Agenda Document Pack - Community Wealth Building Commission - 10/06/2025
South Lanarkshire Council · 10 June 2025
Back to Community Wealth Building Commission — 10 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Council Offices, Almada Street Hamilton, ML3 0AA Monday, 02 June 2025 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, 10 June 2025 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 Ross Lambie 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 Louise Long, Chief Executive, NHS Lanarkshire Josephine Pravinkumar, Director of Public Health, NHS Lanarkshire Hisashi Kuboyama, Development Manager, West of Scotland, Federation of Small Businesses Jimmy Wilson, Interim Chief Executive, VASLan Richard Gallacher, Head of Estates, University of the West of Scotland (UWS) 1
Page 2
BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Community Wealth Building Commission held on 18 March 2025 submitted for approval as a correct record. (Copy attached) 3 - 10 Item(s) for Consideration 3 NHS Lanarkshire Anchor Plan Progress Update Joint report dated 19 May 2025 by the Director of Public Health and Health Policy and Consultant in Public Health, NHS Lanarkshire. (Copy attached) 11 - 26 4 Community Wealth Building Action Plan - Q4 Update Report dated 15 May 2025 by the Chief Executive. (Copy attached) 27 - 46 5 Community Wealth Building Legislation Report dated 15 May 2025 by the Chief Executive. (Copy attached) 47 - 50 6 Community Wealth Building Legislation – Call for Views Report dated 29 May 2025 by the Chief Executive. (Copy attached) 51 - 62 7 Meetings Timetable 2025/2026 Report dated 14 May 2025 by the Chief Executive. (Copy attached) 63 - 64 8 Forward Programme for Future Meetings Report dated 14 May 2025 by the Chief Executive. (Copy attached) 65 - 68 Any Other Competent Business 9 Any Other Competent Business Any other items of business which the Chair decides are competent. For further information, please contact:- Clerk Name: Susan Somerville Clerk Telephone: 07557 323097 Clerk Email: susan.somerville@southlanarkshire.gov.uk 2
Page 3
COMMUNITY WEALTH BUILDING COMMISSION Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 18 March 2025 Chair: Councillor Joe Fagan Present: South Lanarkshire Council Councillors Alex Allison, John Ross, Margaret B Walker P Manning, Chief Executive; J Taylor, Executive Director (Finance and Corporate Resources) NHS Lanarkshire J Pravinkumar, Director of Public Health University of the West of Scotland T Adamson, Estates Environment Manager Also Attending: South Lanarkshire Council Chief Executive’s Service J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy; N Reid, Improvement and Community Planning Manager Finance and Corporate Resources C Fergusson, Head of Finance (Transactions); L Hamilton, Administration Officer; S Jessup, Administration Assistant Community and Enterprise Resources D Booth, Executive Director (Community and Enterprise Resources); D Hashagen, Employability Manager; K Lean, Programme Manager Blantyre Soccer Academy J Whelan, Chairperson Apologies: South Lanarkshire Council Councillors Robert Brown, Margaret Cooper, Kirsten Robb S Sengupta, Director, Health and Social Care NHS Lanarkshire C Lauder, Interim Chief Executive; E Russell, Consultant in Mental Health VASLan J Wilson, Interim Chief Executive Federation of Small Businesses H Kuboyama, Development Manager, West of Scotland 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 3 December 2024 were submitted for approval as a correct record. The Commission decided: that the minutes be approved as a correct record. 2 3
Page 4
3 Community Benefits within Contracts A report dated 18 February 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on:- the Council’s approach to Community Benefits in contracts how Community Wish Lists were fulfilled and the current position the introduction of the ‘Cenefits’ online system used to monitor and report on Community Benefits Community Benefits progress for 2024/2025 to September 2024 The Procurement Reform (Scotland) Act 2014 required the Council to consider Community Benefits for contract values of over £4 million, however, the Council considered inclusion of Community Benefits in all regulated tenders (over £50,000) where appropriate to the supplier, value and duration of the contract. Community Benefits also formed part of the Sustainable Procurement Duty, supporting the ambitions of the Council’s Sustainable Development and Community Wealth Building (CWB) Strategies, which sought to develop resilient, inclusive and sustainable local economies. The Council’s approach to Community Benefits was detailed at Section 4 of the report. The Council had launched a refreshed Community Benefits Menu in April 2023, as detailed at Appendix 1 to the report. The Menu was allocated into 6 areas, reflecting the Scottish Government requirements and Council priorities, with the key focus on delivering tangible improvements to the economic, social and environmental wellbeing of the local area. A Community Benefits points matrix, as detailed at Appendix 2 to the report, was used to calculate the minimum number of points that a bidder must commit to during the tender process. When a contract was awarded, the delivery of Community Benefits committed in the tender formed part of the contract. The ’Community Wish List‘ facilitated connections between community organisations and Council suppliers/contractors from both sides. To date, 253 wishes had been submitted, 92 had been answered and the total value was £95,795. Following award of a contract, the Council’s Community Benefits Officer engaged with the contractors to develop a phased delivery plan and appropriately signposted contractors to services. A Community Benefits software system, ‘Cenefits’, was implemented by the Council in April 2024 to improve and streamline processes and reporting on the Council’s Community Benefit position, and this was monitored by the Community Benefits Officer. An update on Community Benefits was provided at Appendix 3 to the report. The first table detailed Community Benefits committed from contracts rewarded between April and September 2024. The second table provided an analysis and further detail on the delivery status for all Community Benefits committed from contracts awarded during the last 2 financial years, noting that the delivery date for a contract could potentially be over the entire term of the contract. Two case studies of Community Benefits delivered between April and September 2024 were detailed at Section 7.3 in the report. The Head of Finance (Transactions) responded to members’ questions on:- investing in communtiy capacity through the Wish List sharing themes from the Wish List with applicants to help deliver their wish 4
Page 5
a shift in the Wish List fund to deliver success the value of contracts in relation to Community Benefits points The Commission decided: that the report be noted. 4 Community Benefit Funds Support of Community Wealth Building K Lean, Programme Manager gave a presentation that set out the links from the Community Benefit Funds from local renewable energy to some of the Community Wealth Building (CWB) pillars. The Council had experience of administering the funds and ensuring maximum community capacity. The Scottish Government had the ambition to increase energy capacity from 9.4 gigawatts to 20 gigawatts on shore by 2030. Details were provided in respect of:- the rationale and links to CWB income generated by the local economy via:- windfarms quarries solar farms battery storage local money remaining in local communities community ownership of windfarms support for stronger and prosperous communities support for healthy and active communities support for sustainable environmental communities governance links to CWB the following 7 strategic priorities:- transport and connectivity recreation and community facilities, community ownership of assets rural entrepreneurial activities, business infrastructure jobs, training and employability environmental and net zero sustainability rural poverty tourist and visitor infrastructure to support tourism benefits to the community and examples of grants and funds made available employability and training examples community ownership socially productive use of land and property examples the social economy making financial power work for local places examples The Chair asked that the Commission note the new developments/concepts, emerging sectors and potential funds and give consideration to those when considering areas of policy in terms of community benefit. K Lean was thanked for the informative presentation and responded to members’ questions on:- Community Benefits in comparison to company profits and opportunities for the Council to rebalance this or take shares/become part owners in windfarm projects the amount of payback from battery storage and the equitable distribution of benefits across South Lanarkshire 5
Page 6
The Commission decided: that the presentation be noted. 5 Employability and Employment Pillar A report dated 28 October 2024 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Community Wealth Building (CWB) Risk Register. South Lanarkshire Works, the Council’s employability service, delivered and funded a range of employability programmes designed to develop participants’ work readiness skills and support them to progress to sustainable employment. The programmes were supported by external grant funding and planned through the South Lanarkshire Local Employability Partnership (SLLEP) which involved a number of key partners. Those services were agreed with SLLEP and set out in an Annual Investment Plan (AIP). The services included:- keyworker based employability support delivered to key priority groups learning/training and skills development provision which was delivered to meet the needs of people engaging with keyworker services The service also planned and delivered a range of work-based learning opportunities to school pupils in the senior phase of secondary school (S4 to S6) and this was supported by Council core resources. The keyworker-based employability services delivered and funded by South Lanarkshire Works were designed to meet the needs of SLLEP’s key priority groups. All participants were supported by a named keyworker who supported them to develop and complete an individualised action plan, which included access to a range of training and employability provision. All programmes were delivered in line with the principles of the Scottish Government’s No-one Left Behind delivery model and the Scottish Approach to Employability, which was set out at Section 4.2 of the report. Key priority groups and services were detailed at Table 1 in the report. The Employability Learning and Training Provision 2024/2025 was detailed at Table 2 in the report. The Connect 2 Renewables Employability Initiative provided enhanced support to complement the range of programmes offered. A key focus and performance measure of the Employability Service was to improve the proportion of school leavers that progressed to a positive destination of education training or employment. The positive school leaver destinations for 2018/2019 to 2022/2023 were detailed at Table 5 in the report for comparison and highlighted the improvement in the measure. The destination breakdown of school leavers for 2022/2023 was detailed at Table 6 in the report. Table 7 in the report contained the participation measures for 2019 to 2024 that provided comparison between South Lanarkshire and Scotland as a whole. Since 2022 the Employability Service had led a process of joint tracking between the Council and Skills Development Scotland (SDS) to improve the participation measure by identifying young people, including through home visits, with an unconfirmed or unemployed status and offer appropriate support or confirmed destinations. During this period, the service had carried out almost 1,300 home visits. A detailed breakdown of the visits carried out between August 2023 and July 2024 was provided at Table 8 in the report. 6
Page 7
Foundation Apprenticeships (FAs) were a national senior phase option, funded by SDS and the Scottish Funding Council (SFC). South Lanarkshire’s FA programme was delivered as a partnership between the Council, South Lanarkshire College and New College Lanarkshire with the colleges delivering the learning element and the Council managing the overall programme, including pupil support, compliance, and work placements. Table 9 in the report provided detail on South Lanarkshire FA starts for 2023/2024. The GradU8 programme was a South Lanarkshire specific work-based learning option available to pupils in S4 to S6. The programme was delivered in partnership with South Lanarkshire College, New College Lanarkshire and Glasgow Kelvin College. In addition to the college-based options, each school could also identify up to 5 young people to take part in a long-term work placement as part of the GradU8 programme. Table 11 in the report provided details of the number of pupils completing the GradU8 programme by subject. A range of South Lanarkshire Works case studies was provided at Appendix 1 to the report. D Hashagen was thanked for the informative report and responded to members’ questions on:- areas where the Council had employment demands and how this could be matched to individuals outcomes for people with disabilities or long term heath conditions and how the Commision could provide support how current employment figures at Quarter 4 were comparing to previous years foundation apprenticeships SIMD datazones D Hashagen gave an undertaking to provide the Commission with information on the datazones of young people taking part in the FA programme. The Commission decided: that the work undertaken by South Lanarkshire Works and the South Lanarkshire Employability Partnership be noted. 6 Community Asset Transfer – Blantyre Soccer Academy A report dated 4 March 2025 by the Chief Executive was submitted on the successful Community Asset Transfer (CAT) of Blantyre Soccer Academy. In 2019, Blantyre Soccer Academy became the second completed CAT in South Lanarkshire under the Community Engagement (Scotland) Act 2015 when the closed Rowan Community Hall came into the Academy’s ownership along with the land adjacent in 2021. J Whelan, Blantyre Soccer Academy gave a presentation providing details in respect of:- the purchase and refurbishment of Rowan Hall, Blantyre the function of Rowan Hall staff employment and tasks use of waste ground opposite Rowan Hall the purchase and refurbishment of Larkfield Hall and football pitch, Blantyre the function of Larkfield Hall and football pitch, Blantyre obstacles and downside of the CAT Process:- lengthy paperwork and duplication charities’ lack of understanding of the CAT process legal delays lengthy timeframes community benefits of CAT:- creating spaces for young people to gather, socialise and build connections 7
Page 8
empowering young people collaboration with local groups supporting vulnerable groups J Whelan was thanked for the informative presentaion and commended for the work of Blantyre Soccer Accademy. J Kerr and J Whelan responded to members’ questions on:- Council officers who liaised with organisations to support CAT transfers use of the halls for wider groups and involement of the whole community the extent that football was still part of the community offering The Chief Executive committed to meeting with Blantyre Soccer Academy and other organisations who had completed the CAT process to discuss the experience, gain some learning and develop an improvement plan. The Commission decided: that the report and presentation be noted. 7 Marmot Place Programme A report dated 3 March 2025 by the Chief Executive was submitted providing an update on the Marmot Place Programme being undertaken by the Community Planning Partnership (CPP) as part of the Collaboration for Health Equity in Scotland partnership. Public Health Scotland (PHS) and 3 local areas in Scotland were collaborating with the University College London Institute of Health Equity (IHE), led by Professor Sir Michael Marmot. The Partnership was a pilot in Scotland, known as the Collaboration for Health Equality in Scotland (CHES), and was adopting a Marmot framework approach to understanding and addressing inequalities in Scotland. The South Lanarkshire launch event was held on Tuesday 25 February 2025 to raise awareness and seek wider support for the Marmot principles and approaches. The event was well received with good attendance and a feedback report on the event would be provided at a later date. There were 4 phases to the pilot and the first phase, which was taking place from December 2024 to July 2025, was analysis of data. A South Lanarkshire Data Working Group was being established to further develop the narrative and understanding of poverty and inequality in South Lanarkshire. The Working Group would seek to identify the location and spread of inequality across South Lanarkshire by localities and place. Phase 2, understanding the system, would commence from March to December 2025. The local Marmot working groups continued to meet and develop a local understanding of poverty and inequalities across South Lanarkshire. Local partners were being invited to workshops across the programme to contribute to the development of local evidence base, systems analysis, prioritisation and action planning. The Steering Group would develop a high-level South Lanarkshire Marmot work plan to consider areas of priority and approach that South Lanarkshire would test during the Marmot Programme support phases. 8
Page 9
J Kerr responded to members’ questions on:- investment in preventative spend and community capacity building the link to environment and health, including membership of the Commission the Data Working Group and its function The Commission decided: that the report be noted. [Reference: Minutes of 3 December 2024 (Paragraph 7)] 8 Any Other Competent Business – Forward Programme A report dated 18 March 2025 by the Chief Executive was submitted advising of the forward programme for meetings of the Commission and inviting members to suggest topics for inclusion in the Commission’s forward programme. The Commission decided: that the report be noted. [Reference: Minutes of 3 December 2024 (Paragraph 8)] 9
Page 10
10
Page 11
Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 10 June 2025 Report by: Professor S. Josephine Pravinkumar, Director of Public Health and Health Policy, NHS Lanarkshire Elspeth Russell, Consultant in Public Health, NHS Lanarkshire Subject: NHS Lanarkshire Anchor Plan Progress Update 1. Purpose of Report 1.1 The purpose of this report is to: provide an update on progress against year one of the NHS Lanarkshire (NHSL) Anchor action plan 2023 to 2026 2. Recommendation(s) 2.1 The Commission is asked to approve the following recommendation(s): (1) that the progress made by NHS Lanarkshire as an anchor organisation, be noted. 3 Background 3.1 In line with Annual Delivery Plan requirements, NHSL has had a 3-year strategic anchor plan in place since October 2023. 3.2 An NHSL Anchor Steering Group, chaired by the Director of Public Health, meets quarterly, to oversee the implementation of the action plan, with bi-annual reporting to the Population Health Governance Committee. 3.3 The anchor plan has evolved over the last 12 months and will continue to do so as links are made to wider plans, strategies and opportunities that support NHS Lanarkshire’s anchor ambitions. 3.4 The overarching focus of the anchor plan is on shifting the culture of the organisation to more intentionally use the levers available to positively impact on the wider determinants of health and reduce health inequalities. This will require ongoing leadership and commitment across the organisation to apply an inequalities lens to all areas, from corporate functions such as recruitment, procurement and management of assets through to how we deliver care more holistically and how we work with partners. 4 Progress against year 1 of the NHS Lanarkshire Anchor action plan 4.1 Appendix 1 outlines the RAG status and progress updates for the first year of delivery of the anchor plan to end September 2024. 3 11
Page 12
Notable areas of progress include: 4.2 Continued expansion of the employability programmes with proactive outreach work undertaken in partnership with Routes to Work to target groups such as those with disabilities and parents. There were 226 employability/apprenticeship placements offered in NHSL during 2023/24 compared to 187 in 2022/23. 4.3 NHS Lanarkshire Procurement team attended a local Meet the Buyer event in April 2024. Laing O’Rourke, delivery partner for Monklands Replacement Programme, also delivered a Meet the Buyer event in October 2024. 4.4 Increased local spend (9.2%) by £3.9 million and an increase in proportion of spend with small and medium sized enterprises from 31% to 42% over 2023/24. 4.5 Delivery of a staff travel survey in April 2024 leading to a series of transport and travel actions to build on the existing active travel initiatives. 4.6 Continued delivery, and good uptake, of eight therapeutic garden projects across NHSL sites through the Lanarkshire Green Health Partnership and procured partners, Clydesdale Community Initiative (CCI), with a focus on targeting inequalities groups. 4.7 Appointment of a Horticultural and Biodiversity & Grounds Manager post in April 2024 and ongoing work to map greenspace and develop a Memorandum of Understanding to allow community groups to access NHSL greenspace areas for development. 4.8 Delivery of financial wellbeing routine enquiry (RE) training to 20 clinical services with 3 services being supported to implement RE across their pathways. Refresher training commenced for those staff groups already delivering routine enquiry. 4.9 Social prescribing networks established across North and South Lanarkshire in partnership with the community and voluntary sector and delivery of holistic needs assessments (HNAs) to patients and staff by the Health Promoting Health Service team. Initial scoping work commenced to embed HNA into the Flow Navigation Centre (FNC Plus+). 4.10 Expansion of the Care Academy to South Lanarkshire with NHS Lanarkshire Practice Education team linking with local authorities to deliver joint educational programmes (e.g. RCN cadet programme), with specific targeting to care experienced young people. 4.11 Delivery of a summer school through Monklands Replacement Programme with a focus on facilities management roles. 4.12 Delivery of a broad range of health and wellbeing Q&A sessions to over 400 Lanarkshire businesses by the Healthy Working Lives team. 5.0 Achievement of milestones 5.1 All year one milestones were achieved with the exception of Action 3: Pensions and credit union, Action 6: Community benefits and Action 16: Community Benefits Gateway, all of which are partially achieved. 5.2 Under Action 3 work has been undertaken to promote the NHS credit union to staff however, to date, there has not been progress on promoting the benefits of the NHS pension scheme to low uptake groups as wider legislative changes to pensions have meant it wouldn’t be appropriate to measure opt outs during 2024. It has been agreed with Payroll that opt outs will be reviewed during year 2 of the action plan, following the auto-enrolment process in May 2025. Consideration will be given to any appropriate actions that can be taken, drawing on any learning from other Board areas with respect to pension actions. 5.3 Under Action 6, whilst all regulated procurements have a suite of questions in place covering community benefits, fair work, and sustainability, it has not been possible to corporately monitor these benefits or identify examples of good practice to be shared due to the limited capacity of the Procurement team. 12
Page 13
5.4 Under Action 16 the National Services Scotland Community Benefits Gateway online portal is available but no matches have been made locally although Health Improvement have undertaken work to develop accessible information to promote the gateway. 5.5 Going forward, Actions 6 and 16 will be combined and Health Improvement and Procurement will work jointly in year 2 of the plan to identify some high value contracts and then liaise with service leads to review the community benefits delivered within these. This exercise will be used to inform what future actions may be needed in this area. 6. Financial Implications 6.1 There are resource constraints across many areas of the anchor plan and these are monitored through the Anchor Steering Group. Business cases for extending funding to support deliver of anchor related programmes will be considered through the NHS Lanarkshire Transform and Reform programme. Programme management capacity for the anchor programme has recently been increased in recognition of the scale and importance of this programme to the organisational objectives. 7. Risk Assessment/Management Implications 7.1 Risks and controls are identified for each of the anchor actions. 8. Equality Impact Assessment and Consultation Requirements 8.1 An EQIA has been undertaken on the Strategic 3-year anchor plan. There has been community and stakeholder engagement on actions within the plan such as the Monklands Replacement Community Benefits Plan. 9. Next Steps 9.1. Leads for each action in the plan have reviewed Year 2 milestones, making necessary updates and adjustments to reflect progress and emerging developments. Some actions have been streamlined to enhance efficiency and align with other key initiatives, including the NHS Lanarkshire Anti-Racism Plan and the Collaboration for Health Equity Marmot Places programme. 9.2 NHS Lanarkshire recently submitted a report to the Scottish Government outlining performance against the nationally set anchor metrics for 2023/24. A feedback session with the Scottish Government is scheduled for June 2025. Following this meeting, a detailed report on these metrics will be presented to a future Commission meeting. 9.3 NHS Lanarkshire continues to collaborate closely with South Lanarkshire Council and other partners on a unified approach to community wealth building through the Community Wealth Building Progress Group. The group has made significant strides in key areas such as employability, green health, and financial inclusion. Moving forward, the group remains committed to identifying additional actions where collective efforts can drive systemic change, with a strong emphasis on tackling inequalities, advancing equity, and improving outcomes for communities. Professor S. Josephine Pravinkumar Director of Public Health and Health Policy, NHS Lanarkshire Elspeth Russell Consultant in Public Health, NHS Lanarkshire 19 May 2025 13
Page 14
List of Background Papers NHS Lanarkshire Strategic Anchor Plan 2023-2026 https://www.nhslanarkshire.scot.nhs.uk/download/nhs-lanarkshire-strategic-anchor- action-plan-october-2023-october-2026/ Contact for Further Information If you would like further information, please contact: Elspeth Russell, Consultant in Public Health, NHS Lanarkshire Tel: 07825657964 E-mail: elspeth.russell@lanarkshire.scot.nhs.uk 14
Page 15
NHSL 3 Year Strategic Anchor Plan Oct 2023 - 2026 Deliverable (baseline ref) No. Year 1 Milestone Lead(s) Risk and Issues Controls Progress Measure Uupdate to end Sept 2024 RAG status 1. Workforce data Review and analyse workforce data from an inequalities perspective and ensure data is used to inform actions to address gaps in recruitment, retention and staff development with a particular focus on lower paid staff and disadvantaged groups. (1.1) 1.1 Review existing workforce datasets alongside local demographics to inform actions that address gaps in recruitment, retention and staff development. Jonathan Pender Availability of data. Work with national colleagues to address gaps in routinely available data Workforce Equality Monitoring Report and Gender Equal Pay Analysis, in NHS Lanarkshire Equalities Progress Report 2021-23. In addition to the publication of the equality monitoring report we also have undertaken ad hoc pieces of work to overlay SIMD with applicant and our employed workforce data to assess the spread of people both working within NHSL and applying to join versus the population we serve. This is completed at high-level using anonymised aggregate data to identify trends. An email inviting employee network members to update their eESS details with the attached guide was sent out in August 2024. An article (NHS Lanarkshire or your Supermarket? Who knows you better?) is planned for the November 2024 Employee Networks Newsletter which you can find here: ‘Stay conversations’ been introduced with teams in HSCNL to identify issues leading to staff leaving and setting a plan of action to retain staff. Staff Holistic needs assessments offered to staff across acute hospital and HSCNL to identify concerns and offer referrals to support staff to stay in work. 2.1 Through the Care Academy: build on work to date to identify target groups for employability programmes and apprenticeships; identify innovative strategies to reach and recruit candidates from two target groups and test wrap around support for participants. Lorraine Scott Capacity and continued resourcing of employability team. Additional resources have been successfully sought from a variety of sources to date. Good relationships have been built nationally and with Local Employability Partnerships. Number of participants in employability programmes Employability team contracts only extended to Sept 2025 at present. Commitment will continue for Project Search and the Clinical employability programme.Clinical Employability programme, targeted at unemployed 18+, 79 individuals recruited onto this programme in 23/24. Project Search – 24 participants during 23/24 86 people completed Clinical employability programme supported by PEF team.134 people completed Clinical employability programme supported by PEF team from Sept 2023 to Sept 2024 72% went onto a positive destination from the 22/23 programme Facilitated 3 face to face sessions for pupils from ASN schools and College departments at Acute sites in February, with the aim of increase awareness of the programme and attract more applications. Demonstrator Project target group parents – 39 participants, to date 73% have achieved a positive destination. 46 Modern and Technical Apprentices recruited, Care Exp - 2 MH condition - 5 Physical disability - 1 ASN - 3 Wrap around support has been well received, many case studies with participants testifying to that. There have been no drop outs from the programmes which is testament to this wrap around support. Increased number of articles in the staff briefing and Pulse as well as increased activity on social media around all of the employability projects. Four staff trained as mentors and provided mentoring support school pupils in North Lanarkshire who have been identified as not meeting a positive destination. 2.2 Work with managers to raise awareness of employability programmes and identify suitable roles for placements. Lorraine Scott Capacity and continued resourcing of employability team. Additional resources have been successfully sought from a variety of sources to date. Good relationships have been built nationally and with Local Employability Partnerships. Development of awareness raising sessions for managers Online sessions developed to raise awareness of the employability team to be delivered during 2024/25 2.3 Monitor the equality characteristics of those taking part in employability programmes. Lorraine Scott Capacity and continued resourcing of employability team. Additional resources have been successfully sought from a variety of sources to date. Good relationships have been built nationally and with Local Employability Partnerships. Equality characteristics of those participating in employability programmes Data on equality characteristics collated where possible. JobTrain allows declarations for care experience and disability, which are tracked. Green 3.1 Continue with auto- enrolment process. TBC Cost of living crisis may impact on pension affordability Continue to promote financial supports to staff as part of the cost of living plan. Number of pension opt outs. Monitor this over time by grade and other characteristics. Communication on NHS Pension scheme continues to be remit of HR, who circulate all changes via weekly team briefs.For 23/24 it is inappropriate to measure opt outs as the scheme regulations changed April/October 23, impacting on various elements including contribution rates, entitlements to remain in the scheme and various other changes. It is expected that the current non-compliance across NHSS on one element of pension administration will be resolved, expectation is April 25, if this is not met then as soon as possible thereafter will be required. This will again impact on ability to get a true picture of opt outs. For 23/24 it is inappropriate to measure opt outs as the scheme regulations changed April/October 23, impacting on various elements including contribution rates, entitlements to remain in the scheme and various other changes. 3.2 Promote the NHS credit union and benefit of the pension through the anchor communications plan. Jo Duffy, Jackie McColl Cost of living crisis may impact on pension affordability. Continue to promote financial supports to staff as part of the cost of living plan. Reach of communication campaigns Baseline data shows that NHS Lanarkshire currently has 2258 members in the NHS Credit Union, and the proportion of these members broken down by salary range bands are; 1-3 (23%), 4-7 (66%) and 7-9 (11%).. During Challenge Poverty Week 2024, 3 short online briefing sessions were planned, promoted and delivered for staff and discussions around follow up work has begun to: Facilitate the payroll deduction option for ISS staff, provide onsite opportunities for staff to access information and input on joining the NHS Credit Union, targeted promotion using case studies. Year 1 Employer Year 1 2.Employability Prioritise employability through targeted recruitment, and apprenticeships to groups most affected by inequalities. (1.2, 1.3) 3.Pensions and credit union Promote the benefits of the NHS pension scheme and credit union to lower paid and low uptake groups. (1.7) 3 15
Page 16
4.1 Margot Russell National work programme in discussion which may impact on local work for NMAHP. Promote learning and development opportunities for NMAHP HCSW. Reporting on uptake of programmes such as MA/HNC endorsed and OU programmes. Case study examples. Foundation Apprenticeships – Total 21 in year 1 and 8 in year 2 of programme A further 11 have commenced in Sept 2024 . A further 47 are planned for 2024/25 Academic year NHS L Modern apprenticeships – 17 completed in January with a further 10 completed in June 2024 External Modern Apprenticeships – 1 completed at SVQ2 level and now employed as HCSW in Lanarkshire and a further 6 people are in progress. HNC – 200 placements supported HNC endorsed - 11 NHS staff currently on programme with a further 16 commencing the preregistration nursing programmes in Sept 2024 Open University – 20 in progress of which 7 are due to graduate in Autumn 2024.All 7 completed studies, have graduated and are employed with a further 14 commencing the programme in Sept 2024 35 assistant practitioners in training undertaking Level 8 PDA across both FE colleges whilst work is ongoing with FE, UWS, SQA and NHS Lanarkshire to develop an HND in health and social care with articulation routes into mid to end of year 2 preregistration nursing programme.A futher cohort of circa 35 is planned for Jan 2025 5.1 Suppliers will be signposted to Supplier Development Programme and Procurement Journey Supplier Guide. Euan Erskine Capacity and resource to further develop opportunities for local procurement and roll out learning from national Procurement test site. Opportunities for further investment and linking with other anchors will be explored through the Steering Group. Increase in % of local suppliers quoting for tenders 5.3 6.1 Continue to ensure suite of questions covering community benefits, fair work and sustainability in place for all regulated procurements (i.e. £50k +) and signpost all contractors to the National Community Benefits Gateway. Euan Erskine Capacity of procurement team to support development work in this area Learning from Scottish Government test site work may help to identify new ways of working. Procurement management system Provalido will report on community benefits and social value. Work ongoing to standardise reporting practices and use of Provalido tool for benefit reporting 6.2 Identify examples of good practice for use of scored value criteria in unregulated contracts. Euan Erskine Jackie McColl Capacity of procurement team to support development work in this area Learning from Scottish Government test site work will help to identify new ways of working. Good practice examples shared as part of communications plan. Draft communication plan developed to support anchor work and key messages for actions agreed but capacoty of Procurement to support has been limited. Health Improvement will lead on actions in year 2 to work with service managers to audit social value benefits and identify any examples of good practice.. Procurement team and MRP team will attend Meet the Buyer events and highlight procurement opportunities to local known businesses. In line with policy at least half of the suppliers invited to quote for unregulated procurements will be local suppliers. This will support identification of local supply gaps. Contracts will be spliit into lots to support SME access where possible. Delivery of Community Benefits aligned with overall MRP programme Community Benefits are included in PCSA. Collaborative work being undertaken during PCSA to refine the Community Benefits Implementation during the construction stage of the project. Euan Erskine Lesley Aitlen Opportunities for further investment and linking with other anchors will be explored through the Steering Group. Euan Erskine Meet the Buyer events attended by NHS Lanarkshire Procurement team in April, 2024. Procurement Annual Report records the percentage of spend with Lanarkshire based increased in absolute terms by around £3.9 million in 2023/24 compared to the previous year. There continues to be significant resource constraints due to vacancies and a number of clinical service critical procurements to be completed. Maternity leave commencing early 2025 is expected to compound resource constraints further unless recruitment activity successful. Capacity and resource to further develop opportunities for local procurement and roll out learning from national Procurement test site. Attendance at Meet the buyer events For all unregulated procurements (<£50k) at least half the suppliers invited to quote will be locally based and supply gaps will be identified through the Procurement annual report. Lesley Aitken FBC Approval of MRP Environment, Sustainability and Assets Year 1 Community benefits plan developed for MRP with indicative delivery programme. MRP community benefits tracker and annual report Procurement Year 1 Green SVQ Sept 23 - 24 NHS Lanarkshire in partnership with our local colleges offered staff the opportunity to complete Level 2 or Level 3 SVQ qualifications. Whilst there is set criteria in relation to funding and job role responsibilities, participants included a broad range of job roles including reception staff, clerical officers, administrators and secretary’s, together with staff working within a range of departments including pharmacy, property and support services staff and human resources. ILM Sept 23 – 24 NHS Lanarkshire’s Learning & Organisational Development team supported 13 applicants to complete the ILM Award in Leadership and Team Skills. The ‘ILM Award in Leadership and Team Skills’ is awarded by the Institute of Leadership and Management (ILM) and provides a foundation to develop leadership and team skills. Minute taking 23-24 As an ever popular programme for staff, NHS Lanarkshire Learning & Organisational Development team supported 54 members of staff complete a minute taking programme. This programme attracts both clinical and non clinical staff attendance and is open to all staff. Promote a wide range of programmes and opportinties avaialble to all staff members regards of job role and payband Reporting of programmes and evaluation is provided to the learning strategy group. Assurance is provided at end of financial year (March 25) via Organisational Learning and Development Flash report for Area Partnership Forum and Staff Governance Committee Clearly aligned learning opportunities provided that support national and regulatory developed career pathways – e.g. NES Estates and Facilities and Administration and Clerical Staff. Monitor participation levels and report on progress. Kirsty Cole Loss of national funding stream impacting scope and range of programmes that can be offered. 4. Training, Development and Progression Provide a range of opportunities for lower pay bands and groups most affected by inequalities. (1.9) 5. Working with local suppliers Engage and enable local suppliers (including local SMEs, social enterprises and supported businesses) on contract opportunities and identify and address local supply gaps. (2.2, 2.3 and 2.4) Opportunities for further investment and linking with other anchors will be explored through the Steering Group. 4.2 5.2 6.3 6.Community benefits Apply community benefit goals and scoring widely in competitively tendered contracts. (2.5) Capacity and resource to further develop opportunities for local procurement and roll out learning from national Procurement test site. 16
Page 17
7.1 Continue to develop active travel in line with emerging evidence and the findings of the travel survey. Jacqui McGeough / Craig Brown Availability of funding. Work/project plan reported and monitored through the Sustainability and Environment Group. Evidence of active travel developments and promotion. Staff travel survey was completed in April 2024. The results of this have been analysed and a series of transport and travel actions have been agreed which will advance our active travel ambitions (see progress below). There has been a lack of availble capacity to progress this work. the team have utilised a student placement to try and move this forward however progress has been limited thus far. Green 7.2 Further enhance shower facilities and bike storage across the estate. Graham Johnston Capacity to deliver and availability of funding. Work/project plan reported and monitored through the Sustainability and Environment Group. Evidence of active travel developments and promotion. £80k of funding has been received to increase bike storage facilities across a number of key sites - detailed plans for implementation are now well developed and will be delivered in 2024/25. Active travel initiatives e.g. promting e-bike loan schemes and cycle to work travel schenes have been helped in securing additional cycle shelters across the sites. Health Improvement, working alongside ISS colleagues at UHH have been able to improve showering facilities on the site. 7.3 Promote Cycle to work scheme, e-Bike lending and active travel Craig Brown Supporting infrastructure may be out with the control of NHSL. Work/project plan reported and monitored through the Sustainability and Environment Group. Evidence of active travel developments and promotion. Continued membership of Cyclescheme cycle to work programme and promotion of scheme via Firstport. Dr Bike sessions and 'Bike to work' events being promoted to staff. Whole system approach to physical activity model being developed for Lanarkshire. Inclusion and Rights-based approach with a place-based focus. The model incorporates the ISPAH 8 Best Investment [areas] for Physical Activity including active travel, urban design and whole of community. (NB latter update also relevant to actions 8 and 17. eBike loan scheme ended due to funding being pulled by Scottish Government. Cross public sector working group set up by Head of Sustainability with North Lanarkshire Council, South Lanarkshire Council, Scottish Fire and Rescure and Police Scotland. Infrastructure has been raised as a barrier to this, this will begin to be addressed under NPF4. NHSL has been part of consultation process with NLC and SLC. Active travel and car share was promoted as part of Scotland Climate week with banners on IT system. 8.1 Continue to develop opportunities for community and therapeutic programmes that utilise greenspace in our sites with a focus on groups most affected by inequalities. Kerri Todd Availability of funding to embed programmes and capacity of existing teams to support. Explore alternative funding streams Number of therapeutic programmes in place. The Lanarkshire Green Health Partnership (LGHP), in partnership with procured partners, Clydesdale Community Initiative (CCI), will continue to deliver and add value to 8 therapeutic garden projects across NHS sites. These projects adopt a partnership approach with third sector and local education establishments. Case studies available. Targeting inequalities groups e.g. MH patients, those out with work, those with disability/ASN. Good uptake across sites of the therapeutic gardens especially in Airbles Road garden. Launch of King George 5th Garden in Wishaw as part of national Green Health Week w/c 13th May. In May the LGHP offically launch King Georg the Vth Garden at UHW as part of National Green Health Week. In June 2024, funding from NHS Charities Together which support he Theraputic Garden Project (2022-2024) ceased. New funding via NHS Greener Communities funding has been secured and ensuring the project will continue till June 2026 (2024-2026). 8.2 Engagement and development of grounds staff in greenspace initiative. Mary Ann Kane Lack of local expertise in biodiversity. Work with other anchors to access expertise on biodiversity e.g. local authorities and Universities Case studies. Lead for biodiversity identified. New Horticultural and Biodiversity & Grounds Manager post commenced April 2024. The postholder will sit in PSSD but work closely with the Sustainability team to manage greenspace and biodiversity across NHS Lanarkshire. MOU has been under development to allow community groups to access NHSL areas for development, stating expected standards and plant types etc. Some sites have already been identified for improvement works, works to commence Q3. National funding for Grassland Management and associated improvement works ceased in Q2 due to lack of available funding. Cross project with GCU student, part of the MuRCS programme. Working with Biodiversity & Grounds Manager post and Head of Sustainability to develop guidance/strategy document for greenspace and biodiversity. On going with NHS Scotland project to identify and map with GIS the availble greenspace within NHSL estate. This will grade the different levels of availble greenspace. Data gathering is complete and the output of this project is expected sometime in 2025/26 8.3 MRP outdoor space being designed with health and wellbeing of patients and staff in mind. Lesley Aitken FBC Approval of MRP FBC Approval of MRP Design progress in line with submission of MRP FBC MRP plans include maximising access to greenspace where possible. RIBA Stage 3 Design development of outdoor courtyard and spaces, incorporating designated outdoor space for Staff Facilities. Working with landscape architects to enable functional, useable spaces. MRP developing the wellbeing and arts strategies alongside key stakeholders together with appropriate consultants. Active travel route developed aligning Drumgelloch station with new hospital site.RIBA Stage 3 Design development of outdoor courtyard and spaces, incorporating designated outdoor space for Staff Facilities. Working with landscape architects to enable functional, useable spaces. MRP developing the wellbeing and arts strategies alongside key stakeholders together with appropriate consultants. Active travel route developed aligning Drumgelloch station with new hospital site. Green 9.1 Further develop webpage on public facing site to promote asset transfer and communicate opportunities. Scott Anderson Supporting organisations with the asset transfer process is resource intensive. Engage with Development Trusts Association Scotland’s Community Ownership Support Service to provide advice and support with asset transfer applications. Number of completed asset transfers and queries Ongoing review of information published by other relevant authorities that are witin scope of the Community Empowerment (Scotland) Act to ensure NHSL follow best practice. Engage with and qualifying community groups who express an interest in Community Asset Transfer.Assessment of information published by other relevant authorities that are within scope of the Community Empowerment (Scotland) Act 2015 started, with a view to establishing best practice. No enquiries or formal Community Asset Transfer Applications received in period Oct 2023-Oct 2024. 9.2 Continue to ensure community involvement in the development of the MRP and the regeneration plans for the existing UHM site with a focus on engaging those most affected by inequalities. Lesley Atiken FBC Approval of MRP FBC Approval of MRP Evidence of community involvement in MRP and the plans for the regeneration of the existing UHM site. HPHS team representation on the MRP Achieving Excellence Design Evaluation Toolkit (AEDET) Group ensuring there is a community focus on the progress of the build including community transport links. MRP has established a dedicated public webpage and social media channels Project Opportunities are detailed here and shared widely. These channels link to NHSL. MRP linked with Scottish Future Trust re Placemaking. Optioneering process being undertaken for existing site. 9.3 Scope different models for the provision of information and community support services hubs within the acute hospital sites. Kerri Todd Health Promoting Health Service posts are fixed term to March 2025. Opportunities will be explored to work with third sector partners on a volunteer led model of delivery Advice hubs established in a phased approach across three sites, engagement data, and evaluation. Establishment of an information and support hub model across hospital sites. UH Monklands wellbeing hub established (space identified and used periodically) with attendance from range of agencies including North Lanarkshire Council’s Tackling Poverty Team, Citizens Advice Bureau (CAB), Lanarkshire Carers together, and Lanarkshire Disability Forum. Atrium space booked at Wishaw and Hairmyres for community and 3rd sector services including Money Matters/TPT, HES, and 24 community /voluntary services Standard guidance agreed across the three acute hospital management teams re local businesses and third sector/voluntary sector organisations having a presence in the atrium to signpost to services for the benefit of patients, public and staff. Green 9.Use of assets Further develop community use of facilities and outdoor estates with a strong focus on engaging those most affected by inequalities. (3.9) 8.Natural environment Develop good quality greenspace that supports health and wellbeing, community and therapeutic programmes. (3.8) Service Design and Delivery Year 1 7.Transport Enhance active travel and transport opportunities and ensure developments meet the needs of groups most affected by inequalities. 17
Page 18
10.Public Health intelligence Development of a Lanarkshire public health intelligence repository. 10.1 Work with partners to build a Lanarkshire public health intelligence repository using routinely published data sets. Ruth Mellor Ensure the repository adds value to work being developed elsewhere. Capacity for maintenance and development of the repository. Community Planning Partners and Public Health Scotland are engaged in the repository design and development to ensure it is needs-led and shared ownership. Public health intelligence repository developed Plan to test repository approach with five themes in the first instance by autumn 2024 Information hub under development, website started to be created and content creared. Benefitted from Project Manager 2 days per week. Green 11.1 Evaluate work done to date around integrated EQIA and develop recommendations and good practice. Kerri Todd The Health Inequalities lead post is fixed term to January 2024. Key service areas have been early adopters of taking an inequalities focused approach and lessons will be drawn from this work. Evaluation of integrated EQIA support completed and recommendations made for future practice. Evaluation report from Inequalities SHPO post completed with recommendations for future practice. An Inequalities focussed checklist for managers has been developed and is being tested by podiatry colleagues. The checklist aims to improve understanding of inequalities (through EQIA and training) and consider how to make their services more inequalities focussed/inclusive. 11.2 EQIA monitoring and governance process established by Equality Team Hina Sheikh The development of the Public Health repository will support services to access data without support over the longer term. EQIA monitoring and governance process in place. EQIAs are routinely reviewed by Equalities lead and feedback provided. Work ongoing to clarify governance process.The EQIIA process has been reviewed by internal audit and it was agreed that the approving Governance committee is responsible for EQIA, following approval it will be published on NHS intranet page.. Green 12.1 Drawing on evidence from the cost of living health impact assessment work with targeted teams to embed routine enquiry of financial inclusion. Kerri Todd Health Improvement Senior and commissioned Welfare Rights Officer posts are fixed term to August 2025. Capacity of services to engage in training and changes to practice. Innovative approaches to staff learning will be adopted. Number of services raising the issue of financial wellbeing with patients. 20 services, over 300 staff in total, have received input in terms of routine enquiry (RE) training or brief overview. From this total, 3 of the services received in depth Routine Enquiry sessions and are currently, or will be, implementing RE into practice - Cardiac Rehab Team, Acute Substance Misuse Team, NW Podiatry Team. 6 children and young people services had been identified to pilot RE and initial discussions taken place. However due to funding 2 of these services have or will be coming to an end. The remaining services are transitioning onto the MORSE database and further discussion will take place with MORSE team to consider additional questions being added to their system. Refresher training commenced with HV/FNP teams and training with District Nursing Teams in North Lanarkshire also commenced, led through health improvement locality teams. 12.2 Take forward a range of communications and other interventions to support patients, staff and carers with their financial wellbeing. Kerri Todd Data may not be able to be easily extracted to provide evidence of routine enquiry across some services. Learning from areas where routine enquiry for financial wellbeing is embedded will be drawn upon. Number of referrals to Financial Inclusion services. Evidence of reach of communications plan. Refresher training and briefing inputs being planned and have started to be delivered for HV/midwife/FNP teams over coming year and drop in referrals from these groups being further investigated. Referrals are obtained through Tackling Poverty Team (North) and Money Matters (South) and are as follows: North Lan TPT 2023/24 there were 2896 NHS referrals, South Lanarkshire Money Matters Advice Service 2023/24 808 NHS referrals Attendance at staff health and wellbeing and community events to promote the financial support services more generally. 19 events attended. Engaged with a combination of staff, patients and carers providing money and benefits advice with signposting or referrals made to financial inclusion services. In 2023/24 at least 40 staff brief articles have been published in relation to financial wellbeing (almost every week), including period poverty, changes in Social Security Benefits and fuel poverty support. Specific information on the Young Patients Family Fund was included in the Spring Specialist Children’s Health Services Unit (SCHSU) e-newsletter and activities from Challenge Poverty Week in October 2023 are available in an infographic. The Cost of Living webpage had 1040 views during year 2023/24 and 551 views from Nov 23-April 2024. A further 365 views from April 2024-September 2024. Redesigned the locality H&WB tool for use by professionals and community members. Currently being piloted by podiatrist team. Educating junior doctors and consultants, formally in Grand Round and FY1 presentations and informally HPHS team speaking to staff on wards, about when to use the Benefits Assessment for Special Rules in Scotland (BASRIS) - a payment for those with terminal illness. Worried About Money leaflets within Discharge Support Packs at UHH, leaflets available across all sites. ‘Help For You’ noticeboards across the acute hospitals – 2 in UHH and 2 in UHW. Work ongoing to increase this number. 4 Volunteers trained and routinely enquiring about COL and financial wellbeing on UHH site. Work ongoing to incorporate the Holistic needs assessment (including financial wellbeing assessment) into electronic admissions paperwork – this will be piloted with 10 patients before the end of June ‘24. Green 13.1 Map all social prescribing programmes, tools and data collection. Kerri Todd Variety of funding sources of programmes and lack of long term security. Having an overview of all resources and how they complement each other will support best use of resources Network created. Social prescribing programme mapping has been undertaken but will be an ongoing process to ensure it remains up to date. SL have established third sector locality anchor networks in all 4 localities. East Kilbride and Clydesdale are well established, Hamilton/Blantyre and Rutherglen/Cambuslang are at an earlier stage. Connected East Kilbride were supported through NHSL Endowments Committee and Health Improvement to secure £145k of funding from NHS Charities Together for 2 years, March 2022 to 2024. An evaluation has been conducted which has demonstrated that this initiative has been very successful in building third sector capacity and a strong network of local organisations. Some of the outputs include that 97 different organisations have been connected, 183 referrals from statutory (NHS, Health & Social Care Partnership) and other third sector organisations, 14 organisations supported to successfully apply for funding to deliver new services (totalling £689,650). The Home Support service has helped 186 East Kilbride residents remain independent at home since the start of the funding which amounts to 6,019 interactions, including grocery delivery, ‘Keep in Touch’ calls, prescription/book delivery, and online classes. VANL have been promoting the use of the national information finder for local groups; ALISS (replacing Locator which is no longer being used in NL). As part of the Improving Lives Programme of work, 10 Community Connectors have been recruited to cover the 6 locality areas and managed by NL Disability Forum. From Jan-Mar 2024, 450 holistic needs assessments were completed with people with a LTC. Advice and support with benefits were the main concern with community connections coming in as the second top reason. In the same period, the Connectors also provided the Macmillan Improving the Cancer Journey Holistic Needs assessment with 451 people engaged with the service. HPHS Team have completed Health Needs Assessments with 299 patients HNAs and 93 Staff from April 2022-March 2024. The HPHS Handbook has 98 local referral pathways and 60 National pathways to support patients and staff wellbeing through holistic needs assessments; the H&WB Tool is a smaller local resource that is shared with colleagues on sites to identify support in certain key areas. Scottish Ambulance Service (SAS) Test of Change 13.2 Develop social prescribing network Kerri Todd Variety of funding sources of programmes and lack of long term security. Having an overview of all resources and how they complement each other will support best use of resources. Mapping completed. Network created. Network in place. NL Social Prescribing network next meets in December and plan to highlight/share winter services & resources (VT) 11.Integrated EQIA Reviewing existing service delivery and designing new services to reach and benefit diverse and disadvantaged communities. (4.2) 12. Financial wellbeing Increase awareness of, and access to, financial and related supports and advice that are available locally for our patients, carers and staff. (4.2) 13.Social prescribing Maximise social prescribing programmes available and ensure a consistent approach. (4.2) 18
Page 19
14. Period poverty Promote access to free period products. (4.2) 14.1 Promote access to free period products available in the community through the Anchor communications plan. Kerri Todd Lack of data to identify areas of low uptake. Low public awareness of availability. Working with partners to improve data collection and target communications. Uptake of free period products. In South Lanarkshire for 2023/24, across the NHS pick up points, a total of 4,876 products were provided. In North Lanarkshire, 5,004 packs were provided to NHS venues for members of the public to access and collect. Large increase in uptake of period products within South Lanarkshire reported for 2023/24 and into 2024/2025 reporting year.4 new NHS period product pickup sites identified in South Lanarkshire, now able to order and distribute products. Pick-up and drop-off system for products has been co-ordinated beteen SLC and NHS Lanarkshire procurement delivery service. North Lanarkshire are looking at their reporting mechanisms currently but do provide an annual figure of uptake. An increase in uptake of products in some North NHS sites following a mailing sent to sites from Health Improvement team. Increase in produc orders for North Lanarkshire NHS sites. e.g. Coatbridge HC has increased orders by over 100% within the first half of the year compared to the full year before. HI has been working to try and improve provision within 2 acute sites. UHH provision covered by SLC. Health Improvement team regularly promote the Pick Up My Period App and information on the local authority website around where to access free period products. There are 2 period products vending machines across the 3 acute hospital sites. These are situated within high traffic areas for patients and the public and staff. UHH has multiple vending machines across the site bought by the hospital team to support staff and those accessing the site. UHM delay to installation due to logistics issue. Green 16.1 Promotion of Community Benefits Gateway (CBG) to local third sector organisations. Kerri Todd CBG is managed through NSS so limited opportunity to modify Engage in national CBG group in order to influence future development Number of community asks added to CBG and number of suppliers matched and the number of benefits delivered. Health Improvement linking with Procurement to create easy to read/accessible information before promoting more widely. By end 2023/24 only two new requests and one rejected and one accepted, no matches made.From April to September 2024, 2 further requests were made to the portal, as yet, none have been matched. Health Improvement staff have carried out a scoping exercise on community benefits information on other NHS Boards websites and using some information from NHS Ayrshire and Arran, as well as national information/links/videos, a webpage has been drafted. Once approved by procurement colleagues, this will be made available on the public facing website. Conversations have also been had with local authority colleagues involved in community benefits in NLC and SLC to ensure best practice and information sharing. Working with partners on a "Meet the Real Buyer" event for November 2024 with planned input from Salus and Procurement. For year 2 this action will be incorporated with Action 6. 16.2 Scope opportunities with local authorities and third sector interfaces to link CBG and community wishlists. Kerri Todd Employer participation in CBG is voluntary. Maximise opportunities within large procurement contracts to promote the CBG e.g. through Monklands Replacement Programme. Number of community asks added to CBG and number of suppliers matched and the number of benefits delivered. No matches in 2024/25. This action will be informed by year 2 actions under action 6. Construction partner for MRP are not able to use CBG and will be using their own system to monitor community benefits however close working between HI/PH and the MRP team will continue to identify opportunties for joint working and shared learning. 17.1 Establishment of pan Lanarkshire Care Academy Steering Group. Morag Dendy/ Lorraine Scott Staff Capacity Capacity to support the Care Academy will be considered as part of the Steering Group. Establishment of the group and workstreams The pan Lanarkshire Care Academy has been established and is taking forward actions acrossfour workstreams. These are attrction, recruitment and retnetion; pathways to care for young people; adult pathways to care; and, funding and procurement. A presentation on the ambitions of the NHS anchor work and the NLP community wealth building statement have been delivered to the anchor group. 17.2 Ensure the needs of groups most affected by inequalities are reflected in the Care Academy workplan. Margot Russell Staff Capacity Capacity to support the Care Academy will be considered as part of the Steering Group. . Care academy workstream 2 is in the process of being reinvigorated and being linked to national work led through Dylan White in NHS Education Scotland Measures of success will be established by the Care Academy Steering Group. Frequent engagement with Local Schools and Practice Education team involvement with school job fairs continues with local primary and secondary schools. Hosted 2 sessions with 8 Care experienced primary school aged children from the virtual school in North Lanarkshire, this is expanding into secondary education. 2nd Year of RCN Cadet programme (joint programme between RCN and Uniformed services) with cohort of 12 young adults, 50% of whom came from a care experienced background. Next cohort of RCN cadets recruited for commencement on placement in April 2025. Expansion of pilot Summer school (2023) to include both NLC/SLC Schools. 17.3 MRP will continue engagement with schools through Future Fridays programme and use learning from the summer school to plan more initiatives, with a particular focus on target groups. Lesley Atiken Staff Capacity FBC Approval of MRP Capacity to support the Care Academy will be considered as part of the Steering Group.Delivery of the MRP Community Benefit Programme aligned with MRP Project Stages Measures of success will be established by the MRP Project MRP Careers Roadshow in development for delivery across Lanarkshire schools 2024 MRP Summer School took place in August. MRP Careers Roadshow in development for delivery in 2 Lanarkshire schools in October 2024. Green 18.1 Identify the key themes to be included in the anchor communications plan with a focus in year one on promotion of cost of living messaging for patients, carers and staff. Jackie McColl Kerri Todd Elspeth Russell Development of national anchor assets may not meet local timeframes. Develop own communications based on learning from other Health Boards and anchors. Communications Plan developed Evidence of reach of messaging. Case studies of embedding anchor in practice DPH report 2023/24 focused on anchor as an overarching theme to promote the anchor work programme to staff, partners and publlic. Cost of Living FAQs for patients and for staff – hits on patient doc 33, hits on staff doc 165. Draft communications plan developed during 2024 with spotlight features on what is an anchor and second spotlight on poverty. further spotlight on employability planned for winter 2024. Green 17. Links with Education Build links with local schools, colleges and universities with a particular focus on groups most affected by inequalities. (1.1, 4.5) 18. Inclusive anchor thinking Develop a communications plan to support embedding the anchor principles in values, behaviours and cultures. (5.3) Healthy Working Lives and Health Improvement will further develop opportunities to provide expertise and support to community groups and employers (through SALUS and other workplace connections). Colin Maxwell/Kerri Todd Future funding for Healthy Working Lives Consider all opportunities to engage with local employers as part of health improvement programme delivery alongside local authorities. Uptake of Healthy Working Lives and Health Improvement input to businesses and communities. 16. Community Benefits Gateway Promote and further develop opportunities for use of the NSS Community Benefits Gateway locally. (4.4) 15. Business and community support Support to local business and communities' success through the provision of expertise and innovation. (4.4) Monthly stalls for small local business on all acute hospital sites including farm shop and fruit/veg stall. Staff gardening groups, menopause groups across the sites, walking groups at Hairmyres, proposal for fitness classes at Monklands, Gym inductions at Wishaw staff gym - compulsory for all new members on joining. All above are advertised across the hospital sites. HWL worked in partnership with services who delivered workplace support Q & A sessions to further support the workplace culture and envoronment. 408 business represenatives attended over 42 sessions. The sessions included Financial Wellbeing Remote & Hybrid Working Alcohol & Drugs Breastfeeding Friendly Employer Working Health Services Scotland (WHSS) Alcohol in the Workplace Managing & Promoting MH in the Workplace Stress/Resilience (Bite size – 4 parts) NHS 24/Breathing Space Glasgow CU – Making the Most of Your Money Strengthening Personal Resilience Managing Absence & Promoting Attendance Managing Employees with Symptoms of Long COVID Scottish Living Wage Jointly agreed MOU now in place with Public Health Scotland, further meetings arranged to agree how Health Improvement and Health Working Lives best work together. Being an Exemplar Anchor Year 1 15.1 19
Page 20
18.2 Link with Scottish Government and local anchors to maximise opportunities for sharing anchor assets and case studies. Jackie McColl Kerri Todd Elspeth Russell Messaging may not reach those most disadvantaged. Undertake EQIA on the communication plan as it is developed. Communications Plan developed Evidence of reach of messaging. Case studies of embedding anchor in practice National comms assets been used as part of comms plan e.g anchor animation. Furrther work to be done to target messaging using EQIA approach as comms plan is implemented. 19.1 Continue to prioritise and develop commissioning frameworks with third sector interfaces and other anchors as part of strategic healthcare planning. Craig Cunningham Morag Dendy Colin Lauder NHS financial sustainability. Work with third sector and community partners to demonstrate impact of investment on failure demand to support case for shifting investment towards prevention. Evidence of impact of third sector commissioning frameworks. South Lanarkshire H&SCP has continued to invest significantly in 3rd sector services via the 2022 – 25 Strategic Commissioning Plan. Additionally, a process of reviewing and investing in further services commenced during 2023/24 and this culminated in the awarding of a further range of services to run from 2024 – 2026. There is also a series of events planned to share this work with members of the IJB. University Health and Social Care North Lanarkshire (UHSCNL) provides recurring funding to Voluntary Action North Lanarkshire (VANL) through the Strategic Commissioning Plan to provide the Community Solutions programme. Additionally, work with VANL and The Lens has been in development. They have been working together with VANL on the Turning Ideas into Action Programme, which is an intensive series of workshops delivered over a short period, culminating in the identified ideas being presented to an Investment Panel June 24. Green 19.2 Review existing and future resources and capacity required to deliver strategic anchor plan. This will include embedding anchor practice in staff objectives and working with other anchors and the NHSL Funding and Development Officer to lever external funding or pool resources to support delivery. Anchor Steering Group and Corporate Management team NHS financial sustainability. Build anchor actions into corporate objectives and service delivery. Evidence of anchor related actions in corporate and team objectives and investment in anchor activity and programmes. Anchor work referenced in Our Health Together and Annual Delivery Plan. Health Improvement have had early disucssion with the Interface Directorate regarding linking HI programmes into the work in Operation Flow. SBARs been developed and escalated to CMT iwith respect to sustainability of employability and HPHS programmes. 20.1 Participate in national Workforce task and finish anchor groups. Lorraine Scott Jo Duffy Capacity locally to implement recommendations from T&F groups. As recommendations from national groups are made these will be prioritised in line with the local workforce plan. Outcomes from task and finish groups. NHSL is participating in the national Local Employability Partnership Task and Finish group to develop an engagement framework for partnership working between LAs/LEPs and Health Boards. This group has been temporarily paused until January 2025, as some testing of materials is taking place in NHS Fife and learning will be shared widely with the group thereafter. this mileston will now role over to year 2 milestones. Green 20.2 Contribute to community wealth building strategies and approaches across North and South Lanarkshire. Contribute to wider partnership groups including Child Poverty Groups, Local Employability Partnerships and Community Planning Partnerships. Elspeth Russell Jo Duffy Proposed community wealth building (CWB) legislation may change how we are required to work with partners and report on CWB actions. Close working with local partners on CWB and receive updates through national groups Evidence of participation in and contribution to anchor networks and wider partnerships. Public Health and Health Improvement have contributed to the development of a Community Wealth Building statement in North Lanarkshire and Community Wealth Building Strategy in South Lanarkshire as well as contributing to wider CPPs, LEPs and Child Poverty Groups. North Lanarkshire also held their Tackling Poverty conference to launch their new strategy in April 2024 with input from HI and PH specifically around the partnership approach to child poverty. 18. Inclusive anchor thinking Develop a communications plan to support embedding the anchor principles in values, behaviours and cultures. (5.3) Updates from regional and national networks shared through anchor steering group and reflected in minutes. PH/HI linking with Scottish Health Anchor Learning Network and Glasgow City Region Anchor network including supporting a Glasgow City Region Living Wage campaign, linking with the Lanarkshire Real Living Wage group.. Contributed to the Advanced Medicines Manufacturing Place Based Accelerator Account bid with University of Strathclyde. Whist this was unsuccessful the University are now exploring other ways to take the collabortive forward.Memorandum of Understanding for all community planning partners to use Council buildings developed and supported by NHS Lanarkshire and North HSCP. Continue to link with and share best practice across regional and national anchor networks. Elspeth Russell Proposed community wealth building (CWB) legislation may change how we are required to work with partners and report on CWB actions. Close working with local partners on CWB and receive updates through national groups Learning from network shared with action leads. 19. Finance and resources Investment in anchor activity and programmes which support community led positive impacts on health and wider determinants. (5.4) 20. Anchor collaboration Proactively work in partnership with local anchors and national partners to maximise anchor influence. (5.6) 20.3 20
Page 21
NHSL 3 Year Strategic Anchor Plan Sept 2023 - 2026 Deliverable (baseline ref) No. Year 2 Milestone Lead(s) Risk and Issues Controls Progress Measure Update to end Sept 2025 RAG status 1. Workforce data Review and analyse workforce data from an inequalities perspective and ensure data is used to inform actions to address gaps in recruitment, retention and staff development with a particular focus on lower paid staff and disadvantaged groups. (1.1) 1.1 Proactively raise awareness with NHS recruiting managers of the demographics of current applicants/staff and actions they can take to support inclusion with an initial focus on ethnic minorities, linked to the NHSL Anti- Racism Plan. Jonathan Pender Availability and completeness of workforce data. Fixed term nature of the Employability team posts (funded to Sept 2025) Work with national colleagues to address gaps in routinely available data. Business case submitted for extending the Employabilty team contracts. Delivery of awareness raising of workforce demographics to NHS managers through both the Employability Team and the Anchor Commuications plan. 2.1 Continue to deliver employability programmes for key target groups of parents, young people and those with disabilities Lorraine Scott Capacity and continued resourcing of employability team. Additional resources have been successfully sought from a variety of sources to date. Good relationships have been built nationally and with Local Employability Partnerships. Number participating in employability programmesby key target groups 2.2 Implement the guaranteed interview scheme for those referred by Routes to work partners Lorraine Scott Capacity and continued resourcing of employability team. Numbers of applicants given a guaranteed interview and number appointed. 2.3 Identify innovative strategies to reach and recruit candidates from a further 2 target groups and ensure appropriate support is available once in role. Lorraine Scott Capacity and continued resourcing of employability team. Additional resources have been successfully sought from a variety of sources to date. Good relationships have been built nationally and with Local Employability Partnerships. Delivery of employability outreach awareness sessions to a minimum to two new target groups 2.4 Proactively work with managers to raise awareness of employability programmes and identify suitable roles for placements Lorraine Scott Capacity and continued resourcing of employability team. Additional resources have been successfully sought from a variety of sources to date. Good relationships have been built nationally and with Local Employability Partnerships. Number of employability sessions sessions delivered to NHS staff 2.5 Monitor the equality characteristics of those taking part in employability programmes. Lorraine Scott Capacity and continued resourcing of employability team. Additional resources have been successfully sought from a variety of sources to date. Good relationships have been built nationally and with Local Employability Partnerships. Equality characteristics of those taking part in employability programmes 3.1 Following autoenrolment review NHSL pension opt out report to identify low uptake groups and consider actions that can be taken, in line with learning from other areas. Elspeth Russell Pension changes may impact on pension uptake and opt outs Continue to promote wider financial supports to all staff in line with the Tackling poverty agenda. Data reviewed and potential actions for year 3 identifiied 3.2 Promote the NHS credit union to staff with a focus on lower paid staff. Jo Duffy Cost of living crisis may impact on ability of staff to save funds. Continue to promote wider financial supports to all staff in line with the Tackling poverty agenda. Increase in number of staff enrolled in the credit union, broken down by grade. Year 2 Employer Year 2 3.Pensions and credit union Promote the benefits of the NHS pension scheme and credit union to lower paid and low uptake groups. (1.7) 2.Employability Prioritise employability through targeted recruitment, and apprenticeships to groups most affected by inequalities and build capacity across NHSL to support employability programmes. (1.2, 1.3) 3 21
Page 22
Margot Russell National work programme in discussion which may impact on local work for NMAHP. Promote learning and development opportunities for NMAHP HCSW. Organisational Learning Plan and Strategy reporting. Kirsty Cole Loss of national funding stream impacting scope and range of programmes that can be offered. Promote a wide range of programmes and opportinties avaialble to all staff members regards of job role and payband. This will include a range of courses including funded SVQ places, ILM, minute taking, medical terminology, Excel, preparing for positive retirement, your financial wellbeing and menopause. Reporting of programmes and evaluation is provided to the learning strategy group. Assurance is provided at end of financial year (March 25) via Organisational Learning and Development Flash report for Area Partnership Forum and Staff Governance Committee Procurement Year 2 5. Working with local suppliers Engage and enable local suppliers (including local SMEs, social enterprises and supported businesses) on contract opportunities and identify and address local supply gaps. (2.2, 2.3 and 2.4) 5.1 Suppliers will be signposted to Supplier Development Programme and Procurement Journey Supplier Guide. Euan Erskine Capacity and resource to further develop opportunities for local procurement and roll out learning from national Procurement test site. Opportunities for further investment and linking with other anchors will be explored through the Steering Group. Increase in % of local suppliers quoting for tenders 5.2 Procurement team and MRP team will attend Meet the Buyer events and highlight procurement opportunities to local businesses. Lesley Atkins Capacity and resource to further develop opportunities for local procurement and roll out learning from national Procurement test site. Opportunities for further investment and linking with other anchors will be explored through the Steering Group. Attendance at Meet with Buyer events 5.3 In line with policy at least half of the suppliers invited to quote for unregulated procurements will be local suppliers. This will support identification of local supply gaps. Contracts will be split into lots to support SME access where possible Euan Erskine Capacity and resource to further develop opportunities for local procurement and roll out learning from national Procurement test site. Opportunities for further investment and linking with other anchors will be explored through the Steering Group. For all unregulated procurements (<£50k) at least half the suppliers invited to quote will be locally based. 6.1 Procurement to work with Health Improvement to identify the 2-3 procurement contracts over last 12 -24 months in order that follow up can be undertaken with accountable managers to monitor how community benefits are being delivered in line with initial commitments made at award stage. Euan Erskine and Jo Duffy Capacity of procurement team to support development work in this area Health Improvement team will follow up with a small number of contract leads in the first instance in order to gain intelligence as to how community benefits are being delivered through regulated contracts and to identify learning for the promotion of the Community Benefits Gateway. Review and audit of community benefits delivered within a minimum of 2 large NHS regulated contracts 6.2 Raise awareness of social value in procurement to all NHS services as part of the anchor communications plan in order to spread good practice. Euan Erskine Jackie McColl Capacity of procurement team to support development work in this area Health improvement team will work with service managers help support identification of good practice Promotion of social value in Procurement through Comms Plan 6.3 Through community wealth building develop a process to work with both local authorities on community wishlists/community benefits. Kerri Todd CBG is managed through NSS so limited opportunity to modify Engage in national CBG group in order to influence future development and work with partners locally to determine a way forward for Lanarkshire Number of community asks added to CBG and number of suppliers matched and the number of benefits delivered. 6.4 Delivery of MRP community benefits plan Lesley Aitken FBC Approval of MRP FBC Approval of MRP Good practice examples shared as part of communications plan. 7.1 To develop and deliver key actions identified within the NHSL staff travel survey Jacqui McGeough Availability of funding. Work/project plan reported and monitored through the Sustainability and Environment Group. Evidence of uptake of active travel initiatives 7.2 Further develop webpage on public facing site and internal site to make staff aware of the availability of active travel options/facilities etc. Craig Brown Availability of funding and resource Work/project plan reported and monitored through the Sustainability and Environment Group. Ensuring this goes live and is checked and updated on annual basis 6.Community benefits Apply community benefit goals and scoring widely in competitively tendered contracts. (2.5) Environment, Sustainability and Assets Year 2 7.Transport Enhance active travel and transport opportunities and ensure developments meet the needs of groups most affected by inequalities. 4. Training, Development and Progression Provide a range of opportunities for lower pay bands and groups most affected by inequalities. (1.9) Develop a targeted action plan to address gaps as part of the organisational learning plan.4.1 22
Page 23
7.3 Work with local authority partners to maximise sustainable travel options and active travel links including contributing to a Capital Health Impact Assessment for the new East Airdrie Link Road Graham Johnstone Capacity to deliver. Work/project plan reported and monitored through the Sustainability and Environment Group. Evidence of working with partners to improve transport links with a focus on inequalities 7.4 Assess the opportunity of EV salary sacrifice scheme for NHSL staff Craig Brown Availability of funding and resource Identify appropriate framework for delivery. Report on this through Sustainability and Environment Group. Engage with staff side and HR colleagues. Prepare report detailing the possibility of such a scheme adding value in NHSL 7.5 Development of Car share scheme. Lesley Robertson Capacity to deliver Work/project plan reported and monitored through the Sustainability and Environment Group. Car share scheme in place 8.1 Aim to expand community and therapeutic programmes available (resource dependent). Kerri Todd Availability of funding to embed programmes and capacity of existing teams to support. Explore alternative funding streams Number of therapeutic programmes in place. 8.2 Undertake mapping and grading of the available greenspace within NHSL estate. Mary Ann Kane Lack of local expertise in biodiversity. Work with other anchors to access expertise on biodiversity e.g. local authorities and Universities Mapping and analysis undertaken. 8.3 MRP outdoor space being designed with health and wellbeing of patients and staff in mind. Lesley Aitken FBC Approval of MRP FBC Approval of MRP Design progress in line with submission of MRP FBC 9.1 Build on learning and work with partners to explore how we can support organisations to submit asset transfer requests. Scott Anderson Supporting organisations with the asset transfer process is resource intensive. Engage with Development Trusts Association Scotland’s Community Ownership Support Service and local authority asset transfer leads to provide advice and support with asset transfer applications. Number of completed asset transfers and queries 9.2 Initial engagement and scoping exercise with partners regarding how the existing UHM site can be regenerated for the benefit of local people. Jacqui McGeough Expectations of communities and partners are unable to be met given financial constraints Alignment of scoping with local authority masterplanning Scoping exercise commenced 9.3 Embed learning from different models of provision of information and community suport service hubs within acute sites. Kerri Todd Health Promoting Health Service posts are fixed term to June 2025. Opportunities will be explored to work with third sector partners on a volunteer led model of delivery Advice hubs established in a phased approach across three sites, engagement data, and evaluation. Establishment of an information and support hub model across hospital sites. 10.Public Health intelligence Development of a Lanarkshire public health intelligence repository. 10.1 Test use of the intelligence repository across five priority areas Ruth Mellor Ensure the repository adds value to work being developed elsewhere. Capacity for maintenance and development of the repository. Community Planning Partners and Public Health Scotland are engaged in the repository design and development to ensure it is needs-led and shared ownership. Public health intelligence repository developed 11.Integrated EQIA Reviewing existing service delivery and designing new services to reach and benefit diverse and disadvantaged communities. (4.2) 11.1 Embed learning to date through taking forward an inequalities focused approach within two services (Podiatry and FNC Plus+) Kerri Todd Capacity of services to engage in development work and changes to practice. Key service areas have been early adopters of taking an inequalities focused approach and lessons will be drawn from this work to inform approaches going forward. Evidence of impact of taking an inequalities focused approach to service delivery. 12.1 Evaluate impact from year 1 and spread learning using a quality improvement approach. Kerri Todd Health Improvement Senior and commissioned Welfare Rights Officer posts are fixed term to August 2025. Capacity of services to engage in training and changes to practice. Innovative approaches to staff learning will be adopted. Number of services raising the issue of financial wellbeing with patients. 12.2 Take forward a range of communications and other interventions to support patients, staff and carers with their financial wellbeing. Kerri Todd Data may not be able to be easily extracted to provide evidence of routine enquiry across some services. Learning from areas where routine enquiry for financial wellbeing is embedded will be drawn upon. Number of referrals to Financial Inclusion services. Evidence of reach of communications plan. 13.1 14. Period poverty Promote access to free poverty products (4.2) 14.1 In partnership with local authorities, review uptake of free period products available in the community and target communications to areas of low uptake Kerri Todd Lack of data to identify areas of low uptake. Low public awareness of availability. Work with partners to improve data collection and target communications. Uptake of free period products 12. Financial wellbeing Increase awareness of, and access to, financial and related supports and advice that are available locally for our patients, carers and staff. (4.2) 13.Social prescribing Maximise social prescribing programmes available and ensure a consistent approach. (4.2) Maximise opportunities to work together, reduce duplication and utilise digital support where appropriate to deliver social prescribing programmes. Kerri Todd Variety of funding sources of programmes and lack of long term security. The dedicated health and social care funding supporting the establishment and development of these networks will end 31st March 2025. Resilience of the sector may be compromised in the current financial climate with a reduction in available funds and organisations competing for the same pot of money. North Lanarkshire's NHS Charities Together Funding ends October 2025; the dedicated social development officer post 0.4WTE will cease but work is aligned to VANL's Community Solutions programme including the Community Connector programme. Funding options being considered to align to Macmillan ICJ programme until September 2027 Having an overview of all resources and how they complement each other will support best use of resources. The South Lanarkshire TS Locality Anchor Networks are well established in 2 localities and have grown from strength to strength with well attended meetings and collaborative working. The other 2 localities are less mature however VASLan are committed to continuing support to these networks beyond the term of funding. Collaborative bids for funding to support activities can also be generated through the alliance these networks offer. North HSCP provide funding for the Community Solutions programme of work and use of the recurrent £1.2m is managed through a SLA and the Community Solutions Governance group to build capacity within the CVS infrastructure. Number of organisations attending the social prescribing network meetings for South and North Lanarkshire. Number of people participating in social prescribing programmes. Service Design and Delivery Year 2 7.Transport Enhance active travel and transport opportunities and ensure developments meet the needs of groups most affected by inequalities. 8.Natural environment Develop good quality greenspace that supports health and wellbeing, community and therapeutic programmes. (3.8) 9.Use of assets Further develop community use of facilities and outdoor estates with a strong focus on engaging those most affected by inequalities. (3.9) 23
Page 24
15.1 Delivery of agreed actions set out in the PHS/HWL Memorandum of Understanding. This includes further expanding opportunities to develop the Healthy Working Lives programme in line with needs identified with a focus on SMEs, employers with lower paid staff and disadvantaged communities. Colin Maxwell Future funding for Healthy Working Lives. Engagement with local business sector. Consider all opportunities to engage with local employers as part of health improvement programme delivery alongside local authorities. Investigate further opportunities to engage with businesses via partnership approaches i.e. Business Gateway/Care Connectors/Glasgow Caledonian Workplace Hub/NHSL Pharmacy services. Uptake of Healthy Working Lives and Health Improvement input to businesses and communities. 15.2 Local business mentoring programme established by MRP team. Health improvement and Public Health will work with MRP and partners to identify supported busineses and social enterprises who may benefit from support. Lesley Atiken Elspeth Russell Skills and expertise required don’t match mentoring support available Initial scoping of local providers will proviide evidence of need and consideration can be given to how these can be met through wider partners. Identification of local businesses who may benefit from mentoring. MRP business mentoring established. 16.1 Ensure the needs of groups most affected by inequalities are reflected in the Care Academy workplan Morag Dendy National funding for employability programmes and local capacity to support. The Care Academy Steering Group will prioritise in line with resources available Evidence across the outputs of the workstreams of the Care Academy how they are are targeting those affected by inequalities. 17.1 18.1 Continue to prioritise and develop commissioning frameworks with third sector interfaces and other anchors as part of strategic healthcare planning. Craig Cunningham Morag Dendy Colin Lauder NHS financial sustainability. Work with third sector and community partners to demonstrate impact of investment on failure demand to support case for shifting investment towards prevention. Evidence of impact of third sector commissioning frameworks. 18.2 Review existing and future resources and capacity required to deliver strategic anchor plan. This will include embedding anchor practice in staff objectives and working with other anchors and the NHSL Funding and Development Officer to lever external funding or pool resources to support delivery. Anchor Steering Group Corporate Management team NHS financial sustainability. Build anchor actions into corporate objectives and service delivery. Evidence of anchor related actions in corporate and team objectives and investment in anchor activity and programmes. 19.1 Implement learning from national Anchor Task and finish groups Lorraine Scott Jo Duffy Capacity locally to implement recommendations from T&F groups. As recommendations from national groups are made these will be prioritised in line with the local workforce plan. Learning from task and finish groups implemented locally. 19.2 Development of a partnership community wealth building statement for North Lanarkshire and contribute to the community wealth building strategy and plan for South Lanarkshire. Elspeth Russell Proposed community wealth building (CWB) legislation may change how we are required to work with partners and report on CWB actions. Close working with local partners on CWB and receive updates through national groups CWB statement for North Lanarkshire in place and early implementation actions identified. Evidence of contribution to South CWB strategy and action plan. 19.3 Contribute to wider partnership groups including Child Poverty Groups, Local Employability Partnerships and Community Planning Partnerships. A new focus for year 2 will be contributing to the Marmot Places work in South Lanarkshire Jo Duffy Lorraine Scott Kerri Todd Josephine Pravinkumar Capacity to attend groups and take forward new developments Collaborative working to ensure representation at meetings and prioritisation of work across teams towards agreed outcomes. Delivery of the performance measures set out in the Local Child Poverty Action Reports LEPs and CPPs. 19.4 FBC Approval of MRP Delivery of the MRP Community Benefit Programme aligned with MRP Project Stages 15. Business and community support Support to local business and communities' success through the provision of expertise and innovation. (4.4) Delivery of summer school in 2025Lesley Aitken 19. Anchor collaboration Proactively work in partnership with local anchors and national partners to maximise anchor influence. (5.6) Being an Exemplar Anchor Year 2 18. Finance and resources Investment in anchor activity and programmes which support community led positive impacts on health and wider determinants. (5.4) 16. Links with Education Build links with local schools, colleges and universities with a particular focus on groups most affected by inequalities. (1.1, 4.5) 17. Inclusive anchor thinking Develop a communications plan to support embedding the anchor principles in values, behaviours and cultures. (5.3) MRP will continue engagement through Community Benefit Programme with schools across Lanarkshire, developing the Summer School programme and other initiatives with a particular focus on those affected by inequalities Develop and implement the anchor communications plan in line with themes identified, linking with other anchors where appropriate to maximise reach of messaging. 16.2 Elspeth Russell Capacity to attend regional and national networks and take forward new developments. There is already a pan Lanarkshire Real Living Wage campaign group in place and will work with local partners to ensure action plans are aligned and to encourage locl organisations to become accredited. Evidence of contribution to anchor networks and wider partnerships and promotion of GCR RLW Campaign. Communications Plan developed Evidence of reach of messaging. Case studies of embedding anchor in practice Continue to link with and share best practice across regional and national anchor networks with a specific focus on promoting the new Glasgow City Region Real Living Wage campaign during 2025. Elspeth Russell Jackie McColl Jo Duffy Staff Capacity All of anchor steering group to take a lead on comms for their programmes of work 24
Page 25
19. Anchor collaboration Proactively work in partnership with local anchors and national partners to maximise anchor influence. (5.6) Elspeth Russell Capacity to attend regional and national networks and take forward new developments. There is already a pan Lanarkshire Real Living Wage campaign group in place and will work with local partners to ensure action plans are aligned and to encourage locl organisations to become accredited. Evidence of contribution to anchor networks and wider partnerships and promotion of GCR RLW Campaign. Continue to link with and share best practice across regional and national anchor networks with a specific focus on promoting the new Glasgow City Region Real Living Wage campaign during 2025. 25
Page 26
26
Page 27
Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 10 June 2025 Report by: Chief Executive Subject: Community Wealth Building Action Plan: Q4 Update 1. Purpose of Report 1.1. The purpose of the report is to:- present the Q4 progress update on the Community Wealth Building (CWB) Action Plan 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the contents of the report be noted 3. Background 3.1. The Commission approved the 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 12 month period April 2024 to the end of March 2025. 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 4 Performance Report 2024/2025, attached as appendix 1. 4.3. This report uses a traffic light format with the following definitions to give a status report on each measure:- Status Definition Blue Action complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available 4 27
Page 28
4.4. The overall summary of progress to date is as follows:- Status Actions Number % Blue 4 6% Green 54 76% Amber 5 7% Red 2 3% Report later 6 8% Totals 71 100 % (Data correct as at 21 May 2025) 4.5. Of the 71 actions, 4 are complete and will be removed from the Action Plan. The remaining actions will be reviewed and a refreshed Action Plan will be brought to the September meeting of the Commission. 5. Employee Implications 5.1. There are no direct employee implications. 6. Financial Implications 6.1. There are no direct financial implications. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change implications as a result of this report. 8. Other Implications 8.1. None. 9. 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 May 2025 Link(s) to Council Values/Priorities/Outcomes • Accountable, effective, efficient and transparent Previous References • CWB Commission Report – 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.uk 28
Page 29
IMPROVe - SLC Performance Management System Report printed on 21 May 14:33 Quarter : April - June (This represents the cumulative position to June ) Performance Report - Community Wealth Building - Plan 4 29
Page 30
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 19 2 0 3 26 Workforce 0 11 1 2 0 14 Land and property 1 16 2 0 2 21 Finance 0 4 0 0 1 5 Building the generative economy 1 4 0 0 0 5 Total 4 54 5 2 6 71 Page 2 30
Page 31
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 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. Spend with local enterprises will be available July 2025 Report Later sectors based on an assessment of current Increase the number of registrations with Public Contracts Scotland tendering portal. This figure is not available until later in the year Report Later capabilities ensuring support from Supplier Increase the number of registrations with Supplier Development Programme. Ongoing joint marketing activity to increase SLC suppliers with SDP resulted in 41 new SMEs registered between 1/1/25 and 31/3/25. Green Development Increase the contracts awarded to local companies. Contracts awarded to local companies will be available July 2025 Report Later Programme. Support the delivery of training events on public sector procurement for relevant contracts including quick quote. Nine supplier engagement events were delivered by SLC and SDP in the last year as well as the Meet the Real Buyer event. 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. SLC arranged for SDP to present to the Business Gateway Advisers and to continue this relationship going forward. We have also used social media to promote supplier engagement events. Green Supplier Development Programme to assist SMEs to develop the required suite of supporting policy and practical documentation to submit bids for council works contracts. A range of events were delivered in the year to support SME's covering Quick Quote Process on 26 March 2025 with 50, Talking Tenders for Physiotherapy Services Webinar on 26 March 2025, with 9 attending and Community Benefit supplier meeting on 27 February 2025 with 64 attending. Green Continue to review the range of support provided to businesses wishing to sell to the public sector. As members of the Supplier Development Programme Regional Officers Group we playing an integral part in how the Supplier Development Programme is delivered and how improvements can take place going forward to support businesses. We also support the identification of potential suppliers for contracts including quick quotes. Green Assess local markets, their existing capacity and willingness of business to grow together with the identification of Encourage local suppliers to bid for Scotland Excel and HubSW contract opportunities. We use, and will continue to use, social media to refer local businesses to Scotland Excel contracts. We work closely with Hub South West to not only promote their opportunities but via the Build Lanarkshire initiative we support the growth aspirations of local construction companies. Green appropriate contract opportunities. Promote the council’s contract register as a source of information to interested parties. We use, and will continue to use, social media to promote the South Lanarkshire Council Contracts Register. Green Page 3 31
Page 32
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status 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. This action is being carried forward to the 2025/26 action plan and will form part of the wider review and update of the Council's standard terms and conditions. Amber 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. Extensive involvement with SDP events during 2024/2025, including specific tender events for Care at Home, Passenger Transport, Physiotherapy, Homelessness Services and promotion of Quick Quote for Works to local construction companies. Events have been a blend of in-person and webinars. Green beneficial. Maintain liaison with Tier 1 contractors to promote SME engagement for sub-contract opportunities and, where possible, obtain details of successful awards. Liaison with Tier 1 contractors is primarily via our relationship Hub South West and the successful Build Lanarkshire that we run with them and North Lanarkshire Council annually. Green Earlier identification of potential contracts and cascading of this information to the relevant businesses. Publication of procurement forward plan included in Annual Procurement Report, published on the Council's website. All regulated tenders promoted via Social Media and Economic Development. Quick Quote for Works SDP session in March 2025 focused on the pipeline of construction contracts in 2025. Green Use a range of communication methods to advertise opportunities to potential bidders. Support supplier events and continue the use of social media. Nine supplier engagement events were delivered by SLC and SDP in the last year as well as the Meet the Real Buyer event These and other events, including the National Meet the Buyer Event, were all publicised via our social media channels Green Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. SDP promoted the events in the quarter through social media, website and newsletters. Green Specific promotion of quick quote opportunities. We play a part in the SLC Community Wealth Building Spend Pillar works, this has involved us identifying potential suppliers for SLC contracts inc quick quotes Green Page 4 32
Page 33
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Review sustainability requirements for contracts Progress the Flexible Framework Sustainability action plan to further embed good procurement practice. Flexible Framework achieved to Level 4 for People and Strategy and achieved Level 3 for Reporting, Process and Stakeholders. Specific achievements for 24/25 include procurement sustainability training for Resources and implementation of electronic performance appraisals for priority contracts from April 2025. Green Identify those anchor organisations willing to participate and promote contract opportunities to Complete an exercise to identify common areas of interest with other anchor organisations. Discussions have taken place between SLC and NHSL on potential joint opportunities. While procurement opportunities seem limited, further discussions are planned on the potential for some services to be delivered by SLC to NHSL. Green local SMEs and social enterprises. Assessment of tender opportunities and development of collaborative procurement routes. Limited opportunities have been identified to date, however the SLC contracts register has been shared with procurement colleagues at NHSL to allow further review to take place. Amber 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 There are currently 2 open community needs on the portal from Lanarkshire. This quarter, a supplier has bid against 1 other community need and this was accepted. Follow up will be carried out with the supplier and the community group to check on progress and consider a local case study. There was a pause in publishing the community benefits information on the NHSL website as we were awaiting a Public Health Scotland toolkit and updated guidance documents and other assets. Once we have agreement to utilise and publish these locally we will work with procurement colleagues to communicate widely both with suppliers and community organisations in Lanarkshire. Green Monitor the wish lists delivered from community benefits. Community Wishes delivered through supplier Community Benefits totalled 47 in 2024/25, an improvement from 21 delivered in 2023/24. An effective process is in place to maximise the wishes delivered through Community Benefits. Green Page 5 33
Page 34
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status 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. Limited scope to support CWB objectives through careful drafting of award criteria in relevant regulated procurements focussing on e.g. delivery and support/maintenance requirements of a contract but depends on the works/services/supplies being procured as the award criteria must be directly related to those works/services/supplies. Complete 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 opportunities for changes to Standing Orders on Contracts were identified that could increase opportunities for local spend. 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 Page 6 34
Page 35
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status 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. •Throughout the year the group continued to promote the Living Wage by attending events and using social media messages to raise awareness •Throughout the year group members particularly the Economic Development Team and Employability Team engaged with partners (DWP, SDS and RTWS) and employers •The group had an event in November 2024 for local businesses and stakeholders; and •Alison Brown, Head of Enterprise and Sustainable Development was identified as the new chair of the group to better align activity of the group with local businesses. The terms of reference of the group has been updated and membership of the group reviewed. Representatives form the business community are also being sought to join the group. Green 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. The employability team has worked with a range of Council services and external employers to deliver pre-employment training, support and work placements to prepare participants for employment. This has included the Demonstrator programme where parents have taken part in paid 6 month placements with NHS Lanarkshire, The Council's Facilities Services and the State Hospital. Young people have taken part on a Rail Skills Academy delivered in partnership with QTS and Routes to Work South, leading to employment linked to the East Kilbride Rail Enhancement Project. Green Page 7 35
Page 36
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 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 The Employer Engagement Team has developed links and referral pathways with the new Business Gateway service. Regular meetings are held with the Routes to Work South Employer Engagement team to ensure support is co-ordinated. a new employer offer has been developed and marketing materials produced 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. The upskilling programme has been reviewed and re-branded as Aim to Achieve, with a focus on providing in-work support and upskilling to parental employability participants Green We will work with new businesses to ensure residents are upskilled prior to launch date through pre-employment training and employability support. Pre-employment training of up to £2000 is in place to support employability participants progressing to vacancies with a particular skills requirement 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. A targeted recruitment campaign was carried out with facilities services to progress unemployed parents into hard to fill vacancies in catering and cleansing roles. Parents completed a 6 month paid work placement prior to progressions to vacant posts. 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 employer engagement team provide ongoing support to employers to identify vacancies, match participants to posts and provide pre-employment support and training. Green Identify suitable Modern Apprenticeship opportunities within the council over next 2-5 years Work with Resource workforce plans to identify numbers and MA occupational areas, and build on MA frameworks to create training which meets the needs of SLC. SDS have awarded an initial contract of 33 MAs to SLC, with a potential for 4 more being added. Work has taken place across Resources to identify MA places and further SVQ opportunities for existing staff. This exercise is aligned to workforce and succession planning to ensure resilience of services moving forward. Green Page 8 36
Page 37
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Engage with SDS to agree MA priorities at national and local level Modern apprenticeship opportunities a standing item for discussion at local employability partnership meetings. MA opportunities are discussed at every opportunity. The vocational Development Team continue to work closely with services, including the council's Employability Team, and a range of partner agencies to discuss and share MA opportunities as they arise. Green Work with Education Resources to identify suitable Foundation and Modern Apprenticeship journeys Monitor progress of Foundation apprenticeship candidates who are ready/suitable for Modern Apprenticeship opportunities. Put in place any additional supports required. Processes remain in place to support Foundation Apprenticeships to apply for Council Modern Apprenticeship vacancies however there has been no external recruitment in 2024 /25 in to relevant MA frameworks. Amber 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 Scottish Government Fair Work guidance has reduced the take up of Employer Recruitment Incentives which were previously available to fund additional modern apprenticeship opportunities with local employers Red 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 Council has utilised No-one Left Behind funding to create additional funded Demonstrator posts, however external funding requirements have reduced ability to provide traineeships Red Land and property High level action Detailed actions Comments/Progress Status Increase the supply of affordable housing Deliver the Strategic Local Programme Agreement (SLPA) RPA for SL area agreed as £24.588m, spend of £24.9m achieved during 24/25. Green across South Lanarkshire Preparation and approval of the Strategic Housing Investment Plan (SHIP). SHIP 2026-30 approved by H&TR committee on 27th November 2024, submitted to Scottish Government 7th November 2024 as required. Green Page 9 37
Page 38
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status 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. 130 properties were acquired through the scheme by 31 March 2025 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 current focus of the programme remains to meet increasing 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. SHIP 2026-30 identifed projects in the following categories SLC - 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. It is anticipated that the evidence report will be presented to full Council in October 2025 and thereafter submitted to Scottish Ministers for approval. Work on the proposed plan will start in early 2026. Report Later Page 10 38
Page 39
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 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 Establish a Matchmaker Scheme to link empty properties with interested buyers. Following feedback from local authorities, the Scottish Empty Homes Partnership is currently developing a national Matchmaker Scheme to link empty homes with interested buyers. It is expected to be implemented during 2025/26 and progress will continue to be supported and monitored. Green meeting housing needs 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 underway to review the range of schemes delivered across Scotland to agree the best fit for South Lanarkshire. This work will be completed during 2025/25. Amber Provide practical advice and assistance to empty property owners. The Empty Homes Officer continues to liaise proactively with the owners of empty properties to offer advice and support. During 2024/25 this contributed to bringing 28 empty homes back into use. 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 The additional Asset Transfer role ended in March 24 having supported a busy year of CAT. Both roles supported 12 full CAT, 12 concessionary leases to successful completion during the year. In additional there are 8 further applications supported and nearing completion at the time of this report and a further 3 applications supported but were declined. Green Annual evaluation of the ‘value’ of asset transfers to communities and CWB. This action will resume once the high volume of CATs reduces. 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 facilities including investment in renewable Deliver a range of projects as part of the Community Energy Efficiency Fund programme. On Target. Of the 8 projects approved at Executive Committee, 4 are complete and 3 are programmed to complete early in the new financial year. The remaining project was cancelled as we failed to secure the necessary external funding and the council’s contribution, together with further savings identified within the programme, have been reallocated to two projects for delivery in the new financial year. Green Page 11 39
Page 40
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status 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 50 properties 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 energy efficiency standards and grant funding opportunities to South Lanarkshire private landlords. The most recent forum was held in March 2025, with over 60 landlords attending from across South Lanarkshire. Green Page 12 40
Page 41
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Implement and administer the Energy Company Obligation (ECO) scheme within South Lanarkshire. Since launching in 2023/24, 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 295 energy efficiency measures installed in 102 across privately owned or rented homes by locally based contractors in 2024/25. Particular focus continues on supporting those on low incomes and with significant health conditions, aiming to reduces costs associated with heating their home. Green Take the “20-minute neighbourhood” concept into account when planning capital schemes. Include "20 minute 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 Complete 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 Topic papers on these subjects are currently being prepared and will be published for consultation in Q1 25/26. These in turn will inform the LDP3 evidence report and set the policy direction in the proposed plan. The current timetable would see LDP3 adopted in 2028. Report Later Page 13 41
Page 42
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status 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 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 withing the team. Report Later Page 14 42
Page 43
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status and community partners to promote savings and affordable credit Promote the NHS credit union and other local credit unions through the anchor communications plan. Plan to review the NHS Credit Union membership in September 2025. This will allow any changes to be observed, based on the awareness raising activities, in the 1-year period since the baseline stats were obtained. Utilised International Credit Union Day in October 2024, to promote the NHS Credit Union via the Staff Brief and the benefits of local credit unions via social media. As part of Staff Health and Wellbeing Week in March 2025, 3 further NHS credit union awareness raising online sessions were offered organisation-wide. Targeted promotion was also carried out as staff had a presence at 3 community hospitals, promoting the NHS Credit Union to staff onsite. A further targeted session was carried out with almost 40 hotel services staff at University Hospital Monklands and their feedback on barriers to the credit union were fed back directly to the chief executive. Leaflets and information on savings and “new start loans” were also shared with the NHSL Employability Team to inform new staff on their various employability programmes. 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. In the run up to Christmas, internal communications via the council’s intranet encouraged employees think and spend local over the festive period. Green Page 15 43
Page 44
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status 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 has continued across the Council through 2024/2025 and included spend on Roads projects, PEF funded projects in schools, Grounds Services and projects within the Housing capital programme. Green 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 the Outline Business case for East Kilbride Town Centre. SLC also continue to engage in other workstreams associated with City Region projects including the Enabling Business Infrastructure programme 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 16 44
Page 45
IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 21 May 2025 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. SLC actions, CER officer support and revenue funding were part of a two year programme, completed and reported on in Q4 March 2024. Additional funding through the UKSP in 24/25 was directly awarded to VASLan as the local third sector interface to support work through the 12 months to March 2025 and is reported on separately through this funding stream. Business support continues to be delivered to the sector through Lanarkshire Business Gateway and wider third sector ecosystem of support Complete Page 17 45
Page 46
46
Page 47
Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 10 June 2025 Report by: Chief Executive Subject: Community Wealth Building Legislation 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Commission with an update on the Scottish Government’s proposals for legislation for Community Wealth Building in Scotland [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to note the following recommendation(s):- [] (1) that the contents of the report be noted. 3. Background 3.1. In the Programme for Government 2024, the Scottish Government signalled its intention to bring forward a Community Wealth Building Bill in 2025 to address economic and wealth inequality. 3.2. The Community Wealth Building (Scotland) Bill was introduced on 20 March 2025 and is described as a Bill to create jobs and drive economic growth across Scotland by promoting investment in communities. 3.3. This report gives an overview of the main provisions in the Bill and the implications for local government. A link to the Bill is given below:- Community Wealth Building (Scotland) Bill as introduced 4. The CWB Bill 4.1. The Bill, thought to be first of its kind in the world, seeks to advance the implementation of the community wealth building (CWB) model of economic development in Scotland. 4.2. It aims to ensure consistent implementation of the model across Scotland’s local areas and regions, and address economic and wealth inequality between individuals and communities, by facilitating and supporting the generation, circulation, and retention of more wealth in local and regional economies. 4.3. The Bill makes provision for CWB in three ways: it places a duty on the Scottish Ministers to produce and publish a CWB statement setting out measures to be taken by the Scottish Government in relation to CWB; it requires local authorities, acting with certain public bodies within the local authority area, to produce CWB action plans setting out the measures to be taken within the local authority area in relation to CWB and to implement those plans so far as reasonably practicable; and 5 47
Page 48
it places a duty on the Scottish Ministers to produce guidance in relation to both the production of action plans and the inclusion of CWB measures in strategic planning by public bodies. 4.4. The requirements placed upon local authorities are contained within sections 5 to 8 of the Bill and, in summary, are:- Local authorities and relevant public bodies (to include Territorial Health Boards, Regional Colleges, Scottish Enterprise, Skills Development Scotland and Regional Transport Partnerships) are to work together as a “community wealth building partnership”; CWB partnerships have a duty to prepare a CWB action plan for the area of the local authority which sets out the measures the CWB partnership is taking or intends to take to facilitate and support the generation, circulation and retention of wealth in the local economy; In contributing to the preparation of a community wealth building action plan, a local authority must consult those it considers likely to be directly affected by the community wealth building action plan; Each CWB Partnership must keep its community wealth building action plan under review and revise as appropriate; and During the period to which a community wealth building action plan relates, the community wealth building partners must, so far as reasonably practicable, implement the measures set out in the plan in the area of the local authority. 4.5. Community wealth building action plans must be published by all CWB partnerships within three years of the commencement of the legislation, and must be reviewed within five years. 4.6. The Bill illustrates the range of measures that may be included in an action plan to support wealth building in the local economy. These include:- using public procurement to facilitate or support such generation, circulation and retention supporting local economic operators to access public sector contracts, promoting— (i) employment opportunity, (ii) workforce development, (iii) equality in the workplace diversifying ownership of land or other assets by facilitating or supporting community ownership bringing vacant and derelict land back into use in a way that provides financial, social or environmental benefit to the community encouraging local business start-ups or entrepreneurship promoting or supporting the development of employee-owned businesses, co- operatives or social enterprises such other measures as the community wealth building partnership considers appropriate 4.7. In preparing and implementing action plans for community wealth building, CWB Partnerships must have due regard for any guidance and direction issued by Scottish Ministers. 4.8. The Financial Memorandum accompanying the Bill anticipates costs for local authorities arising from the need to support the CWB Partnership, publication of the community wealth building action plan, and consultation activities. An annual cost of 48
Page 49
£4.4million across all authorities is assumed, based on each authority having a lead officer for CWB supported by an officer devoting one day a week to each CWB pillar. 4.9. Costs for other public bodies – including Health Boards, regional colleges and regional transport partnerships – are based on a staff resource of the equivalent of 2 days per week over a year to facilitate the organisational culture change and the partnership working required to develop the CWB action plans. 4.10. There is no indication at this stage if there will be any additional funding to support the new duties within the Bill. 5. Next Steps and recommendations 5.1. South Lanarkshire is well-placed to meet the new duties contained within the Bill. Through the CWB Commission, the council and partners are already working together to implement the CWB strategy, and this includes publication and review of a community wealth building action plan. 5.2. The CWB strategy, launched in 2021, will be due a refresh in 2026. The new strategy will take into account the legislation and associated guidance as anticipated by the CWB Bill. 5.3. A report will be brought to a future meeting of the Commission outlining a timetable and a framework for work on the new Strategy and action plan, which can be kept under review as the legislation develops. 6. Employee Implications 6.1. There are no direct employee implications. 7. Financial Implications 7.1. There are no direct financial implications. 8. Other Implications 8.1. None. 9. Integrated Impact Assessments 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 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None 49
Page 50
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 50
Page 51
Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 10 June 2025 Report by: Chief Executive Subject: Community Wealth Building Legislation – Call for Views 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Commission of the council’s response to the Scottish Parliament’s call for views on the Community Wealth Building (Scotland) Bill [1purpose] 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. In the Programme for Government 2024, the Scottish Government signalled its intention to bring forward a Community Wealth Building Bill in 2025 to address economic and wealth inequality. 3.2. The Community Wealth Building (Scotland) Bill was introduced on 20 March 2025 and is described as a Bill to create jobs and drive economic growth across Scotland by promoting investment in communities. 3.3. The Scottish Parliament’s Economy and Fair Work Committee is conducting stage 1 scrutiny of the Bill and issued a call for views to inform their deliberations. This report presents the response from South Lanarkshire Council to the call for views. 4. The CWB Bill 4.1. The Bill seeks to advance the implementation of the community wealth building (CWB) model of economic development in Scotland. It aims to “ensure consistent implementation of the model across Scotland’s local areas and regions…by facilitating and supporting the generation, circulation, and retention of more wealth in local and regional economies.” 4.2. The Bill makes provision for CWB in three ways: it places a duty on the Scottish Ministers to produce and publish a CWB statement setting out measures to be taken by the Scottish Government in relation to CWB; it requires local authorities, acting with certain public bodies within the local authority area, to produce CWB action plans setting out the measures to be taken within the local authority area in relation to CWB and to implement those plans so far as reasonably practicable; and 6 51
Page 52
it places a duty on the Scottish Ministers to produce guidance in relation to both the production of action plans and the inclusion of CWB measures in strategic planning by public bodies. 5. The Call for Views 5.1. The call for views was issued by the Scottish Parliament’s Economy and Fair Work Committee on 4 April 2025, with a deadline for submissions of 23 May 2025. 5.2. The Economy and Fair Work Committee has asked for views around the following questions: The Scottish Government’s objective is to ensure consistent implementation of Community Wealth Building across Scotland. (a) Do you think the proposed Bill will achieve this object? (b) Does the Scottish Government need to change the law to achieve this objective? (c) Are there other ways in which the Scottish Government could achieve this objective? The Bill would place extra duties on some public sector organisations. Are these duties proportionate? Do these organisations have the capacity and resources to meet the duties placed on them? Do you agree with the list of relevant public bodies proposed in the Bill? If not, how should these be changed? Do you agree with the list of specified public bodies proposed in the Bill? If not, how should these be changed? Are there any ways the law in devolved areas could be changed to facilitate Community Wealth Building that are currently not proposed in the Bill? Are there any potential unintended consequences to the proposed Bill? To what extent will small businesses benefit from this Bill? To what extent will local community organisations benefit from this Bill? 5.3. The council’s response is attached at appendix 1. The response draws on the council’s experience of delivering a CWB strategy over the last four years, and reiterates some of the points the council previously made in response to the consultation by the Scottish Government about the nature and scope of CWB legislation. 6. Next Steps and recommendations 6.1. The Economy and Fair Work Committee will publish a report on its findings in due course as part of the stage 1 scrutiny of the CWB Bill. Updates will be brought to the Commission as required as the legislation progresses. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Other Implications 9.1. None. 10. Integrated Impact Assessments and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 52
Page 53
Paul Manning Executive Director (Finance and Corporate Resources) 29 May 2025 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 53
Page 54
Appendix 1: SLC response to call for views Scottish Parliament’s Economy and Fair Work Committee Stage 1 scrutiny on CWB (Scotland) Bill The Scottish Government’s objective is to ensure consistent implementation of Community Wealth Building across Scotland. (a) Do you think the proposed Bill will achieve this object? SLC welcomes the CWB Bill and with it the opportunity to comment as part of the scrutiny process. In 2021, the council agreed a CWB strategy, one of the first in Scotland. Since then, the council has been working with local partners to deliver the strategy, working to an action plan spanning the five pillars of CWB. We believe the proposed Bill has the potential to greatly improve CWB activity across Scotland. It will ensure all council areas develop CWB action plans, and that those plans have regard to the pillars/themes as set out in the Bill and subsequent guidance. It will require the public bodies specified in the Bill to publish and implement a CWB action plan. This will provide a welcome stimulus to the partnership element of CWB, by motivating specified public sector agencies to work together on CWB goals. There is potential for more co-ordinated support to be made available through the involvement of regional public bodies such as Skills Development Scotland and the enterprise agencies, and the Bill will encourage progress on this front. The proposed Bill will require Scottish Ministers to publish a statement on CWB as well as guidance and direction to aid implementation of the duties. This should bring clarity and focus to the CWB agenda and help ensure a whole-government approach and a joined-up policy landscape to support CWB. All of these measures will increase the visibility and importance of CWB. In the original consultation on the proposed legislation, we were of the view that a duty requiring Scottish Ministers and prescribed public sector bodies to embed the CWB model of economic development into their corporate plans and wider strategies was the best approach to adopt. We believe this provides for individual accountability and also avoids the creation of additional plans and potential complexity. We would advocate that the legislation and associated guidance should seek to stimulate and support agency within anchor organisations to develop strategies and plans, with associated actions, which are locally appropriate to build community wealth. A duty needs to be enabling, rather than creating an additional layer of bureaucracy. Legislation should therefore be about helping those who want to deliver change to be empowered and feel that Scottish law is supportive. We believe it is important that CWB is developed in ways which are sensitive to local circumstances and conditions. What works for an urban council area may not work for a rural area. Local and regional economies have many points of 54
Page 55
similarity but also many differences across Scotland, and CWB must be flexible enough to be deployed effectively across these different geographies. (b) Does the Scottish Government need to change the law to achieve this objective? Yes Please explain your answer: To achieve the active engagement and participation of the full range of public sector bodies – yes, a requirement in law is necessary. This ensures that all relevant public service agencies recognise they have a role to play and give due regard to CWB in their planning and delivery. In the current climate, with increasing demands on services and rising costs, councils and other public sector bodies are faced with difficult choices about the services they deliver and activities they engage in. When funding is squeezed, statutory services tend to be protected at the expense of non-statutory services. For this reason, we believe CWB needs to be put on a statutory footing to ensure it is given appropriate weight by all relevant agencies. Having said that, however, we make a number of points elsewhere in this submission: • CWB brings a range of demands on limited resources, and it is imperative that any additional duties in this space are properly funded. • Legislation can work alongside a range of other measures to support the implementation of CWB in Scotland and should avoid adding complexity and layers. • Flexibility at the local level is needed to ensure CWB implementation is appropriate to local circumstances and needs. (c) Are there other ways in which the Scottish Government could achieve this objective? There are non-legislative measures which could be taken to advance the objective, but we would see these as working in tandem with the legislation. We would highlight the potential role of the Supplier Development Programme (SDP), which is a well-established service with considerable and evidenced reach at local, national, and regional levels. The reach of the SDP is ensured by the membership of all 32 Scottish local authorities, 17 other public bodies, and further corporate memberships. Over 20,000 Scottish SMEs are registered with the programme, including 655 social enterprises. Governance structures ensure appropriate local and regional adaptations in service delivery. It would be helpful if other public sector bodies (e.g. NHS boards) could obtain free access to SDP services or if membership of SDP could be on an area wide basis (and cover all public sector bodies in an area). In relation to the SDP in particular, we would propose that: 55
Page 56
• SDP is further resourced and invested in by Scottish Government as a Scotland-wide service; promoted as a key source of Community Wealth Building information, advice, guidance and engagement events for Scotland’s public and private sectors in relation to the spend pillar; and provided free of charge to all SMEs and social enterprises; • SDP is embedded and engaged in any Community Wealth Building strategy development work across all relevant Scottish Government functions; • Scottish Government investment is expanded from limited annual grant support to more secure year on year budgetary support for SDP’s existing remit and to adequately resource spend-pillar related services to Scotland’s public sector and private sector primary/larger contractors. Other measures which could support the implementation of CWB include: • Support for more joined up working between partners, particularly in terms of procurement and employment. This is necessary at a national and a local level. Variations in staffing resource, policies, procedures and systems across agencies can make having a consistent approach difficult. More effective sharing of knowledge and resources would build capacity, reduce duplication and enhance resilience and flexibility. • A national social marketing campaign and communications toolkit for local use to raise awareness of the principles of a wellbeing economy with accessible language/concepts which highlights the benefits and contributions of all stakeholders. • Influence external funding providers, such as Big Lottery, to align their interests and funding criteria to the Community Wealth Building effort. • Skills development and training to enable SMEs to be involved the delivery of large scale retrofit projects to achieve net zero by 2045, for example, energy efficiency measures and decarbonisation projects. • Guidance / policy is required on the development of local supply chains with SMEs and particularly amongst social enterprises in localities where the sector is not as strong or well developed as in other localities. A better understanding within anchor organisations of what the realistic requirements are to make SMEs / SEs ‘tender ready’ to allow them to access supply chains cannot occur without significant and ongoing capacity building. This is currently supported by the Supplier Development Programme across local authorities. (See comments on SDP above.) • Guidance should be issued around the value of community benefit for Battery Storage and Solar in particular. We believe the following should be considered: o Issue guidance on community wealth building and community benefit payments for onshore wind to start at between £8k and £10k from 2025. o Issue guidance on community benefits from other forms of renewables, including solar and battery storage, as soon as possible, by the end of 2025. 56
Page 57
o Issue guidance (or indeed a requirement) for new renewable energy projects to provide a 10-20% public and / or community stake. The Bill would place extra duties on some public sector organisations. (The Bill would require local authorities and 'relevant public bodies' to publish and implement a CWB plan for their area.) Are these duties proportionate? Do these organisations have the capacity and resources to meet the duties placed on them? The Financial Memorandum accompanying the proposed Bill provides an estimate of costs, which for local authorities are focused on the requirement to work with local anchors to develop and implement a CWB action plan; to consult on and publish the CWB action plan; and to review and update CWB action plans taking account of any associated guidance produced as part of the legislation. These are additional duties for local authorities and if the burden of developing and co-ordinating the CWB plan and implementation falls on local authorities, it is imperative that resources are made available to enable the discharge of these new duties. While some aspects of the duty may be met within existing resources – such as the governance and reporting requirements (though they are not without cost) – our experience shows that significant limitations exist due to the capacity of other organisations (e.g., SMEs) and communities to engage with CWB initiatives. CWB is a relatively new field, and the key ideas are unfamiliar to many partners and stakeholders. There is therefore a need to explain, promote, educate, and advocate to generate interest in and support for CWB in local areas. Over and above this, some of the processes which are integral to CWB (for example, asset transfer or public sector procurement) are potentially complex and technical in some respects. This presents a barrier to effective engagement and there is a resource implication on local authorities in terms of helping individuals, businesses and communities to engage with the opportunities available to them through CWB. In short, successful implementation of CWB is an ongoing and active process, which requires resourcing across a number of fronts in order to help stakeholders navigate and make best use of what is available – and we have found this to be resource-intensive, at least in the initial stages. Do you agree with the list of relevant public bodies proposed in the Bill? If not, how should these be changed? Alongside local authorities, 'relevant public bodies' would be required to publish and implement a CWB action plan. The proposed relevant public bodies are: • colleges • health boards • Scottish Enterprise • South of Scotland Enterprise • Highlands and Islands Enterprise • Skills Development Scotland • regional transport partnerships 57
Page 58
We agree with this list. Public bodies which work to larger geographies than local authorities are often limited in how much they can develop a local perspective due to a requirement to operate equitably across the geography. CPP experience also highlights that agencies which cover several local authorities can find themselves spread thinly as each authority seeks their input to specific strategies and plans. Guidance will need to ensure that these public bodies can contribute effectively. Do you agree with the list of specified public bodies proposed in the Bill? If not, how should these be changed? ‘Specified public bodies’ must have due regard to CWB guidance from the Scottish Government when developing their corporate plans and associated delivery strategies. The proposed specified public bodies are: • Creative Scotland • Crown Estate Scotland • Highlands and Islands Airports Ltd • Historic Environment Scotland • Integration Joint Boards • National Park Authority • NatureScot • Scottish Police Service • Scottish Canals • Scottish Courts and Tribunals Service • Scottish Environment Protection Agency • Scottish Fire and Rescue Service • Scottish Forestry • Scottish Funding Council • Scottish Futures Trust Ltd • Scottish Land Commission • Scottish National Investment Bank • Special Health Boards • Sportscotland • Scottish Water • VisitScotland We agree with this list. Are there any ways the law in devolved areas could be changed to facilitate Community Wealth Building that are currently not proposed in the Bill? Our response is organised across the different pillars recognised within CWB. Spending Pillar The procurement rules would need to be amended to allow for CWB. 58
Page 59
Legislating for the inclusion of local and sustainable supply chains in public contract documentation would encourage development of local businesses and suppliers. The weighting in any price/quality split for evaluation of tenders could include a higher scoring where local contractors or suppliers are utilised. There could be statutory targets for the number of apprentices employed each year. While sustainable procurement duty does support CWB, it does not allow for procurement limited to local suppliers, as regulated procurements are still subject to underlying general principles of equality, non-discrimination and openness. It would be helpful to see a change in focus of procurement rules for regulated procurements from collaboration/use of Scotland Excel or other external frameworks to maximise use of lots to focus on local areas/local business. This focus is long established. The Scottish Government and Scotland Excel need to consider how to attract local suppliers to join national frameworks and maximise advertising of sub-contracting opportunities. In addition, there is a need to promote cultural change in approach to procurement - financial constraints in public sector result in a focus in the use of frameworks and larger contracts. As noted elsewhere in this response, increased levels of local procurement could come at cost to the public sector. An increase in local procurement activity would be expected to have a resourcing impact from a procurement and service perspective. Procurement resources are typically stretched across most local authorities and adding further demands on the service risks those demands being impossible to meet without additional funding and staffing being provided. Simplification of the procurement rules for regulated procurement would minimise barriers to bidding for contracts while still allowing public bodies to have assurance in those bidders awarded contracts. A review of the threshold for seeking community benefits should be considered. This is currently set at £4m although South Lanarkshire Council have set it at £50k. It should be noted that not all local authorities will have the local suppliers capable of fulfilling their service requirements or are willing to undertake the required steps to procure from the public sector. Land and property pillar • The new National Planning Framework (NPF4) will require planning applications to be health impact assessed as well as local Development Plans to incorporate consideration of a range of health and wellbeing issues. It would be helpful if the tools/plans developed in support of this have the CWB principles threaded through. • Consideration should be given as to how statutory requirements for local authorities set within the new Local Heat and Energy Efficiency Strategies can be supported through Community Wealth Building. For example, incentivising those building owners making the transition to decarbonised heat sources to use local SMEs to do so. • Consideration should also be given to mechanisms which strongly incentivise private property owners, particularly remote institutions, to invest in their property assets and evidence commitment to pro-active asset 59
Page 60
management. Failure to do so should trigger an option for communities to take over vacant, underutilised property. • A Community Wealth Building approach to retrofitting energy efficiency measures to our housing stock and non-domestic buildings could bring significant benefits. Using our influence to develop the retrofit supply chain, we could create millions in direct Gross Value Added (GVA) for the local economy and also create thousands of jobs for local people in the local community. It would be helpful to see measures which would strengthen the role of social housing providers to employ local supply chains in their business. More generally, there is an opportunity in the move to net-zero to provide social enterprise capacity at scale to meet future needs in the green economy. Employment Pillar In relation to the employment pillar of CWB, legislation could be a lever to ensure Fair Work practices are embedded in all projects which are being funded from the public purse. More progressive recruitment should be looked at for public sector agencies, unlocking more flexible ways to recruit. National policies and systems can restrict this, e.g,. within the NHS. More outreach work is needed and a requirement for agencies to report on what they are doing across this pillar. Focus on anchor organisations having an employability strategy and getting support from Scottish Government to prioritise this. Finance Pillar • The aim of the Finance pillar is to increase flow of investment within local communities, harnessing wealth that exists locally. Examples include credit unions, community development finance institutions (CDFIs), social investment and responsible investment. However, as financial regulation is a reserved matter, there is limited scope for legislative proposals in this area. • Any changes to laws or guidance to further advance CWB needs to consider risks, and who would bear these. Inherent in any funding or investment opportunity is risk of loss, and protections need to be considered for those who bear the risks (most likely through Financial Conduct Authority’s work). In the current climate, some credit unions are finding times tough, some are failing, and there would be significant limitations (both legally and financially) on the level of support that local authorities could provide. With the cost of living crisis squeezing finances across the board, risks will be higher. More generally, ensuring the CWB principles are built into funding criteria wherever possible would be a positive measure. For example, ensuring that national investment funds are more locally and evenly targeted and awarded through local partnerships, as opposed to a national competitive process which leads to a lack of parity across localities. 60
Page 61
Are there any potential unintended consequences to the proposed Bill? There is a risk that the proposed Bill will introduce “clutter” by requiring another plan which sits separately from local and regional economic strategies or other partnership plans. For public sector organisations, this can add complexity and demand additional resources due to separate governance structures and reporting arrangements. For stakeholders and members of the public, an additional plan might be a barrier to getting a clear view of a council’s priorities and performance. It is important to consider the financial implications of more local spend and the balance between procurement regulation and delivery of a CWB strategy. The procurement rules and guidance could be amended to allow for greater flexibility in delivering local targeted procurement. However, how would this align with Scottish Procurement collaborative approach with the emphasis on securing economies of scale and value for money? It is vital that appropriate funding is in place for public sector bodies to discharge their many functions. There is a risk that more local procurement comes at additional cost to the public sector. To what extent will small businesses benefit from this Bill? There is potential for small businesses to benefit, however our research into barriers for small businesses has highlighted the complexity of council procurement processes, the steep learning curve it presents to SMEs, and the scale of effort and resource required for a small business to bid for council contracts. SMEs need help to engage with council procurement frameworks and this is a resource-intensive undertaking. One of the issues for small businesses in relation to CWB is that, by definition, they are small businesses, which means they have limited capacity and are not set up to deliver at scale. This means that they may not be able to provide a service across the whole of a council area, and they may be more affected by supply- chain issues or adverse events such as staff illness, which may impact on their service. These factors mean that SMEs struggle to match councils’ needs in key high-value areas, e.g., school meals, transport, etc. These challenges are well-known and can be mitigated or managed only with focused support – which, again, requires expertise and resources. Our comments in respect of the role of the Supplier Development Programme (see Q1(c) above) are relevant here. The experience and expertise of the SDP is a key component of the support available to small businesses when looking to engage with public sector procurement and contracts. To what extent will local community organisations benefit from this Bill? As with small businesses, there is considerable potential for community organisations to benefit from this Bill, particularly in relation to initiatives such as asset transfer, community wish lists, participatory budgeting and the like. However, as with SMEs, community organisations need support to make the most of the opportunities available, which means that CWB need to be seen in a 61
Page 62
broader context of community empowerment, community capacity building and local democracy. The main benefits as recipients of CWB would be increased income to fund community-led activities, improved relationships with local and regional businesses for support, a valued asset and focal point for growing community empowerment. However, community organisations also have the potential to become actors and generators of community wealth, albeit this will rarely be their main motivation. A small and local community organisation would need to both aspire to and have the skills to become economic as well as social actors in their communities. To do so the type of capacity building would be high quality organisational management responsibilities and skill such as becoming employers, understanding legal structures and reporting, managing finances, managing risk and liability. An ability to generate income and employ staff and offer local, fair work, is unlikely to be the main motivation of a community organisations but could be a by-product if encouraged and supported and we create the right conditions. We have seen the quick development of organisational management skills and capacity that can happen through asset transfer processes. 62
Page 63
Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 10 June 2025 Report by: Chief Executive, South Lanarkshire Council Subject: Meetings Timetable 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of the proposed timetable of meetings for the Commission to March 2026 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s): - (1) that the arrangements for future meetings of the Commission be approved. 3. Background 3.1. In accordance with its Terms of Reference, the Commission is required to meet 4 times each financial year with additional meetings held as and when required. 3.2. The proposed dates after 10 June 2025 are listed below:- Tuesday 9 September 2025 at 2.00pm Tuesday 2 December 2025 at 2.00pm Tuesday 10 March 2026 at 2.00pm 3.3. In addition, proposed dates for the CWB Progress Group meetings, which are scheduled to lead into Commission meetings and allow for post-Commission follow up, have been identified and, subject to approval of the Commission’s meeting dates, will be circulated to members of the Progress Group accordingly. 3.4. All Commission meetings will be held on a hybrid basis, in person at the Council Offices, Almada Street, Hamilton and by Confero. 4. Employee Implications 4.1. There are no direct employee implications. 5 Financial Implications 5.1. There are no direct financial implications. 6. Climate Change, Sustainability and Environmental Implications 6.1 There are no climate change implications as a result of this report. A Strategic Environmental Assessment will be undertaken if required. 7 63
Page 64
7. Other Implications 7.1. There are no implications in terms of risk. 8. Integrated Impact Assessment and Consultation Arrangements 8.1. Consultation on the development of the CWB approach will be integrated with planned consultation and engagement activities. Paul Manning Chief Executive South Lanarkshire Council 14 May 2025 Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Previous References None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) Email: tom.little@southlanarkshire.gov.uk 64
Page 65
Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 20 June 2025 Report by: Chief Executive, South Lanarkshire Council Subject: Forward Programme for Future Meetings 1. Purpose of Report 1.1. The purpose of the report is to: [purpose] advise members of the forward programme for the meetings of the Community Wealth Building Commission (CWB) invite members to suggest topics for inclusion in the Commission’s forward programme [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- [recs] (1) that the report and the outline forward programme for the meetings of the Commission, attached as an Appendix to the report, be noted. [1recs] 3. Background 3.1. Members of the Commission have expressed an interest in bringing forward items to future meetings which would explore each of the 5 pillars in detail and allow constructive discussion on how collectively to progress the CWB agenda in South Lanarkshire. 3.2. To assist in shaping the future deliberations of the Commission, an outline forward programme is attached as an Appendix to the report. Members are invited to consider the programme and suggest topics that they would like to see addressed at future meetings. 4. Employee Implications 4.1. There are no employee implications. 5. Financial Implications 5.1. There are no financial implications. 6. Climate Change, Sustainability and Environmental Requirements 6.1. There are no climate change, sustainability or environmental implications in terms of the information contained within this report. 7. Other Implications 7.1. There are no risk implications in terms of the information contained within this report. 8 65
Page 66
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 14 May 2025 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 66
Page 67
APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility 9 September 2025 Annual report Action plan review and refresh 10 December 2025 Q2 progress report Future Meetings SLC land and property link to renewable energy Planning for Place and CWB Supplier Development Programme Country Parks Shaping Places for Wellbeing Update on local data sets NHSL anchor work and metrics SLC SLC SLC SLC NHS(L)/SLC SLC NHSL 67
Page 68
68