally. Trigger Which could be due to: 1. Lack of targeted supplier development and business support to SMEs and IDBMs (including locally owned business, employee- owned business, cooperatives, and social enterprise) to build capacity. 2. Uncertainty around funding availability from UK and Scottish Government. 3. Constraints on local businesses, support agencies and communities to fully engage and play a greater role in ownership and control of local assets. 4. Inability to track more generative forms of business models including locally- owned businesses, employee ownership, co-operatives, social enterprises. 5. Wider economic and fiscal challenges placed on key sectors locally such as Construction, Tourism etc and businesses generally, driving up costs and limiting physical led regeneration /inward investment opportunities Impact Which could lead to: 1.1 Limited capacity and development of SMEs and IDBMs as part of the value chain. 1.2 Failure to support the establishment of new IDBMs 2.1 Delay in accessing new funding sources and reduction / cessation in planned programme delivery. 3.1 Limited understanding of the distinct needs of inclusive business models and ability to promote these models as a way of generating and retaining local wealth. 4.1 Limited reporting ability on number and details of new and existing SMEs / IDBMs and progress of planned impact / output as a result. 4.2 Failure to increase knowledge and improve the culture around IDBMs to support new employee owned, cooperatives and social enterprises or transitions across South Lanarkshire. 5.1 Falling rates of inward investment opportunities made available for SMEs looking to locate and set up in South Lanarkshire. 5.2 Inward locating SMEs and local supply chains are restricted due to limited business and investment opportunities. Lead Iain Ross Economic Development Manager Community and Enterprise Resources Inherent impact: 4 Inherent likelihood: 3 Inherent risk score: 12 Control Measures: 1 Ongoing delivery of a range of Council Business Supports, including Business Gateway services and grants available to SMEs and Social Enterprises 2 Ongoing referrals for business support to partners and support organisations 3 Targeting the Council’s Expert Help business support offer to local SMEs and Social Enterprises 36
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4 Promotion of the wide range of business supports and SDP events and training locally across a range of platforms 5 Dedicated business support to Key Sectors: Construction, Food & Drink, Tourism, Social Economy 6 Ongoing engagement and consultation with SL businesses and communities 7 Dedicated inward investment website for South Lanarkshire (Go Live TBC) 8 Social Enterprise Strategy 2023-2027 sets out priorities and actions Assessment: Adequate Treatment Accept Residual impact: 4 Residual likelihood: 2 Residual risk score: 8 37
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Classification CWB – Workforce Pillar Key Risk: The council fails to recognise the importance of employment for individuals and families in terms of achieving potential, improving feelings of self-worth, achieving financial independence and reducing poverty and does not act as am anchor organisation, promoting Fair Work practices and be a role model for other employers. Risk description Root cause The council fails to exercise fair employment practices and work to develop a more just labour market to improve the prospects and wellbeing of local people. Trigger 1. A reduction in external funding for employability and apprenticeship programmes from Scottish and / or UK Government 2. A lack of appropriate entry level vacancies in the Council, community planning partners and the local economy to provide employment for employability participants. 3. Employability programmes do not provide appropriate levels of support and training to adequately prepare participants to progress to employment. 4. The council ceases to provide and promote fair work practices Impact 1.1. A lack of support and training for unemployed and low waged South Lanarkshire residents resulting in higher levels of unemployment and poverty 1.2. Lack of opportunities for young people to learn skills through apprenticeship programmes 2.1. A lack of progression opportunities resulting in longer periods of unemployment 3.1 Participants do not have the skills, experience and confidence to take up vacancies 4.1 Employment fails to provide local residents with an income sufficient to avoid living in poverty Lead Michelle Milne Head of Personnel Services Inherent impact: 4 Inherent likelihood: 3 Inherent risk score: 12 Control Measures: 1 The Council and South Lanarkshire Employability Partnership develops and delivers an Annual Investment plan that meets the needs of participants and the local economy 2 The Council invests in workforce development and recruitment to ensure employability team has appropriate skills 3 The Council meets performance targets for Scottish Government and UK Government employability programmes 4 The council continues to prioritise and promote its role as a Fair Work and living wage employer Assessment: Adequate Treatment Accept Residual impact: 3 Residual likelihood: 2 Residual risk score: 6 38
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 3 December 2024 Report by: Executive Director (Finance and Corporate Resources) Subject: South Lanarkshire Council - Annual Procurement Report (2023/2024) 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] present the Annual Procurement Report for 2023/2024 [1purpose] 2. Recommendation(s) 2.1. The Community Wealth Building Commission is asked to approve the following recommendation(s): - [recs] (1) that the Annual Procurement Report for 2023/24 be noted. [1recs] 3. Background 3.1. The Procurement (Scotland) Reform Act 2014 requires contracting authorities to prepare and publish an annual procurement report on its regulated procurement activities. 3.2. This report to the Commission provides an overview of the annual report highlighting key content from each of the sections. The full annual report is provided as Appendix 1 to the report. 3.3. The report was presented to the meeting of the Finance and Corporate Resources Committee on 31 October 2024. 4. Annual reporting requirements 4.1. The Act states that the annual report must include:- • Regulated procurement activity • Procurement strategy • Community Wealth Building and Community Benefits • Sustainable Procurement and Supported Businesses • Future planning • Other information 4.2 Section 2 - Regulated Procurement Activity 4.2.1. Regulated procurement is defined by the Procurement Reform (Scotland) Act 2014 as any procurement with an estimated value of over £50,000 for supplies or services or £2m for works contracts. The Council includes all awards over £50,000 in the Annual Report for transparency. 6 39
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4.2.2. The Council’s contract awards in 2023/2024, as detailed in Appendix 1 of the annual report, totalled 196 contracts (over £50,000) with a total value of £315.8m. This compares to 169 contracts for the same period in 2022/2023. 4.3. Section 3: Regulated Procurement Compliance 4.3.1. This section sets out how procurements carried out demonstrated compliance with the Council’s Procurement Strategy and Procurement regulations. 4.3.2. The Procurement Strategy 2023-2028 was approved by Finance and Corporate Resources Committee in May 2023. The Strategy is subject to annual review, including the action plan to ensure continuous improvement across procurement activity. The Annual Report highlights actions completed during 2023/2024, including improved levels of local spend, efficiencies delivered by the procured spend review and implementation of Community Benefit monitoring software. 4.3.3. The Annual Report also outlines the Council’s arrangements to ensure compliance, transparency and Value for Money. 4.4 Section 4: Community Wealth Building and Community Benefits 4.4.1. This section of the annual report has been developed to focus on procurement outcomes from the Community Wealth Building Strategy, including levels of local spend. Local spend improved from 18.0% in 2022/2023 to 19.5% in 2023/2024, representing £67m of spend with local enterprises. 4.4.2. The Council’s approach to secure Community Benefits is outlined in the Annual Report. In 2023/2024, 240 Community Benefit commitments from 31 contracts are detailed, and case studies of appropriate projects are included, including contracts with Biffa and Lightways. 4.5. Section 5: Sustainable Procurement and Supported Businesses 4.5.1. This section of the report provides an update on the Council’s progress in embedding the Scottish Government’s sustainable procurement tools and examples of sustainable outcomes. Positive sustainable outcomes in procurement include compliance with Fair Work First guidance, provision of guidance to Resources for sustainability questions to support the mandated 30% sustainability score in tenders and use of the sustainability test to embed sustainability measures in the Care at Home contract. 4.5.2. The Council’s responsibility to facilitate the involvement of supported businesses in procurement is also outlined in this section. Supported businesses are enterprises whose main aim is to integrate disabled or disadvantaged people socially and professionally. Their workforce must be at least 30% disabled or disadvantaged, as specified in European Union (EU) Directive 2014/24/EU. The Council’s contractual activity with supported businesses and social enterprises is noted, including Haven Products, Hey Girls and Scotland’s Bravest Manufacturing Company. 4.6. Section 6: Future Planning 4.6.1. A summary of the regulated procurements the authority expects to award in the next two years, including renewals and new contracts, is included in Appendix 3 of the report, which has been developed following procurement service planning consultation with Resources. 4.6.2. The procurement programme for 2024/2025 and 2025/2026 contains a significant volume of projects, including high value construction, IT and economic development 40
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projects and continuing phases of the various Education and Social Care long-term Procured Service Arrangements. 4.7. Section 7: Further information 4.7.1. Information to be included in this section is not prescribed, however, the Council has highlighted several areas, including local and Small and Medium (SME) spend analysis and payables and e-invoicing performance information for 2023/2024. 4.7.2. As referenced at 4.4.1, spend in the South Lanarkshire area (for all contractors, including SMEs) increased to 19.5%, representing an increase of £4m spent locally in 2023/2024 to £67m. 4.7.3. A geographical analysis of spend is included in the annual procurement report and quantifies spend for the wider Lanarkshire area (31%), Glasgow City Region (45%) and across Scotland (68%): spend retained within Scotland having decreased slightly from 70% in 2022/2023. 4.7.4. The Procurement Service continue to work in partnership with the Economic Development Service and the Supplier Development Programme to improve the participation of local SMEs in Council contracts, an area of focus in the spend pillar of the council’s Community Wealth Building strategy. 4.7.5. An analysis of the impact on local spend through collaborative arrangements is also included in the annual report, noting that £6.7m (14%) of South Lanarkshire Council spend via Scotland Excel frameworks is with local enterprises, a decrease from £7.6m in 2022/2023. In 2023/2024, £70m of spend is directed to South Lanarkshire companies from Scotland Excel in total (by all local authorities), an increase from £62m in 2022/2023. 4.7.6. Council spend with Hub South West totalled £10.6m, of which £2.8m (27%) was spent with South Lanarkshire based companies, with Hub South West’s total sub- contracted spend in South Lanarkshire being £4.1m, confirming the wider economic benefits from collaboration 4.7.7 The Annual Procurement Report 2023/2024 is attached as Appendix 1 to the report. 5. Employee Implications 5.1. The forward programme presents a significant number of projects for delivery by the Procurement Team, at a time when the recruitment of experienced procurement staff continues to be extremely challenging. The recruitment programme of procurement graduates supports the capacity of the team. 6. Financial Implications 6.1. The financial implications of procured spend is accounted for within Resource budgets. 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. Given the large volume of projects identified in the forward programme there is a risk that some procurement activity may be affected due to resourcing challenges. Projects will therefore continue to be prioritised and assessed to minimise the risk of disruption. 41
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9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 November 2024 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient 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:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 42
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Finance and Corporate Resources Executive Director Jackie Taylor Annual Procurement Report 2023/2024 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone 0303 123 1015 or email equalities@southlanarkshire.gov.uk 6 43
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Contents 1. Introduction 2. Regulated Procurement Activity 3. Regulated Procurement Compliance 4. Community Wealth Building and Community Benefits 5. Sustainable Procurement and Supported Business 6. Future Regulated Procurements 7. Further Information Appendix 1: Regulated Procurements Appendix 2: Procurement Strategy Action Plan Appendix 3: Future Regulated Procurements 44
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1. Introduction South Lanarkshire Council’s Procurement Service supports the delivery of works, supplies and services across the Council and has a vital role in ensuring services operate efficiently and effectively. The report details the Council’s regulated procurement activity for the period 1 April 2023 to 31 March 2024, as required by the Procurement Reform (Scotland) Act 2014. During this period, the Council’s total procured spend was £385m. Our annual report will publish the Council’s performance in procurement activity by providing the following information: • a summary of regulated procurements, including all procurements over £50,000. • a review of whether those procurements complied with our published Procurement Strategy and where they did not, a statement on how we intend to achieve compliance. • a review of Community Wealth Building activity and summary of Community Benefits achieved. • a summary of progress in facilitating the involvement of Supported Businesses. • a summary of future regulated procurement, including all procurements over £50,000 expected to commence in the next two financial years. The Procurement Service continued to support Council services through challenging financial conditions while continuing to focus on the seven objectives of the Council’s Procurement Strategy: Compliance Value for Money Collaborate Contract and Supplier Management Fair Work First Sustainable and Ethical Community Wealth Building 45
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2. Regulated Procurement Activity A regulated procurement is defined by the Procurement Reform (Scotland) Act 2014 as any procurement with an estimated value of over £50,000 for supplies or services or over £2m for works contracts. A regulated procurement is complete when the contract award notice is published and can include new contracts and framework agreements. In addition, regulated procurements will be subject to the Public Contracts (Scotland) Regulations 2015 where they meet the appropriate thresholds. The Council must follow the relevant procurement rules in respect of planning through to contract award, as detailed in Section 3: Regulated Procurement Compliance. In total, the Council awarded 196 contracts over £50,000 in 2023/2024, with a total award value of £315.8m, as listed in Appendix 1. This includes both regulated and non-regulated contracts, with the Council publishing all awards over £50,000 in this Annual Procurement Report for transparency. 46
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3. Regulated Procurement Compliance The Procurement Reform (Scotland) Act 2014 requires all contracting authorities to publish a Procurement Strategy. 2023/2024 was the first year of our new Procurement Strategy 2023-2028, which aims to promote best practice across all procurement activity, while supporting the Council’s priorities set out in the strategic plan “Connect”. The strategy is supported by an Action Plan to ensure compliance for all procurement activity, including regulated procurements, and is subject to annual review to reflect new legislative requirements, innovation and updated priorities. A summary of the Council’s strategic procurement objectives is included in Appendix 2. Progress in achieving our Procurement Strategy action plan is monitored by the Council’s Corporate Management Team and Finance and Corporate Resources Committee. Key achievements in 2023/2024 included: • Completion of the Council’s two year Procured Spend Review project, with efficiencies of over £2m identified. • Increased level of spend with local enterprises from 18% to 19.5% in 2023/2024, representing £67m spent locally, of which £60m was with SMEs. • Delivery of payment of Living Wage in all Social Care contracts, uplifted in April 2023. • Implementation of the new Community Benefits monitoring software “Cenefits” for council contracts. • Development of a new harmonised Scheme of Delegation for Standing Orders on Contracts. Procurement Compliance and Transparency The Council’s procurement activity, including regulated procurements, is undertaken in accordance with a legal and procedural framework to ensure compliance. Legal requirements are underpinned by the Council’s Standing Orders on Contracts and procedural arrangements are as set out in the Scottish Government’s Procurement Journey. Additional governance and monitoring arrangements for regulated procurements ensure a robust structure is in place to ensure compliance. At a practical level this consists of the preparation and authorisation of sourcing strategies and tender documentation through to robust arrangements for authorisation of awards. To maintain the highest standards of transparency, the Council’s Standing Orders on Contracts mandate that all contract awards over £50,000 are reported to Committee, with all reports available in the public domain. The Council also maintains a publicly accessible online contracts register with access to all contract awards of all values and in 2023/2024 we updated the format of the register to ensure improved transparency. The Council also has a scrutiny review structure in place to review tendering and award arrangements for high-risk procurements. These arrangements provide 47
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assurance that all regulated procurements were materially compliant with the strategy. The Council monitors contractual compliance, with 97% of 2023/2024 spend over £50,000 with contracted suppliers. A quarterly review process is in place to identify and resolve spend with non-contracted suppliers. Value for Money Value for Money in contractual arrangements is a key strategic objective of the Procurement Service and a review of procured spend is one of the Council’s key efficiency review areas led by the Corporate Management Team. The review set ambitious targets to review procured spend across all Council areas and seek deliverable revenue efficiencies: either through review of existing contractual arrangements or by putting new contracts or collaborative agreements in place. In the previous two-year period, total efficiencies of £2m have been identified. Oracle Fusion The Council’s new financial management system, Oracle Fusion, went live in April 2024 and this was a significant project for the Council’s Procure to Pay functions during 2023/2024. The new system will contribute to improved procurement compliance through an integrated Contract Register with workflow authorisation for contract awards, with awards linked to contract spend. 48
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4. Community Wealth Building and Community Benefits Community Wealth Building The Council’s Community Wealth Building Strategy was approved by the Council in 2021 and sets out five strategic pillars to develop resilient local economies. The “spend” pillar seeks to use the purchasing power of the Council and other local anchor institutions to improve local spending and deliver positive impacts on employment opportunities: the Procurement Service and our colleagues in Economic Development are responsible for delivering the actions for this pillar. Key achievements for the Procurement Service in 2023/2024 included: • £67m spent in the local economy, an increase from £63m in 2022/2023 and improving spend levels with local enterprises to 19.5% of core trade spend. • Continuing to focus on the use of Quick Quote for Works up to £2m to improve the engagement of local enterprises in Council tenders, with 8 local awards totalling £1.8m through this route. • Participation in local supplier engagement events with the Supplier Development Programme and participation in National Meet the Buyer events. • Participation in the Build Lanarkshire events period including presentations on Quick Quotes, Community Benefits, Community wish lists and building new supplier relationships. • Promotion of subcontracting opportunities for local enterprises with Scotland Excel framework opportunities and HubSW projects. Community Benefits Community Benefit clauses require contactors to deliver long term sustainable social and economic benefits to the South Lanarkshire community, while demonstrating Best Value in contract awards. The Procurement Reform (Scotland) Act 2014 requires the Council to consider Community Benefits for contract values over £4m, however, the Council will consider inclusion of Community Benefits in all regulated tenders (over £50,000), regardless of value, where appropriate to the supplier, value and duration of the contract. Consideration of Community Benefits is embedded in the Council’s Sourcing Strategy and clearly stated in the tender documents to ensure transparency and fairness in the evaluation process. The Council has a points-based system to target Community Benefits, with the number of points based on the value and duration of the contract. Suppliers select appropriate community benefits from the Council’s menu of deliverables, including employability through apprenticeships, work placements, local employment and engagement with local and SME subcontractors in the supply chain. Since 2023, the Council’s Community Benefit points menu includes commitments from the Community Wish List. In 2023/2024, the Council went live with a new monitoring system for Community Benefits called “Cenefits” which enables Community Benefit commitments to be monitored with contracted suppliers. A series of successful engagement events with 49
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Council suppliers were held with the Supplier Development Programme to launch the Cenefits system. Of the contracts awarded in 2023/2024, 31 had specific Community Benefit outcomes, with the benefits committed detailed below. Included in Community Benefit delivery this year was fulfilment of 21 wishes from the Council’s Community Wish List. Community Benefit 2023/2024 2022/2023 Targeted recruitment and training, including apprenticeships and work placements 47 31 Supply Chain Initiatives 3 15 Use of local SME 11 21 Use of social enterprise or supported business - 2 Community consultation 4 6 Poverty Initiatives - 12 Young Person engagement 2 11 Educational Career Development support 118 21 Community Endowment 8 8 Local Events 6 5 Physical infrastructure - 1 Local sponsorship 5 15 Mentoring 3 5 Financial donation 25 - Environmental support in Education 2 - Environmental improvements 2 - Other, including volunteering 4 8 Total 240 161 Community Benefit status Of the 240 Community Benefits committed in 2023/2024, the following diagram summarises the delivery status of each contract. 43 33 5 159 Community Benefit delivery 2023/2024 Complete In progress Overdue Due later in contract 50
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Community Benefit case studies Household Waste Recycling Centres: contractor Biffa Waste Services Contract duration: 7 years Contract value: £39m Community Benefit points: 560 Biffa Waste Services were awarded a seven-year contract by the Council in 2023/2024 to manage and operate South Lanarkshire’s Household Waste Recycling Centres. Due to the high value of this contract, 560 Community Benefits Points were allocated for delivery over the contract period. A range of Community Benefits for the communities of South Lanarkshire were committed including the employment of eleven local individuals across the Recycling Centres, engagement with eight local SMEs in the supply chain for this contract and support for environmental improvement projects across South Lanarkshire. Delivery of committed benefits is underway with the recruitment of all eleven new employment opportunities complete. This has provided a range of roles of varying skill levels across the Waste Recycling Centres for eleven individuals who live in South Lanarkshire. Biffa are also planning their environmental improvements projects through ongoing initiatives which will be rolled out in Locations across South Lanarkshire. Biffa work with charity “Paths for All” championing a happier, healthier and greener Scotland. In South Lanarkshire this will support the K-Woodlands adjacent to the East Kilbride Waste and Recycling Centre via regular litter picking events organised by Biffa and allowing access to their recycling centres to dispose of the waste. Community Groups in South Lanarkshire will also be able to access the Biffa Award Scheme, with funding available to local Community Groups that are generated via landfill tax credits. Groups can apply for funding via their local Waste Recycling Centre. Having access to additional funding sources for South Lanarkshire Community Organisation is vital, especially funding that supports environmental improvements in our communities. Biffa’s Community Benefits will have an on-going impact on South Lanarkshire’s local economy and communities throughout their contract period. The Community Benefits committed have delivered employment opportunities, supply chain opportunities and support for local communities to make environmental improvements across South Lanarkshire. Festive Lighting: contractor Lightways Contract duration: 4 years Contract value: £1.2m Community Benefit points: 100, delivered by: In 2023/2024, Lightways were awarded a four-year contract for maintenance, storage, erection and dismantling of Festive Lights for the Council and in fulfilment of their 51
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Community Benefits points, committed to making a financial donation to a local community project each year of the contract through the Council’s Community Wish List. Following review of the Wish List, Lightways choose to provide support to the Partnership Group for St. John’s Primary School in Blackwood. The Partnership Group were looking for support to reinstate the school garden, which had been a poor state of repair for some time. Pupils involved in the John Muir Award had cleared the garden but needed support to reinstate pathways were unsafe and inaccessible for any users with mobility issues. Lightways were able to provide and lay new slabs to improve accessibility to the garden as well as lay aggregate chips to complete the bedding areas the pupils would like to build raised beds on. Having not only the donation of goods but also labour meant the project could progress faster than otherwise anticipated, carrying out task’s pupils could not complete themselves. A representative from the Partnership Group commented “Completion of these tasks will make a big difference to finishing work in the garden, we are extremely grateful to Lightways for their generosity.” Lightways support has been hugely impactful in the development of the school garden, making it accessible for all to enjoy and the Council will continue to work with the contractor over the next four years to deliver the remaining three donations, supporting more communities across South Lanarkshire. 52
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5. Sustainable Procurement and Supported Business Summary Sustainable Procurement One of the Council’s key strategic objectives is “Sustainable and Ethical” in recognition of our responsibility to secure wider social, economic and environmental benefits through contracts, as set out in the Sustainable Procurement Duty. The Council uses the Scottish Government’s Sustainable Flexible Framework to measure organisational progress in embedding sustainable outcomes: the framework measures performance across the following areas: • People: training on sustainable procurement tools is progressing across the organisation (level 2 achieved) • Objective, Strategy and Communications: sustainable procurement duty embedded in Procurement Strategy (level 4 achieved) • Process: using prioritisation and sustainable toolkits to focus on outcomes at category and contract level and sustainability scoring improved (level 2 achieved) • Stakeholders: improved engagement for stakeholders (level 2 achieved) • Monitoring and Reporting: on sustainable procurement outcomes through procurement strategy and annual report (level 2 achieved) Prioritisation Tool The outcome from the Council’s Prioritisation analysis is detailed below: this identifies the categories of spend where the Council has scope to improve sustainable outcomes and the influence in the market to achieve this. This analysis will guide future procurement strategies, focusing on areas of climate impact such as Construction and Waste Management and those areas with social and economic impacts, including Social Care and Early Learning. • Risk: relevance of overall sustainability risk/relevance (environmental, socio-economic and reputational) to procure- ment category • Scope: How much scope is there to improve the sustainability of procurement of this category 53
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• Influence: level of influence your organisation might have over the market to improve sustainability outcomes Examples of good sustainable practice this year include: • Continued focus on Fair Work First principles, using seven key priorities set out by Scottish Government • Ensuring Real Living Wage paid in social care contracts, which accounts for £118m (34%) of council spend. All Adult Social Care providers are compliant with living wage levels. • Continuing to embed the Sustainable Procurement Tools, focusing on the publication of guidance for sustainability questions to support our mandatory 30% sustainability score. • Completion of the sustainability test to identify key sustainability measures in the Care at Home tender. Supported Business Engagement The involvement of Supported Businesses and Social Enterprises is included in the strategic objective of “Sustainable and Ethical” and engagement is considered in the Council’s Sourcing Strategy for new tenders. During 2023/2024, the Council’s spend with registered charities totalled £36m, a similar position to 2022/2023, and we continued to support Supported Business and Social Enterprises, including: Haven Products: Supported Business The Council has a two-year contract with Haven Products until December 2024 for production of Homecare uniforms, with an estimated value of £0.180m. Haven Products is a supported business, providing employment opportunities to disabled people. Royal British Legion: Supported Business The Council has a four-year contract in place with Scotland’s Bravest for signage manufacture until March 2026, with an estimated value of £0.130m. Scotland’s Bravest are a supported business supporting veterans with disabilities to develop new skills, regain independence and earn in a supportive commercial environment. Hey Girls Social Enterprise Hey Girls are based in Dunbar, founded by a mother and her two daughters to address period poverty through a “Buy One, Give One” social enterprise model. Hey Girls continue to be a key supplier in achieving the Scottish Government’s period poverty targets and the Council’s spend in 2023/2024 was £0.081m. 54
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6. Future Regulated Procurements The Council’s activity over the next two years in regulated procurement will include existing contracts which are due to be extended or re-let and new tenders. Appendix 3 provides a list of anticipated future procurements over £50,000 in value. The Council continues to develop the use of our long-term flexible framework model of Procured Service Arrangements for light touch services, including Social Care and Education. The Council is also extending the use of Dynamic Purchasing Systems and working closely with the Scottish Procurement Alliance, Procurement for Housing and Scotland Excel to identify future collaborative opportunities. The following provides some examples from the wide range of projects detailed in Appendix 3 that illustrate the diverse range of commodities and services being procured by the Council, including: • Adult and Children’s social care services • Early Learning and childcare • Construction and maintenance contracts for property and roads • Purchase and maintenance of fleet and vehicles • Waste recycling and disposal 55
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7. Further Information Procurement Performance information The Council reports on a range of performance indicators, including the level of procurement spend with local companies (based within the South Lanarkshire area) and SMEs (small and medium enterprises). The Council has a consistently high level of engagement with SMEs overall, with 68% of Council contracts awarded (above £50,000) to SMEs in 2023/2024. Local and SME spend The Council’s spend with South Lanarkshire enterprises (including SMEs) increased from 18% in 2022/2023 to 19.5% in 2023/2024, representing £67m of total spend within the local area. Spend with SMEs generally increased by 1% and was unchanged for South Lanarkshire based SMEs at 17%. Our actions around the Community Wealth Building Strategy aim to improve local spend levels in the future. Indicator 2021/2022 2022/2023 2023/2024 Total procured spend £384m £388m £385m Core Trade spend £345m £351m £346m Core spend in South Lanarkshire area 18% 18% 19.5% Core spend with South Lanarkshire SMEs 17% 17% 17% Core spend with SMEs 50% 49% 50% (Source: National Observatory) In addition to our direct spend with suppliers in the local area, we are also working towards identification of subcontracted local spend with our tier one contractors, particularly in major construction projects. Our spend with Hub South West in 2023/2024 totalled £10.6m, of which £2.8m (27%) was subcontracted to South Lanarkshire based enterprises. Hub South West’s sub-contracted spend to South Lanarkshire companies from all Hub projects totalled £4.1m: confirming the importance of encouraging our local enterprises to engage with wider sub- contracting opportunities across the public sector. Where we spend A geographical analysis of the Council’s core spend by area is provided below: although 19.5% of our spend is within South Lanarkshire, 31% of spend was within the wider Lanarkshire area and 45% in Glasgow City Region. 68% of our total spend is in Scotland, which is a slight decrease in comparison to 70% in 2022/2023. 56
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Collaborative contracts The Council continues to focus on a collaborative approach to procurement wherever possible and collaborative contracts accounted for 25% of Council spend in 2023/2024. This year, the Council’s spend through Scotland Excel frameworks totalled £48.4m, of which £6.7m (14%) was spent with local suppliers, a reduction of 2% in comparison to last year. However, these collaborative frameworks generated £70m of spend with South Lanarkshire based suppliers in total, including spend from other local authorities, of which 98% was with SMEs. Supplier payment performance and e-invoicing The Council continues to exceed the national target of 85% of invoices paid within 30 days of receipt, with 94% of invoices meeting this standard in 2023/2024. E-invoicing, which enables automated payment of invoices where they can be electronically matched to a purchase order, has been in place for the Council since 2017. During 2023/2024, 19% of invoices were paid using the e-invoicing solution. 57
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7.1. Appendix 1: Regulated Procurement Activity 2023/2024 Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 01/04/2023 Ordnance Survey Public Sector Geospatial Agreement (PSGA) 01/04/2023 31/03/2030 31/03/2030 421,900 01/04/2023 St Mary’s Kenmure, Kibble Education and Care Centre, The Good Shephard Centre, Rossie Young People’s Trust Secure Care Services 01/04/2023 31/03/2027 - 3,500,000 03/04/2023 GGR Group Ltd Supply and Delivery of Mini Crawler Crane 03/04/2023 29/09/2023 - 72,761 06/04/2023 Richard Aitken (Seedsman) Ltd and Origin Amenity Solutions Ltd The Supply and Delivery of Grounds Maintenance Materials 06/04/2023 31/03/2028 - 3,109,016 07/04/2023 Fujitsu Services ConSol Annual Maintenance and Technical Support 01/04/2023 31/03/2024 31/03/2025 411,509 11/04/2023 Ricardo-Aea Ltd Air Quality Monitoring Support Services 01/04/2023 01/04/2026 01/04/2028 130,640 11/04/2023 SPIE Scotshield Ltd Supply, Installation and Maintenance of a Secure Door Entry System in Council Offices 21/03/2023 19/03/2028 19/03/2031 133,531 12/04/2023 Metdesk Limited The West of Scotland Local Authorities Weather Forecast and Maintenance Partnership 16/05/2023 15/05/2028 15/05/2033 13,500,000 17/04/2023 Hillhouse Quarry Company Hamilton Area Roadstone - April 17/04/2023 21/04/2023 - 52,505 20/04/2023 Includem Structured Review Service 01/04/2022 30/06/2023 30/06/2024 100,000 20/04/2023 M Squared (Scotland) Ltd Patterson Drive Law - New Fencing 01/06/2023 01/09/2023 - 64,374 58
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 24/04/2023 Linets Legal Online Research Package - Annual Subscription 01/04/2023 31/03/2026 - 64,103 26/04/2023 Motus Commercials Supply and delivery of Heavy Vehicles - 18,000kg Whale Tanker 26/04/2023 31/07/2023 - 104,220 26/04/2023 SLR Consulting Waste Consultancy Services 26/04/2023 31/03/2025 31/03/2026 134,658 28/04/2023 Figtree Systems (Europe) Ltd Figtree Risk Management Information System 09/05/2023 08/05/2028 08/05/2033 335,689 28/04/2023 Scottish Borders Council The Supply and Application of Tanker Applied Road Surface Coatings 01/05/2023 30/04/2028 - 2,000,000 03/05/2023 Disclosure Scotland Disclosure Checks 01/05/2023 30/04/2033 - 825,000 08/05/2023 South Lanarkshire College Multiply Programme 08/05/2023 31/03/2025 31/03/2026 238,758 10/05/2023 Aecom Ltd Local Transport Strategy for South Lanarkshire Council 11/05/2023 31/01/2024 - 116,673 19/05/2023 Prime Build Solutions Ltd Biggar Corn Exchange - Roof Works 19/05/2023 18/02/2024 - 130,487 24/05/2023 Critiqom Ltd Provision of Volume Mailing and Associated Services (for outbound mail and digital communications) 01/06/2023 30/06/2025 - 3,643,014 24/05/2023 The Lowry Centre Limited Theatre Booking and Ticketing System 01/08/2023 31/07/2025 31/07/2026 120,770 26/05/2023 Id Computer Software Ltd Grantvisor and BizVisor Software 01/04/2023 31/03/2026 - 62,530 30/05/2023 Dennis Eagle Ltd Supply and delivery of Heavy Vehicles 30/05/2023 31/12/2023 - 1,130,022 31/05/2023 Various Suppliers Passenger Transport mini competition 1 16/08/2023 26/06/2024 26/06/2025 3,086,605 01/06/2023 Hillhouse Quarry Company Supply and delivery of roadstone 01/06/2023 30/06/2023 58,979 07/06/2023 Physicare Provision of Employee Physiotherapy Services 08/06/2023 07/06/2024 07/06/2025 420,000 08/06/2023 Certas Energy UK Ltd and Highland Fuels Ltd The Supply and Delivery of Liquid Fuels 17/05/2023 31/03/2025 - 7,135,604 59
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 08/06/2023 Aebi Schmidt UK Ltd Supply and delivery of Heavy Vehicles - Sweeper 08/06/2023 31/12/2023 - 87,626 09/06/2023 Various Suppliers Supply and Distribution of Fresh Meats, Cooked Meats and Fresh Fish 08/06/2023 31/03/2027 - 2,046,000 12/06/2023 Various Framework Agreement for Business Support and Expert Help Services 2023 - 2025 03/07/2023 31/03/2025 - 131,667 12/06/2023 Various Suppliers Passenger Transport mini competition 3 16/08/2023 26/06/2024 26/06/2025 575,319 14/06/2023 PDC Ltd Installation of Door and Door Entry Systems MTC 2023 - 2026 19/06/2023 26/06/2026 - 358,559 15/06/2023 Pam Wellbeing Ltd Occupational Health, Employee Assistance Programme and Eye Care Services Framework 01/07/2023 30/06/2026 - 811,504 19/06/2023 Various Suppliers Supply and delivery of Plant 19/06/2023 29/12/2023 - 646,060 19/06/2023 BCA Insulation Ltd Strutherhill Zone C - Cavity Wall Insulation 19/06/2023 18/03/2024 - 115,563 19/06/2023 Bustec Scotland Ltd, Riverside Truck Rental Ltd and Agmors Coachworks Ltd Framework for the Provision of Vehicle Body Repairs 19/06/2023 18/06/2027 - 980,000 19/06/2023 Hillhouse Quarry Company Supply and delivery of roadstone 19/06/2023 18/06/2023 - 191,699 19/06/2023 Motus Commercials Supply and delivery of Heavy Vehicles 19/06/2023 29/12/2023 - 388,815 19/06/2023 Various Suppliers Passenger Transport mini competition 3 16/08/2023 26/06/2024 26/06/2025 1,499,935 22/06/2023 Ailsa Building Contractors Ltd Strutherhill Zone C - Roughcast and Rendering 22/06/2023 21/03/2024 - 336,354 26/06/2023 Neighbourhood Networks In Scotland Ltd Neighbourhood Based Support for Vulnerable Individuals 01/05/2023 30/04/2024 30/04/2025 171,246 60
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 30/06/2023 Capita Business Services Ltd Integrated Housing and Property Management System (IHPMS) 01/07/2023 01/07/2030 - 2,163,904 01/07/2023 Hillhouse Quarry Company Supply and delivery of roadstone 01/07/2023 31/07/2023 - 57,053 01/07/2023 Hillhouse Quarry Company Supply and delivery of roadstone 01/07/2023 31/07/2023 - 72,240 01/07/2023 Hillhouse Quarry Company Supply and delivery of roadstone 01/07/2023 31/07/2023 - 56,681 04/07/2023 Affiniti Response Ltd Hawbank Roads Depot 04/07/2023 03/04/2024 - 224,578 05/07/2023 Cromwell Polythene Ltd Mini Competition for Supply and Delivery of Compostable Food Waste Liners 10/07/2023 09/07/2024 09/07/2025 95,976 07/07/2023 Randstad Solutions Ltd Social Care Agency Worker to support Large Scale Investigation 11/07/2023 10/01/2024 09/07/2024 132,044 10/07/2023 Capita Business Services Ltd Provision, Support and Maintenance of eLearning and Development Platform 01/08/2023 31/07/2024 31/07/2025 504,428 11/07/2023 Paper Shredding Services Ltd Secure Destruction of Confidential Waste 11/07/2023 10/07/2026 10/07/2028 50,575 14/07/2023 Various Suppliers Passenger Transport mini competition 4 16/08/2023 26/06/2024 26/06/2025 261,183 14/07/2023 Various Suppliers Passenger Transport mini competition 5 16/08/2023 26/06/2024 26/06/2025 342,114 19/07/2023 Loretto Care T/A Wheatley Care 1st Stop Accommodation 01/07/2023 30/06/2024 30/06/2025 201,494 19/07/2023 Loretto Care T/A Wheatley Care Outreach Support 01/07/2023 30/06/2024 30/06/2025 142,012 21/07/2023 Prime Build Solutions Ltd South Vennel Roof Repairs - Replacement 21/07/2023 20/04/2024 - 151,103 26/07/2023 Sovereign Group Ltd Supply and Delivery of Composite/UPVC Doors and UPVC Windows 01/08/2023 31/07/2024 - 1,000,000 61
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 28/07/2023 ADT Fire and Security Plc Maintenance of Fire and Intruder Alarms (ADT) 31/07/2023 30/07/2028 30/07/2031 646,853 31/07/2023 Maths Recovery Council UK Resources Maths Recovery Training Courses 01/09/2023 18/05/2024 - 140,000 01/08/2023 Hillhouse Quarry Company Supply and delivery of roadstone 01/08/2023 30/08/2023 - 52,296 02/08/2023 Intelligent Health Beat the Street 08/08/2023 07/08/2025 07/08/2027 494,237 03/08/2023 Kooth Digital Health Limited Provision of Online Mental Health and Wellbeing Support for Children and Young People 10/06/2023 09/06/2024 - 180,094 04/08/2023 Elveden Farms Ltd Supply and Delivery of Christmas Trees 2023 04/08/2023 31/12/2023 - 62,847 07/08/2023 Aon UK Ltd Tenants Contents Insurance 01/10/2023 30/09/2026 - 395,424 09/08/2023 Chargemaster Ltd Installation of Electric Vehicle Charging Points (various locations) 09/08/2023 29/02/2024 - 165,000 10/08/2023 Motus Commercials Supply and delivery of Heavy Vehicles 10/08/2023 31/03/2024 - 155,955 10/08/2023 Park's Of Hamilton (Townhead Garage) Ltd Supply and Delivery of Light Vehicles 10/08/2023 31/08/2023 - 90,195 10/08/2023 Training Initiatives Ltd GradU8 - Winter Leavers Construction Provision 29/08/2023 21/12/2023 - 63,000 14/08/2023 CRD Property Renovations and Reinstatement Hamilton Towers Strip Out Works 01/08/2023 30/11/2023 - 122,374 14/08/2023 Maclay Civil Engineering Ltd NEC3 Engineering and Construction Contract Option B for A72 / M74 Junction 7 Signalisation 14/08/2023 01/03/2024 - 1,539,675 16/08/2023 Hillhouse Quarry Company Supply and delivery of roadstone 16/08/2023 15/08/2023 - 74,473 17/08/2023 Joseph Leckie and Sons Contracts Ltd First Steps Nursery Extension - Groundworks and Brickwork 17/08/2023 02/05/2024 - 245,812 62
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 23/08/2023 Fleming Buildings Ltd First Steps Nursery - Timber Kit Package 23/08/2023 01/05/2024 - 134,304 24/08/2023 Various Suppliers Education Services PSA phase 2 new applicants 28/08/2023 19/12/2026 19/12/2033 42,500,000* 25/08/2023 Edenred (UK Group) Ltd Employee Discounts Scheme 01/10/2023 11/08/2027 - 178,471 25/08/2023 Edenred (UK Group) Ltd Reward and Recognition Scheme 12/08/2023 11/08/2027 - 168,000 25/08/2023 Gravitas Recruitment Group Ltd IT Services (Integrated Housing and Property Management System) 28/08/2023 27/12/2024 27/06/2025 203,125 28/08/2023 Affiniti Response Ltd Kyle Court, Cambuslang - Upgrade of Communal Areas 01/10/2023 05/04/2024 - 217,172 28/08/2023 Blantyre Park Services Ltd First Steps Nursery - Mechanical Package 28/08/2023 06/05/2024 - 178,807 28/08/2023 Sportex Group Ltd and Cia Fire and Security Limited Upgrade of Whitemoss Tennis Court, East Kilbride 07/09/2023 02/11/2023 - 92,814 30/08/2023 Abacus Lighting Ltd Douglas Primary School - Floodlighting Installation 30/08/2023 11/10/2023 - 78,679 31/08/2023 Blue Triangle Housing Asoc Ltd Family First Stop - Charles Brownlee 01/08/2023 31/03/2024 - 319,670 31/08/2023 Blue Triangle Housing Asoc Ltd Stop Supported Accommodation - Wide Close 01/08/2023 31/03/2024 - 174,282 31/08/2023 Blue Triangle Housing Asoc Ltd Supported Accommodation - Clydesdale Street 01/08/2023 31/03/2024 - 129,849 31/08/2023 Blue Triangle Housing Asoc Ltd Outreach - Prevent and Sustain 01/08/2023 31/03/2024 - 63,829 01/09/2023 GMG Contractors Ltd East Kilbride Package 98 External Fabric Upgrade Re-Tender 09/10/2023 06/05/2024 - 871,130 04/09/2023 Pilcher Consulting Services Ltd Oracle Fusion Project Management Resource 30/08/2023 31/05/2024 - 147,500 63
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 06/09/2023 Bryson Tractors Ltd Supply and Delivery of Compact Tractor Complete with Mounted Brushes, Lot 9 06/09/2023 30/09/2023 - 78,700 07/09/2023 British Telecommunications Plc Provision and Maintenance of CCTV Circuits 01/04/2023 31/03/2024 - 84,256 11/09/2023 Affiniti Response Ltd First Steps Nursery Joinerwork Package 01/01/2024 09/09/2024 - 121,253 14/09/2023 C and S Group Uddingston Library Refurbishment 14/09/2023 06/11/2023 - 56,379 14/09/2023 Inspirent Ltd South Lanarkshire Council Social Enterprise Business Accelerator 02/10/2023 31/03/2024 31/03/2025 163,400 18/09/2023 Lyreco UK Ltd General Stationery and Office Paper 01/07/2023 30/06/2027 30/06/2028 3,600,000 19/09/2023 Hillhouse Quarry Company Supply and delivery of roadstone 19/09/2023 18/09/2023 - 59,769 20/09/2023 Eden Springs (UK) Ltd Supply, Delivery, Installation and Maintenance of Bottled Water Coolers and Mains Fed Coolers 02/10/2023 30/09/2027 30/09/2027 220,000 22/09/2023 Aps Group (Scotland) Ltd Blue Badge Digital Service Blue Badge Printing and Fulfilment Services 05/02/2023 04/02/2026 - 75,000 26/09/2023 A M Phillip Trucktech Ltd Supply and delivery of Heavy Vehicles under Scotland Excel Heavy Vehicle Purchase Framework Agreement 03-21 26/09/2023 31/03/2024 - 197,987 26/09/2023 Parks Motor Group Supply and delivery of Heavy Vehicles 26/09/2023 31/03/2024 - 179,383 26/09/2023 Totalmobile Ltd Home Care Workforce Scheduling 16/10/2023 16/10/2026 16/10/2027 1,978,093 28/09/2023 A.M.1. Consulting Ltd Oracle Cloud Fusion Implementation Resources 01/10/2023 31/05/2024 - 486,178 28/09/2023 Randstad Solutions Ltd Social Care Agency Worker - Adult and Older People (East Kilbride) 01/10/2023 31/03/2024 30/09/2024 68,978 64
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 01/10/2023 Parks Of Hamilton Supply and Delivery of Light Vehicles 01/10/2023 31/03/2024 - 1,810,552 10/10/2023 Rsk Environmental Ltd Initial Appraisal and condition survey Duke Street Multi storey Car park Hamilton 10/10/2023 09/01/2023 - 58,720 11/10/2023 Training Initiatives Ltd YES Construction Tasters South Lan Wide 2023 31/10/2023 30/10/2024 - 57,600 13/10/2023 Carter Ceilings Ltd Our Lady of Lourdes Primary School Suspended Ceilings 13/10/2023 13/10/2024 - 76,915 13/10/2023 Kentallen Mechanical Services Ltd Our Lady of Lourdes Primary School - Mechanical 13/10/2023 12/10/2024 - 995,027 13/10/2023 Procladd (Scotland) Ltd Our Lady of Lourdes Primary School - Rainscreen Cladding 13/10/2023 12/10/2024 - 338,882 13/10/2023 Scottech Ltd Our Lady of Lourdes Primary School - Curtain Walling 13/10/2023 12/10/2024 - 225,340 17/10/2023 Burcot Grange and Lodge Provision of Free Personal Care, Burcot Grange Care Home 15/08/2023 14/08/2028 - 107,303 25/10/2023 The Nurture Group Network Ltd Supply of Nurture UK Emotional and Behavioural Interventions, Training and Resources 01/11/2023 31/10/2025 - 200,000 26/10/2023 Enhance Healthcare Clyde Valley Ltd, Real-Life Options and Garvald West Linton Ltd Care Homes for Adults with Learning Disabilities Including Autism 16/09/2023 15/09/2024 - 697,576 27/10/2023 CRD Property Renovations SLC Void Properties Reinstatements 27/10/2023 12/04/2024 - 500,000 29/10/2023 John McGeady Ltd Repairs to Roads within Larkhall, Priestfield and Philipshill Cemeteries 30/10/2023 21/11/2023 - 78,143 01/11/2023 EQUAL SAY LIMITED Adult Advocacy Services 01/11/2023 31/10/2026 - 2,282,274 65
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 03/11/2023 Sidey Solutions Ltd Supply and Install of Doors and Windows: Cambuslang, and Rutherglen 15/01/2024 01/07/2024 - 1,365,402 06/11/2023 Gravitas Recruitment Group Ltd IT Services (Integrated Housing and Property Management System) 13/12/2023 12/12/2024 12/06/2025 270,444 16/11/2023 Karing International Ltd Supply and Delivery of Hot and Cold Beverage Supplies, Equipment, and Machinery 01/12/2023 30/11/2028 - 189,233 20/11/2023 Fuellink Systems Ltd Repair and Maintenance of In-House Fuel Management System 01/12/2023 30/11/2028 30/11/2030 77,840 21/11/2023 Affiniti Response Ltd St. John The Baptist PS - Phase 1 Kitchen Extension and Roof Repairs: Joinerwork 21/11/2023 31/08/2024 - 75,684 21/11/2023 Kentallen Mechanical Services Ltd St. John The Baptist PS - PH1 Kitchen Extension and Roof Repairs: Mechanical 21/11/2023 31/08/2024 - 90,000 22/11/2023 Hawthorn Heights Ltd Muga Surface Upgrade 23-24 30/11/2023 01/04/2024 - 145,004 22/11/2023 Jewson Strutherhill Zone C - Roofing Materials 23/11/2023 23/11/2024 - 154,508 23/11/2023 Perfect Service Solutions Ltd Kitchen Canopy Cleaning 27/11/2023 26/11/2026 26/11/2028 181,550 26/11/2023 Gravitas Recruitment Group Ltd IT Services (Integrated Housing and Property Management System) 22/12/2023 12/12/2024 22/06/2025 155,250 28/11/2023 Parks Of Hamilton (Townhead Garage) Ltd Supply and Delivery of Light Vehicles 05/12/2023 05/06/2024 - 203,347 29/11/2023 Various Suppliers Adult Supported Living PSA phase 3 and 4 new applicants 15/11/2023 14/09/2035 - 242,837,766* 01/12/2023 Care and Repair In South Lanarkshire Assistive Technology Installation 01/12/2023 30/11/2024 30/11/2025 148,170 01/12/2023 SOFTCAT PLC Web Security Gateway Licences 01/10/2023 30/08/2024 - 70,513 66
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 07/12/2023 Q-Free (Bristol) Uk Ltd Supply, Installation and Maintenance of Cycle and Pedestrian Counting Equipment 22/12/2023 21/12/2028 20/12/2031 141,272 14/12/2023 The Salvation Army Trustee Company Interim Ukrainian Displaced Persons Accommodation Service 12/12/2023 01/11/2024 - 666,584 18/12/2023 Boyco (UK) Limited Our Lady of Lourdes Primary School - Fixed Furniture 18/12/2023 18/09/2024 - 80,045 18/12/2023 Ochil Tower School Residential Placement (AS) for Ochil Tower School 01/08/2023 31/07/2024 - 142,503 20/12/2023 Halfords Limited Cycle to Work Scheme 08/01/2024 08/02/2028 - 303,107 22/12/2023 Rm Education Ltd Supply and Support of Secure Broadband Connectivity Services 01/01/2024 30/06/2025 - 129,969 10/01/2024 Joseph Leckie and Sons Contracts Ltd Shawlands Crescent Play Area, Swinhill Travelling People Site 15/01/2024 08/04/2024 - 65,457 11/01/2024 Ailsa Building Contractors Ltd Internal Refurbishment and Utility Works, Travelling People Site, Larkhall 01/02/2024 31/05/2025 - 910,274 11/01/2024 Biffa Waste Services Ltd Management and Operation of Household Waste and Recycling Centres (HWRC) 01/04/2024 31/03/2031 31/03/2034 39,096,332 12/01/2024 AF Jamieson Provision of Piano Tuning, Maintenance and Repair Services 15/01/2024 14/01/2029 14/01/2030 234,123 12/01/2024 Computacenter (UK) Ltd Roads Asset Management System 22/01/2024 21/01/2031 21/01/2036 1,679,556 15/01/2024 Various Suppliers Maintenance Of Building Energy Management System Installations including Underfloor Heating 22/01/2024 21/01/2029 21/01/2031 1,380,475 16/01/2024 Zurich Insurance PLC Engineering and Inspection Insurance 01/04/2024 31/03/2027 31/03/2030 1,332,772 67
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 17/01/2024 Lightways (Contractors) Ltd Maintenance, Storage, Erection and Dismantling of Festive Lighting 07/01/2024 06/01/2028 06/01/2029 1,281,323 23/01/2024 Ayrshire Tree Surgeons Ltd Tree Surgeon works various locations 04/04/2024 03/05/2024 - 62,081 24/01/2024 Wellwood Communications Ltd Provision, Maintenance and Support of Telephony and Communication Services 01/02/2024 31/01/2027 31/01/2029 3,100,000 25/01/2024 BEMCO Ltd Supply and Delivery of Smoke Detectors 12/02/2024 11/02/2026 11/02/2028 1,455,405 25/01/2024 Chubb Fire and Security Ltd Maintenance of Fire and Intruder Alarms 01/09/2023 30/09/2024 30/09/2024 171,426 25/01/2024 Landcare Solutions (Scotland) Ltd Scottish Government Play Investment Programme - Larkhall Area 19/02/2024 05/04/2024 - 320,640 25/01/2024 Women's Aid South Lanarkshire Domestic Abuse and Refuge Services 01/01/2024 30/09/2024 - 626,999 26/01/2024 Ashbourne Lodge Care Home Provision of Free Personal Care, at Ashbourne Lodge Care Home 27/03/2024 26/03/2026 26/03/2029 113,916 26/01/2024 Dovestone Estates Limited Care Home- Wray Common 01/04/2023 01/04/2026 01/04/2029 105,744 26/01/2024 Excel Vending Limited Vending Machine services 26/01/2024 26/04/2024 - 65,440 31/01/2024 High Flyers In The Woods and Lindy Loo Childmining Early Learning and Childcare PSA phase 8 and 9 new applicants 31/01/2024 31/07/2030 - 143,500,000* 01/02/2024 Covey Befriending Child Poverty Practice Accelerator Fund (CPAF) 01/02/2024 31/01/2025 - 79,897 01/02/2024 Covey Befriending Child Poverty Practice Accelerator Fund (CPAF) 01/02/2024 31/01/2025 - 59,923 01/02/2024 Vodafone Ltd Mobile Voice and Data Services 03/02/2024 26/08/2026 26/02/2028 1,200,000 02/02/2024 Cr Smith Manufacturing Limited David Walker Gardens Roof Repairs 01/03/2024 31/05/2024 - 154,331 68
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 02/02/2024 RACAM Security and Communications Ltd CCTV Infrastructure Phase 1 - Supply, Install and Maintenance of Cameras 02/02/2024 31/03/2027 - 142,660 06/02/2024 BEMCO Ltd Light Fittings and Accessories - Our Lady of Lourdes Primary School 06/02/2024 06/05/2024 - 54,394 08/02/2024 Joseph Leckie and Sons Contracts Ltd Philipshill Cemetery Extension, East Kilbride 12/02/2024 06/05/2024 - 498,492 14/02/2024 Wolf Laundry Ltd Supply, Delivery, and Installation of Laundry Equipment, including Airwallets and Maintenance 04/03/2024 31/03/2029 - 216,285 15/02/2024 Tamaris Healthcare (England) Limited Hillside Lodge Care Home 01/04/2023 01/04/2026 01/04/2029 243,759 19/02/2024 Alliance Disposables Ltd The Supply and Delivery of Janitorial Products 19/02/2024 18/02/2028 - 5,320,000 20/02/2024 Edmundson Electrical Limited Supply and Delivery of PV Panels and Accessories, Shawlands Crescent, Larkhall 26/02/2024 31/08/2024 - 62,124 22/02/2024 Stepford Contracts Ltd Capital Footway Resurfacing Scheme- Milford, EK 04/03/2024 29/03/2024 - 50,484 23/02/2024 Ailsa Building Contractors Ltd Springhall Fabrics Phase 6 25/03/2024 01/11/2024 - 1,083,262 23/02/2024 Risk Management Partners Travel Insurance 01/04/2024 31/03/2027 31/03/2030 61,077 28/02/2024 Crown Paints Ltd Supply and Delivery of Paint, Paint Sundries and Paint Packs 04/03/2024 03/03/2025 03/03/2026 279,195 28/02/2024 MGM Timber (Scotland) Ltd Supply and Delivery of Timber Doors 04/03/2024 03/03/2026 03/03/2028 604,771 29/02/2024 Computacenter UK Ltd VMWare Workspace ONE Advanced Licences 2024-2025 29/01/2024 28/01/2025 - 115,255 69
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 05/03/2024 Turner and Townsend Country Parks Masterplan - Calderglen and Chatelherault 05/03/2024 24/09/2024 - 249,150 05/03/2024 Zurich Insurance Plc SLLC Insurance (Lot 10) 01/04/2024 31/03/2027 - 853,198 07/03/2024 GMG Contractors Ltd Springhall Fabrics Phase 5 01/04/2024 01/11/2024 - 1,008,042 08/03/2024 Greenleaf Estate Maintenance Ltd and Excel Environmental Services Pest Control and Other Environmental Services 01/04/2024 31/03/2026 - 4,000,000 13/03/2024 GMG Contractors Ltd St Leonards, East Kilbride – Re- Roofing and External Wall Insulation – Pilot Project 13/03/2024 13/12/2024 - 196,831 14/03/2024 Autopress Education Ltd Maths Recovery Supplies 01/08/2023 31/07/2025 31/07/2026 100,000 14/03/2024 Storm Environmental Ltd Supply and Delivery of Communal Recycling Bins 14/03/2024 30/09/2024 31/03/2025 167,250 19/03/2024 M Squared Ltd Woods Stock Fencing 01/04/2024 30/04/2024 - 96,387 19/03/2024 Sonova UK Ltd T/A Phonak UK Ltd Supply and Delivery of Phonak FM Systems 10/01/2024 09/02/2028 - 140,000 20/03/2024 Liebherr Great Britain Ltd Hire of a Material Handler 01/01/2024 30/06/2024 31/12/2024 75,060 22/03/2024 Azets Holdings Ltd SLLC Audit Services 22/03/2024 21/03/2025 21/03/2026 73,500 22/03/2024 Hillhouse Quarry Group Ltd T/A MacAsphalt Carriageway Resurfacing/Anti Skid/Lining - A73 near Hyndford Bridge, Lanark 22/03/2024 24/03/2024 - 62,682 26/03/2024 Datatank Ltd Council Tax Discount and Exemption Review 01/04/2024 31/03/2027 31/03/2029 247,825 26/03/2024 Risk Management Partners Property Insurance 01/04/2024 31/03/2027 31/03/2030 10,605,445 26/03/2024 Various Supply of orchestral and classroom musical instruments and accessories 14/03/2024 30/11/2025 - 610,000 27/03/2024 Oracle Corporation Uk Ltd Oracle - OCI IAM - Universal Credit Expansion 09/04/2024 17/05/2027 - 115,912 27/03/2024 Scottish Water Business Stream Ltd Provision of Water and Waste Services 01/04/2024 31/03/2027 31/03/2028 14,000,000 70
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Award Date Supplier Description Start Date End Date Extension Date Contract Value £ 28/03/2024 Homecare Scotland Care Services Ltd Care at Home Services 20/02/2023 31/03/2025 30/09/2025 177,254 28/03/2024 Maven Public Sector Fidelity Insurance 01/04/2024 31/03/2027 31/03/2030 118,820 28/03/2024 Risk Management Partners Contractor All Risks Insurance 01/04/2024 31/03/2027 31/03/2030 89,532 28/03/2024 Risk Management Partners Combined Liability Insurance 01/04/2024 31/03/2027 31/03/2030 4,955,513 28/03/2024 Risk Management Partners Terrorism Insurance 01/04/2024 31/03/2027 31/03/2030 343,136 28/03/2024 Travelers Insurance Company Ltd Motor Insurance 01/04/2024 31/03/2027 31/03/2030 2,217,566 31/03/2024 Country Court Care Homes 3 Opco Ltd Provision of Free Personal Care, at Lakeview Lodge Care Home 01/04/2024 01/04/2026 - 105,744 31/03/2024 JC Peacock Bagged Salt 01/04/2024 31/03/2028 - 160,800 31/03/2024 Various Suppliers Children’s Residential Care 01/10/2022 30/09/2028 - 88,679,076 *represents the contract value over the life of the long term Procured Service Arrangement for all suppliers 71
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7.2. Appendix 2: Procurement Strategy 2023-2028 Strategic Objectives update Objective Aim Outcome Progress Compliance Ensure compliance with Procurement Regulations and the Council’s Standing Orders on Contracts Improve compliance and mitigate risk of contract challenge. Procurement continues to monitor compliance with regulations and Standing Orders on Contracts across the Council, as evidenced by • Review of procurement and purchasing arrange- ments in readiness for Oracle Fusion • Implementation of new Scheme of Delegation arrangements for Standing Orders on Contracts. Value for Money To secure Best Value, balancing cost and quality of service and support the Council in achieving budget savings Improved Value for Money in support of the Council's Financial Strategy We continue to work with Resources in recognising demand and cost drivers and identifying opportunities for efficiencies, as evidenced by: • Procured Spend review under Council’s Transforma- tional Review Programme, which achieved efficien- cies of £2m in the first two years. • Management of price increase requests given infla- tionary pressures in market Collaborative Identify and influence collaborative opportunities to work with public partners and drive value through the power of public sector procurement. Improved levels of collaborative activity and delivery of efficiencies We continue to engage with procurement partners to identify collaborative opportunities and influence development of collaborative working, as evidenced by: • 94% participation in Scotland Excel frameworks • Positive engagement with Scottish Procurement Alli- ance, Procurement for Housing and Hub South West Contract and Supplier Management Support Resources to take a proactive approach to contract and supplier management to achieve Ensure suppliers meet contractual obligations, drive improvements in supplier performance and achieve efficiency improvements. We can demonstrate an improved approach to contract and supplier management, as evidenced by: • Review of supplier base in anticipation of Oracle Fu- sion implementation 72
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innovation and value in contract delivery. • Improved levels of engagement with Social Care pro- viders • Development of new electronic performance appraisal arrangements in Oracle Fusion. Fair Work First Work with suppliers to implement Fair Work First standards, including payment of the Living Wage and compliance with Council Charters Improved Fair Work and Living Wage arrangements for those involved in delivery of Council contracts We continue to promote Fair Work First and payment of the Living Wage, as evidenced by: • Annual confirmation of payment of Living Wage in all Social Care contracts • Continued focus on Fair Work First recommendations from Scottish Government included in all appropriate tenders. Sustainable and Ethical Secure wider social, economic and environmental benefits through contracts as set out in the Sustainable Procurement Duty Meet the Sustainable Procurement Duty Procurement continues to self-assess progress using the Scottish Government’s Flexible Framework to assess the organisational approach to sustainable procurement. • Review of sustainability scoring recommendations to allocate 30% of technical envelope to sustainable procurement outcomes, including a specific score for climate outcomes for the first time. Community Wealth Building Support and encourage the local economy to grow sustainably through the effective use of procurement to develop local communities and maximise use of Community Benefits Ensure the spending power of the Council and Community Benefits contribute towards Community Wealth and achieve National Outcomes Procurement contributes to the local spend pillar under the Community Wealth Building Strategy, as evidenced by: • Delivering an increase in local spend from 18% to 19.5%, representing £67m spend locally, £60m of which was with SMEs. • Implementation of the new community benefits moni- toring software “Cenefits”. 73
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7.3. Appendix 3: Planned Future Regulated Procurements 2024/2025 and 2025/2026 Contract Description Expected Award Date Estimated Value (£) Water Quality Management Services (Including Legionella) 01/04/2024 300,000 Supply, Delivery and Installation of Washing Machines - Towers 01/04/2024 200,000 Fuel Cards and Associated Services 01/04/2024 3,300,000 Utilities - Supply of Electricity 01/04/2024 14,000,000 Provision of Water and Waste Services 01/08/2024 14,000,000 Supply and Delivery of Bagged Salt for Winter Road Maintenance 01/04/2024 170,000 Supply and Delivery of Cold Permanent Pothole Repair 29/04/2024 125,000 Framework for Removals, Storage and Disposals 30/04/2024 700,000 Planer and Paver Hire and Works 30/04/2024 4,000,000 Treasury Management Consultancy 30/04/2024 50,000 74
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Contract Description Expected Award Date Estimated Value (£) Repair, Inspection and Maintaining of Catering Machines 2024 30/04/2024 979,000 External Printing services 30/04/2024 250,000 Hire of Vehicles and Plant 30/04/2024 3,600,000 Supply, Delivery and Installation of Commercial Catering Equipment 01/05/2024 1,000,000 Groceries and Provisions 01/05/24 1,000,000 Maintenance and Repair of Portable Gas Appliances and Hotboxes 17/05/2024 50,000 EVAC Chair Maintenance 30/05/2024 50,000 Cashless Parking 30/05/2024 - Analogue to Digital Arc and Device replacement 31/05/2024 500,000 Adult Supported Living: individual placement 31/05/2024 5,310,000 Parent and Dyadic Therapy 01/06/2024 75,000 75
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Contract Description Expected Award Date Estimated Value (£) Council Tax Discount and Exemption Review 03/06/2024 50,000 Primary School Counselling Services 03/06/2024 100,000 Supply and Delivery Vehicle Parts 30/06/2024 1,500,000 Hairmyres Park and Ride 30/06/2024 3,800,000 Small Plant Training for Roads and Transportation employees. 30/06/2024 280,000 Framework for Small Plant Training 30/06/2024 480,000 Supply and Support of Microsoft Licences 30/06/2024 4,500,000 Temporary Signs and Associated Products 30/06/2024 120,000 Care at Home Procured Service Arrangement Phase 1 onward 30/06/2024 714,300,000 Desktop Client Devices 30/06/2024 700,000 External Wall Installation: term contract 30/06/2024 20,000,000 76
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Contract Description Expected Award Date Estimated Value (£) Electromagnetic Repairs 30/06/2024 800,000 Wall Insulation Services 30/06/2024 500,000 Supply and Delivery of Refuse Sacks (Waste / Grounds Services) 30/06/2024 70,000 Hire of Material Handler 30/06/2024 89,000 Supply and Delivery of Communal Recycling Bins 30/06/2024 170,000 External Fabrics Term Contractor 30/06/2024 20,000,000 Supply and Delivery of Specialist Digital Paper 30/06/2024 280,000 Christmas Trees 30/06/2024 200,000 Support Services for Oracle Fusion 30/06/2024 600,000 Care at Home and Housing Support 30/06/2024 3,000,000 Tollbooth Lanark, Streetscape Contract 30/06/2024 300,000 77
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Contract Description Expected Award Date Estimated Value (£) Supply and Delivery of Kitchen Installations 30/06/2024 8,000,000 City Deal road programmes (Hamilton) 30/06/2024 2,100,000 Contractor – Refurbishment Works / Aids and Adaptations 30/06/2024 4,800,000 Online Benefits Calculator 31/07/2024 200,000 Provision of Literacy, Numeracy, Health and Wellbeing Educational Assessment 31/07/2024 300,000 Taxi Mini Competition -School transport 31/07/2024 5,000,000 Domestic Appliance Repair 01/08/2024 100,000 Blue Badge Central Record and Badge Ordering Services 03/08/2024 250,000 Supply, Installation and Maintenance of Traffic Counting Equipment 30/08/2024 925,000 Community Meals 30/08/2024 - Larkhall Leisure Centre 31/08/2024 (from) 22,800,000 78
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Contract Description Expected Award Date Estimated Value (£) Supply, Delivery of 2 Wheeled Bins 31/08/2024 850,000 Supply, Delivery, Installation and Maintenance of the Corporate Multi-Functional Device Hardware Fleet 31/08/2024 1,393,625 Maintenance of Emergency Lighting Battery Cubicles 01/09/2024 50,000 Parent and Child Counselling 01/09/2024 75,000 The Provision of Skip Hire 12/09/2024 437,000 Care Homes for Adults with Learning Disabilities including Autism 15/09/2024 700,000 Income Management System / Online Cashless Payments 29/09/2024 200,000 Supply and Delivery of Telecare Peripheral Equipment 30/09/2024 67,467 South Lanarkshire Council Warden Call System Upgrades 30/09/2024 780,000 Early Language Intervention 30/09/2024 150,000 Winter Assistance - Farmers 30/09/2024 52,000 79
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Contract Description Expected Award Date Estimated Value (£) Provision of Moving and Assisting Training 30/09/2024 400,000 Christmas Switch On Events 30/09/2024 300,000 Intensive family support for young people in, or at risk of entering, residential care 30/09/2024 1,500,000 Legal Services Providers 30/09/2024 500,000 Asbestos Waste Skips 30/09/2024 200,000 Maintenance of Fire and Intruder Alarms 30/09/2024 200,000 Adventure Tourism 30/09/2024 65,000 Maintenance of Power Wash Systems 31/10/2024 50,000 Digital Connectivity Multi-Lot 30/11/2024 18,000,000 Provision of Independent Advice and Development Support Customers in South Lanarkshire 30/11/2024 350,000 ICT - PSN Connectivity - PSN Circuit 30/11/2024 1,400,000 80
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Contract Description Expected Award Date Estimated Value (£) Accident Management System 31/12/2024 200,000 Secure Site Containers and Welfare Units 15/01/2025 250,000 IT Service Management Solutions 28/02/2025 130,000 Provision of Debt Recovery and Sheriff Officer Services - Legal Services 28/02/2025 - Supply and Direct Delivery of Postage Stamps 28/02/2025 115,000 CCTV Infrastructure Phase 2 – Wi-Fi Network with Additional Supply, Install and Maintenance of Cameras 13/03/2025 200,000 Supply of Coffee and Associated Products 23/03/2025 65,000 Self Directed Support Advice 30/03/2025 300,000 New Waste Transfer Station 31/03/2025 200,000 Supply of Fixings 31/03/2025 100,000 Supply of Sealants 31/03/2025 100,000 81
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Contract Description Expected Award Date Estimated Value (£) IT software Fleet Management 31/03/2025 118,000 Franking machines and mail collection 31/03/2025 150,000 Supply of Domestic Heating Spares 31/03/2025 240,000 Supply of Ironmongery 31/03/2025 250,000 Kinship Care Support Service 31/03/2025 765,000 Supply and Delivery of Air Source Heating Systems 31/03/2025 1,680,000 Educational Services PSA New applicants 31/03/2025 42,141,617 Early Learning and Childcare - New applicants 31/03/2025 143,000,000 Adult Supported Living - New applicants 31/03/2025 229,000,000 Telecare equipment - personal alarms 31/03/2025 100,000 Audio Visual equipment in schools 31/03/2025 250,000 82
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Contract Description Expected Award Date Estimated Value (£) Servicing and Maintenance of Generators 31/03/2025 50,000 Interpretation Services 31/03/2025 500,000 Maintenance of EV Charging Points 31/03/2025 80,000 Extract Fans 31/03/2025 95,000 Repair and Renewal of Water Boilers and Under-sink Water Heaters 31/03/2025 100,000 Supply and Delivery of UPVC Materials 31/03/2025 100,000 Scottish Government Play Investment Programme - Larkhall Area 31/03/2025 320,640 Scottish Government Play Investment Programme, Rutherglen and Cambuslang 31/03/2025 338,600 Support Programme: Education 31/03/2025 400,000 Supply and Delivery of Electrical Materials 31/03/2025 500,000 Supply and Delivery of Plumbing Materials 31/03/2025 500,000 83
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Contract Description Expected Award Date Estimated Value (£) Supply and Delivery of Building and Timber Materials 31/03/2025 600,000 Supply and delivery of Catering supplies 31/03/2025 1,000,000 Provision and Delivery of Washroom Solutions and Sanitary Products 31/03/2025 1,500,000 Light and Heavy Vehicle Repairs (Ad-Hoc Mechanical and Electrical) 31/03/2025 2,500,000 Housing support for individuals in Extra Sheltered Housing 31/03/2025 4,000,000 Debt Management and Diligence Services 31/03/2025 - Energy (Utilities) Management and Supply for Void and New Build Housing Properties 31/03/2025 200,000 Repairs to Horseshoe Bridge and associated path network 31/03/2025 200,000 Street Lighting Materials 31/03/2025 2,000,000 Grounds Maintenance and horticulture: plants, shrubs and trees 31/03/2025 200,000 Street Lighting Materials- Columns 31/03/2025 100,000 84
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Contract Description Expected Award Date Estimated Value (£) Homeless Accommodation Framework 31/03/2025 16,000,000 Aids and Adaptations - Supply, Delivery and Installation of Disabled Access Ramps 31/03/2025 250,000 McKirdy Park - Pitch Replacement 31/03/2025 400,000 Supply and Delivery of Timber Materials 31/03/2025 560,000 Clydesdale Way: project management and associated works 31/03/2025 25,000,000 Supply and Delivery of External Door Sets and Windows 31/03/2025 1,600,000 Speech and Language Therapy 31/03/2025 200,000 Light and Heavy Plant, Grounds machinery and Ground Maintenance 31/03/2025 4,000,000 The Supply and Delivery of Liquid Fuels 31/03/2025 7,200,000 Supply and Delivery of Domestic Furniture and Furnishings 31/03/2025 12,000,000 Equipu Partnership Agreement 31/03/2025 30,000,000 85
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Contract Description Expected Award Date Estimated Value (£) Audio equipment for deaf and hard of hearing people 31/03/2025 100,000 Cathcart Place Industrial Development 31/03/2025 100,000 Classroom furniture 31/03/2025 250,000 Framework Agreement for Business Support and Expert Help Services 31/03/2025 500,000 Maths materials and resources 31/03/2025 100,000 Flooring framework 31/03/2025 1,000,000 Online learning in reading, writing and maths 31/03/2025 100,000 Workflow software solution 31/03/2025 600,000 Security for Council Offices 31/03/2025 3,250,000 Web based and proprietary devices 31/03/2025 100,000 Receipt and Treatment of Container Mix 31/03/2025 60,000 86
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Contract Description Expected Award Date Estimated Value (£) Receipt and Treatment of Fibre Mix 31/03/2025 60,000 Uplift, Disposal (incl Recycling) of Gas Bottles 31/03/2025 95,000 Ash Dieback (Various Projects) 31/03/2025 100,000 Demolition of the Newcross centre to support a residential development 31/03/2025 TBC Civic Hub Design Phase 31/03/2025 TBC New Build Housing Housing: Westwood, Ash Parks, East Kilbride 31/03/2025 TBC New Build Housing – Former McWhirter House 31/03/2025 TBC New Build Housing - Braehead, Blantyre 31/03/2025 TBC New Build Housing – Former Cairns Primary School Site 31/03/2025 TBC Mill Street, Rutherglen, Communal Boiler Replacement 31/03/2025 TBC Deer Park, Larkhall - Communal Boiler Replacement 31/03/2025 TBC 87
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Contract Description Expected Award Date Estimated Value (£) Parker Place, Larkhall - Communal Boiler Replacement 31/03/2025 TBC Deer Park Sheltered Housing, Larkhall - Internal Upgrade 31/03/2025 TBC Wellbeck House and The Mews Stuart Street, East Kilbride - Internal Upgrade 31/03/2025 TBC Bosfield Place Sheltered Housing, East Kilbride - Lift Refurbishment 31/03/2025 TBC Strathcona House Sheltered Housing - Lift Refurbishment 31/03/2025 TBC John Smith Court Sheltered Housing - Lift Refurbishment 31/03/2025 TBC 1-26 Stonefield Park Gardens, Blantyre - Pipework 31/03/2025 TBC Bosfield Place, Sheltered Housing, East Kilbride - Water Mains Supply 31/03/2025 TBC Castlefield Gardens SHC - Ventilation Upgrade 31/03/2025 TBC Social Bite Village, Harriet Street, Rutherglen 31/03/2025 TBC Lindsay House, East Kilbride - Demolition 31/03/2025 TBC 88
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Contract Description Expected Award Date Estimated Value (£) New Build Housing Priory Road - Former Woodpark PS Site 31/03/2025 TBC New Build Housing Housing - Site at Former Ballgreen Hall - Glasgow Road 31/03/2025 TBC New Build Housing Housing - Site at Former Lindsay House - Kittoch Street 31/03/2025 TBC New Build Housing Housing – Carlisle Road, Hamilton (ELU) 31/03/2025 TBC Former ELU, Carlisle Road, Hamilton - Demolition 31/03/2025 TBC Clydeford View, Cambuslang - Renewal of Corridor Ceiling and Lighting 31/03/2025 TBC McClymont House, Lanark - Feasibility for New Housing Stock 31/03/2025 TBC Red Deer Centre, EK - Feasibility for New Housing Stock 31/03/2025 TBC Kitchen programme flooring and painting: various locations 31/03/2025 TBC Close Refurbishment - Hamilton and Blantyre Area 31/03/2025 TBC St. Hilary’s Primary School - MUGA Adaptations 31/03/2025 TBC 89
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Contract Description Expected Award Date Estimated Value (£) Nursery Soft Pore Replacement Project - Various Properties 31/03/2025 TBC Heathery Knowe PS - Adaptations 31/03/2025 TBC Chatelherault Country Park - Boiler Replacement 31/03/2025 TBC Cathkin Library - Cladding Replacement 31/03/2025 TBC Mobile Client Devices 31/03/2025 2,400,000 National Framework Contract for the Supply of Natural Gas 01/04/2025 3,100,000 Provision of Passenger Transport Services 30/04/2025 50,000,000 Burial and cremation software system 30/04/2025 300,000 Provision of a Workwear Rental Laundry Service 31/05/2025 50,000 Payables Fraud Software 31/05/2025 140,000 Supply of Ad-Blue Fuel Additive 07/06/2025 160,000 90
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Contract Description Expected Award Date Estimated Value (£) Provision of Employee Physiotherapy Services 07/06/2025 420,000 Online Mental Health and Wellbeing Support for Children and Young People 09/06/2025 180,094 Maintenance of Sewage Treatment Systems 20/06/2025 50,000 Software Solution for Grounds, Street Cleansing and Waste Services 30/06/2025 100,000 British Sign Languages and Centre of Approval 30/06/2025 90,000 Supply and Support of Secure Broadband Connectivity Services 30/06/2025 130,000 End User Computing and Device Management (Desktop) 30/06/2025 2,500,000 Provision of Volume Mailing and Associated Services (for outbound mail and digital communica- tions) 30/06/2025 3,600,000 Fostering and Continuing Care 30/06/2025 10,000,000 Cashless Catering Solution 30/06/2025 500,000 Supply, Delivery and Installation of Office Furniture 03/07/2025 2,450,000 91
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Contract Description Expected Award Date Estimated Value (£) Furniture for Care Homes and Sheltered Housing Complexes 03/07/2025 2,500,000 eLearning and Development platform - Clyde Valley Partnership 31/07/2025 TBC ECO Stars Commercial Fleet Scheme 31/07/2025 140,000 Microsoft Office 365 Backup and Recovery Solutions 31/07/2025 300,000 Window and Door Replacement Package 31/07/2025 2,600,000 Electronic Payment Services 31/08/2025 500,000 Education Digital Futures 30/09/2025 59,000,000 Land Led Development property sites 30/09/2025 TBC Centre West East Kilbride: demolition 30/09/2025 TBC Supply and Delivery of Industrial Gases 21/10/2025 80,000 Emotional and Behavioural Interventions, Training and Resources 31/10/2025 200,000 92
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Contract Description Expected Award Date Estimated Value (£) Supply musical instruments 30/11/2025 800,000 Supply of Homecare Uniforms - Tunics and Trousers 31/12/2025 100,000 Landfilling of Residual Waste (unsuitable for processing via Thermal Treatment Facilities) 31/12/2025 500,000 Short Breaks - Child Services 05/01/2026 14,000,000 Training and Employability Framework 30/01/2026 28,000,000 Payment Acceptance 31/01/2026 557,500 The Supply and Fitting of Tyres for Vehicles and Plant 31/01/2026 2,200,000 Blue Badge Digital Service Blue Badge Printing and Fulfilment Services 04/02/2026 75,000 Supply, Installation and Maintenance of a Corporate Telematics Solution 28/02/2026 600,000 Supply of Paint and Sundries 03/03/2026 600,000 Video Conferencing Solution for schools 20/03/2026 150,000 93
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Contract Description Expected Award Date Estimated Value (£) Lone Working Software 31/03/2026 160,000 Day and Crisis Support for Adults with Mental Health Problems 31/03/2026 1,000,000 Day Care Services 31/03/2026 1,000,000 Befriending services to vulnerable children and young people 31/03/2026 800,000 Pest Control, Industrial Cleaning and Other Environmental Services 31/03/2026 4,000,000 Advocacy and participation for children and young people 31/03/2026 120,000 Supply and Delivery of Personal Protective Equipment (PPE) 31/03/2026 3,000,000 Technology Peripherals and infrastructure 31/03/2026 600,000 Adult Carers Service 31/03/2026 4,500,000 Void Property Protection 31/03/2026 400,000 Installation of Door and Door Entry Systems 31/03/2026 400,000 94
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Contract Description Expected Award Date Estimated Value (£) Provision of ICT Managed Security 31/03/2026 300,000 Young Peoples Carer Service 31/03/2026 4,500,000 ICT Managed Security 31/03/2026 680,000 Printing and Issue of Postal Votes, Printing of Ballot Papers and Postal Vote Management System 31/03/2026 880,000 95
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 3 December September 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 Requirements 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. 8 97
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8. Integrated Impact Assessment and Consultation Requirements 8.1. The report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive South Lanarkshire Council 12 November 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 98
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APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility 18 March 2025 10 June 2025 9 September 2025 10 December 2025 Future Meetings SLC land and property link to renewable energy 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 Update on local data sets SLC SLC SLC SLC SLC SLC VASLan or Cmty Planning Iain Iain Iain Gillian Jen 99
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