Agenda Document Pack - Community Wealth Building Commission - 28/06/2022
South Lanarkshire Council · 28 June 2022
Back to Community Wealth Building Commission — 28 June 2022 and its agenda
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Council Offices, Almada Street Hamilton, ML3 0AA Friday, 17 June 2022 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, 28 June 2022 Time: 14:00 Venue: By Microsoft Teams and Banqueting Hall, The business to be considered at the meeting is listed overleaf. Yours sincerely Cleland Sneddon Chief Executive South Lanarkshire Council Councillor Alex Allison Councillor Robert Brown Councillor Margaret Cooper Councillor Joe Fagan (Chair) Councillor Kirsten Robb Councillor John Ross Councillor Margaret B Walker Cleland Sneddon, Chief Executive Paul Manning, Executive Director (Finance and Corporate Resources) Soumen Sengupta, Director, Health and Social Care Heather Knox, Chief Executive, NHS Lanarkshire Andy Aird, Federation of Small Businesses Steven Sweeney, Chief Executive, VASLan Thomas Adamson, Estates Environment Manager, University of the West of Scotland (UWS) 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Community Wealth Building Commission held on 7 February 2022 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Consideration 3 Context for Community Wealth Building Data Digest Report dated 9 June 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 9 - 18 4 Community Wealth Building Action Plan Q4 Update Report dated 8 June 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 19 - 38 5 Community Wealth Building Annual Report 2021-2022 Report dated 25 May 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 39 - 60 6 Support for Town Centres Verbal update from Stephen Keating (Property Development Manager) 7 Meeting Timetable 2022-2023 Report dated 23 May 2022 by the Executive Director (Finance and Corporate Resources). (Copy attached) 61 - 62 Urgent Business 8 Any Other Competent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Helen Calley Clerk Telephone: 07385370069 Clerk Email: helen.calley@southlanarkshire.gov.uk 2
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COMMUNITY WEALTH BUILDING COMMISSION Minutes of meeting held via Microsoft Teams on 7 February 2022 Chair: Councillor John Ross Present: South Lanarkshire Council Councillor Alex Allison, Councillor John Bradley, Councillor Robert Brown, Councillor Maureen Chalmers, Councillor Margaret Cooper, Councillor Joe Fagan C Sneddon, Chief Executive Federation of Small Businesses A Aird, Group Chair NHS Lanarkshire E Russell, Head of Health Improvement University of the West of Scotland T Adamson, Estate Environmental Manager VASLan S Sweeney, Chief Executive Officer Also Attending: South Lanarkshire Council S Balfour, Project Officer; H Calley, Administration Officer; N Docherty, Administration Assistant; P Elliott, Head of Planning and Economic Development; C Fergusson, Head of Finance (Transactions); R Leith, Community, Participation and Development Manager; T Little, Head of Communications and Strategy; G McCann; Head of Administration and Legal Services; S Somerville, Administration Manager Apologies: South Lanarkshire Council P Manning, Executive Director (Finance and Corporate Resources); S Sengupta, Director, Health and Social Care; S Keating, Property Development Manager; N Reid, Improvement and Community Planning Manager NHS Lanarkshire H Knox, Chief Executive University of the West of Scotland E O’Reilly, Head of Campus Services 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 27 October 2021 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 Membership of the Community Wealth Building Commission Progress Group A report dated 6 January 2022 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the membership of the Community Wealth Building (CWB) Commission Progress Group. As its meeting on 27 October 2021, the Commission agreed to the establishment of a progress group. This would ensure the Commission’s initial workplan and actions to meet the objectives of the CWB Strategy were progressed and delivered in order to contribute to the priorities of the South Lanarkshire Community Plan. It had been agreed that S Sweeney and A Aird be appointed as Chair and Vice Chair respectively of the CWB Commission Progress Group and partners were invited to submit nominations to the Council’s Chief Executive. Finalised membership details were provided in Appendix 1 to the report, however, it was noted that the membership would be flexible to allow others to attend, as required, depending on the topics/areas of work to be progressed. The Chair of the Progress Group advised that the first meeting had been very positive, with discussion and opportunity to comment on papers prior to their finalisation for today’s meeting. He advised that, as well as the strategy and workplan, the Progress Group would focus on other work areas such as the ‘green’ agenda/sustainable development and how it impacted on CWB in South Lanarkshire. The Commission decided: that the membership of the Community Wealth Building Commission Progress Group, as detailed in Appendix 1 to the report, be noted. [Reference: Minutes of 27 October 2021 (Paragraph 5)] 4 Community Wealth Building - Local Spend A report dated 5 January 2022 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Council’s current position on local spend to support the Community Wealth Building Strategy. Five pillars supported the delivery of the Community Wealth Building Strategy, with the spend pillar focusing on how more could be spent locally to support wealth creation and employment. The Council was currently monitored on local spend performance through the Local Government Benchmarking Framework (LGBF), although a wider contextual analysis of the Council’s spend profile could inform the impact of the Community Wealth Building Strategy. The Council’s total annual ‘core’ spend on trade works, goods and services was £346.5 million in 2020/2021, of which £58.6 million (17%) was spent with enterprises registered with a South Lanarkshire address. Details were given on the Council’s performance in recent years compared to the average position across Scotland. The Council had analysed 2020/2021 expenditure and a diagram showed the geographical profile of core trade expenditure within South Lanarkshire, across Lanarkshire as a whole, within Glasgow City Region and throughout Scotland. Future reporting on spend would include detail on the levels outwith South Lanarkshire to ensure that changes in spend levels were tracked over time. 4
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For the purposes of local spend, only companies registered within South Lanarkshire were included. Those companies which had a production or service base in South Lanarkshire but were registered or owned elsewhere were not included. It was recognised that while those organisations were not included in the measure of local spend, the expenditure was supporting local economic activity and creating local employment opportunities, examples of which were given in the report. The Council’s spend with Scotland Excel frameworks in 2020/2021 totalled £35.4 million, of which £4.9 million (14%) was spent locally. However, spend across all organisations accessing Scotland Excel frameworks with South Lanarkshire based suppliers totalled £40 million, a significant contribution to the South Lanarkshire economy resulting from collaborative procurement. In 2020/2021, the Council spent £20.8 million on construction projects through Hub South West, the Scottish Futures Trust construction alliance. Hub South West was registered in North Lanarkshire, therefore, this spend did not qualify as local. However, £8.4 million (40%) was sub- contracted to South Lanarkshire based contractors, although this was not included in local spend analysis. It was highlighted that there were several commodities where there was very limited scope to source goods or services from South Lanarkshire enterprises, including financing and leasing contracts, information technology spend and utility contracts. Further actions that would be taken to progress better understanding of the factors that influenced the level of local spend and the identification of further opportunities for local spend were outlined as follows:- analysis of the mix of South Lanarkshire businesses and how it compared to those in North Lanarkshire further analysis of council spend across the 5 levels comprising:- South Lanarkshire pan-Lanarkshire Glasgow City Region Scotland outwith Scotland analysis of the spend leakage report provided by Grow Local, a Scottish Government reporting tool appropriate arrangements to be implemented to quantify the level of sub-contracting spend with South Lanarkshire businesses An update report on progress would be submitted to a future meeting of the Commission. During discussions, it was highlighted that South Lanarkshire’s ambition was to be in the top quartile by listening to suppliers, building good relationships and working towards improving performance. The Head of Finance (Transactions) responded to members’ questions on various aspects of the report. He also undertook to provide more information on Grow Local, the Scottish Government reporting tool, at a future meeting. E Russell advised that NHS Lanarkshire was actively reviewing procurement spend through anchor organisations and baseline assessments. She confirmed this was currently a work in progress but would be keen to link up with the work of the CWB at a future point. She further advised that Public Health Scotland was undertaking a similar exercise at a national level. 5
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The Commission decided: (1) that the analysis of local spend and the wider context to interpret spend, as outlined in the report, be noted; and (2) that the next steps to progress further understanding of the factors that influenced the level of local spend and the identification of further opportunities for local spend be noted. Councillor Brown left the meeting following this item of business 5 South Lanarkshire Tourism Co-operative and Strategy Update A report dated 6 January 2022 by the Head of Planning and Economic Development was submitted providing an update on work undertaken to facilitate a wide-ranging consultation on the potential development of a South Lanarkshire tourism membership organisation and to create a new tourism strategy following the allocation of additional resources under the ‘Get South Lanarkshire Working’ theme in the 2021/2022 Revenue Budget. As part of the 2021/2022 Revenue Budget, the Council agreed that funding be allocated to the potential creation of a Tourism Co-operative and development of a South Lanarkshire Tourism Strategy. It was proposed that the allocated funding would be used to recruit 2 members of staff, with the remainder of the £0.5 million funding, after staff costs, to be spent on technical support and advice needed to set up a new body as well as promoting and marketing it to the industry to maximise numbers of local tourism businesses signing up. Tourism offered an opportunity to contribute towards Community Wealth Building (CWB) ambitions, particularly in terms of employment. The re-purposing of land and property to create new tourism assets not only offered the potential to create new attractions to entice visitors to visit the region to spend money, but could also create facilities that local communities could use and benefit from. A survey was issued in May 2021 to South Lanarkshire tourism businesses to gather information and views on current challenges, opportunities and priorities for the sector moving forward. Informal discussions with individual businesses had also informed the Council’s strategic approach. There were a number of tourism destination management organisations (DMOs) in existence in Scotland. Some DMOs were structured as co-operatives but other operating models existed. Council officers had undertaken extensive research to gather information on DMO model options. Details were provided on the benefits and risks of establishing a South Lanarkshire DMO. It was highlighted that no existing DMOs in Scotland were self-financing. Membership fees were typically supplemented by council and other public support, therefore, the Council might need to expect to provide additional funding longer-term. It had been identified that, should the decision be made to establish a new membership organisation, there were 3 DMO models which might work in South Lanarkshire:- Option 1 - setting up a tourism co-operative Option 2 - establishing a tourism district Option 3 - establishing a not-for-profit tourism membership company limited by guarantee 6
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In developing the South Lanarkshire Tourism Strategy, work had been undertaken to review best practice from around Scotland. A draft Strategy had been prepared, with input from key partners, such as VisitScotland and Skills Development Scotland, which had identified the following 6 priority areas:- people place business marketing responsible tourism partnership working and the possible creation of a new South Lanarkshire DMO In addition to inviting Council Resources to contribute actions that would positively impact the South Lanarkshire visitor economy, strategic partners and local further education establishments had also been invited to feed in related activity they would be leading on. Those were included in the draft Strategy. Officers had partnered with VisitScotland to hold an industry event on Tuesday 1 February 2022 which introduced the main themes in the tourism Strategy, invited feedback and comments on the Strategy and sought the industry’s views on the opportunity to create a new DMO in South Lanarkshire. S Balfour advised that feedback was being collated following the event and would be taken account of going forward. He confirmed that the general feedback had been positive, however, in terms of collaboration, businesses had indicated that they had limited time and resources at the current time. He advised that Elevator, who ran the Business Gateway contract, was running a South Lanarkshire Leadership Programme which would begin in March 2022. The draft Tourism Strategy was open for consultation until 22 February 2022 and available on the Council’s website. Responses and feedback would be collated, analysed and the draft Strategy updated for submission to committee following the Local Government Elections. S Balfour responded to members’ questions on various aspects of the report. The Commission decided: that the report be noted. 6 Community Wealth Building Annual Report Proposal A report dated 13 January 2022 by the Executive Director (Finance and Corporate Resources) was submitted on a proposal to submit an annual report on the progress of Community Wealth Building in South Lanarkshire. In August 2021, the Commission approved an action plan for delivery of the CWB Strategy. The action plan contained a range of actions over a 3 to 5 year timeframe, setting out how the aspirations of the Strategy could be progressed for each of the 5 pillars of CWB. It was proposed that an annual report, highlighting progress over the first year of the Strategy and showcasing examples of significant work under the 5 pillars, while further explaining the importance of CWB and why the Council and partners considered CWB was an important way of working in South Lanarkshire, be produced. It was not intended that the annual report would replace the formal reporting of Q2 and Q4 progress but would be a more public-facing and accessible presentation of information. The report would cover the period April 2021 to the end of March 2022. A communications plan would be developed to ensure that the report was widely disseminated to appropriate audiences. 7
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The Commission decided: that an annual report be produced, as outlined in Section 4 of the report, and a draft submitted to the Commission in early summer 2022 for approval. 7 Date of Next Meeting The Chair advised that arrangements would be made, following the Local Government Elections, to schedule a meeting in June 2022. 8 Any Other Competent Business There were no other items of competent business. 8
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 28 June 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Context for Community Wealth Building: Data Digest 1. Purpose of Report 1.1. The purpose of the report is to:- Present data on the social and economic situation in South Lanarkshire as context for Community Wealth Building. 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. A joint session of the North and South Lanarkshire Community Planning Partnerships was held in June 2021 on the topic of “tackling inequalities”. To set the scene for the discussion, the Partnership Boards considered a digest of demographic, social and economic indicators relating to North and South Lanarkshire. 3.2. To set the scene for the work of the Community Wealth Building Commission, the data digest was updated and presented to the first Commission meeting on 31 August 2021. It was agreed that regular updates on key statistics would be brought before the Commission to assist debate and provide essential context as the work of the Commission progresses. 3.3. The data digest has been updated where possible and is attached as appendix 1 to this report. It is presented to the Commission to provide context for our Community Wealth Building work, not only in terms of the South Lanarkshire situation but within a pan-Lanarkshire and indeed wider city-region context. 3.4. The data digest covers a range of topics including:- General population Claimant unemployment & universal credit claimants Child poverty Welfare service statistics Economic performance including GVA, business start-ups and failures, and businesses per population Health Impact of Covid on the labour market A range of public health indicators including road accident casualties, crime statistics and hospital admissions data. 3 9
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4. Employee Implications 4.1. There are no direct employee implications. 5. Financial Implications 5.1. There are no direct financial implications. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change implications as a result of this report. 7. Other Implications 7.1. None. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. Paul Manning Executive Director (Finance and Corporate Resources) 9 June 2022 Link(s) to Council Objectives/Values/Ambitions • Accountable, efficient and effective 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 10
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Appendix 1 – data digest (updated 07 June 2022) 11
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Data Digest General Population - 2020 Indicator North Lanarkshire % of Total Population South Lanarkshire % of Total Population Total Population 341,140 100.0% 320,820 100.0% Male Population 165,034 48.4% 155,362 48.4% Female Population 176,106 51.6% 165,458 51.6% Adult Population (Aged 16 and over) 278,862 81.7% 265,270 82.7% Working Age population (Aged 16 to 64) 219,051 64.2% 201,790 62.9% Population aged 65 and over 59,811 17.4% 63,480 19.8% Source: NRS Mid-Year Estimates 2020 Claimant Unemployment March 2020 March 2021 March 2022 Council Numbers Rate Numbers Rate Numbers Rate North Lanarkshire 8,225 3.8% 14,415 6.6% 8,905 4.1% South Lanarkshire 7,045 3.5% 12,645 6.3% 7,660 3.8% Scotland 114,650 3.3% 211,930 6.1% 129,185 3.7% Source: NOMIS People on Universal Credit March 2020 March 2021 March 2022 Council Numbers Rate Numbers Rate Numbers Rate North Lanarkshire 19,543 8.9% 34,280 15.6% 32,529 14.8% South Lanarkshire 17,466 8.7% 29,743 14.7% 26,918 13.3% Scotland 264,117 7.6% 484,701 13.9% 445,866 12.8% Source: DWP Stat-Xplore Child Poverty after housing costs - 2019/2020 Council Numbers Rate North Lanarkshire 16,604 26.5% South Lanarkshire 12,840 23.1% Scotland 216,168 24.3% Source: The End Child Poverty Coalition 12
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Welfare Services Statistics Indicator North Lanarkshire South Lanarkshire March 2020 March 2021 March 2022 March 2020 March 2021 March 2022 Awards made for council tax reduction 35,390 36,679 29,428 31,743 29,715 Projected Council tax reduction spend £23.043m £25.466m £19.760m £21.859m £21.070m Number of applications for the Scottish Welfare Fund 20,067 20,668 13,259 17,731 17,639 Number of awards made for the Scottish Welfare Fund 14,833 15,569 7,220 10,247 11,307 Discretionary Housing Payments awards 9,246 9,991 10,370 7,026 7,520 7,761 Discretionary Housing Payments value £5.071m £6.008m £6.193m £3.613m £4.350m £4.465m Number of awards for free school meals 10,170 12,149 9,964 9,677 9,686 Number of clothing grants 10,849 13,406 12,362 13,021 12,906 Tenants in receipt of Universal Credit 7,584 9,796 6,163 7,915 8,679 Tenants on Universal Credit who were in arrears 4,682 4,534 4,219 4,566 5,794 Source: South Lanarkshire Council; North Lanarkshire Chief Executive Office Economic Performance Indicator North Lanarkshire South Lanarkshire Gross Value Added (GVA) - 2019 £8,090m £6,846m Gross Value Added per Hour Worked – 2019 £35.70 £33.40 Business Expenditure in R&D per head - 2020 £206 £87.10 Businesses - 2021 7,585 9,015 Businesses per 10,000 working-age population - 2021 346.3 446.8 New Business start-ups – 2020 1,020 1,060 Business start-ups birth rate per 10,000 16-64 population - 2020 46.6 52.5 % of Scottish business start-ups - 2020 5.73% 5.96% Business Failures – 2020 960 1,050 Business start-ups death rate per 10,000 16-64 population - 2020 43.8 52.0 % of all Business Failures in Scotland - 2020 5.15% 5.63% 13
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Indicator North Lanarkshire South Lanarkshire Businesses surviving after Three Years in of those established in 2017 and still in business in 2020 50.9% 53.2% Scottish Government Growth Sector Enterprise Rate per 10,000 working-age population in 2021 105.0 165.5 Source: Office for National Statistics Health Indicator North Lanarkshire South Lanarkshire Scotland Number of Incapacity-based benefits (per 1,000 16-64 population) - Aug 2021 73.5 61.9 59.0 Number of residents economically inactive due to long-term sickness - 2021 29,400 10,200 239,600 Rate of residents economically inactive due to long-term sickness – 2021 47.0% 26.3% 29.4% Healthy Life Expectancy for those born in the 2017 to 2019 period for Females 55.5 years 62.7 years 61.8 years Healthy Life Expectancy for those born in the 2018 to 2020 period for Males 56.6 years 59.5 years 60.9 years Source: Office for National Statistics Impact of Covid-19 pandemic on the labour market Indicator North Lanarkshire South Lanarkshire Scotland Number of employments on furlough at any time throughout the CJRS 61,200 56,600 911,900 % of eligible residents 40.1% 39.4% 39.3% Total number of SEISS claims 38,300 38,700 628,000 Total value of SEISS claims £102.6m £106.1m £1,710m Source: HM Revenue & Customs 14
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Selected Information from ScotPHO profiles at Council Area level More detail can be found on the Scottish Public Health Observatory website Indicator North Lanarkshire South Lanarkshire Scotland Active travel to work - 2018/2019 6.9% 8.9% 14.6% Adults rating neighbourhood as a very good place to live - 2020 42.3% 59.6% 59.1% Alcohol-related hospital admissions per 100,000 population - 2020/2021 860.53 667.12 621.29 Alcohol-specific deaths per 100,000 population - 2016 to 2020; 5-year aggregates 30.67 22.4 20.84 Annual participation (in education, training or employment) measure for 16 - 19 year olds – 2020 90.71% 92.7% 92.13% Asthma patient hospitalisations per 100,000 population - 2018/19 to 2020/21; 3-year aggregates 106.45 87.89 75.81 Babies exclusively breastfed at 6-8 weeks - 2018/19 to 2020/21; 3-year aggregates 17.3% 22.34% 31.82% Bowel screening uptake - 2018 to 2020; 3-year aggregates 58.81% 62.25% 64.17% Breast screening uptake - 2010 to 2012; 3-year aggregates 68.26% 70.85% 72.48% Cancer registrations per 100,000 population - 2017 to 2019; 3-year aggregates 654.89 652.21 643.58 Child dental health in primary 1 - 2019/2020 School year 70.57% 74.59% 72.42% Child dental health in primary 7 - 2019/2020 School year 75.02% 74.83% 74.96% Child healthy weight in primary 1 - 2019/2020 73.61% 76.50% 76.25% Children looked after by local authority - 2020 July snapshot - Crude rate per 1,000 children aged 0-17 years 11.8 12.7 14.0 Children referred to the Children's Reporter for offences -2020/2021 - Crude rate per 1,000 children aged 8-15 years 5.12 5.17 4.65 Chronic obstructive pulmonary disease (COPD) patient hospitalisations per 100,000 population - 2018/19 to 2020/21; 3-year aggregates 350.38 271.79 230.89 Coronary heart disease (CHD) patient hospitalisations per 100,000 population - 2018/19 to 2020/21; 3-year aggregates 410.38 380.9 354.84 Crime rate - 2019 - Crude rate per 1,000 population 31.85 26.32 28.61 Deaths all ages per 100,000 population - 2018 to 2020; 3-year aggregates 1345.01 1247.04 1166.3 Deaths from suicide per 100,000 population - 2016 to 2020; 5-year aggregates 15.32 14.12 14.07 15
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Indicator North Lanarkshire South Lanarkshire Scotland Deaths, aged 15-44 years per 100,000 population - 2018 to 2020; 3-year aggregates 152.38 128.48 116.4 Domestic abuse - 2019/2020 - Crude rate per 1,000 population 140.6 112.9 115.1 Drug crimes recorded - 2020/2021 - Crude rate per 1,000 population 88.4 70.4 64.78 Drug-related deaths, males - per 100,000 population - 2016 to 2020; 5- year aggregates 31.49 30.77 30.57 Drug-related deaths, females - per 100,000 population - 2016 to 2020; 5- year aggregates 12.22 12.61 12.21 Drug-related hospital admissions - per 100,000 population – 2017/18 to 2019/20; 3-year aggregates 239.49 202.58 221.26 Early deaths from cancer, aged <75 years - per 100,000 population - 2018 to 2020; 3-year aggregates 179.63 150.08 152.8 Early deaths from coronary heart disease (CHD), aged <75 years - per 100,000 population - 2018 to 2020; 3- year aggregates 58.22 52.7 50.57 Emergency patient hospitalisations per 100,000 - 2018 to 2020; 3-year aggregates 9456.96 8317.45 7358.5 Healthy birth weight - 2018/19 to 2020/21; 3-year aggregates 84.73% 84.26% 84.17% Immunisation uptake at 24 months - 6 in 1 - 2018 to 2020; 3-year aggregates 97.68% 97.92% 97.19% Immunisation uptake at 24 months – MMR - 2018 to 2020; 3-year aggregates 95.58% 96.48% 94.35% Life expectancy, females - 2018 to 2020; 3-year aggregates 79.21 years 80.48 years 80.98 years Life expectancy, males - 2018 to 2020; 3-year aggregates 74.52 years 76.39 years 76.81 years Multiple emergency hospital admissions, aged >65 years - per 100,000 - 2018 to 2020; 3-year aggregates 6659.07 5882.54 5206.26 People aged 65+ with high levels of care needs who are cared for at home - 2018/2019 49.39% 37.85% 35.03% People claiming pension credits, aged >60 years – 2016 May snapshot 8.35% 6.49% 5.49% People living in 15% most 'access deprived' areas - 2019 8.79% 13.36% 14.99% Population income deprived – 2019 14.91% 12.70% 11.98% Population prescribed drugs for anxiety/depression/psychosis - 2020/21 21.5% 21.21% 19.29% Population within 500 metres of a derelict site - 2017 75.79% 28.85% 29.72% Prisoner population per 100,000 – 31st March 2014 snapshot 174.58 178.51 161.86 Psychiatric patient hospitalisations per 100,000 - 2018/19 to 2020/21; 3-year aggregates 199.05 206.53 242.8 16
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Indicator North Lanarkshire South Lanarkshire Scotland Road traffic accident casualties - per 100,000 - 2017 to 2019; 3-year aggregates 47.12 45.98 59.34 School leavers in positive destinations - 2020/21 school year 94.48% 96.17% 95.48% School leavers with 1 or more qualification at SCQF Level 4 - 2020/21 school year 95.32% 96.38% 96.19% School leavers with 1 or more qualification at SCQF Level 6 – 2020/21 school year 64.66% 68.78% 65.99% Secondary school attendance – 2014/15 school year 92.05% 90.79% 91.79% Secondary school attendance by looked after children - 2016/17 school year 81.50% 80.08% 87.42% Single adult dwellings – 2020 39.08% 38.44% 37.86% Smoking attributable deaths per 100,000 - 2017 to 2018; 2-year aggregates 415.07 357.93 327.76 Smoking during pregnancy - 2018/19 to 2020/21; 3-year aggregates 16.39% 12.31% 13.88% Smoking prevalence, aged 16-34 years - 2019 survey year 19.2% 15.5% 18.6% Teenage pregnancies - 2017 to 2019; 3- year aggregates- Crude rate per 1,000 females aged 15-19 33.1 28.84 29.16 Violent crime – 2020/21 - Crude rate per 10,000 15.77 15.9 16.41 Working age adults with low or no educational qualifications - 2013 17.5% 13.1% 12.57% Working age population claiming out-of- work benefits – 2016 May snapshot 12.90% 11.39% 10.53% Working age population employment deprived – 2019 11.3% 9.7% 9.3% Source: Scottish Public Health Observatory 17
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 28 June 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building Action Plan: Q4 Update 1. Purpose of Report 1.1. The purpose of the report is to:- Present the Q4 progress update on the Community Wealth Building Strategy 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. At the first meeting of the Community Wealth Building Commission on 31 August 2021, the Commission approved an action plan to accompany the Community Wealth Building Strategy. 3.2. A Q2 update on the progress of the action plan, covering the first 6 months of the strategy to the end of September 2021, was presented to the Commission on 27 October 2021. 3.3. This report presents at update on the actions contained within the action plan for the 12 month period March 2021 to April 2022. 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 89 actions within the CWB action Plan. Of those, 66 are “Year 1” actions, i.e., due to be started or progressed in 2021/2022. Progress to date against these 66 actions is shown in the CWB Quarter 4 Performance Report 2021/2022, 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 4 19
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Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available 4.4. The overall summary of progress to date is as follows:- Status Measures Number % Blue 8 12 Green 49 74 Amber 4 6 Red 5 8 Report later 0 0 Totals 66 100 % (Data correct as at 16 June 2022) 4.5. Of the 66 year 1 actions, 8 are complete and these will be removed from the action plan. The remaining actions, both for year 1 and subsequent years, will be reviewed to take account of developments since the strategy was agreed. Following this review, a revised 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. Paul Manning Executive Director (Finance and Corporate Resources) 8 June 2022 Link(s) to Council Objectives/Values/Ambitions • Accountable, effective and efficient Previous References • CWB Commission Report – Q2 progress update on action plan 20
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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 21
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IMPROVe - SLC Performance Management System Report printed on 16 Jun 12:54 Quarter 4 : April 2021 - March 2022 (This represents the cumulative position to March 2022) Performance Report 2021-22 Community Wealth Building - Plan 4 23
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Summary - number of measures complete, green, amber and red under each Community Wealth Building Pillar Community Wealth Building Pillars Complete Green Amber Red Report later Total Spending 4 12 0 5 0 21 Workforce 0 9 0 0 0 9 Land and property 2 11 1 0 0 14 Finance 1 8 0 0 0 9 Building the generative economy 1 9 3 0 0 13 Total 8 49 4 5 0 66 Page 2 24
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Spending Action Measures Comments/Progress Status Provide support to local sectors based on an assessment of current capabilities ensuring Training on public sector procurement for relevant contracts A bespoke event on the changes to SLC Quick Quote procedure was delivered in February 2022. Suitable contracts were identified for bespoke engagement and training events, which will be delivered by SDP. Green support from Supplier Development Programme. Completion of a gap analysis of current capabilities. Gap Analysis has been undertaken. There is no shortage of trades and contractors for most general contracts in South Lanarkshire. The prime reason for SMEs unable to compete on, eg QQ, is too few businesses registered on PCS- ie ’Gap’ is skills and knowledge among businesses and solution proposed. Conclusion; primary action is to drive increased registration on PCS and to utilise free support from SDP. Green Assess local markets, their existing capacity and willingness of business to grow together with the identification of appropriate contract opportunities. Complete local market analysis to identify opportunities for local growth working with the Lanarkshire Economic Development Forum. Study of Grow Local data undertaken and identified South Lanarkshire SMEs operating locally who provide goods and services which SLC buyers require. Working with SLC purchasing services on requirements and matching to local suppliers. Working with LEF Business sub group to increase local spend-promote quick quote opportunities, meet the buyer events, access to SDP training. UWS, SL College and New College Lanarkshire have been asked to identify a contact to work with these anchor institutions to identify opportunity for increased local spend. Green Page 3 25
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Spending Action Measures Comments/Progress Status Encourage local suppliers to bid for Scotland Excel contract opportunities to increase local business share of collaborative contract spend by all Scottish local authorities. Scotland Excel participated in the Meet the Real Buyer events in November 2021. Going forward this will be central to ongoing marketing strategy to encourage PCS and SDP registration Green Promote the benefits of Supplier Development Programme and increase participation for other public sector partners in South Lanarkshire. This is now a routine feature in business support engagement, including Business Gateway advisers to promote SDP and PCS registration to all SLC businesses. Going forward this will be included in increased marketing of SLC Business Support SDP has been commissioned by NHS Greater Glasgow and Clyde and NHS Lanarkshire to deliver a project on increasing diversity in their supply chains. Green Assess those procurement opportunities where Identify relevant procurement opportunities and utilise a range of communication methods including social media to engage with potential bidders. Changes to Quick Quote have been implemented and promoted as a pilot for New Cross centre fitout works. Evaluation now being carried out Green pre-market engagement would be considered beneficial. Utilise support from Supplier Development Programme to facilitate pre-market engagement, using their marketing and social media channels, plus webinars and early engagement events. SDP have played an integral part in support all procurement events eg jointly delivered inc Meet the Real Buyer and Quick Quote Webinar Green Use a range of communication methods to advertise opportunities to potential Conduct supplier events and increase the use of social media. Meet the Real Buyer and Quick Quote Webinar delivered Increased Social Media (Facebook, Twitter and Linkedin) used for all procurement and/or business support marketing Green bidders. Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. SDP have played an integral part in support all procurement events we delivered inc Meet the Real Buyer and Quick Quote Webinar Green Review sustainability requirements for contracts Review the scope and scoring of sustainability requirements in contracts to maximise environmental benefits. A review exercise was started in Q4 and was due for completion by 30 November 2021. Slippage due to supporting the council’s COVID response and recruitment challenges. Recruitment position expected to improve with revised completion date now 31 October. Red Page 4 26
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Spending Action Measures Comments/Progress Status Implement the Flexible Framework Sustainability action plan to further embed good procurement practice. The Flexible Framework is updated on a 6 monthly basis and progress reported through the Annual Procurement report Green Identify those anchor organisations willing to participate and promote contract opportunities to local SMEs and social enterprises Complete an exercise to identify common areas of interest with other anchor organisations. NHS completing a self-assessment tool with further discussions to take place of common areas of interest. Green Review of the changes to delivering increased levels of community benefits and Review the scope of the community benefits menu and minimum scoring to identify opportunities for improving the gain for communities. Was due for completion by 31 March 2022 with slippage due to supporting the council’s COVID response and recruitment challenges. A new community benefits officer is being recruited with a revised date of 31 December 2022. Red identification of new opportunities to improve community outcomes Implementation of community benefits monitoring arrangements and assessment of wider resourcing requirements. Was due for completion by 31 March 2022 with slippage due to supporting the council’s COVID response and recruitment challenges. A new community benefits officer is being recruited with a revised date of 31 March 2023. Red Identify specific community benefits that can be delivered from contracts that can support communities. Was due for completion by 31 March 2022 with slippage due to supporting the council’s COVID response and recruitment challenges. A new community benefits officer is being recruited with a revised date of 31 March 2023. Red Consideration of the changes that could be Set up a local spend working group. Local spend group set up, awaiting confirmation of external participants. Complete made to the way contractual opportunities are presented to the Analyse local spend information to identify the nature of the spend and evaluate against other local authorities. A report was provided to the February meeting of the Commission giving an overview of local spend and a series of actions to improve performance and understanding of the factors that influence it. Green market and evaluated in support of community Improve the capturing of local spend information from tier 1 contractors. Action complete and reported through the Procurement Annual Report Complete wealth building objectives Review standing orders on contracts for non-regulated spend. Amendments to Standing Orders on Contracts approved in September 2021 in relation to use of quick quote for works contracts up to £2m and increased requirement to invite quotes from local SMEs from 2 to 4 (where they exist). Complete Review the contract evaluation criteria for regulated spend. Was due for completion by 31 December 2021 with slippage due to focus on reviewing and updating standing orders and implementing the new quick quote process. A revised date of 30 September 2022. Red Page 5 27
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Spending Action Measures Comments/Progress Status Review of current procurement strategy to have a greater emphasis on local procurement. The annual review of Procurement Strategy for 2021/2022 reflected Community Wealth Building as a key procurement strategic objective. Complete Workforce Action Measures Comments/Progress Status Ensure that all Anchor organisations including South Lanarkshire Council have adopted the Living Wage as well as Living hours and fair work practices We will continue to advocate the Living Wage and work on developing living hours along with our Community Planning Partners and Anchor Organisations The Living Wage campaign group ran a successful event in Nov 21 promoting the benefits of paying the living wage, including presentations from employers and employees. North and South Lanarkshire Council areas now each have reached over 100 Living Wage accredited employers. Green Support our local businesses to create fair working practices Continue to ensure that all businesses and third sector organisations who engage with the Council are encouraged to adopt the Living Wage and a fair work approach to employment practices. Information is provided to businesses on contact with the council and partners around the benefits of paying the Living Wage Green We will improve the percentage of applicants from South Lanarkshire SIMD areas who secure work with Living Wage accredited employers Our employability projects will work with managers to identify pre employment training and skills required for entry level jobs as well as building on existing work to prepare our local residents for interview and improve their employability. The Home Carer programme is a good example of the work undertaken in this area and in addition the Kickstart programme has provided 44 additional opportunities council wide. Green Work with our own services and public and private sector partners to identify the skills they need to grow and create wealth in the local economy We will work with our own services and with partners on our Local Employability Partnership, local business organisations including Federation of Small Businesses and Lanarkshire Chamber of Commerce. The purpose is to consult with these communities – gathering data on their immediate as well as future skills needs. We will develop existing relationships with Scottish Enterprise, Business Gateway and Skills Development Scotland to ensure that up to date labour market and demand led data is informing our plans and developing our skills and knowledge training The draft delivery plan covering this work is in place through the LEP and an assessment of Regional Skills was recently delivered by Skills Development Scotland Green Page 6 28
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Workforce Action Measures Comments/Progress Status Be responsive to business and Social Enterprise needs We will further develop our Upskilling programme to ensure it is meeting demand led skills requirements and qualifications from local SMEs and Social Enterprises in particular. There are over 100 participants in a range of occupational area, much focus has been on employees within private sector care homes Green Continue to support local residents and businesses through our extensive employability programme of support We will continue to work with local companies and residents to ensure we reach the best fit of local vacancies to skills. Investing in training and employability support where required. Local demand has included HGV 28 started training Green Identify suitable Modern Apprenticeship opportunities within the Council over next 2-5 years Work with Resource workforce plans to identify numbers and MA occupational areas, and build on MA frameworks to create training which meets the needs of SLC. This is a regular feature of our LDWP Boards to ensure this requirement is met 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. This is on the agenda and discussed at each meeting 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 Funding streams continue to evolve through the Scottish and UK Govts - opportunities to access funding is maximised Green Land and property Action Measures Comments/Progress Status Increase the supply of Deliver the Strategic Local Programme Agreement (SLPA) The SLPA agreed and delivered. Green Page 7 29
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Land and property Action Measures Comments/Progress Status affordable housing across South Lanarkshire Preparation and approval of the Strategic Housing Investment Plan (SHIP) Plan to deliver 507 additional properties in 2021/22. The 2022-27 Strategic Housing Investment Plan was prepared and approved at Housing and Technical Resources Committee in September 2021. Throughout 2021/22, a total of 582 additional properties were made available for social rent across South Lanarkshire. This included 362 new council properties, 53 purchased by the council from the open market and 167 new homes built by Registered Social Landlord Partners. Green Identify and purchase appropriate properties to meet specific housing needs Specific content within SHIP approved in relation to Open Market Purchase Scheme. The Open Market Purchase Scheme was included within the 2022-27 Strategic Housing Investment Plan, approved at Housing and Technical Resources Committee in September 2021. The Plan highlighted the importance of the scheme in enabling the council to increase available stock that meets specific needs across different areas of South Lanarkshire. Green Target of 100 properties purchased through Open Market Purchase Scheme for 2021/22. A total of 53 open market purchases were made within 2021/22. Factors that contributed to the reduction against the target included increased market prices, limiting properties available to the council. Amber Page 8 30
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Land and property Action Measures 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. Housing and Technical Resources currently chair the South Lanarkshire Fuel Poverty Sub-Group which has membership from Home Energy Scotland, Energy Action Scotland and Citizens Advice Scotland. Through this group a range of actions have been taken to improve support that can be provided to owners and private landlords. This includes energy efficiency and air source heat pump training for front line officers and improvements to published advice on the council and other partners website relating to energy consumption and tariffs. In addition, the Resource administer the ECO: Flex and EES:ABS grant schemes that direct national funding to make energy efficiency improvements to private homes across South Lanarkshire. Officers also attend various residents groups to discuss and raise awareness of national support mechanisms available to property owners. Through the Private Landlord Forum hosted by the Resource, officers also provided details and advice to landlords on the energy efficiency targets and requirements for their properties, alongside support mechanisms available to help achieve them. Green Page 9 31
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Land and property Action Measures Comments/Progress Status Identified priority projects included as part of SHIP development. Through the assessment of housing need and demand, as well as requirements to meet specific housing standards Housing and Technical Resources continue to work with local housing partners to consider opportunities for regeneration across South Lanarkshire as part of the affordable housing supply programme, supported by the Scottish Government. Work continues on the delivery of the Whitlawburn Masterplan, which was developed in conjunction with tenants and residents and has delivered a mix of flats and houses as part of a housing led regeneration programme for the Whitlawburn area of Cambuslang. This includes some ‘amenity flats’ suitable for older residents or residents with particular needs. To date, 160 new homes have been delivered for the Council, with tenants providing positive feedback since moving in. Construction is currently underway to deliver the final phase of development with another 60 new homes to be completed. These are being developed in partnership with West Whitlawburn Housing Co-operative, who will take ownership of the properties once they are complete. 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. Housing and Technical Resources have been working with other council services and the Scottish Empty Homes Partnership to develop a matchmaker scheme for South Lanarkshire throughout 2021/22. Once all due diligence and appropriate legal services advice has been considered in relation to the data sharing process, the scheme will be launched during 2022/23. Green Page 10 32
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Land and property Action Measures Comments/Progress Status with a target of 15 set for 2021/22. Set up an empty home grant scheme providing financial support for owners to improve property condition. Housing and Technical Resources to work with other council services and the Scottish Empty Homes Partnership to develop a new grant scheme that will aim to support owners of long term empty properties in improving their property conditions and bringing them back into use. The development process to date has involved reviewing existing schemes used elsewhere, and considering how this could be used to best effect in South Lanarkshire. Once all due diligence and appropriate legal services advice has been considered in relation to the data sharing process the grant scheme will be launched. This is expected to be delivered within 2022/23. Green Provide practical advice and assistance to empty property owners. Within 2021/22 a new dedicated page on the Council’s website was launched providing detailed information and support to owners of empty properties on how they can bring their property back into use. Promotion of this activity will also be taken forward in 2022/23 when new support options, including the grant and matchmaker schemes are launched. In addition the Resource’s dedicated officer with responsibility for empty homes continues to liaise directly with owners, as well as hosting cross-Resource officer group to discuss and tackle issues relating to empty homes with other council services. Green Provide direct support to applicants Recruit a Community Asset Transfer Development Officer While the process took longer that hoped, the CAT Support Officer started in March 2022 Complete Provide and publish a bespoke Community Asset Transfer support fund CAT Support Fund agreed at Finance & Corporate Resources Committee and added to the Grant Visor system in January 2022 Complete Page 11 33
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Land and property Action Measures Comments/Progress Status Community Asset Transfer to be promoted to communities across South Lanarkshire Cross Party Working Group has concluded review of SLLC and Community Asset Transfer to be promoted across South Lanarkshire. CAT Support Officer looking at CAT processes and procedures and promotion of CAT across South Lanarkshire. Green Take the “20-minute neighbourhood” concept into account when planning capital schemes. Use 20 minute neighbourhoods” as a key scoring criteria when assessing bids for UK, Scottish Government and Council funded capital schemes A range of projects are progressing in line with the CWB strategy and are being delivered to meet these objectives including: •Town centre living at former Hamilton Advertiser, Campbell Street, Hamilton (demolition and new build 25 flats) former Royal Oak Hotel, Lanark (façade retention and development of 15 residential and 1 commercial unit) Vogue site, Hamilton (Proposed development at planning application stage) •Community Asset Transfer, Bothwell Library, creations of community facility •Carnwath, funding and support for construction of new community facility by Carnwath Community Council •EK Civic Centre draft Masterplan prepared •Hamilton HUB aimed at accommodating third sector and new enterprises, in New Cross Centre design completed, and contract let. 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 Ongoing engagement with town centre owners in EK to deliver a new vision, improvement and repurposing of town centre assets. Working with retail centre owners in Hamilton and Rutherglen to improve and sustain centres. Continue to engage and manage the Place Based Investment fund focussed at local solutions for local communities. Promote and develop the town centre app and functionality. Green Page 12 34
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Finance Action Measures Comments/Progress Status We will look to approach the pension fund to explore further opportunities for investment in local Look to engage / establish a group with neighbouring councils if there is an interest who are also looking to progress community wealth building in this area Ongoing work - other council progressing work in this area have been contacted , to link into work to liase with SPF Green areas. Other councils , with a similar interest, may wish to make a joint approach Through officers initially, we will approach SPF to ask for options to be considered for opportunities for local investment. Considerations to be developed along side SPF following initial discussions of possible areas. approach made to pension fund on what current approach is to local investment. further work to be developed Green Establish working relationships with CUs and community partners to promote savings and affordable credit Engage with Credit Unions to establish shared priorities and linkages to CWB Strategy Contact has been made with all credit unions. A group meeting is being planned for May 2022 to progress discussion regarding how to develop shared priorities further. Green Run “shop and spend local “campaigns to Recruit dedicated Investment and Marketing officer as part of Business support team. Officer recruited to lead on Investment and Marketing through internal appointment. Complete increase awareness of locally available goods and services Through economic and tourism strategies develop additional marketing and networking opportunities for local businesses and social enterprises Existing and new networking events supported including Lanarkshire Business Hub (monthly), Women In Business, (quarterly) South Lanarkshire Tourism strategy symposium (Feb 2022), Meet the real Buyer (Nov 2021) with further events and development of networks relating to for example Tourism sector, net zero, construction sector-Build Lanarkshire (May-June 2022) included in emerging new strategies and to be implemented at appropriate times during calendar year. Green Via our Business Gateway contractor and our business grants programme ensure that local companies have the knowledge and funding to run and develop effective promotional and social media campaigns Range of marketing advisory services including expert help on marketing strategy and digital marketing and on line selling included as part of Business Gateway Expert help framework. Green Encourage local trading networks Established town centre App promoting local trade, community activities by promoting local businesses and communities. ‘Scotland Loves Local’ Gift Card trial approved and in place, 1 year pilot scheme in all SL town centres. Town Centre Strategies in place – Hamilton, Cambuslang, Larkhall and Blantyre, under rolling 5 year review cycle. Green Page 13 35
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Finance Action Measures Comments/Progress Status Case-study local businesses via our website and the local press The first case studies have been identified and photography etc is being undertaken. The first case study has been published in SL View. Subsequent case studies being developed on an ongoing basis. Green Raise awareness of what is on offer for days out/recreation/culture, events in South Lanarkshire Provide an events calendar SLLC promoting venues and events via printed brochure and via online/social media. New Inward investment, Marketing and Promotion and Tourism officers have been appointed in Economic Development and will develop calendar of business networking events. Green Building the generative economy Action Measures Comments/Progress Status Offer targeted support to South Lanarkshire businesses, enabling them to create and safeguard jobs, increase turnover and profit Develop sector specific programmes (tourism, food and drink, social enterprises, green economy, construction, manufacturing etc) Work continues to focus on support for key sectors. Sector specific programmes for construction, ‘Build Lanarkshire’ programme, food and drink- Lanarkshire Larder and work on Sl Tourism Strategy and action plan. Have sought to recruit additional resources to support development of social enterprise strategy and to increase business engagement in relation to net zero and green sectors Scope of SL Business Support grants widened to support net zero transition. Green Tailor SLC grants to business needs with a new micro-grants scheme for small and start up businesses with minimum red tape. A new Small Business Support Grant has been introduced and Business Gateway resourced to pilot offer of a new Start Up grant. Green Page 14 36
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Building the generative economy Action Measures Comments/Progress Status Offer larger growth and recovery grants to business, based on jobs created and increased turnover. The South Lanarkshire Business Recovery and Growth Grant has been amended to make applications easier to progress e.g. Negate need to demonstrate financial need. This will be further improved by forthcoming amendments to the online application system. Green Signpost businesses to other sources of help and advice During the last year we have led on, or been involved in the delivery of, the following events / initiatives •Meet the Real Buyer •Women in Business •Build Lanarkshire •Lanarkshire Business Hub and promote to SLC businesses additional support from e.g. SDP, BG, Business Loans Scotland, Zero Waste Scotland, Princes Trust, including seasonal and ad hoc business support. Green Develop a marketing/investment strategy, including a promotional programme with targeted/seasonal Create a site prospectus SL sites submitted to GCR/Scottish Enterprise team to promote as part of Glasgow City Region inward investment prospectus. In addition, work progressing to launch new SL Economic Strategy in draft by June 2022 including marketing and promotion of key economic investment locations. Green events and promotions around key employment sectors. Improve web presence/ on line material Continuing to review website content to include regular case studies and testimonials from SL businesses. Online grant application process also undergoing review and improvement by November 2022. Green Create role for dedicated Economic Development Officer to market the Council area Officer recruited to lead on investment and Marketing. Complete Ensure planning and other statutory advice is up-to-date and accessible Liaison takes place with colleagues in Planning to ensure that information is up to date. Green New Volunteering strategy for the Community Planning Partnership Develop a comprehensive Volunteering Strategy Working Group established led by VASLan. Survey of partner volunteering completed and writing group established. Green Page 15 37
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IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 16 June 2022 Community Wealth Building Action Plan Building the generative economy Action Measures Comments/Progress Status Develop a new strategic agreement with the Third Sector Establish a high level review group and comprehensive engagement process for the review Review Group membership and Terms of Reference agreed. Green Review funding to the Third Sector Establish a cross-partner review group and agree terms of reference Terms of Reference and membership agreed. Review timetable to be agreed for 2022/23. Amber New SE Strategy & Action Plan produced Establish a Strategy Development Group including partners and representatives of the social enterprise sector Following recruitment challenges the development of the strategy has been delayed. The Strategy Development Group will be established by September 2022 with representation from the council, partners and the social enterprise sector. Amber Social enterprise advisor recruited into Economic Development Following interviews on 25 May, the recruitment process is proceeding to appoint a candidate with extensive experience in supporting the social economy sector. The provisional start date is early July and once in post the candidate will work on plan and milestones to develop strategy, coordinate and support sector. Amber Page 16 38
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 28 June 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building Annual Report 2021/2022 1. Purpose of Report 1.1. The purpose of the report is to:- Present a draft of the CWB annual report for 2021/2022. 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the draft annual report, attached as appendix 1, be approved. 3. Background 3.1. The Council approved a Community Wealth Building Strategy on 10 March 2021. Subsequently, the Community Wealth Building Commission was set up to engage a wide range of partners and stakeholders in the CWB agenda. 3.2. In August 2021 the Commission approved an action plan for delivery of the CWB Strategy. The action plan contained a range of actions over a three- to five-year timeframe setting out how the aspirations of the Strategy could be progressed for each of the 5 pillars of CWB. 3.3. To support formal reporting of progress against the Strategy, the Commission agreed on 7 February 2022, to prepare an annual report which would highlight progress over the first year of the Strategy, showcase examples of significant work under the 5 pillars and further explain the importance of CWB and why the Council and partners believe CWB is an important way of working in South Lanarkshire. 3.4. This report presents the draft Annual Report 2021/2022 for approval. 4. Annual Report Purpose and Content 4.1. The Commission agreed in August 2021 to monitor the CWB action plan through progress reports at Q2 and Q4, covering the periods April to September and April to March respectively. 4.2. While the performance reports provide an update on the progress of the action plan, the Commission agreed there was scope to reach a wider audience and to enhance communications around the CWB agenda by presenting progress in a more accessible format. An annual report offers the opportunity to take stock of what has been achieved in the first year of the Strategy and to restate the aspirations of the Council and partners to champion CWB across all aspects of service planning and delivery. 5 39
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4.3. The annual report does not replace the formal reporting of Q2 and Q4 progress but allows a more public-facing and accessible presentation of information, using graphics, case studies and design elements to convey key messages. 4.4. The draft Annual Report is attached as appendix 1. The report covers the 12 month period April 2021 to the end of March 2022. 4.5. The draft Annual Report is presented here as a plain text document. If the Commission approves the content, branding developed for the CWB Strategy will be applied to the final document and a communications plan developed to ensure the report is widely disseminated to appropriate audiences. It is expected that publication will be primarily via electronic means and printed copies only available on request. 4.6. This following table summarises the structure and content of the annual report. Section Content Introduction Written by the Chair of the CWB Commission - this reflects on the importance of CWB as a new approach involving key anchor organisations in South Lanarkshire. What is CWB What is CWB and why are we doing it - this revisits the background to CWB and outlines the 5 pillars. Our CWB journey Presents a timeline of CWB in South Lanarkshire Progress This section of the annual report takes each pillar in turn and: • reviews the aims of the strategy • highlights progress made; and • provides case studies to illustrate the work of the council and partners under this pillar Conclusion Sums up progress and reaffirms commitment to CWB which we will deliver through the continuation of the 5-year action plan 4.7. A wide range of case studies have been used to illustrate CWB principles and to show where the approach is having an impact in South Lanarkshire. Case studies have been grouped under the 5 pillars; however, they have been selected to illustrate the benefits of the approach for businesses, communities and individuals; and also, to recognise a geographical component, with examples of progress across South Lanarkshire in communities such as Forth, Lanark, Uddingston, Hamilton, and Cambuslang. 4.8. The case studies within the Annual Report are summarised below. Pillar Case Studies Spending • SLC Quickquote developments • NHSL community benefits gateway • NHSL Supplier Development Programme • UWS relocation Workforce • East Kilbride Leisure HUB • NHSL Kickstart South Lanarkshire Land and Property • Delivering affordable homes that improve communities and change lives • Encouraging local food growing through Community Asset Transfers • Asset Transfer for community recreational space in Blantyre 40
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Finance • Cambuslang Bank HUB Building the generative economy • Working with communities to target town centre funding • The Hamilton Hub @ New Cross • Lanarkshire Larder Regional Food Group • NHSL Hospital Therapeutic Growing 4.9. The Commission is asked to approve the text of the annual report for design. A final version will be brought to the Commission for noting in September 2022. 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. Paul Manning Executive Director (Finance and Corporate Resources) 25 May 2022 Link(s) to Council Objectives/Values/Ambitions • Accountable, efficient and effective 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 41
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Appendix 1 South Lanarkshire Community Wealth Building Annual Report 2021 – 22 DRAFT 42
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Contents Introduction What is Community Wealth Building? Our Community Wealth Building journey Progress and case studies • Spending • Workforce • Land and property • Finance • Building the generative economy Conclusion 43
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Introduction In March 2021 South Lanarkshire launched its Community Wealth Building Strategy. The strategy set out an aspiration to work in a new way for the people of South Lanarkshire, to use the power and Influence of the council and other organisations to support communities and the South Lanarkshire economy. We live in uncertain times, and the challenges we face – from the impact of the pandemic to the effects of climate change to geo-political upheavals – show us more clearly than ever before the value of local services rooted in local places and communities. South Lanarkshire Council and the South Lanarkshire Community Planning Partners are committed to improving the lives and life prospects of everyone in South Lanarkshire. We recognise and celebrate our role as key anchor organisations, delivering services across the area, championing South Lanarkshire and working ceaselessly for the benefit of those who live, work, visit and do business here. This annual report reflects on the first year of delivering our Community Wealth Building Strategy. It highlights the progress we have made so far and reaffirms our determination to continue the journey, continually seizing opportunities to build the wealth, capacity and resilience of our communities. We have drawn upon a wide range of case studies to illustrate Community Wealth Building in action, showing how the council and partners, working alongside communities, can use their energies, influence and resources to generate real change across South Lanarkshire. Chair of the Community Wealth Building Commission 44
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What is Community Wealth Building? Community Wealth Building is an alternative approach to traditional economic development, which seeks to develop resilient, inclusive local economies, with more local employment and a larger and more diverse business base. Community Wealth Building reorganises local economies to be fairer and aims to reduce wealth flowing out of our communities, towns and cities by helping local investments and assets to generate more and better jobs for local residents and businesses. To achieve this transition, CWB harnesses the power of anchor institutions to enable local economies to grow and develop from within. Anchor institutions are large commercial, public and social sector organisations which have a significant stake in a place and can exert considerable influence on their local economies. CWB changes how anchor organisations work to maximise local and regional economic opportunities. This includes the goods they buy, the people they employ, the assets they own and the powers they exercise to bring about long-term, sustainable economic change for the benefit of local communities and local businesses. 5 strategy areas are identified relating to the pillars of community wealth building. These are: • Building the generative economy - Develop and grow small, locally owned enterprises which are more financially generative for the local economy - locking wealth into place. • Finance - Increase flows of investment within local economies by harnessing and recirculating the wealth that exists, as opposed to attracting capital. • Land and property - Deepen the function and ownership of local assets held by anchor institutions, so that financial and social gain is harnessed by citizens. • Spending - Utilise public sector procurement and commissioning to develop dense local supply chains of businesses likely to support good employment and retain work locally. • Workforce - Exercise fair employment practices and work to develop a more just labour market to improve the prospects and wellbeing of local people. 45
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Our Community Wealth Building journey From the start we have been clear that we need to build CWB into everything we do. We need to ensure that CWB becomes part of a new culture and way of working – and to do this we need the change in thinking to be led from the top. That is why we moved quickly to establish a Community Wealth Building Commission which has cross-party political support and engages senior officers from South Lanarkshire’s anchor organisations. The Community Wealth Building Commission is a key vehicle for setting vision and promoting the development of a strategic approach to CWB in South Lanarkshire. By working together collaboratively across the five pillars of CWB, anchor organisations can multiply their effectiveness and deliver far-reaching transformational change. Turning strategic aspirations into action on the ground is the job of the CWB Progress Group. This group is chaired by VASLan and aims to take the practical steps necessary to deliver the actions underpinning the CWB strategy. Our Community Wealth Building journey is shown below. SLC established a working group to examine the CWB approach and develop recommendations November 2020 SLC approves a CWB strategy March 2021 SLC agrees to the creation of a CWB Commission May 2021 CPP Board considers a report on the creation of a CWB Commission June 2021 CWB Commission established – first meeting August 2021 Detailed action plan agreed for Strategy August 2021 Progress Group agreed by Commission October 2021 Progress Group established – first meeting January 2022 As our timeline shows, much of our effort has gone into getting the right people into the right place to ensure the strategy works as a whole, across all 5 pillars, from the strategic to the operational level. This strategic, whole-systems approach is still in the early stages, but is already bearing fruit, as this annual report illustrates. In our strategy we set out what we would do under 5 pillars of Community Wealth Building. We developed an action plan to support our strategy, setting out detailed actions we would take in the first years of Community Wealth Building in South Lanarkshire. Our progress is illustrated in the remainder of this report. 46
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Spending The spending pillar is about leveraging public sector procurement and commissioning to develop dense local supply chains of businesses likely to support good employment and retain work locally. Our Strategy set how we would achieve this, starting with analysis of our spend and a range of actions to make procurement processes simpler and more accessible to local businesses. Key achievements • Changes to the council’s Quick Quote process have enabled the council to use this route for more contracts and to make it more accessible for local suppliers. A bespoke event on these changes was delivered in February 2022 (see case study below) • The council has undertaken a Gap Analysis and identified a need for work to be done with SMEs to build skills and knowledge to help them access and navigate opportunities to secure council contracts. • A local market analysis has been completed to identify opportunities for local growth working with the Lanarkshire Economic Development Forum. • Meet the real buyer events and quickquote webinars – together with increased use of Facebook, Twitter and LinkedIn) – have advertised opportunities to potential bidders. • The benefits of the Supplier Development Programme have been promoted, with NHS Greater Glasgow and Clyde and NHS Lanarkshire commissioning SDP to deliver a project to increase diversity in their supply chains (see case study below) • New ways of identifying and delivering community benefits are being explored. NHS Lanarkshire, for example, has used the NHS Community Benefits Gateway to connect NH Scotland suppliers with local third sector community organisations (see case study below). • A new Community Benefits Officer post has been created within the council to take forward increased levels of community benefits and identification of opportunities to improve community outcomes. How it’s working in South Lanarkshire: Case study 1: South Lanarkshire Council Quick Quote developments Initial Quick Quote pilot exercises generated 9 procurement processes: in total, 17 local companies were among those engaged in the competitive process. The value of works awarded in the South Lanarkshire area totalled £30k, with 8 awards to companies based in Glasgow City Region and only 1 to the wider Scottish area. Through engaging with the local businesses and listening to feedback, these initial quick quotes generated useful lessons for new local companies which were shared through the webinar. A programme of projects to be progressed through Works Quick Quotes in 22/23 is being considered as part of the Procurement Service Planning exercise and outcomes will continue to be reviewed to monitor the impact of the change and ensure that appropriate guidance can be offered to local SMEs. Successful Quick Quote webinar hosted by Council Procurement Team and Supplier Development Programme in February 2022 with 78 SME attendees, including 23 South Lanarkshire based business and 18 from North Lanarkshire. The event focused on guidance to local suppliers on how to approach bidding for Quick Quotes, with emphasis on listening and learning from the pilot exercises. This included the importance of adhering to 47
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the Council’s programme timescales, providing a full response to all technical questions (seeking clarification through the messaging facility on PCS/PCSt if required) and ensuring that all required attachments, including insurances, are provided. The Supplier Development Programme also provided a training session on how to bid through Public Contracts Scotland and positive feedback was received from attendees in respect of both the presentations and training. Case study 2: NHS Lanarkshire Community Benefits Gateway NHS Community Benefits Gateway (CBG) is a free and easy to use online service that connects NH Scotland suppliers with third sector community organisations within Scotland. CBGs purpose is to establish a positive relationship between appropriate suppliers and third sector community organisations through the fulfilment of community needs. It supports community initiatives ranging from work placement opportunities and volunteering projects to environmental proposals and assistance with building community facilities. In South Lanarkshire, NHS Lanarkshire has worked with VASLAN to promote the CBW to third sector organisations in the area. One example of how this has worked for the benefit of communities is ARCO and Action for Children. Arco’s funding of the Silverton Hub has enabled Action for Children to employ a Community Short Breaks Practitioner to support families with disabled children in Lanarkshire to have greater access to community-based support. The Community Support Worker is based at the recently refurbished Silverton Community Hub, a centre specially designed to support children and young people with complex learning difficulties and a range of physical health needs in Hamilton. Staff at the community hub provide personalised support, helping children to overcome barriers that may hinder their involvement in the local community. Staff facilitate access to local community-based facilities, resources, networks and amenities, including swimming pools, gyms, youth groups, green spaces and museums. This empowers the children to pursue their own personal interests and preferences while growing their confidence, social skills and reducing isolation by supporting children to form new friendships. ARCO’s funding has enabled Action for Children to run groupwork sessions for young people, including Halloween activities and planning sessions with the children to discuss ideas for “side-by-side” trips at Easter. For many of our families these opportunities rarely exist to create long-lasting memories. Activities like this unsupported can be stressful occasions for a child with autism that then impacts on the whole family. But our professional team will be on standby to step in to support the family and allow them to feel less anxious and more present, and to see their child have fun. ARCO’s funding has also enabled Action for Children to employ a Trainer/Qualifications Assessor to support Action for Children’s Youth Employability Project. This helps young people breakdown barriers to employment, addressing these through valuable employability skills and vocational training, developing their aspirations, ambition and future job goals by encouraging their interest in learning. Over the first three months of utilising the ARCO funding we have been working to increase our capacity to deliver accredited qualifications and learning opportunities for young people we support. This funding is enabling us to include previously ineligible young people to our training programmes and we are now able to offer accredited learning opportunities to our wider services across Action for Children in our Fostering, residential, housing support, youth justice, family, and community-based services. 48
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Case study 3: NHS Lanarkshire Supplier Development Programme Addressing inequalities across Lanarkshire has been identified as an overarching aim of the new NHS Lanarkshire healthcare strategy, ‘Our Health Together’. There has been a strong commitment to maximising our role as an anchor institution and as part of this we have been undertaking a baseline assessment over the last few months. Part of the baseline assessment was to review our procurement processes against the following anchor objective: Engage with existing and potential new suppliers and increase the proportion of spend with local suppliers. In the financial year 2020/21 approximately 50% of NHS Lanarkshire’s external expenditure was via contracts awarded by the health board through local contracting activity. The remaining 50% was via contracts awarded by NHS Scotland National Procurement or other collaborative procurement organisations. NHS Lanarkshire therefore has significant scope to direct external expenditure in a way that optimises our influence as an anchor institute. To do this we identified improvements which could be made in relation to engagement with and the diversity of our procurement supply chain. Our colleagues in NHS Greater Glasgow and Clyde (GGC) recently had a successful bid to the Health Foundation to undertake a pilot in partnership with the Supplier Development Programme and we intend run a parallel project in NHS Lanarkshire and work alongside NHS GGC to implement improvements in this area. This will ensure that all local authorities and NHS boards across the Glasgow City Region are maximising their influence on the economy of their local area through progressive procurement methods. It will also bring us in line South Lanarkshire Council’s procurement and our collective Community Wealth Building aspirations. NHS Lanarkshire’s Procurement and Public Health/ Health Improvement teams will work in partnership with the Supplier Development Programme to deliver a project that aims to diversify its supply chain. The project aims to encourage a wider pool of suppliers, support more local SMEs to become suppliers, and will focus in particular on increasing diversity. The analysis stage of the project will: start with a review of existing supplier data by NHS Lanarkshire; gathering knowledge about the local SME base; and more widely understand diversity within the supplier base in Lanarkshire. This will include businesses led by, for, and with, people with protected characteristics (supporting both the Equalities Act Scotland & the Fairer Scotland Duty). This intelligence will inform the development of an SME engagement programme. The project will explore how supplier pathways can be enhanced, identify what supports they need, and encourage them, to become an NHS Lanarkshire supplier. This work will upskill targeted businesses by offering a bespoke range of supports, including tender training, bespoke supplier events, tools, and guidance. This development will contribute to building relationships and sharing practice and we will seek to do this locally through our participation as key partners in the CWB strategy for South Lanarkshire. 49
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The Supplier Development Programme has significant experience in developing engagement strategies with SMEs and will be able to support NHSL to deliver this initiative quite quickly. Funding has been agreed and the project will run from March 2022. Case study 4: UWS relocation Following a review of their portfolio the University Court agreed that a new campus should be found in Lanarkshire to deliver the University’s ambitions for the next generation. UWS identified two options, one of which would have involved UWS leaving South Lanarkshire with a loss of c£72m GVA to the local economy. The Council worked with UWS to secure a campus within South Lanarkshire and retain the economic benefits for the local area. Following a lengthy negotiation and preparation of a detailed business case and economic model, UWS were persuaded that a Hamilton based campus was the best solution for them, their students and the local community, with the council bringing innovative approaches to funding, procurement and delivery of the projects. These two anchor institutions worked in partnership in the delivery of these common objectives both in terms of a move to a new build campus on the edge of Hamilton and the regeneration of their existing site, including the Council’s significant land holdings. The new campus was delivered by a local development company working substantially with local contractors and providing significant community benefit. The previous site is partially redeveloped for student accommodation with the remainder going through the planning system for a residential scheme which will include a significant proportion of social housing. The project has delivered transformational change to the University’s provision of higher education in Lanarkshire and secured this important economic asset for the local economy. 50
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Workforce The Workforce pillar of Community Wealth Building required anchor organisations to adopt and champion fair employment practices and work to develop a more just labour market to improve the prospects and wellbeing of local people. In our strategy and action plan we set out our intention to promote fair work practices and the living wage, leading by example and encouraging all businesses and third sector organisations in Lanarkshire to follow suit. We said we would use our employability programmes and our training and recruitment activities to maximise opportunities for local people. Key achievements • The Living Wage campaign group ran a successful event in November 2021 promoting the benefits of paying the living wage, including presentations from employers and employees. South Lanarkshire has now reached over 100 Living Wage accredited employers. • The council’s employability projects helped identify pre-employment training and skills required for entry level jobs as well as preparing our local residents for interview and improve their employability. • The Kickstart programme has provided 44 opportunities for applicants from SIMD areas to secure work with the council and 8 to take up entry-level posts with NHS Lanarkshire (see case study below). How it’s working in South Lanarkshire: Case study 1: East Kilbride leisure HUB The Council and Leisure Trust worked closely with the owners of the town centre in East Kilbride to deliver a new leisure HUB. Although a mainly commercial venture these three anchor institutions have brought together their assets and investment to secure an important leisure facility for the town for the next 25 years. As part of the town centres community benefit contribution they inserted a new and innovative clause into all the new leases which asked the incoming tenant to engage with the council’s employability team and to recruit locally where possible. This clause has been extremely successful in assisting local people into jobs and on to better outcomes. Case study 2: NHS Lanarkshire Kickstart South Lanarkshire The UK Government Kickstart Scheme provides funding for a 6-month work placement for 16-24 year olds who are unemployed or at risk of long term unemployment. Currently there are 8 young people from South Lanarkshire on placement within NHS Lanarkshire in roles such as Healthcare Support worker, Clerical Officer and various housekeeping positions. Although these are entry level posts to employment with NHS Lanarkshire, support is provided to open up the potential to establish a career in the health and social care sector in a wide range of settings and roles requiring different levels of skills and academic ability. This ties in with our vision to “effectively grow the future Health and Social Care Workforce from our local population by encouraging more Lanarkshire residents to choose a career from the broad spectrum of options in Health and Social Care.” 51
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Health improvement staff are working with the manager, team leader or appointed buddy of the newly employed young person to offer tailored health information and access to a range of services and supports that will improve their health and wellbeing. Land and Property This pillar looks to deepen the function and ownership of local assets held by anchor institutions, so that financial and social gain is harnessed by citizens. Our strategy highlighted the importance of affordable housing and the potential of Community Asset Transfer as a means of giving community more control over local places. The strategy aimed to encourage investment and create thriving places where people can access goods and services on foot or via public transport. Key achievements • Throughout 2021/22, a total of 582 additional properties were made available for social rent across South Lanarkshire. This included 362 new council properties, 53 purchased by the council from the open market and 167 new homes built by Registered Social Landlord Partners • Through its Open Market Purchase Scheme, the council was able to increase available stock that meets specific needs across different areas of South Lanarkshire. • Construction is currently underway as part of the Whitlawburn Masterplan to deliver the final phase of development with another 60 new homes to be completed. These are being developed in partnership with West Whitlawburn Housing Co-operative, who will take ownership of the properties once they are complete. • A Community Asset Transfer officer was appointed in March 2022 to promote Community Asset Transfer to communities across South Lanarkshire and to provide direct support to applicants. How it’s working in South Lanarkshire: Case study 1: Delivering affordable homes that improve communities and change lives The Council’s Homes+ programme, supported by funding from the Scottish Government’s Affordable Housing Supply Programme, continues to deliver significant numbers of high quality, affordable homes across South Lanarkshire. Despite the ongoing challenges of the Covid-19 pandemic, the council have continued to invest in communities and make good progress throughout 2021/22. Over the course of the last year, a total of 415 new council homes across 11 housing developments, comprising a mix of semi-detached, terraced, bungalows, cottage flats and low-rise flats have been delivered. The housing mix for each development is based on the size and location of the site and takes into account assessed local housing needs. The delivery of these now homes results in improved outcomes for the local communities, providing the right type of accommodation in the right places to enable households to live near local services and amenities. A large proportion of the new properties delivered in 2021/22 have already been let to families with children, to those waiting with specific medical needs and to households with registered disabilities. In addition, a significant number of subsequent lets to homeless households has also been achieved. 52
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A summary of the key developments that were completed as part of the Homes+ programme in 2021/22 has been provided below: Biggar The Edinburgh Road development in Biggar was completed in February 2022. This 24-unit development comprises semi-detached family homes and bungalow conversions which are within walking distance of all local amenities including shops, public transport and health services. The design and materials used in the construction are in keeping with the surrounding area. Carluke In December 2021, 14 new homes were completed at the former Roadmeetings Hospital site in Carluke, comprising semi-detached and terraced family homes as well as cottage flats. In additional a further 20 new homes were completed on the site of the former Law Primary School in September 2021 including semi-detached/terraced family homes and cottage flats. East Kilbride The Jackton site in East Kilbride comprises 24 amenity flats and was completed in March 2022. This development was constructed by Cala Homes as part of the wider new Community Growth Area which is offering around 2,000 private and affordable homes in the area. The Shields Road development of 67 homes at Benthall Farm by Taylor Wimpey is also progressing well and so far 28 homes, made up of cottage flats, terraced homes and detached family homes have been completed. Tenants started moving into these homes in September 2021 and the remaining 39 properties are scheduled for completion by early August 2022. Cambuslang The landmark housing-led regeneration of Whitlawburn has seen the completion of 160 new homes, with a further phase of new homes being constructed in partnership with West Whitlawburn Housing Co-operative. In addition, the Gilbertfield Road development completed in October 2021 with 57 new homes and Auld Kirk Road completed in January 2022 with 48 homes providing a range of accommodation options including cottage flats, terraced homes, semi-detached bungalows and family homes. Hamilton/Blantyre/Larkhall In Hamilton, the Highstonehall Road development of 48 units completed in February 2022. The St Joseph’s development in Blantyre is also now well underway with the first tenants having moved into their terraced bungalows and terraced family homes. Full completion of this site is expected by June 2022. Drumgray Avenue, Uddingston saw the completion of 20 new homes consisting of one and two bedroom cottage flats in December 2021. The Glengonnar development in Larkhall completed in March 2022 adding a further 20 new two and three bedroom detached and semi-detached homes, and one bedroom cottage flats to the area. South Lanarkshire Council are committed to increasing the provision of affordable homes across South Lanarkshire, working with a range of services and partners to ensure the investment continues to deliver significant improvements for households and communities. Case study 2: Encouraging local food growing through Community Asset Transfers 53
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Several organisations have approached the council over the past few years to take over land with all or some of the land being set aside to grow food. Transferring assets for food growing contributes to achieve the objectives of the Council Food Growing Strategy and overall Good Food Strategy aiming at supporting the development of food growing activities in the council’s area. For instance, the charity Grow 73 was delivering weekly community gardening sessions in Overtoun Park in Rutherglen and wanted to expand their activities by using the greens of the Bowling Club which were not in used. Approaching the council to discuss how this land could be better used made perfect sense. According to the co-founder and coordinator of Grow 73 “the land had been lying vacant for over 15 years right at the heart of our local park but was fenced off from the public, making a piece of land of just under 8000m2 inaccessible. This could add so many benefits to our community from learning how to grow food, maybe for those who are on a waiting list to have an allotment but wanting to gain confidence in growing food, to upskilling or training young people with skills leading up to employment, tackling mental health issues, and caring for the environment.” With this additional piece of land, Grow 73 is now developing a local community garden so that anyone can access the opportunity to grow their own food. The Community Garden will have four areas: a social zone with a meeting space, orchard, picnic area; a woodland zone with a kids play area; a biodiversity zone with a wildflower garden, a sensory garden and a pond; and finally, a growing zone with raised beds and poly-tunnel. The group have also carried their passion and endeavours out into the local community and schools helping them to get their hands dirty and learn about self-sufficiency and the benefits of outdoor pursuits. The co-founder also said “The beneficiaries of this project would be anyone who is interested, but the connections we have made so far are with Advinia care home, Rutherglen health centre, 18 local schools, local groups such as community groups and scout, brownies as well as churches and Universal connections. We are very keen to do Intergenerational work too, which we had done for our mural at Rutherglen train station and for sculptures in the park, celebrating local heritage”. Following their application, the council granted a lease of ground extending to 7,852 square meters for a period of 15 years with rental of £1 per annum. Case study 3: Asset Transfer for community recreational space in Blantyre In 2021 the charitable organisation Blantyre Soccer Academy took over an open space at Birch Place. The objectives of the Soccer Academy are to advance public participation in the amateur sport of football and to advance community development by providing a safe environment to encourage and promote the development of health, self-esteem, health and friendship within the community. The open space was adjacent to Blantyre Soccer Academy’s Community Hub and the organisation was seeking to extend its community activities in partnership with other local organisations and create a community food growing area, Covid-19 memorial area, wild growing area and outdoor recreational space. Following their application to the council, Blantyre Soccer Academy were able to acquire the open space of approximately 1,943 square meters, enabling them to progress their plans for community recreational space in Blantyre. 54
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Finance The Finance pillar focuses on efforts to increase flows of investment within local economies by harnessing and recirculating the wealth that exists, as opposed to attracting capital. Our strategy aims to encourage and support financial growth for communities, including building and attracting development and investment opportunities and encouraging local spend. Key achievements • A dedicated Investment and Marketing officer has been appointed within the council’s Business Support Team to market the council area and support local spend initiatives and messaging • Established town centre App promoting local trade, community • activities by promoting local businesses and communities. • ‘Scotland Loves Local’ Gift Card trial approved and in place, 1 year pilot scheme in all SL town centres. • Strategies to boost South Lanarkshire town centres have been developed, covering Hamilton, Cambuslang, Larkhall and Blantyre, under rolling 5 year review. How it’s working in South Lanarkshire: Case study 1: Cambuslang Community Council BankHUB During 2020-21, the Cambuslang BankHUB project piloted a new form of high-street banking involving financial institutions cooperating to offer banking services from a single unit. The project originated in the resilience shown by community organisations in Cambuslang who refused to accept the loss of banking facilities in their town, and the negative consequences for businesses and residents. Following the successful pilot in Cambuslang, the BankHUB model is being rolled out to other communities across the UK. What happens when a town becomes unbanked? This was the challenge faced by Cambuslang in 2018 - the third largest town in South Lanarkshire, with c.28,600 people - following the closures of all three bank branches in quick succession. The branch closures had overwhelmingly negative effects on local residents. Getting access to cash became difficult, and the closures were a cause of substantial financial hardship for a significant minority of residents. Many businesses also experienced financial difficulties and had major problems with alternative banking facilities. Most experienced a loss of trade as local residents shopped less on Cambuslang Main Street. The commercial viability of the town centre suffered, threatening to undermine a regeneration strategy for the town. Cambuslang Community Council took the lead in advocating the restoration of a banking service. Its report on the consequences of branch closures made headlines in Scottish and UK media, and its submission to a House of Commons inquiry led to the Scottish Affairs Committee launching a report on access to cash in Cambuslang. This evidence gathering enabled Cambuslang Community Council to apply successfully for Cambuslang to become a Community Access to Cash Pilot (CACP) in summer 2020. Cambuslang was one of nine pilots across the UK and one of two in Scotland, each having the aim of testing different ways of improving access to cash, 55
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A working group of local community organisations, led by the Community Council, and a community survey of 1100 respondents showed an overwhelming demand for face-to-face banking services in Cambuslang. Working with the CACP team and the Post Office, the outcome of extensive discussion was the BankHUB concept. This involved the PO and the five banks with major market share in Cambuslang collectively – for the first time - offering services in one place. The PO would provide a daily over-the-counter service for cash deposit/withdrawal and bill payment, while each of the five banks would offer account management services, each providing a community banker one day a week in turn. The Cambuslang BankHUB opened in April 2021 for a six-month pilot period and was an immediate success. Very quickly it had high levels of use, with excellent customer assessments for the quality of service. The BankHUB has significantly improved local access to cash; people no longer have to travel to other towns for banking transactions. Being able to conduct banking business on the Main Street has led people to spend more money in the town centre. Cash is being kept in the local economy and businesses are feeling the benefit. The lessons from Cambuslang, and a similar pilot in Rochford, have been recognised nationally, and the Community Access to Cash Review recommended replicating the model elsewhere. BankHUBs are now being slowly rolled out elsewhere, and Cambuslang Community Council is providing peer support to share its experience of improving access to cash with other towns and communities across the UK. 56
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Building the generative economy Action under this pillar seeks to develop and grow small, locally owned enterprises which are more financially generative for the local economy - locking wealth into place. Our strategy outlined how we would work to support local businesses, not-for-profit organisations and communities to safeguard and create local jobs and address post-Covid recovery. Key achievements • A new Small Business Support Grant has been introduced and Business Gateway has been resourced to pilot offer of a new Start Up grant • During the last year there have been key events to offer support to businesses and signpost sources of help: o Meet the Real Buyer o Women in Business o Build Lanarkshire o Lanarkshire Business Hub • A Working Group looking at a volunteering strategy for the Community Planning Partnership has been established led by VASLan. A survey of partner volunteering has been completed and writing group established to progress the strategy. How it’s working in South Lanarkshire: Case study 1: Working with communities to target town centre funding The Council received funding from the Scottish Government, in common with all Local Authorities, to support our town centres to bring forward transformational change for the communities they serve. Unlike many authorities South Lanarkshire chose to invite bids from communities to deliver the most effective programme of projects across our communities. In Carnwath we have been able to work with the local Community Council to bring forward development on a disused site at the edge of the town centre. The community have had aspirations to regenerate the site for a number of years and the availability of funding and strength of their application has allowed the proposals to proceed. The initial funding has allowed the site to be acquired and acted as a catalyst for other funder to get behind the project. The previous owner carried out decontamination works as part of the project and the community are now progressing to the delivery phase of their building prioritising local contractors where possible. Despite the challenges in the construction industry the strength of the application has allowed the Council to provide additional funding to offset cost increases allowing the community to deliver their ambitions. Following the success of this initial phase a subsequent application was supported under the Place Based Investment Programme to support the acquisition and refurbishment of an empty retain unit in the town which the community will run on a not for profit basis with any surplus reinvested in community events and initiatives. The combination of these initiatives will support this small community over many years through the delivery of CWB under most of the CWB pillars In Forth the community Council applied to the Council to support their ambitions to run a community cinema and café from the hall of one of the churches located at the centre of the town. The funding has allowed the purchase and installation of high quality projection 57
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equipment along with the refurbishment and installation of new kitchen equipment to bring the hall up to a suitable standard. The community have delivered all aspects of the project and despite the challenges in the construction industry the strength of the application has allowed the Council to provide additional funding to offset cost increases allowing the community to deliver their ambitions. The community are now in the process of delivering a second phase through the Place Based Investment Programme which will combine this facility with an outdoor community facility at the heart of the town centre Bothwell community Council applied to the Council to support their ambitions to deliver a community facility in the town library which was not being used to its full potential. The application covered the cost of refurbishing the property which has a number of backlog maintenance issues and acted as a catalyst to apply to other funders to cover the cost of a community asset transfer from the council and additional refurbishment / conversion works. The group have pulled together an extensive and ambitious project which will see the completed project become an important community facility which will generate income for a range of other community projects, events and initiatives. Case study 2: The Hamilton Hub @ New Cross The Hamilton Hub @ New Cross sees the development of a £1.5 million regeneration project which will transform 920sqm of vacant retail space into a thriving community and enterprise hub in the heart of Hamilton town centre. The Hamilton Hub aims to secure better outcomes for everyone and increased opportunities for the people and communities of Hamilton to shape their own lives securing transformational change through the provision of more and better integrated services and opportunities for local people and enterprise. The Hamilton Hub will be a dynamic centre for business start-ups and local enterprise and will be a focal point for the delivery of projects, initiatives and services with an employment, skills and health and wellbeing focus and will have a significant impact on the economic, physical and social regeneration of Hamilton Town Centre. The Hamilton Hub @ New Cross, as a multi-agency centre, will ensure vital services and organisations are accessible for local people. As well as bespoke, dedicated office space, the hub will offer IT enabled meeting room, event and near to home working space for the wider community. The council has used its commercial property asset and the availability of funding from the Town Centre Capital Fund, Place Based Investment Programme and the Regeneration Capital Grant fund todeliver a facility which will become an important focal point for business, the community and the third sector. Case study 3: Lanarkshire Larder Regional Food Group Lanarkshire Larder is a membership organisation made up of local food and drink businesses who want to raise awareness of the local Food and Drink industry to residents and visitors. The group was officially formed in April 2021 with funding from Scotland Food & Drink, North Lanarkshire Council and South Lanarkshire Council. 61 members are now part of the network including farmers, food retails and food hospitality businesses. During its first year, the group focused on creating a strong food and drink identity for Lanarkshire Larder. This has included the creation of a strong brand logo, website, and social media presence. For instance, regular stories on producers are shared on social media and in the newsletter. A food and drink trail has also been developed and promoted across Lanarkshire to increase access to locally produced food and drink and reduce supply chain which in turn benefits the local economy. The network has also helped to foster collaboration as many of 58
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the members are now actively working together particularly the food retail outlets. The group has also started to collaborate with New College Lanarkshire and the Royal Highland Education Trust to educate pupils on agriculture and the food and drink industry. Case study 4: NHS Lanarkshire Hospital Therapeutic Growing Clydesdale Community Initiatives (CCI) in partnership with NHS Lanarkshire have been delivering a hospital gardening programme of work to support individuals in our community who face barriers to inclusion. The project has supported hospital inpatients, outpatients, community volunteers and NHS staff who have experienced significant levels of stress and anxiety because of the Covid 19 pandemic. Utilising adjustments due to the social restrictions, work continued to ensure participants could benefit from this therapeutic growing and additional space was identified for vegetable growing. Through the programme this past year, community grower participation contributed to an impressive 852kg of fresh produce donations to the Clydesdale Foodbank and delivery of 668 food parcels to local vulnerable residents this year. 59
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Conclusion This annual report has highlighted our progress over the first year of Community Wealth Building. We have made great strides in bringing the energies, skills and resources of anchor organisations in South Lanarkshire to a focus around our Community Wealth Building ambitions. But this is only a start. We have been inspired by examples of what CWB can achieve in the UK and abroad, however we recognise that these successes have been years in the making. That is why our strategy looks to achieve results across a five-year period as a starting point. We will refresh our 5-year action plan in the light of what we have achieved so far. We will extend the reach and scope of our actions by working together – partners, stakeholders and communities – to generate ideas, pool resources and harness our collective energy to bring about lasting change. Our ambition, as we set out in our strategy, is to develop a resilient, inclusive local economy, with more local employment and a more diverse business base. As we embark on the second year of our strategy, we will benefit from the strong foundation we have established so far. Over the coming year we will take co-ordinated action across the five pillars of CWB to develop a fairer, more inclusive economy that works for the people and businesses of South Lanarkshire. Further information To find out more, visit Community Wealth Building - South Lanarkshire Council 60
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 28 June 2022 Report by: Executive Director (Finance and Corporate Resources) Subject: Meeting Timetable 2022/2023 1. Purpose of Report 1.1. The purpose of the report is to: - [purpose] Advise members of the proposed timetable of meetings for the Commission to February 2023. 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s): - (1) that the arrangements for future meetings of the Commission be approved. 3. Background 3.1. In accordance with its Terms of Reference, the Commission is required to meet 4 times each financial year with additional meetings held as and when required. 3.2. The proposed dates after 28 June 2022 are listed below:- Tuesday 6 September 2022 at 2.00 pm Tuesday 6 December 2022 at 2.00 pm Tuesday 28 February 2023 at 2.00 pm 3.3. In addition, proposed dates for the CWB Progress Group meetings, which are scheduled to lead into Commission meetings and allow for post-Commission follow up, have been identified and subject to approval of the Commission’s meeting dates, will be circulated to members of the Progress Group accordingly. 3.4. All meetings will be held on a blended basis, ie, in person at the Council Offices, Almada Street, Hamilton and by MS Teams. 4. Employee Implications 4.1. There are no direct employee implications. 5 Financial Implications 5.1. There are no direct financial implications. 6. Climate Change, Sustainability and Environmental Implications 6.1 There are no climate change implications as a result of this report. A Strategic Environmental Assessment will be undertaken if required. 7. Other Implications 7.1. There are no implications in terms of risk. 7 61
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8. Equality Impact Assessment and Consultation Arrangements 8.1. Consultation on the development of the CWB approach will be integrated with planned consultation and engagement activities through 2021 and beyond. Paul Manning Executive Director (Finance and Corporate Resources) 23 May 2022 Link(s) to Council Values/Ambitions/Objectives Ensure communities are safe, strong, and sustainable. Promote sustainable and inclusive economic growth and tackle disadvantage. Previous References Executive Committee, 26 May 2021 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: - Geraldine McCann, Head of Administration and Legal Services Ext: 4658 (Tel: 01698 454658) Email: geraldine.mccann@southlanarkshire.gov.uk 62