Agenda Document Pack - Community Wealth Building Commission - 09/06/2026
South Lanarkshire Council · 9 June 2026
Back to Community Wealth Building Commission — 9 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 02 June 2026 Dear Member Community Wealth Building Commission The Members listed below are requested to attend a meeting of the above Board to be held as follows:- Date: Tuesday, 09 June 2026 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 Maureen Chalmers Councillor Margaret Cooper Councillor Maureen Devlin (Chair) Councillor Ross Lambie Councillor Kirsten Robb Councillor Margaret B Walker Paul Manning, Chief Executive Jackie Taylor, Executive Director (Finance and Corporate Resources) Soumen Sengupta, Director, South Lanarkshire University Health and Social Care Partnership Louise Long, Chief Executive, NHS Lanarkshire Josephine Pravinkumar, Director of Public Health, NHS Lanarkshire Hisashi Kuboyama, Development Manager, West of Scotland, Federation of Small Businesses Jimmy Wilson, Interim Chief Executive, VASLan Richard Gallacher, Head of Estates, University of the West of Scotland (UWS) 1
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BUSINESS 1 Declaration of Interests 2 Minutes of the Previous Meeting Minutes of the meeting of the Community Wealth Building Commission held on 10 March 2026 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Consideration 3 Community Wealth Building Action Plan - Quarter 4 Update Report dated 2 June 2026 by Chief Executive. (Copy attached) 9 - 32 4 Community Wealth Building Legislation and Next Steps Report dated 15 May 2026 by the Chief Executive. (Copy attached) 33 - 38 5 Council Investments 2026/2027 and Support for Community Wealth Building Report dated 1 May 2026 by Executive Director (Finance and Corporate Resources). (Copy attached) 39 - 44 6 NHS Lanarkshire Anchor Programme Year-2 Highlights Joint report dated 21 May 2026 by Consultant in Public Health (NHS Lanarkshire) and Public Health Programme Manager (NHS Lanarkshire). (Copy attached) 45 - 52 7 Forward Programme for Future Meetings Report dated 21 May 2026 by Chief Executive. (Copy attached) 53 - 56 Any Other Competent Business 8 Any Other Competent Business Any other items of business which the Chair decides are competent. For further information, please contact:- Clerk Name: Laura Cunningham Clerk Telephone: 07385 370044 Clerk Email: laura.cunningham2@southlanarkshire.gov.uk 2
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COMMUNITY WEALTH BUILDING COMMISSION Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 10 March 2026 Chair: Councillor Joe Fagan Present: South Lanarkshire Council Councillors Alex Allison, Maureen Chalmers, Kirsten Robb, Margaret B Walker P Manning, Chief Executive; J Taylor, Executive Director (Finance and Corporate Resources) NHS Lanarkshire J Pravinkumar, Director of Public Health Also Attending: South Lanarkshire Council Chief Executive’s Service J Kerr, Community Engagement Manager; T Little, Head of Communications and Strategy; N Reid, Research and Improvement Manager Community and Enterprise Resources P Crisp, Team Leader (Regeneration and Inclusion); D Hashagen, Youth Employability Manager Finance and Corporate Resources L Cunningham, Administration Officer; C Fergusson, Head of Finance (Transactions); K McLeod, Administration Assistant Housing and Technical Resources J Read, Strategy and Policy Adviser Apologies: South Lanarkshire Council Councillors Robert Brown, Margaret Cooper, Ross Lambie S Sengupta, Director, Health and Social Care NHS Lanarkshire L Long, Chief Executive VASLan J Wilson, Interim Chief Executive Federation of Small Businesses H Kuboyama, Development Manager, West of Scotland University of the West of Scotland R Gallacher, Head of Estates 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 2 December 2025 were submitted for approval as a correct record. The Commission decided: that the minutes be approved as a correct record. 2 3
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3 Employability and the Employment Pillar A report dated 28 January 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the performance of the Council’s Employability Service, South Lanarkshire Works, and the South Lanarkshire Employability Partnership to address the Employment Pillar South Lanarkshire Works, which delivered and funded a range of programmes designed to develop the work-readiness skills of individuals and support them to progress into sustainable employment, was broadly split into the following 3 categories:– senior-phase work-based learning programmes which were delivered to school pupils in S4 to S6 as part of the curriculum keyworker-based employability support delivered to key priority groups learning, training and skills development provision delivered to meet the needs of people engaging with keyworker services. Information was provided on the:– funding streams which contributed to the delivery of the programmes performance of the programmes, with case studies demonstrating their impact attached as Appendix 1 to the report The Chair intimated that the inclusion of the case studies provided a helpful context to the report and members were heard in support of the work undertaken. The Youth Employability Manager advised that he would provide an update on the Youth Hub at Cambuslang at a future meeting. The Commission decided: that the report be noted. 4 Marmot Place Programme Update A report dated 25 February 2026 by the Chief Executive, South Lanarkshire Council was submitted providing an update on progress made on the Marmot Place programme including the development of an Early Years Transformation Pilot. Information was provided on the:- background to the Marmot Place Programme where South Lanarkshire was 1 of 3 Scottish areas participating in the Collaboration for Health Equity in Scotland (CHES) pilot 3 phases of the CHES pilot, with Phase 1 focusing on data and evidence analysis work of the multi-agency group established to collate, analyse and present local and national data to support local prioritisation and action decision taken to prioritise child poverty and family support in early years findings of the data analysis under the following headlines, which showed that people living in more deprived circumstances generally had poorer outcomes: - give every child the best start in life enable all children, young people and adults to maximise their capabilities and have control over their lives strengthen the role and impact of ill health prevention tackle racism, discrimination and their outcomes pursue environmental sustainability and health equity together 4
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Data Packs 3,4 and 5, as detailed below, would not be completed until the end of March 2026 and updates on the findings would be presented at a future meeting:- create fair employment and good work for all ensure a healthy standard of living for all create and develop healthy and sustainable places and communities The data packs showed that South Lanarkshire had a strong evidence base, demonstrating that poverty influenced almost every outcome for children, from health and development in early years to school readiness, including nutrition and access to support services as they grew. Furthermore, the strongest inequalities were evident before school age. Draft Infographics were provided at appendices 1 and 2 to the report which showed child poverty data and life expectancy data at intermediate zone level at various junctions along the M74 within South Lanarkshire. The Commission decided: that the report be noted. Councillor Chalmers joined the meeting during this item of business 5 South Lanarkshire Council’s Housing Market Purchase Scheme A report dated 20 February 2026 by the Executive Director (Housing and Technical Resources) was submitted providing an overview of the Council's Market Purchase Scheme. The South Lanarkshire Local Housing Strategy 2022 to 2027 was approved by the Council’s Executive Committee on 30 November 2022 and set out a range of priorities to improve the provision and quality of homes across South Lanarkshire. Outcome 1 within the Strategy aimed to ‘increase the supply of affordable homes’. To contribute to achieving this, Housing and Technical Resources delivered the Council’s Affordable Housing Supply Programme which increased the provision of Council homes across South Lanarkshire and assisted in meeting increasing need and demand. The Council’s current programme, running between 2022 and 2027, was on track to deliver over 1,000 additional Council homes across South Lanarkshire, with the Market Purchase Scheme making a significant contribution to this, alongside new council homes being provided at 13 different sites. The Market Purchase Scheme enabled the Council to acquire existing homes from the market, or directly from owners who were selling their property, and convert those into Council homes for social rent. In addition to the recognised socio-economic benefits stemming from the provision of affordable housing, the council’s Market Purchase Scheme led to significant investment in the local property market. Properties acquired by the Council through the Market Purchase Scheme were eligible to attract national Affordable Housing Supply Programme subsidy, which enabled the Council to draw down national funds directly into the local economy. 5
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Since 2015, over £35 million of Scottish Government funding had been utilised to acquire homes from the private sector by the Council, accounting for over 50% of the total investment made. Subsidy levels were negotiated with the Scottish Government annually, with efforts made to maximise grant made available to the Council to support this approach. Once acquired, the Council upgraded the properties to bring them up to the required letting standards for social housing. Works to do this were either completed by Council services or by locally based sub- contractors, with materials procured through supplier arrangements also subject to Community Wealth Building considerations. As of this year, those works were now also eligible for grant funding, with a further £0.8 million in national funding forecast to be drawn down for this. The Strategy and Policy Adviser responded to members’ questions on aspects of the report. The Commission decided: that the overview of the Council’s Market Purchase Scheme and its alignment with the Community Wealth Building approach in South Lanarkshire be noted. 6 Country Park Masterplans A report dated 13 February 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the progress of the Chatelherault and Calderglen Country Parks Masterplans, which included how the emerging proposals aligned with and supported South Lanarkshire’s Community Wealth Building objectives. By way of an update, the Chair referenced that, at the Council meeting of 25 February 2026, it was agreed that £7.300 million be set aside for one-off investment in the Country Parks to allow proposals from the 2 country park masterplans to be progressed. Projects included Chatelherault playpark expansion. Also, car parking and active travel routes at Calderglen would be progressed, including enhanced roads, wayfinding and lighting. Information was provided on:- the multi-disciplinary team established to undertake a master planning exercise for Chatelherault and Calderglen Country Parks the consultation and engagement work undertaken which had included public consultation events, the creation of a consultation website, and targeted briefings and discussions with elected members, South Lanarkshire Leisure and Culture, Historic Environment Scotland, local residents and sports clubs the development of a suite of bespoke strategic documents and supporting intelligence, including Masterplans, Green Book Business Cases and Woodland Management Plans, for both Chatelherault and Calderglen setting out context for development and investment over the next 10 years. investment proposals for both as detailed at paragraph 5.2 of the report The Chatelherault Country Park Phase 1 Project, The White Bridge, was still in the early stages of development with project scope, cost and viability being determined. There were a number of technical issues challenging this project, including new regulations imposed by the Scottish Environment Protection Agency which the team were working through. The Calderglen Country Park Phase 1 Project, The Pump Track, was underway, with completion anticipated in summer 2026. P Crisp, Team Leader (Regeneration and Inclusion) responded to members’ questions on various aspects of the report and undertook to provide updates to future meetings. The Commission decided: that the report be noted. 6
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7 Supplier Development Programme The Chair advised that, due to unforeseen circumstances, this item would be deferred to the next meeting of the Commission. The Commission decided: to note that the presentation would be deferred to the next meeting of the Commission. 8 Meetings Timetable 2026/2027 A report dated 30 January 2026 by the Chief Executive was submitted proposing that future dates of the Commission take place at 2.00pm on the following dates:- Tuesday 9 June 2026 Tuesday 8 September 2026 Tuesday 8 December 2026 Tuesday 9 March 2027 All meetings would be held on a hybrid basis to allow attendance in person or remotely. The Commission decided: that the timetable of meetings for the Commission to March 2027 be approved. 9 Forward Programme for Future Meetings A report dated 25 February 2026 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 Head of Communications and Strategy advised that a Governance session would be planned for a future meeting to align with the Scottish Parliament Community Wealth Building Act that was soon to be released. The Director of Public Health, NHS Lanarkshire suggested a Marmot update be given at a future meeting. The Head of Communications and Strategy undertook to liaise with the Director of Public Health. The Commission decided: that the report be noted. 10 Any Other Competent Business There were no other items of competent business. 7
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 9 June 2026 Report by: Chief Executive Subject: Community Wealth Building Action Plan – Quarter 4 Update 1. Purpose of Report 1.1. The purpose of the report is to:- present the Quarter 4 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 2025/2026 CWB Action Plan at its meeting on 9 September 2025. 3.2. This report presents at update on the actions contained within the Action Plan for the 12-month period April 2025 to the end of March 2026. 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 2025/2026. Progress to date against these actions is shown in the CWB Quarter 4 Performance Report 2025/2026, 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 3 9
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4.4. The overall summary of progress to date is as follows:- Status Actions Number % Blue 6 8% Green 56 79% Amber 6 8% Red 1 1% Report later 3 4% Totals 71 100 % (Data correct as at 2 June 2026) 4.5. Of the 71 actions, 6 are complete and will be removed from the Action Plan. The remaining actions will be reviewed, and a refreshed Action Plan will be brought to the September meeting of the Commission. 5. Employee Implications 5.1. There are no direct employee implications. 6. Financial Implications 6.1. There are no direct financial implications. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change implications as a result of this report. 8. Other Implications 8.1. None. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 2 June 2026 Link(s) to Council Objectives/Values/Ambitions Accountable, effective, efficient and transparent 10
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Previous References CWB Commission Report – CWB Action Plan 2025 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 11
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IMPROVe - SLC Performance Management System Report printed on 2 Jun 11:56 Quarter 4 : April 2025 - March 2026 (This represents the cumulative position to March 2026) Performance Report 2025-26 Community Wealth Building - Plan 3 13
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Summary - number of detailed actions complete, green, amber and red under each Community Wealth Building Pillar Community Wealth Building Pillars Complete Green Amber Red Report later Total Spending 4 15 3 1 2 25 Workforce 1 15 0 0 0 16 Land and property 1 17 2 0 1 21 Finance 0 5 0 0 0 5 Building the generative economy 0 4 0 0 0 4 Total 6 56 5 1 3 71 Page 2 14
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Provide support to local sectors based on an assessment of current capabilities ensuring support from Supplier Development Programme. Support the delivery of training events on public sector procurement for relevant contracts including quick quote. Our continued practical and financial support for the Supplier Development Programme facilitates the opportunity for local businesses to access support regarding tendering as well as events for specific SLC tender opportunities. Alongside 5 talking tenders webinars there were also webinars on: Aligned Tender Training: South Lanarkshire Council's Passenger Transport Service DPS South Lanarkshire Council Support for First Stop Emergency Access Accommodation South Lanarkshire Council, Community Benefit supplier meeting South Lanarkshire Council- Provision of Light and Heavy Vehicle Repair Framework Meet the Contractor: RJ Mcleod and Muirhall Energy South Lanarkshire Council: Employability Services PSA South Lanarkshire Council, Community Benefit supplier meeting South Lanarkshire Council for Physiotherapy Services Green Increase the level of spend with local companies. Level of spend with local enterprises is reported via LGBF in November 2026 Report Later Increase the number of registrations with Public Contracts Scotland tendering portal. Report Later Increase the number of registrations with Supplier Development Programme. 126 new suppliers have registered in the period Green Increase the contracts awarded to local companies. In 25/26, the Council awarded 278 contracts over £50k to 420 individual suppliers, of whom 52 are local to South Lanarkshire: this is 12% in comparison to 22% in 24/25. The reduction is due to a higher than average level of locally awarded frameworks in 24/25, including snow clearance assistance, ASN transport and Care at Home provision. Promotion of contract opportunities to local enterprises will continue in 26/27 Red Page 3 15
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status 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. We have facilitated and arranged continued dialogue between the Supplier Development Programme and Business Gateway Lanarkshire to ensure that both parties are aware of any changes to service delivery 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. Between 1st September 2025 and 31st March 2026, a total of 212 SLC-based SMEs attended training and events organised by SDP. SDP delivered the following events in partnership with SLC for the period. Aligned Tender Training: South Lanarkshire Council's Passenger Transport Service DPS Thursday 12 March 2026, 4:30pm (19 bookings, 8 attended) Talking Tenders with South Lanarkshire Council, Tuesday 3 March 2026, 2:00pm (25 bookings, 14 attended) Talking Tenders - Care at Home with South Lanarkshire Council.19 February 2026, 10:30am (15 bookings, 5 attended) South Lanarkshire Council Support for First Stop Emergency Access Accommodation 18 February 2026, 2:30pm (2 bookings, 2 attended) South Lanarkshire Council, Community Benefit supplier meeting 12 February 2026, 10:30am (110 bookings, 63 attended) Talking Tender with South Lanarkshire Council 15 January 2026, 2:00pm, (15 bookings, 10 attended) South Lanarkshire Council- Provision of Light and Heavy Vehicle Repair Framework11 December 2025, 10:30am (10 bookings, 5 attended) Talking Tenders with South Lanarkshire Council (SLC)13 November 2025, 2:00pm (7 bookings, 7 attended) Meet the Contractor: RJ Mcleod and Muirhall EnergyPartner Event Tuesday 4 November 2025, 3:00pm, Biggar (91 bookings, 44 attended) South Lanarkshire Council: Employability Services PSA 29 October 2025, 2:30pm (27 bookings, 18 attended) Talking Tenders with South Lanarkshire Council (SLC)7 October 2025, 10:30am (11 bookings, 3 attended) South Lanarkshire Council, Community Benefit supplier meeting 17 September 2025, 2:00pm (117 bookings, 64 attended) Green Page 4 16
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This is facilitated via our ongoing dialogue with the Supplier Development Programme Green Assess local markets, their existing capacity Identify opportunities for local SME's to increase spend working with various agencies. This is driven by referrals from resources (in particular Housing and Technical Resources) seeking suitable local suppliers for quick quotes Green and willingness of business to grow together with the identification of Encourage local suppliers to bid for Scotland Excel and HubSW contract opportunities. We facilitate this via promotion of the Supplier Development Programme and other procurement social media posts. Our Expert Help programme, which has a lot where businesses can receive 121 procurement support, also helps here Green appropriate contract opportunities. Promote the council’s contract register as a source of information to interested parties. We facilitate this via social media activity Green Enact the changes necessary to the council contract terms and conditions to capture levels of sub-contracting spend. Changes will captured as part of the wider review and updating of the Council's standard terms and conditions which is scheduled for completion by 30 June 2026 Green 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. There was a significant amount of engagement with the Supplier Development Programme during the period, with 12 events hosted by Procurement and SDP to promote tender opportunities and support SME engagement. The details are set out under the appropriate SDP action. Complete beneficial. Maintain liaison with Tier 1 contractors to promote SME engagement for sub-contract opportunities and, where possible, obtain details of successful awards. This is driven via the Build Lanarkshire programme and our work with Hub South West Green Earlier identification of potential contracts and cascading of this information to the relevant businesses. The Council's tendering pipeline is published online in the Annual Procurement Report and the Contract Register is updated monthly to give potential bidders information on contract renewal dates. A new social media engagement process has been implemented in 2025/2026 to ensure all contract opportunities are automatically posted on social media channels Complete Use a range of communication methods Support supplier events and continue the use of social media. We have assisted with the facilitation of local events as well as the promotion or nation events such as the National Meet the Buyer event Green Page 5 17
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status to advertise opportunities to potential bidders. Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. SDP promotes the various Programme benefits, training events and webinars via social media, utilising Linked In, Face Book and X. A communication was put out through Public Contracts Scotland encouraging local businesses to sign up to the Programme this was also promoted via Scottish Government Procurement and Property Directorate. Green Specific promotion of quick quote opportunities. This is driven by use of social media but also referrals from resources (in particular Housing and Technical Resources) seeking suitable local suppliers for quick quotes Green VASLan to engage with council procurement (and Supplier Development Programme) to develop/enhance VASLan’s support for community organisations to help them understand tendering opportunities and become contract-ready. VASLan continues to promote potential tendering opportunities to our 800 members, as well as to the wider third sector, through a range of communication channels and networks. We continue to work with the sector to enhance skills and confidence in this area, with a dedicated VASLan staff member now taking the lead on procurement and tendering support to build internal knowledge and capacity. This will support future work around increasing third sector engagement in commissioning and procurement opportunities. Amber Review sustainability requirements for contracts Progress the Flexible Framework Sustainability action plan to further embed good procurement practice. Flexible framework level 4 achieved for Process and Reporting in 26/27 in accordance with target. This related to development of a whole life costing approach and electronic performance appraisals for selected contracts. Complete Identify those anchor organisations willing to Complete an exercise to identify common areas of interest with other anchor organisations. NHS Lanarkshire are considering the areas of interest where SLC could provide support. Amber participate and promote contract opportunities to Assessment of tender opportunities and development of collaborative procurement routes. The SLC contract register has been provided to NHS Lanarkshire colleagues for review. Amber Page 6 18
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status local SMEs and social enterprises. For our lower value procurement processes NHS Lanarkshire will ensure, where possible, that at least half of the suppliers invited to quote are based in the Lanarkshire area. For all unregulated procurements (<£50k) at least half the suppliers invited to quote will be locally based. This is an ongoing ‘business as usual’ activity and there are no specific updates for Q4. During financial year 25/26 87% of quick quotes (<£50k contracts) were awarded to Scottish based suppliers. 30% were awarded to Lanarkshire based suppliers with 65% based within the wider Glasgow City Region. Green Review of the changes to delivering increased levels of community benefits and identification of new opportunities to improve community outcomes NHSL to review the current community benefits section of the procurement system and engage with some large contracts to review any benefits delivered or identify gaps. Between October 2025 and March 2026, 7 new community needs from Lanarkshire were added onto the NSS portal, due to some local communications with community groups. One need was later removed due to being out with the scope of the guidance. There were 5 matches made by suppliers, 3 of which have now been delivered. Health Improvement have developed a slide deck and plan to deliver information sessions with local community groups across 2026/27 to further encourage more needs onto the portal. In addition, posters have been created to be used in newsletters and other communications to raise the profile and use of the portal. Green Monitor the wish lists delivered from community benefits. During 25/26 90 community wishes were delivered via contractual Community Benefits, a significant improvement from 51 wishes in 24/25 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 7 19
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 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 held an event in May 2026 for local businesses and stakeholders; and • A representative form the business community has also joined the group. Green VASLan to host a webinar and hold training events to raise awareness of and encourage Fair Work and Living Wage adoption across charities and Social Enterprises. VASLan continues to actively support and promote Real Living Wage and Fair Work principles across the third sector. The Real Living Wage now stands at £13.45 per hour. We continue to promote this through our locality networks, events, social media channels and engagement with members. While most organisations across the sector are now paying the Real Living Wage, there remains some variation, and VASLan will continue encouraging wider adoption of Fair Work practices. Green We will continue to deliver employability programmes which help local residents into work. We will work with the SL Local Employability Partnership to agree an Annual Investment Plan The 25/26 AIP was agreed with the SL LEP in April 2025 and submitted to Scottish Government. delivery has progressed across the year focused on key priority groups with regular review through the partnership Green We will procure a range of employability learning provision to meet the needs of participants The LEP operational sub group has identified provision through the year based on the needs of participants which has then been procured by the Council. Provision included construction tasters and SCSC, sector based work academies in care, early years and customer service, rail skills, confidence building, remote health and wellbeing, esol, Green Page 8 20
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 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 We will use work placements to provide pre-employment training to employability participants A range of work placements have been supported across local employers, the council and CPP partners with all participants engaging through a placement action plan and receiving a training allowance where required Green need to grow and create wealth in the local We will provide sector specific training to employability participants to support progressions to employment In response to caseload need Sector Based Work Academies were delivered in care, construction, early years and construction Green economy. We will work with employers to support tailored recruitment and provide job-specific training The Employer Engagement team has refreshed our employer offer and provides support to employers to identify candidates from caseloads and provide relevant pre-employment training Green Deliver the Employability Promise Track the destinations of care experienced young people in partnership with SDS Regular tracking of all care experienced young people takes place to ensure support is offered to all young people who require it Green Provide work placements across SLC to meet the needs of young people and ring-fence suitable vacancies The Employability Promise for care experienced young people has been in place with SLC work placements delivered in grounds, housing and early years. parents have engaged in paid work experience through the demonstrator programme with placements in the NHS, State Hospital, Social Work, Grounds and Facilities Green Page 9 21
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Identify suitable Modern Apprenticeship opportunities within the council over next 2-5 years Work with Resource workforce plans to identify numbers and MA occupational areas, and build on MA frameworks to create training which meets the needs of SLC. SDS awarded SLC with an MA contract for 2025/26 to deliver 37 new apprenticeship places within the year. All 37 starts were utilised across a variety of occupational areas and included a variety of age groups falling into age categories of 16-19, 20-24 and 25+. It also included a variety of new recruits to the council and existing staff by way of development and upskilling. All apprentices were in place as of 31st March 26 and are now working towards their respective qualifications. Recruitment campaigns saw 3 Roadworker, 1 Health & Safety Officer, 13 craft trade and 6 Housing Assistant Apprentices start in 2025/26. This totalled 23 new apprentices recruited to the Council in the year. The remaining 14 starts were utilised for existing staff for career development and upskilling purposes. This included social care, childcare, and Business Administration. In addition, 7 existing staff members signed up to complete digital and IT apprenticeships via an external provider. The council was awarded an MA contract in April 2026, for the year 2026/27. This was for 48 MA starts and recruitment has already started for several campaigns – craft trades, child care, Housing Assistants and Roadworkers. Any remaining starts for 2026/27 will be offered to existing staff within the care options and business administration. Green Engage with SDS to agree MA priorities at national and local level Modern apprenticeship opportunities a standing item for discussion at local employability partnership meetings. All externally advertised opportunities as detailed above were shared with local youth groups and SLC’s Employability Team at time of advert, as well as being posted on Council social media and on Apprenticeship.Scot. The Vocational Development Team have also contributed to various school careers events to promote MA opportunities and offer advice and support to potential future learners. This will continue into 2026/27 Green Page 10 22
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status 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. As above – links maintained and external adverts were and will be shared with the relevant FA staff group within Community and Enterprise Resources. None of the new recruits in 2025/26 progressed from FA routes, however moving into 2026/27 will see 3 people progress from a Foundation Apprenticeship to a Modern Apprenticeship in Child Care. Green Review the funding streams available to the Council to support training including Modern Apprenticeships Examine the terms and conditions of these funding streams to identify best option for funding or part-funding Modern Apprenticeship programmes and other training opportunities Current external employability funding cannot be used to fund MA wages Complete 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. A range of work placement opportunities are in place including through Foundation Apprenticeships. The Care Experienced Employability Promise provides guaranteed placements and ringfencing of vacancies to young people Green Land and property High level action Detailed actions Comments/Progress Status Increase the supply of affordable housing across South Lanarkshire Deliver the Strategic Local Programme Agreement (SLPA) Good progress and outcomes from the Strategic Local Programme Agreement between the council, registered social landlord partners and the Scottish Government. £33.4m funding was allocated to increase the provision of affordable housing across South Lanarkshire in 2025/26, £32.6M spent. For this funding period, for both the Council and RSLs, The Scottish Government approved 389 projects with 382 projects starting construction and 211 being completed. Green Page 11 23
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Preparation and approval of the Strategic Housing Investment Plan (SHIP). The Strategic Housing Investment Programme 2026-2031 was submitted to Housing and Technical Resources Committee on 17 December 2025 and was approved. The plan sets out capacity for 2,078 new homes across South Lanarkshire over the five-year period, with a further 330 aiming to be acquired from the private sector over the period of the SHIP. Green 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 the Council's Local Development Plan 2 and the accompanying supporting planning guidance. A robust consultation process with Housing Services ensures a bespoke solution is identified for proposals for private housing on 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 needs Promote and advertise scheme in targeted areas. The council’s Market Purchase Scheme continues to be promoted to homeowners and private landlords across South Lanarkshire who may be thinking of selling their property. This includes on the council’s website which outlines the priority areas where affordable housing is in significant demand, alongside the benefits that selling properties directly to the council can bring. Green Achieve our target for properties purchased through Market Purchase Scheme. The Strategic Housing Investment Plan for 2026-2031 set a target for 330 additional homes to be acquired from the private sector over the period of the plan. For 2025/26 financial year, we have acquired 138 second hand properties under the market purchase scheme.. The council has done well in achieving this, and efforts have continued to made in maximising the number of homes that are being acquired. Over £7.3m Scottish Governemnt funding has been spent throughout the year to support the acquisition of second hand homes in addition to the capital spend from the Housing Revenue Account. Green Page 12 24
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continuous assessment of regeneration priorities as part of Local Housing Strategy process. Considered as part of annual review of Local Housing Strategy. Following completion of the housing led Whitlawburn regeneration project in 2022/23, no further priority areas have been identified within the council's Affordable Housing Supply Programme. The 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. Focus for the council’s current Affordable Housing Supply Programme remains on delivering over 1,000 additional council homes by March 2027, with the overarching aim to help meet significantly increased demand for affordable housing. Within the SHIP there are 21 High priority projects identified, 18 medium priority, and 25 low priority projects. 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. The first stage of the LDP3 process was the preparation of an Evidence Report to inform the proposed plan. The report includes information on the Council's key plans and strategies including the Community Wealth Building Strategy and how the plan will address their spatial implications. Work on the proposed plan will start in Q1 2026/27 and will include consultation with other Council services and partners.. Green Continue to target long-term empty homes to bring them back into effective use and contribute towards meeting housing needs Establish a Matchmaker Scheme to link empty properties with interested buyers. The national matchmaker scheme run by the Scottish Empty Homes partnership is now operational, with links provided through the council's website. Implementation of the national scheme will continue to be monitored as further plans are developed for a complementary local scheme. Green Page 13 25
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status 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. A review has been undertaken to look at the range of financial support schemes run by other local authorities across Scotland with the aim of understanding different criteria and financial investment. The findings are currently being considered to develop a scheme that will best support empty home owners in South Lanarkshire. Amber Provide practical advice and assistance to empty property owners. A total of 66 empty homes were brought back into use between April 2025 and March 2026. 35 were from the caseload of the Empty Homes Officer and 31 were purchased by HTR through the market purchase scheme. 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 South Lanarkshire Council has received 7 new Community Asset Transfer applications, 6 lease applications and 1 for purchase, 4 of these have already been granted with the remaining 3 being in progress. Green Annual evaluation of the ‘value’ of asset transfers to communities and CWB. On Hold until 26/27 Report Later VASLan to continue providing governance and capacity-building support to help communities take on and sustain assets. VASLan continues to support organisations and communities considering Community Asset Transfers through ongoing governance and capacity-building support. However, feedback from the sector indicates there remains a need for additional dedicated resources and specialist support to help organisations progress CAT opportunities successfully. 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. £32.338m of refurbishment works approved for 2025/26 of which £9.779m is targeted towards energy efficiency works. There are three projects on site delivering External Wall insulation at Forth, Larkhall and Hamilton, the cavity wall insulation project is on site and covers SLC wide. 152 (26 owners and 126 tenants) have had new roof, EWI, windows, doors and a new ventilation installed. 286 properties (66 owners and 220tenants) have received a mix of cavity extraction and refill, loft and cavity insulation. Green Page 14 26
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continue to implement energy efficiency measures across council and partner Deliver a range of projects as part of the Community Energy Efficiency Fund programme. Report on 2024/25 - 2025/26 Programme approved by CMT on 29/05/25. All projects in the 2025/26 programme completed within the current financial year. Green facilities including investment in renewable energy solutions and low / zero-carbon heating Reduce embodied carbon from construction (new builds and refurbishment) Design process is constantly reviewing opportunities to reduce carbon. Green Page 15 27
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continue to maximise external funding to support owners and private rented properties improve their property Work with partners, including Home Energy Scotland, to provide advice and support to owners and private landlords on funding opportunities available to them. Through the existing partnership networks, Housing and Technical Resources continue to support owners and private landlords on opportunities to improve the energy efficiency of their home and reduce costs associated with heating. This includes the utilisation of national Energy Efficient Scotland: Area Based Scheme funding. 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 2026, with over 40 landlords attending from across South Lanarkshire. The Council has recently completed an innovative Energy and Retrofit Support service, which finished at the end of March 2026, with support from the social enterprise Changeworks, and funding from the UK Shared Prosperity Fund. This was a pilot scheme to help residents make their homes warmer, more energy-efficient, and affordable to run, and to remove barriers to enable retrofit. Over the course of the pilot scheme, Changeworks engaged with 1,000 people and supported 200 households to reduce the burden of the cost of living. 20 households received support to take up energy efficiency measures, and an estimated 40,000 tonnes of CO2e reductions were realised as a result of support delivered through the pilot project. Complete Page 16 28
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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. In 2025/26, South Lanarkshire Council supported 120 households with 344 energy-efficiency upgrades delivered through the ECO4 scheme, based on completion returns. Over the year, 331 applications were submitted, of which 330 were approved and one was rejected. Among the approved cases, 23.03% progressed through Route 1 (income based) and 76.97% through Route 3 (Health based). Overall, the ECO4 programme provided a diverse package of heating, insulation, and renewable energy upgrades, helping households reduce energy use and improve the thermal performance of their homes. Green Apply the principles of Community Wealth Building to spatial planning decision including the preparation of Local Development Plan 3 and the assessment of planning applications. Ensure LDP3 supports the principles of Local Living and community wealth building. Approval of proposed Plan followed by consultation and examination The Evidence Report includes sections on these two policy areas which in turn will set the policy direction in the proposed plan. The current timetable would see LDP3 adopted in 2028. To support Local Living ambitions the planning service has developed an interactive app which can be used to identify where there are shortfalls in access to local services. Green Engage with public, private and voluntary sector partners to marry-up aspirations and pool funding to add value and deliver one-stop service provision Ensure cross sector- partners are aware of planned projects and opportunities for collaboration We have regular update meetings with Business Gateway Lanarkshire during which we keep them appraised of all new projects that we have. During the course of the last year we have developed and delivered a course to support neurodiverse prospective and early stage business owners Green Page 17 29
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status Develop working relationships with CUs Explore options and opportunities to support the work of the Credit Unions. (TBC) Increased contact with local credit unions. Participated in Challenge Poverty week 2025. Green and community partners to promote savings and affordable credit Promote the NHS credit union and other local credit unions through the anchor communications plan. As part of the Anchor Communications work, the Staff Brief has been utilised to promote the NHS Credit Union on 3 occasions, including to promote National Credit Union Day and Talk Money Week. Targeted work has taken place with staff onsite in acute hospitals where the NHS Credit Union has been promoted and an online session was delivered and promoted to all staff in November, as part of wider Staff Health and Wellbeing activities. Tailored non-email-based promotion to staff in lower pay bands took place at National Procurement Wellbeing Events in distribution sites in Holytown and Larkhall, cascaded via managers & team newsletters. A relationship has been built with the new Financial Wellness Manager at NHS Credit Union with ongoing staff engagement planned. Green We will look to encourage Council employees who live locally to spend locally. Publicity campaign(s) to explain the benefits of local spend for local SMEs and communities. Internal communications have been used to encourage employees to think and spend local, for example in the run up to the festive period. Green Continue the PB approach embedded in practices over recent years. Continue PB across Council Services to ensure local spend decisions are made by local people. The PB approach continued across the Council through 2025/2026 and included spend on Roads projects, PEF funded projects in schools, Grounds Services, and projects within the Housing capital programme. Green Page 18 30
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IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Tuesday 2 June 2026 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status Progress South Lanarkshire City Deal projects as part of the Glasgow City Region City Deal programme which facilitates economic growth in the South Lanarkshire and City Region area. The Council will continue to support the City Region programme financially as well as progressing and managing a number of South Lanarkshire capital projects Our contribution to the Community Wealth Building action plan focuses on the delivery of key infrastructure and regeneration projects across South Lanarkshire, supporting inclusive economic growth and local supply chain opportunities. This includes our management of City Deal projects more recently two high school extensions, , construction of a new leisure centre and a number of road/junction improvements. Through these projects, we are facilitating investment in local communities, embedding community benefit requirements through procurement, and supporting opportunities for local businesses, skills development, and employment. Our financial contribution is primarily aligned to capital project delivery, leveraging City Deal and council funding to maximise economic and community outcomes. Green Building the generative economy High level action Detailed actions Comments/Progress Status Offer targeted support to South Lanarkshire businesses, enabling Develop sector specific programmes (tourism, food and drink, social enterprises, green economy, construction, manufacturing etc) A successful Build Lanarkshire was delivered in 25/26 Green them to create and safeguard jobs, increase turnover and profit Signpost businesses to other sources of help and advice We signpost businesses to many different sources of help and advice, primarily the Business Gateway and the Supplier Development programme. This is via face to face dialogue, our dedicated business support email address and also the fact that businesses need to engage with the Business Gateway to access our business grants Green Develop a marketing/investment strategy, including a promotional programme Improve web presence/ on line material We have worked with our colleagues in Digital to update all web content over the last few months Green with targeted/seasonal events and promotions around key employment sectors. Ensure planning and other statutory advice is up-to-date and accessible We have engaged with Planning and Regulatory Services to assist with a new business grant we are introducing. We have also facilitated a meeting with them and the Business Gateway to engender closer working relations Green Page 19 31
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 9 June 2026 Report by: Chief Executive Subject: Community Wealth Building Legislation and Next Steps 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Commission with an update on Community Wealth Building (CWB) legislation and potential implications for South Lanarkshire [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; (2) that a session to discuss the future direction of CWB in South Lanarkshire be arranged to follow the next meeting of the Commission on 8 September 2026; and (3) that the agenda for the meeting be as set out at 6.4 below. 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 was described as a Bill to create jobs and drive economic growth across Scotland by promoting investment in communities. 3.3. The Bill was passed on 10 February 2026 and became an Act on 25 March 2026. This report gives an overview of the main provisions in the Act and the implications for local government. 3.4. The report includes a proposed agenda for a Commission meeting in September to consider the future direction of CWB in South Lanarkshire, in light of the new legislation and in the context of the pending review of the CWB Strategy. 4. The Community Wealth Building (Scotland) Act 2026 4.1. A previous report to the Commission (10 June 2025) summarised the contents of the CWB Bill at that stage. Following Parliamentary scrutiny, the Bill was passed with relatively minor amendments, mostly relating to points of detail around the responsibilities of Scottish Ministers and the monitoring and evaluation arrangements which should apply to CWB action plans. 4 33
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4.2. The Act 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 “relevant 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 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 4.3. The requirements placed upon local authorities are contained within sections 5 to 9 of the Act 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 – (see appendix 1) 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 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 4.4. 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. 4.5. The Act 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— employment opportunity, workforce development, and 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 34
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such other measures as the community wealth building partnership considers appropriate 4.6. 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. 5. Implications of the Act 5.1. South Lanarkshire is well-placed to meet the new duties contained within the Act. 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 Act sets out detailed expectations in respect of CWB action plans, and in large part these requirements are also in place in South Lanarkshire. The Commission receives regular performance reports on the action plan, as well as annual reports showing outcomes and case studies. The action plan is also kept under regular review to ensure activities are in step with changing circumstances and resources. 5.3. One significant addition to the Act (which was not in the Bill as introduced) is in respect of measurement and reporting of CWB action plans. The provisions in the Act include:- a community wealth building action plan must set an indicative target for the percentage of the total expenditure incurred pursuant to public contracts entered into by the community wealth building partners which is to go to local economic operators a community wealth building action plan must set out indicators by reference to which the community wealth building partnership intends to assess progress made in relation to the implementation of the measures set out in the action plan (appendix 2 lists the example indicators provided in the Act) 5.4. The Act is also clear about the requirement for consultation during the development of CWB action plans, as well as reporting on the outcome of the consultation. 5.5. Section 6 below discusses the review of the CWB Strategy. Going forward, as we develop the new strategy and action plan, the requirements of the Act will be incorporated to close any gaps and meet the expectations of the legislation. 6. Review of CWB Strategy and Action Plan 6.1. The South Lanarkshire CWB strategy was launched in 2021. Commission previously agreed (2 December 2025) to roll the Strategy forward until more detail was available around the CWB Act and any associated guidance. 6.2. Commission expressed a desire to debate the future direction of CWB in South Lanarkshire in the light of the legislation and the progress made to date against the strategy. 6.3. It is proposed that an initial session be arranged to allow this discussion to take place following the September meeting of the Commission. At the September meeting there will be a number of inputs which will set the scene:- 2025-26 CWB Annual Report annual review of the CWB action plan south Lanarkshire Context further update on legislation and guidance (if applicable) 35
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6.4. Commission is invited to agree the following as the basis for an agenda to guide the discussion:- overview of the current strategy (background for new Partners, reminder of what is in the strategy for Commission members) highlights and achievements since 2021 under each pillar partner perspectives open discussion conclusion and next steps 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 Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive 15 May 2026 Link(s) to Council Objectives/Values/Ambitions 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 36
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Appendix 1: List of “relevant public bodies” which must work together in a CWB Partnership (a) the board of management of a regional college designated by order under section 7A of the Further and Higher Education (Scotland) Act 2005 which is situated wholly or partly in the area of the local authority, (b) a regional strategic body specified in schedule 2A of the Further and Higher Education (Scotland) Act 2005 which is situated wholly or partly in the area of the local authority, (c) a Health Board constituted under section 2(1)(a) of the National Health Service (Scotland) Act 1978 whose area includes, or is the same as, the area of the local authority, (d) Scottish Enterprise, (e) South of Scotland Enterprise where all or part of the area of the local authority is within the South of Scotland as defined by section 21 of the South of Scotland Enterprise Act 2019, (f) Highlands and Islands Enterprise where the area within which, or in relation to which, it exercises functions in accordance with section 21(1) of the Enterprise and New Towns (Scotland) Act 1990 includes the whole or part of the area of the local authority, (g) the Skills Development Scotland Co. Limited, (h) a regional Transport Partnership established by virtue of section 1(1)(b) of the Transport (Scotland) Act 2005 whose region includes, or is the same as, the area of the local authority. 37
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Appendix 2: List of potential indicators for monitoring progress of CWB action plans the performance of businesses, including— (i) the number of new businesses established, (ii) the total number of businesses, (iii) the total business output employment outcomes, including— (i) average wage, (ii) availability of skills development programmes the diversity of ownership models, including the number of businesses that are— (i) employee-owned, (ii) co-operatives the variety of land use, including— (i) use of the community right to buy, (ii) such other use of land as the community wealth building partnership considers relevant the proportion of pension funds of the community wealth building partners invested locally and regionally the growth of local financial institutions, including co-operative financial institutions such other indicators as the community wealth building partnership considers appropriate 38
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Report Agenda Item Report to: Community Wealth Building Commission Date: 9 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Council Investments 2026/2027 and Support for Community Wealth Building 1. Purpose of Report 1.1. The purpose of the report is to: provide information on the Council’s 2026/2027 Investment plans illustrate how these investments support communities and link to our Community Wealth Building (CWB) aims 2. Recommendation(s) 2.1. The Commission is asked to note the following recommendations: (1) that the content of the report be noted. 3. Background 3.1. As part of the Council’s Budget setting process on 25 February 2026, an amendment was approved which allocated recurring investment monies of £3.534 million and one- off investment monies of £33.300 million. This paper highlights where these investment proposals align with our CWB ambitions by supporting local assets, organisations and community groups. 4. Investment Monies 2026/2027 Update 4.1. As noted in section 3.1, the total recurring Investment Budget available for 2026/2027 is £3.534 million and one-off monies total £33.300 million. Of these, £0.900 million and £30.200 million respectively contribute to our Community Wealth Building work by enhancing local environments and providing support for the third sector, local businesses and community organisations. 4.2. Appendix 1 provides a list of all investments and highlights the ones that contribute to Community Wealth Building. The investments that contribute to Community Wealth Building are detailed below. 5 39
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5. Recurring Investments 5.1. Expand Business grants (£0.400 million) – Building the Generative Economy: The expansion of business grants will provide a boost to the local economy. At present grant awards are up to £5,000, increasing this to £20,000 will support a wider range of businesses to invest in growth, modernisation, and sustainability measures. This may include upgrading premises, adopting digital technologies, purchase of equipment or supporting expansion into new markets. Increased access to funding strengthens the resilience of local enterprises, helps attract and retain jobs and contributes to the long-term economic vitality of South Lanarkshire. It will also further connect businesses with Business Gateway. 5.2. Funds to Third Sector (£0.300 million) – Building the Generative Economy: This permanent funding is to reflect the Council’s commitment to work to make South Lanarkshire the best environment for the local third sector to operate in Scotland, by providing security of funds for the third sector. Discussions have taken place with VASLan, as South Lanarkshire's Third Sector Interface, as to how best to utilise the investment approved in the 2026/2027 budget. These discussions have included how VASLan might build on the monies available by attracting match funding from national funding organisations, entrepreneurs and benefactors. We will continue to work with the sector to build on this investment to boost funding available. 5.3. Galas and Festivals Fund (£0.200 million) – Building the Generative Economy: Each community has its own history, identity and traditions. The investment ensures an equitable approach to grant funding for local community events. The fund will support place based, geographic communities within South Lanarkshire to run local community events throughout the year that are open and inclusive of all members of that community. Grants of up to £5,000 will be offered for each event which will equate to approximately 35-40 events that can be funded. The number of events funded depends on how many applicants request the full amount and requested levels of in- kind support for the events. 6. One-Off Investments 6.1. Investment in Environment and Infrastructure (£12.000 million) – Land and Property: Investment in roads and environmental infrastructure, complementing existing capital funding streams will provide a dedicated funding package for key asset groups. Investment areas include street lighting, traffic signal and pedestrian crossings, bridges, open spaces, signage, underpasses, drainage, and flood prone areas. Specific projects and programmes are being developed and prioritised in line with their known condition and relevant Asset Management Plans priorities and are expected to be delivered over the next 3 years. This investment is expected to ease pressure on other investment areas (e.g. carriageways), in turn, allowing greater investment in these areas also. The investment will strengthen local infrastructure, improve safety, and create more pleasant and resilient environments. Collectively, this investment will result in safer, better maintained, and more sustainable environments for residents, businesses, and visitors. 6.2. Supporting and Developing Local Business (£3.500 million) – Building the Generative Economy: Support for local business growth is strengthened through a total investment of £3.5 million. £1.0 million is identified for a new business grant programme which will target the retrofit of private sector industrial properties enabling companies to modernise properties and invest in decarbonisation and energy 40
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efficiency with grant awards of up to £50,000. This investment will help businesses remain competitive while contributing to wider net zero ambitions. 6.3. Investment in improving commercial property stock both Council owned and privately held supports the development of modern, fit for purpose business environments. £2.0 million funding to allow for £11.0 million of investment for the development of new commercial spaces will help meet growing demand locally, allowing businesses to start up and expand within South Lanarkshire rather than relocating elsewhere. These combined measures stimulate economic growth, attract new investment, create employment opportunities, and help sustain a thriving local business base. 6.4. Investing in Energy Efficiency (£1.000 million) – Land and Property: Investment to expand the energy efficiency programme Central Energy Efficiency Fund (CEEF) investing to improve energy efficiency in Council facilities and allowing a recurring investment pot to deliver future projects. Property Services have considered specific projects across education, leisure and corporate assets over a two-year period, with the aim of maximising the benefits achieved from the enhanced level of funding now available. 6.5. Estate Improvements (£0.500 million) – Land and Property: Housing Services co- ordinate an annual Estate Improvement Budget as part of the wider Housing Investment Programme. The budget is £0.080 million, allocated evenly across each of the four housing divisions and spent on priority projects identified in conjunction with tenants. The funding is allocated to small scale improvement projects on land or assets owned by the Housing Revenue Account. 6.6. Tenant representatives across each division will be informed of the additional funding available for this purpose and continue to be involved in agreeing the allocation of the funds through a continued participatory budgeting approach, alongside a review of the priority projects as set out within the future housing investment plan. 6.7. Country Parks (£7.3 miilion) – Land and Property: Investment of £7.3 million in our two main country parks will progress key elements of existing masterplans and significantly improve the visitor experience across these much-valued assets. Planned developments will support local tourism and ensure that the parks continue to offer high quality, family friendly recreation. Strengthening the infrastructure within country parks will also assist in attracting new business and events, protect natural environments while encouraging sustainable access for future generations. 6.8. Outdoor Investment (£4.000 million) – Land and Property: Investment of £4.0 million will allow upgrades to outdoor and recreational spaces to ensure that more people can enjoy accessible, high-quality facilities within their own communities. Accelerated refurbishment of Multi Use Games Areas (MUGAs), including those within school estates, will improve opportunities for sport and play while reducing maintenance issues associated with ageing surfaces. 6.9. Our communities also have a number of other assets which would welcome investment such as former tennis courts, 5 aside pitches, features within parks as well as general enhancements such as pathway improvements, new lighting, to make recreational spaces safer and more inclusive, particularly for children, older adults, and those with mobility challenges. An allocation of £2.0 million is proposed for this activity with initial projects identified as Bothwell Road Park Bandstand and Overtoun Park Bandstand. 41
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6.10. The intention to bring unused or underutilised spaces back into community use has the potential to revitalise neighbourhoods, unlock local volunteering and community involvement. It is proposed that £1.0 million is allocated to support community groups upgrade outdoor spaces and pitches which will also unlock external funding opportunities and support Community Asset Transfers potentially including community projects at Eddlewood Park in Hamilton and Raploch in Larkhall. 6.11. Local Action Fund (£1.000 million) – various pillars: Building on last year’s investment in all wards, £0.050 million is available for each ward to support Local Action Fund (LAF) projects which will be identified in collaboration with local communities. Details of how the LAF will operate have been provided to the Council’s Executive Committee on 20 May 2026. 6.12. Culture Strategy (£0.800 million) – Building the Generative Economy: The one- off investment in a cultural strategy represents a valuable opportunity to strengthen the cultural identity of South Lanarkshire’s towns and communities. Delivered in partnership with South Lanarkshire Leisure and Culture, this funding will support locally driven cultural activities, events and initiatives that celebrate heritage, highlight creativity, and widen access to arts and culture. It will also help develop a place-based approach that recognises the important role of libraries, museums, and community organisations in shaping local identity and participation. 6.13. Community Engagement Team (£0.100 million) – Land and Property: This investment will allow for an additional community engagement officer, helping our communities, including organisations looking to progress community asset transfers. 7. Employee Implications 7.1. The Community Engagement Team investment of £0.100 million (see 6.13 above) will allow for an additional officer post to support for asset transfer. 8. Financial Implications 8.1. As detailed in sections 5 and 6 of the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. Any implications for climate change, sustainability or the environment in terms of the items covered in this report are included in the Budget Investments IIA (noted in section 11). 10. Other Implications 10.1. The main risk associated with any of the Investment opportunities is that there is an overspend. 42
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11. Integrated Impact Assessment and Consultation Requirements 11.1. 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. However, an IIA was completed for the Budget Investments: Budget Amendment 2026 IIA Plans and policies - South Lanarkshire Council 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 1 May 2026 Link(s) to Council Values/Ambitions/Objectives 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: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 2601(Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 43
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Appendix 1 2026/2027 Investments Recurring Revenue Expenditure £m Spend on our Grounds Service 1.700 Reinstating a second hedge cut 0.144 Expand Business grants 0.400 Free swimming for under 16s 0.250 Addition to devolved school budget 0.500 Funds to third sector 0.300 Reinstate citizens advice funding 0.040 Galas and festivals fund 0.200 Total Recurring Revenue Expenditure 3.534 One-Off Investments £m Investment in environment and infrastructure 12.000 Supporting and developing Local Business 3.500 Investing in energy efficiency 1.000 Estate improvements 0.500 Care Experienced Young People: Accommodation 0.500 Visual equipment for schools 2.100 Additional Support Needs school estate improvements 0.500 Country Parks 7.300 Outdoor Investment 4.000 Local Action Fund 1.000 Culture Strategy 0.800 Community Engagement Team 0.100 Total One-Off Investments 33.300 * Shaded lines note those areas of spend that contribute to Community Wealth Building. 44
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 9 June 2026 Report by: Elspeth Russell, Consultant in Public Health, NHS Lanarkshire Laura Brown, Public Health Programme Manager (Anchor), NHS Lanarkshire Subject: NHS Lanarkshire Anchor Programme Year-2 Highlights 1. Purpose of Report 1.1. The purpose of the report is to:- update the commission on progress against year-2 delivery of the NHS Lanarkshire (NHSL) Anchor Action Plan 2023 to 2026, from 01 October 2024 to 30 September 2025, as ratified by Population Health Governance Committee on 12 March 2026 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) note NHSL progress in delivering its commitments as an Anchor organisation within Lanarkshire, through Community Wealth Building Approaches, in collaboration with North and South Lanarkshire Councils and other partners. 3. Background 3.1. In line with Annual Delivery Plan requirements, NHSL implemented a 3-year strategic anchor plan in October 2023. An Anchor Steering Group, chaired by the Director of Public Health, meets quarterly to oversee implementation of the action plan, reporting to Population Health Governance Committee. The anchor plan aims to shift the culture of the organisation to more intentionally use the Anchor levers available to NHSL to benefit communities, positively impact determinants of health, prevent ill-health, and reduce pervasive health inequalities for the people of Lanarkshire. The levers are structured under 5 Anchor Pillars:- fair employer purchasing environment and assets service delivery partnerships (exemplar anchor practice) Achieving this shift requires ongoing leadership and commitment across NHSL to apply inequalities and prevention lenses to all that we do, including delivery of corporate functions such as recruitment, procurement, management of assets, and holistic service delivery. The Anchor programme exists in context of other programmes with shared focus on resources, prevention and inequalities. Work and governance are aligned at points of intersection between the programmes, whether NHSL has a leading or supporting role, to minimise 6 45
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unwarranted duplication and variation and maximise opportunities to complement and collaborate with local authorities and other strategic partners. 3.2. NHSL is collating Anchor metrics for the Scottish Government (SG), for submission by 10 July 2026. SG is also extracting Lanarkshire data from national sources, including workforce data from Turas and data from the national procurement dashboard hosted by NHS Public Services Delivery. Following a data validation process and analysis, the data will inform a national report on Anchor activity in Scotland which is anticipated to be published by SG in Quarter 3 or Quarter 4 of 2026/2027. 3.3. The lifespan of the current NHSL Anchor action plan has been extended until 31 March 2027. Beyond this, Anchor plans will no longer be submitted to SG and Boards will plan against the NHS Scotland Operational Improvement Plan (OIP), Health and Social Care Service Renewal Framework (SRF) and Population Health Framework (PHF). Delivery will be monitored through existing mechanisms. National discussion is underway to transition Anchors, currently a work stream within the Place and Wellbeing Programme, to fulfil its role as part of the PHF, aligned to the Community Wealth Building (Scotland) Act and Tackling Child Poverty agenda. 4. NHS Lanarkshire Anchor Programme Year 2 Highlights (Oct 2025 - Sept 2025) 4.1. A summary of progress against the 45 Anchor year 2 milestones with RAG status is provided at appendix 1. Highlights include:- 4.2. Anchor Pillar 1: Fair Employer Employability the NHSL Employability team attended 38 employability events which reached 217 adults, and 21 school career events which reached 908 pupils modern Apprenticeship and Demonstrator programmes had equalities focus and collectively reached 34 individuals disclosing ASN or Disability, 14 disclosing minority ethnicity, 16 long term unemployed individuals and 34 parents Monkland’s Replacement Project (MRP) team raised awareness of Construction and Healthcare careers with pupils and parents in 60% of NHSL Secondary Schools, and delivered a Summer School. Nursing, Midwifery and Allied Health Professionals (NMAHP) Practice Development Team collaborated with New College Lanarkshire and Job Centre Plus to deliver 4 Healthcare Support Worker employability programmes, through which 80 participants achieved a guaranteed interview to join the staff bank (up from 66 in Year-1). collaborated with local schools, colleges and universities to develop supportive education pathways to careers in health and social care. collaborated with North Lanarkshire Council Education team to enable:- 4 secondary school pupils to achieve 'Steps into Work ' award' virtual schools which now include primary aged pupils launch of a health and social care education hub at The Bungalow at Our Lady’s High School in Quarter 4 2025 and development of a health and social care simulation space at Braidhurst High School for launch Quarter 4 2026 facilitated the Royal College of Nursing (RCN) uniformed cadet programme, supporting 36 young people from diverse backgrounds. 60% went on to study to work in a health-related field Organisational Development A broad range of formal and CPD learning for all staff was facilitated. 33% of staff awarded 2025/2026 bursary funding had lower pay bands (up from 25% in year 1) 46
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NMAHP Practice Development Team supported 35 Foundation Apprenticeships, 33 Modern apprenticeships (up from 16 in 2023/2024), 14 HNC’s (up from 8 in 2023/2024) and 52 Assistant Practitioner Development programmes supporting cross sector working between NHS and care homes The Public Health team launched a public and staff-facing Public Health Intelligence Lanarkshire (PHIL) repository of health information. 266 articles raising awareness of Anchor themes were published in the Staff Brief 4.3. Anchor Pillar 2: Procurement Working with Local Suppliers Supplier Development Programme (SDP), and SG Procurement Journey resources, were routinely promoted to suppliers to support public sector tenders. Opportunities to make NHSL tendering opportunities more accessible and inclusive of local suppliers through affiliate membership of SDP will be explored in year-3. opportunities for collaborative procurement with other Anchor institutions, particularly within health, were routinely considered. Half of suppliers invited to quote for unregulated procurement (<£50k) were local. a dementia friendly space at Udston hospital was delivered by a Construction Apprentice from Vital Energi, NHSL Biodiversity Manager and team of volunteers. Health Improvement, Public Health and Procurement teams collaborated to review and audit 2 large NHS regulated contracts with community benefit commitments. Work to strengthen monitoring and measure impact will progress in year-3. Working with Local Suppliers: Monklands Replacement Project (MRP) MRP team collaborated with Construction Partner Laing O’Rourke to host, and attend Meet the Buyer events, promoting NHS supply opportunities to local businesses. Community Benefits were delivered directly (e.g., modern apprenticeships) and through contractual incentives with construction partners and supply chain (e.g., Primary Care Skills Academy (PCSA) and Enabling Works contracts). MRP Project Monitoring Matrix categorised community benefits and completion, recognising contractual obligations delivered in a range of ways. Work to explore whether the matrix could have wider use across NHSL will progress in Year-3. 4.4. Anchor Pillar 3: Environment & Assets Transport Improved pricing arrangements were negotiated for staff bus and rail tickets. An Active Travel and Sustainability intranet landing page and a salary sacrifice low- emission Electric Vehicle scheme for all staff were introduced (November 2025). Significant engagement on East Airdrie Link Road infrastructure explored the needs of patients, visitors and staff, as part of MRP / University Hospital Monklands access strategy. Capital Investment Health impact Assessment (CHIA) screening workshops informed the MRP business case submitted to SG (December 2025). 47
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Natural Environment Therapeutic spaces developed through the Lanarkshire Green Health Partnership, supported by a total of 1565 volunteer hours, delivered dementia friendly spaces for rest and relaxation. 160kg of freshly grown produce to local individuals and families experiencing food poverty, therapeutic gardening programmes which reached over 400 people and garden events and open days attended by over 1000 people. Go Jauntly App, promoting local walking, reached half a million Lanarkshire people. Collaborative review with NHS Assure will assess amount and quality of greenspace in the NHSL portfolio and inform a 2027 to 2031Sustainability Climate Change Strategy. Use of Assets An information and support advice hub model progressed in the atriums of the 3 acute sites, with a monthly rota of voluntary and third sector services and ongoing development work with partners. MRP team engaged with education, housing and planning departments to assess potential future uses of the existing University Hospital Monklands site against community and regional development needs. 4.5. Anchor Pillar 4: Service Delivery Financial Wellbeing Healthy Working Lives team facilitated 7 Planning a Positive Retirement and 2 Challenge Poverty workshops. They facilitated 45 free online employer and employee Q&A sessions and wellbeing workshops, attended by representatives from 199 local businesses, and collaborated with Business Gateway to promote the Real Living Wage campaign. As at September 2025, 153 employers in North and 203 employers in South Lanarkshire were Living Wage Accredited (LWA). NHSL renewed its own accreditation in November 2025. Health Improvement team actively promoted Credit Union uptake during Challenge Poverty and Staff Wellbeing Weeks, Credit Union Day, and at multiple NHSL and partner events throughout the year. Financial Inclusion (FI) awareness sessions were attended by 438 staff. 68 staff attended Routine Enquiry Training and are now equipped to routinely ask patients about finances and make onward referrals. 1718 health related referrals to Pan-Lan financial inclusion services in 2024/25 generated £2 million income. Free period product uptake increased during financial years 2023/2024 - 2024/2025 (North Lan 5004 > 8444 packs, South Lan 4876 > 16092 products). Collaboration between NHSL porter service and SLC increased reach of free period products to more rural locations in the South, and 4 new sites on-boarded. Social Prescribing (North Lanarkshire) The established Community Solutions Programme, with recurrent NL H&SCP and managed through a Service Level Agreement and Community Solutions Governance group, built capacity within the Community and Voluntary Sector (CVS) infrastructure. The Social Prescribing Network, with 80 members, reported consistently positive and responsive relationships with key partners. The Bi-weekly newsletter raised awareness of social prescribing opportunities, and third sector opportunities and activities were signposted through the ALISS directory. In 2023 to 2025, 37 social prescribing projects were funded which:- 48
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Delivered 83 activities, to 4009 people Reported 3425 positive outcomes Secured additional funding from other sources. Were evaluated in impact reports and case studies Enabled ongoing improvement within the Community Solutions Programme South Lanarkshire The established and expanding Locality Third Sector Network hosted 18 events attended by 663 people New Children and Young People Locality Network, which connects cross-sector stakeholders and raises awareness of local supports and services, hosted 4 events each attended by 50 to 60 people. Pan Lanarkshire Improving the Cancer Journey service won NHS Staff Awards for Outstanding Team Collaboration (non-clinical) for social prescribing support for people and families affected by cancer. They made 2430 referrals to community services, most often for:- financial support, Macmillan services and Maggie’s Centre people from the most deprived areas in Lanarkshire (SIMD 1 & 2) (55%) females aged 66 and above people with breast cancer, lung cancer or melanoma. GP based Community Link Workers referred or sign-posted 4,506 patients onto a range of other services and community supports. 4.6. Anchor Pillar 5: Partnerships NHS Lanarkshire: Contributed to development of a new North Lanarkshire community wealth building statement, approved by NL Strategic Leadership Board. Contributed to The Care Academy’s 5 Delivery Framework workstreams to build a diverse workforce: Attraction, Recruitment, Retention & Wellbeing; Pathways to Care for Young People; Pathways to Care for Adults; Funding & Procurement; Communications and Marketing. Work is underway to strengthen inequalities focus. Delivered against the South Lanarkshire CWB strategy action plan on employability, procurement and tackling poverty. Contributed to delivery and reporting outcomes in North and South Lanarkshire Child Poverty Action Reports and Employability Partnerships. Contributed to the national PHS Anchor Network and review of the national Anchor Progression Framework (for publication in 2026). Was one of four boards selected to be part of the Public Health Scotland Deep Dive into Income Maximisation in Health Settings Project, and contributed to development of questionnaires and co-delivery of staff workshops. 4.7. The Commission is asked to note NHSL progress in delivering its Anchor programme through Community Wealth Building approaches which are complementary to, or in collaboration with, local authority approaches. 5. Employee Implications 5.1. There are no direct employee implications. 6. Financial Implications 6.1. There are no direct financial implications. 49
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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. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Elspeth Russell Consultant in Public Health, NHS Lanarkshire Laura Brown, Public Health Programme Manager (Anchor), NHS Lanarkshire 21 May 2026 Link(s) to Council Objectives/Values/Ambitions Accountable, efficient and effective Previous References None List of Background Papers None Contact for Further Information Elspeth Russell, Consultant in Public Health (Elspeth.russell@lanarkshire.scot.nhs.uk) Laura Brown, Public Health Programme Manager (Anchor) (Laura.brown2@lanarkshire.scot.nhs.uk) 50
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Appendix 1 NHS Lanarkshire Anchor Action Plan Year-2 Milestone Overview Deliverable No. Year-2 Milestone Anchor Pillar 1: Fair Employer 1. Workforce data 1.1 Raise awareness with NHS recruiting managers of demographics of applicants/staff and actions they can take to support inclusion. Initial focus on ethnic minorities, linked to NHSL Anti-Racism Plan. 2. Employability 2.1 Continue to deliver employability programmes for parents, young people, those with disabilities. 2.2 Implement guaranteed interview scheme for those referred by Routes to work partners. 2.3 Identify innovative strategies to reach and recruit candidates from target groups, make appropriate support available once in role. 2.4 Proactively work with managers to raise awareness of employability programmes. Identify suitable roles for placements. 2.5 Monitor equality characteristics of employability programme uptake. 2.6 Monitor implementation of Healthcare Support Worker employability programme. 3. Pensions and credit union 3.1 Consider auto enrolment review NHSL pension opt out report, identify low uptake groups, actions and learning from other areas. 3.2 Promote the NHS credit union to staff, focus on lower paid staff. 4. Training & Development 4.1 Develop targeted action plan to address equality gaps as part of the organisational learning plan. Anchor Pillar 2: Purchasing 5. Working with local suppliers 5.1 Suppliers signposted to Supplier Development Programme and Procurement Journey Supplier Guide. 5.2 Procurement and MRP teams will attend Meet the Buyer events and highlight procurement opportunities to local businesses. 5.3 In line with policy demonstrate that at least half of suppliers invited to quote for unregulated procurements to be local. Identify local supply gaps, split contracts into lots to support SME access where possible. 6.Community benefits 6.1 Procurement to work with Health Improvement to identify the 2-3 procurement contracts over last 12 -24 months, follow up with accountable managers to monitor how community benefits are being delivered in line with commitments made at award stage. 6.2 Raise awareness of social value in procurement to all NHS services as part of the anchor comms plan, spread good practice. 6.3 Through community wealth building develop a process to work with local authorities on community needs/ community benefits. 6.4 Deliver MRP community benefits plan. Anchor Pillar 3: Environment, Sustainability and Assets 7. Transport 7.1 Develop and deliver actions identified by NHSL staff travel survey. 7.2 Further develop webpage on public facing site and internal site to make staff aware of the availability of active travel options/facilities. 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 7.4 Assess opportunities of EV salary sacrifice scheme for NHSL staff 7.5 Development of Car share scheme. 8.Natural environment 8.1 Maintain and expand community and therapeutic programmes 8.2 Undertake mapping / grading of available greenspace in NHSL estate. 51
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8.3 Design MRP outdoor space for staff & patient health and wellbeing 9. Use of Assets 9.1 Build on learning and work with partners to explore how we can support organisations to submit asset transfer requests. 9.2 Initial engagement and scoping with partners regarding how the existing UHM site can be regenerated to benefit local people. 9.3 Embed learning from different models of provision of information and community support service hubs within acute sites. Anchor Pillar 4: Service Design and Delivery 10. PHIL 10.1 Test use of the Public Health Intelligence Lanarkshire (PHIL) repository across five priority areas 11. Integrated EQIA 11.1 Embed learning to date through taking forward an inequalities focused approach within two services (Podiatry and FNC Plus+) 12. Financial wellbeing 12.1 Evaluate impact from year 1 cost of living health impact assessment. Share learning using a quality improvement approach. 12.2 Take forward a range of communications and other interventions to support patients, staff and carers with their financial wellbeing. 13.Social prescribing 13.1 Maximise opportunities to work together, reduce duplication, utilise appropriate digital support to deliver social prescribing programmes 14. Period poverty 14.1 In partnership with local authorities, review uptake of free period products in the community and target comms to low uptake areas. 15. Business and community support 15.1 Deliver agreed actions in PHS Healthy Working Lives memorandum of Understanding, expand opportunities to develop HWL programme in line with needs identified, focus on SMEs, employers with lower paid staff, and disadvantaged communities. 15.2 Establish MRP Local Business Mentoring programme. Work with Health Improvement, Public Health and partners to identify businesses and social enterprises who may benefit from support. 16. Links with Education 16.1 Ensure the needs of groups most affected by inequalities are reflected in the Care Academy workplan. 16.2 MRP continued engagement through Community Benefit Programme with Lanarkshire schools. Develop Summer School and other initiatives. Focus on those affected by inequalities. Anchor Pillar 5: Anchor Collaboration / Exemplar Anchor Practice 17. Inclusive anchor thinking 17.1 Develop and deliver Anchor communications plan 17.2 Publish case studies demonstrating embedded anchor practice 17.3 Publish comms demonstrating embedded anchor practice 18. Finance and resources 18.1 Prioritise and develop commissioning frameworks with third sector interfaces / other anchors as part of strategic healthcare planning. 18.2 Review existing and future resources and capacity to deliver strategic anchor plan, embed anchor practice in staff objectives. Work with other anchors / NHSL Funding & Development Officer to lever external funding or pool resources to support delivery. 19. Anchor collaboration 19.1 Implement learning from national Anchor Task and finish groups 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. 19.3 Contribute to wider partnerships including Child Poverty Groups, Local Employability and Community Planning Partnerships. A new focus for year 2 will be contributing to SL Marmot Places work. 19.4 Share best practice across regional and national anchor networks with focus on promoting Glasgow City Region Real Living Wage. 52
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 9 June 2026 Report by: Chief Executive 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. 7 53
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8. Integrated Impact Assessment and Consultation Requirements 8.1. The report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Chief Executive South Lanarkshire Council 21 May 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 54
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APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility Future Meetings Pillar-specific items SLC land and property link to renewable energy Good Food Nation update Scottish Government Climate Change Plan to 2040 and CWB links Place-making and CWB Case studies on CAT Transfers General Items CWB Annual Report Update report on next steps for CWB in South Lanarkshire SLC SLC SLC SLC SLC SLC SLC SLC SLC SLC 55
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