Agenda Document Pack - Community Wealth Building Commission - 06/06/2023
South Lanarkshire Council · 6 June 2023
Back to Community Wealth Building Commission — 6 June 2023 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Friday, 26 May 2023 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, 06 June 2023 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Cleland Sneddon Chief Executive South Lanarkshire Council Councillor Alex Allison Councillor Robert Brown Councillor Maureen Chalmers 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 Jann Gardner, Chief Executive, NHS Lanarkshire Josephine Pravinkumar, Director of Public Health, NHS Lanarkshire Hisashi Kuboyama, Development Manager, West of Scotland, Federation of Small Businesses Steven Sweeney, Chief Executive, VASLan Thomas Adamson, Estates Environment Manager, University of the West of Scotland (UWS) 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Community Wealth Building Commission held on 28 February 2023 submitted for approval as a correct record. (Copy attached) 5 - 12 Item(s) for Consideration 3 Shaping Places for Wellbeing Report dated 10 May 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached). Presentation by Ruth Hart, Shaping Places for Wellbeing Project Lead, Rutherglen, Improvement Service 13 - 14 4 South Lanarkshire Social Enterprise Strategy 2023 -2027 Report dated 27 April 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 15 - 40 5 Supplier Engagement Report dated 18 May 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 41 - 48 6 Community Benefits Associated with the Council's Affordable Housing Supply Programme Report dated 18 May 2023 by the Executive Director (Housing and Technical Resources). (Copy attached) 49 - 56 7 Community Wealth Building Scottish Government Consultation Report dated 10 May 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 57 - 70 8 Community Wealth Building Action Plan Q4 Update Report dated 16 May 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 71 - 92 9 Forward Programme for Future Meetings Report dated 18 May 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 93 - 96 Any Other Competent Business 10 Any Other Competent Business Any other items of business which the Chair decides are competent. For further information, please contact:- Clerk Name: Helen Calley 2
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Clerk Telephone: 07385370069 Clerk Email: helen.calley@southlanarkshire.gov.uk 3
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COMMUNITY WEALTH BUILDING COMMISSION Minutes of meeting held via Confero and in the Council Chamber, Council Offices, Almada Street, Hamilton on 28 February 2023 Chair: Councillor Joe Fagan Present: South Lanarkshire Council Councillors Alex Allison, Robert Brown, Maureen Chalmers, Margaret Cooper, Kirsten Robb, Margaret B Walker C Sneddon, Chief Executive; P Manning, Executive Director (Finance and Corporate Resources) NHS Lanarkshire J Pravinkumar, Director of Public Health; E Russell, Consultant in Public Health University of the West of Scotland T Adamson, Estates Environmental Manager VASLan S Sweeney, Chief Executive Officer Also Attending: South Lanarkshire Council Community and Enterprise Resources S Keating, Property Development Manager Finance and Corporate Resources H Calley, Administration Officer; N Docherty, Administration Assistant; C Fergusson, Head of Finance (Transactions); T Little, Head of Communications and Strategy; N Reid, Improvement and Community Planning Manager Apologies: South Lanarkshire Council Councillor John Ross; S Sengupta, Director, Health and Social Care; G McCann, Head of Administration and Legal Services (Finance and Corporate Resources) Federation of Small Businesses H Kuboyama, Development Manager, West of Scotland NHS Lanarkshire J Gardner, Chief Executive 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Community Wealth Building Commission held on 6 December 2022 were submitted for approval as a correct record. The Commission decided: that the minutes be approved as a correct record. 3 Membership Update A report dated 9 February 2023 by the Executive Director (Finance and Corporate Resources) was submitted advising of a change to the membership of the Commission. 2 5
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Following a request from NHS Lanarkshire, J Pravinkumar, Director of Public Health, was added to the membership of the Community Wealth Building Commission, in addition to the current representation of Jann Gardner, Chief Executive, NHS Lanarkshire. The Chair, on behalf of the Commission, welcomed J Pravinkumar to her first meeting. The Commission decided: that the change in membership be noted. 4 NHS Lanarkshire as an Anchor Organisation A report dated 23 January 2023 by the Consultant in Public Health, NHS Lanarkshire (NHSL), was submitted:- providing an update on the work being undertaken by NHSL to harness its ambitions as an inclusive anchor organisation detailing how its programme of work would be taken forward; and highlighting the recently developed Cost of Living Delivery Plan CWB was a progressive approach to economic development which aimed to retain opportunities and wealth in communities for the benefit of the local population. This was achieved by harnessing the economic and social power of locally rooted organisations, often referred to as local anchors. Anchor organisations were large, locally rooted organisations and included the NHS, local authorities, colleges and universities, and private businesses with local headquarters. As they employed many people, spent substantial amounts of money, owned and managed land and assets, and often delivered crucial services, they had a considerable impact on local communities and economies. Anchor organisations were pivotal to CWB as a result of the scale and ways in which they operated and significantly added to local employment, business growth, skills, incomes, health and wellbeing. They helped places thrive and be places where people wanted to live and where businesses wanted to invest, setting them on a path to long term success and shared prosperity. As noted by the Joseph Rowntree Foundation (JRF), there were 5 areas of activity where anchor organisations could make a difference:- as an employer through procurement of goods through environment and assets through products and service delivery through corporate and civic behaviours The Scottish Government recently launched a Care and Wellbeing Programme which included an anchor workstream. The aim of the programme was to support Scotland’s health and social care providers to become active anchor organisations which would help to mitigate against some of the drivers of socioeconomic inequalities within their area. The JRF, in partnership with Leeds City Council, had developed an Anchor Progression Framework as a tool for organisations to use to self-assess where they were against the 5 anchor pillars, the details of which were attached to the report. 6
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In the absence of a Scottish toolkit, work was undertaken in 2022 to scope out the NHSL baseline position as an anchor organisation against each of the pillars using the JRF Progression Framework. Public Health Scotland was also developing a Scottish Anchor Assessment Framework to support the national Care and Wellbeing Programme. It was anticipated Boards would be expected to report on this new assessment framework as part of annual performance monitoring. Overall, NHSL performed well across many of the anchor pillars and there were opportunities for it to further enhance its role and influence as an anchor, particularly with regards to targeting opportunities and services to those who were most vulnerable and through further developing employability, procurement and asset strategies. A summary of the areas where NHSL had made progress as an anchor was detailed in the report. NHSL aimed to capitalise on the opportunities afforded through the development of the new healthcare strategy, Our Health Together, to intentionally “do things differently” and strengthen anchor commitments. Critical to this aim, was working collaboratively with other local anchors to share learning and build on the existing strong partnerships already in place. An anchor workshop was being planned for spring 2023 to review the NHSL anchor baseline assessment in light of the national programme and framework. This would help to prioritise key actions and performance monitoring measures going forward. The Consultant in Public Health, NHSL, answered members’ questions on the integrated quality impact assessment and socioeconomic inequalities; the employment pillar and innovative approaches with recruitment from vulnerable groups; details of co-location services in relation to transport issues; how financial wellbeing was included for patients at acute centres; resource capacity to harness and analyse data captured through the public health intelligence hub and plans for some services to be accessible outside of hospitals. The Chief Executive Officer, VASLan, noted the issues with awareness and understanding of CWB as well as the level of engagement with communities but hoped there would be opportunities, at locality level or pillar-by-pillar, to raise awareness which the third sector would support. The Commission decided: that the report be noted. E Russell left the meeting after this item of business 5 Community Wealth Building and the Role of Charters A report dated 18 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted providing an overview and examples of how charters had been used to support Community Wealth Building (CWB). The South Lanarkshire CWB Strategy aimed to develop resilient, inclusive local economies, with more local employment and a larger and more diverse business base. It set out South Lanarkshire’s ambitions across each of the 5 pillars of CWB of spending, workforce, land and property, finance and building the generative economy. The report included examples of how charters and anchor frameworks had been used in different localities to support CWB and suggested ways in which the CWB Strategy might be supported by means of a Charter for South Lanarkshire. 7
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Although there were limited examples of the use of Charters in Scotland, in October 2020, the CWB Commission in Ayrshire launched the Ayrshire CWB Anchor Charter, which committed local and regional anchor institutions to a range of pledges across the 5 pillars of CWB and a ‘6th pillar’ of climate action. The 2021 annual report indicated that 7 organisations had signed up to the Charter. The pledges were relatively high-level statements and were detailed in the report with the full Ayrshire Charter attached as Appendix 1. In April 2022, a Fife Anchor Charter was approved which was essentially the same as the Ayrshire Charter, although it lacked the additional 6th pillar on climate action. In Fife, the partners had taken the approach of agreeing the charter first (as part of the Fife Recovery and Renewal Plan 2021 to 2024) and then looked to develop a delivery plan covering all 5 pillars of CWB. The Fife Charter was attached as Appendix 2 to the report. A different approach was taken by Stirling Council, which had adopted a charter that focused on “the progressive procurement of goods and services”, the first of the 5 pillars of CWB. Its charter included a pledge to CWB principles and a number of actions similar to those already in the South Lanarkshire Action Plan. The Stirling Procurement Charter was attached as Appendix 3 to the report. The Leeds Anchor Network drew membership from over a dozen organisations, including NHS Trusts, universities and colleges, Leeds City Council, Yorkshire Water, British Library and Northern Gas Networks, which formed a network and used a Progression Framework, developed with support from the JRF and others, to set out the commitments and behaviours expected of an anchor organisation. Although not a charter, the Progression Framework served a similar function and examples were attached as Appendix 4 to the report. Other examples were detailed in the report, including a Health Anchors Learning Network and the Stevenage Charter. The examples illustrated that there was no one-size-fits-all charter for CWB. Different approaches had been adopted by different localities at different times, depending on local circumstances, opportunities, existing networks and the level of maturity of CWB. It was proposed that the CWB Progress Group be tasked with assessing the benefits of adopting a charter and provide a report, with recommendations, to a future meeting of the Commission. Consideration would also be given to developing a Charter which was Lanarkshire-wide and involved other anchor organisations. Work would also be done to establish how other areas, including North Ayrshire and Preston, had communicated and engaged with their communities on CWB. The Commission decided: (1) that the report be noted; (2) that the Progress Group be tasked with evaluating the potential benefits of developing a charter for South Lanarkshire; and (3) that a further report with recommendations be brought to a future meeting of the Commission. 6 Area Profiling Tool for South Lanarkshire A report dated 18 January 2023 by the Executive Director (Finance and Corporate Resources) was submitted providing the Commission with an overview of an online tool which provided statistical information on small areas and communities within South Lanarkshire. 8
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The Commission had been provided with statistical information on the economic and social context within South Lanarkshire at previous meetings. When the data digest was presented, a commitment was given to bring regular updates to the Commission to inform decision-making and provide appropriate context for Community Wealth Building (CWB) work in South Lanarkshire. The Council’s website included an Area Profiling Tool, developed by the Council, which provided data to aid understanding of the social and economic situation in South Lanarkshire. The Tool enabled thematic reports to be generated about areas within South Lanarkshire, which were defined by the user, with any combination of data-zones selected to form a user-defined area for analysis. The Tool had 2 main features, the ability for users to select an area of interest or to define their own “custom” area, with the ability to select what sort of information they would like to see about the area. The Tool stored statistics about individual data-zones which were the lowest level to which analysis could be provided. The Tool had a number of pre-defined geographical areas built in and once an area was selected, users chose a statistical theme, which reflected the outcomes in the Council Plan, Connect. Appendix 1 to the report provided a sample report which combined all themes using the Hamilton Area Committee area. The Tool would continue to be updated with new data as it became available and as the Council rolled out new technologies for data management, the Tool would be reviewed to assess options for migrating it to an alternative platform, possibly within a dashboard-style Tool which provided a wider range of intelligence about the social and economic situation in South Lanarkshire. The Commission would continue to receive an annual refresh of the data digest previously provided, the next iteration being available in summer 2023. Officers gave an undertaking to send members a link to the Tool and to respond to a member’s question regarding using it in relation to 20-minute neighbourhoods. Although members acknowledged the benefits of the Tool, it was noted that it would not provide data on groups of people, for example, older people or trends. Also, data would not identify who needed help and where, for example, rural areas. The Commission decided: that the report be noted. 7 Community Wealth Building Scottish Government Consultation A report dated 3 February 2023 by the Executive Director (Finance and Corporate Resources) was submitted advising of a consultation on Community Wealth Building, launched by the Scottish Government and proposing a joint response be developed by the Progress Group, on behalf of the Commission, with the final submission to be tabled at the next meeting of the Commission. In the Programme for Government 2022/2023, the Scottish Government indicated that it would hold a consultation on CWB legislation. The consultation was launched on 31 January 2023 and sought views on what was required to accelerate and deepen CWB in Scotland. The closing date for responses to the consultation was 25 April 2023. 9
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The consultation paper, Building Community Wealth in Scotland, set out a vision for CWB as part of a strategic approach to the development of a wellbeing economy. The commitment to the introduction of legislation on CWB in the current Parliamentary session was seen as part of a strategic approach to creating a wellbeing economy, empowering communities and supporting local and regional economic development. Other activity to support the agenda included the upcoming Land Reform Bill, the commitment to a series of Just Transition Plans, the National Planning Framework 4, the Refreshed Fair Work Action Plan and the review of the Community Empowerment Act. The consultation paper had 3 parts. Part 1 described what CWB was, provided an overview of CWB activity in Scotland and outlined the background to and ambitions for CWB legislation; part 2 set out proposals for a duty to advance CWB and explored each of the pillars in turn, looking at what might be required to advance CWB in Scotland, with suggestions collated from stakeholder engagement so far; and part 3 provided details on how to respond to the consultation and next steps. The consultation paper was attached as Appendix 1 and the questions set were attached as Appendix 2 to the report. The consultation included a proposal to implement a duty to advance CWB giving 3 options, which were detailed in the report. The consultation also included the question “are there ways in which the law could be changed to advance this pillar?” for each of the 5 pillars of CWB. To assist respondents, the consultation provided examples of suggestions made by stakeholders in the course of engagement on CWB to date, as detailed in the report. It was proposed that the CWB Progress Group develops a draft response which would be circulated to Commission members for approval prior to its submission by the closing date. The Commission decided: (1) that the report be noted; (2) that the Progress Group be tasked with developing a draft response on behalf of the CWB Commission; (3) that the draft response, once approved, be submitted to the Scottish Government by the closing date of 25 April 2023; and (4) that the final submission be formally tabled at the next meeting of the Commission on 6 June 2023. 8 Meeting Timetable 2023/2024 A report dated 9 February 2023 by the Executive Director (Finance and Corporate Resources) was submitted proposing that future dates of the Community Wealth Building Commission take place at 2pm on the following dates:- Tuesday 6 June 2023 Tuesday 5 September 2023 Tuesday 12 December 2023 Tuesday 12 March 2024 The Commission decided: that future meetings of the Commission be held on the dates detailed above. 10
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9 Forward Programme for Future Meetings A report dated 9 February 2023 by the Executive Director (Finance and Corporate Resources) was submitted advising of the forward programme for meetings of the Commission and inviting members to suggest topics for inclusion in the Commission’s forward programme. The Commission decided: that the report be noted. 10 Any Other Competent Business There were no other items of competent business. 11
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 6 June 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Shaping Places for Wellbeing 1. Purpose of Report 1.1. The purpose of the report is to:- introduce the Shaping Places for Wellbeing approach as an example of place- based approaches to Community Wealth Building (CWB) and wellbeing 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 Commission meeting on 6 September 2022, there was a wide-ranging discussion of CWB topics with the Scottish Government CWB Team and Neil McInroy from the Centre for Local Economic Strategies (CLES) in attendance. It was agreed that further discussion sessions at the Commission to explore CWB concepts and applications would be beneficial to implementation of the approach in South Lanarkshire. 3.2. Following on from this meeting, a paper was brought to the Commission on 28 February 2023 discussing the use of Charters in CWB and work is now underway to look at a potential charter for South Lanarkshire. 3.3. This report introduces the Local Government Improvement Service (LGIS) presentation on Shaping Places for Wellbeing to provide a starting point for a consideration of place-based approaches and the implementation of CWB. 4. Shaping Places for Wellbeing 4.1. Shaping Places for Wellbeing is a 3 year programme, running until March 2024, which is being delivered by Public Health Scotland (PHS) and LGIS jointly, with local authorities and NHS Boards and has the aim of addressing health inequalities. The programme attempts to stop problems developing through the use of an upstream approach to address the social determinants of health. 4.2. The programme recognises that much of the ability to make improvements in areas sits with local partners, including councils and it seeks to harness this to develop new approaches that improve health and wellbeing outcomes and from which learning can be drawn and used more widely across Scotland. 4.3. In South Lanarkshire, the Rutherglen area has been selected as a test site due to the level of health inequalities within the town, the strong local infrastructure and the work being complementary and adding additionality to the range of activity which was already under way. 3 13
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5. Links to the CWB Agenda 5.1. From a spatial planning perspective, one of the objectives of the recent review of the planning system was to strengthen links between spatial and community planning. The planning system should support development that reduces health inequalities, particularly in places that are experiencing the most disadvantaged. 5.2. Ways in which this can be achieved include the creation of 20-minute neighbourhoods; prioritising the re-use of vacant and derelict land and encouraging measures to facilitate active travel, enhance biodiversity, open space/play/recreation and improve air quality. All of these themes can combine to improve health and wellbeing through the creation of high quality, climate resilient places. The CWB strategy and action plan include a number of actions which address these topics. 6. Conclusions and Next Steps 6.1. The Commission is asked to note the content of this report and the presentation by the Local Government Improvement Service. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change implications as a result of this report. 10. Other Implications 10.1. None. 11. Equality Impact Assessment and Consultation Arrangements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. Paul Manning Executive Director (Finance and Corporate Resources) 10 May 2023 Link(s) to Council Objectives/Values/Ambitions • Accountable, effective, efficient and transparent Previous References • None List of Background Papers • None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 14
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 6 June 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire Social Enterprise Strategy 2023 to 2027 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on progress on the development of the South Lanarkshire Social Enterprise Strategy, as attached at Appendix 1 to the report 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that content of the South Lanarkshire Social Enterprise Strategy 2023 to 2027 be noted; and (2) that comment be provided on the report. 3. Background 3.1. At the first meeting of the Community Wealth Building Commission on 31 August 2021, members approved an action plan to accompany the South Lanarkshire Community Wealth Building Strategy 2022. This new Social Enterprise (SE) Strategy is one of the high-level outcomes of the Community Wealth Building Action plan, alongside the development of a Social Enterprise Steering Group. 3.2. The SE Strategy sets out the Council’s commitment to increase the number of social enterprise and improve the sustainability of the Sector in South Lanarkshire. We have received constructive comments that have informed the Strategy, attached as Appendix 1. 3.3. The priorities and draft narrative have been shared with and informed by partners, and stakeholders, within and out with the Council, as part of a wider consultation process. A list of consultees is attached at Appendix 2. 4. South Lanarkshire Social Enterprise Strategy 2023 to 2027 4.1. The SE Strategy is a new strategy for South Lanarkshire, that is in keeping with the Scottish Government’s priorities for the sector, and vision of a fair society and inclusive economy, as set out in the ‘Scotland’s Social Enterprise Strategy 2016 to 2026’. The 3 high level priorities are:- 4 15
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1. Stimulating Social Enterprise 2. Developing Stronger Organisations 3. Realising Market Opportunity 4.2. The Strategy provides an ongoing framework for dialogue about, and influence upon, capacity building and business support practices as they affect – and are informed by enterprising third sector organisations and specifically social enterprises. And will take an evidence-based approach to inform detailed actions and activity going forward, using data from the 2021 National Social Enterprise Census. 4.3. Contained within the Strategy, ‘Our Vision’ is:- To cultivate a vibrant and growing social enterprise sector in South Lanarkshire, which creates social and environmental benefits for all. 4.4. In summary, the strategy includes the following sections:- Foreword – This section sets out the council’s commitment and investment into growing and sustaining a vibrant social enterprise sector and the contribution to our local economy that the sector delivers, adding value to the existing ecosystem of local and national support and recognising the importance of collaboration and partnership working to effectively deliver on this strategy. Introduction – This short section highlights and promotes the partners ambitions to deliver on key actions under the key priorities of stimulating social enterprise, developing stronger organisations, and realising market opportunity. The Strategy in Context – The draft Social Enterprise Strategy is shaped by both the Strategic Policy Framework and current priorities. In developing the Strategy, officers have taken the opportunity to ensure that objectives remain aligned with policy and strategy updates moving forward to take cognisance of the existing ecosystem of support. Our Priorities –We set out our objectives under the key priorities of stimulating social enterprise, developing stronger organisations, and realising market opportunity to shape our ambitions for the future. Make a series of bold ‘We Will’ statements to confirm our commitment to strengthen and target our existing business offering, invest in the sector, expand the capability of local social enterprises, and strengthen social capital. Delivering on our Ambitions: The key actions and areas of activity are set out in the Strategy which defines our priorities, commitment, outcomes, and how we will measure success. We have developed the strategy in partnership with the Sector and key stakeholders. The Social Enterprise Steering group will set out specific actions as well as leading on some aspects of delivery. 4.5. Officers have developed this strategy as part of the Council’s suite of strategies and plans, namely the Council Plan ‘Connect’, the Community Plan, the Community Wealth Building Strategy, the Sustainable Development and Climate Change Strategy and the Tourism Strategy, all of which are inherently linked and informed by our communities. 4.6. This Strategy is a key action included in the South Lanarkshire Community Wealth Building Action Plan, under the pillar ‘Building the Generative Economy’ which commits to:- the development of a Social Enterprise Strategy and Action Plan formation of a steering group 16
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recruitment of a dedicated Social Enterprise Officer 4.7. A South Lanarkshire Social Economy Steering group, established in August 2022, is the leadership group for developing and implementing the SE Strategy and associated action plan. Its core role is to inform, influence and review progress against the key priorities and actions through a partnership approach. Members on this group currently includes: SLC Procurement, Voluntary Action South Lanarkshire (VASLan), South Lanarkshire Third Sector Chief Officers group (COG), Third Sector rural representation, Inspirent, Business Gateway Lanarkshire, Social Enterprise Scotland, SLC Procurement and SLC Community and Enterprise Resources. 5. Employee Implications 5.1. An Economic Development Officer (Social Economy) has been recruited to finalise and assist with delivering this strategy’s action plan and measure its success going forward. 6. Financial Implications 6.1. The funds required to finalise the strategy and the action plan are included in our revenue budgets for the lifespan of the strategy. External funds will also be sought from UK Government and Scottish Government funding streams to maximising the impacts of Social Enterprise Strategy. 7. Climate Change, Sustainability and Environmental Implications 7.1. The SE Strategy and associated action plan referred to in this report will be delivered having regard to best practice both in terms of how we deliver those actions and our commitment to net zero. 8. Other Implications 8.1. None. 9. Equality Impact Assessment and Consultation Arrangements 9.1. An Equality Impact Assessment has been undertaken and signed off for this new strategy. David Booth Executive Director (Community and Enterprise Resources) 27 April 2023 Link(s) to Council Values/Priorities/Outcomes Values Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Priorities We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve 17
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Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities Previous References None List of Background Papers South Lanarkshire Economic Strategy 2022 to 2027 South Lanarkshire Community Wealth Building Strategy 2022 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Yvonne McBride, Economic Development Officer Mobile: 07795453498 E-mail:- yvonne.mcbride@southlanarkshire.gov.uk 18
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flourishing | green | dynamic | equitable Strategy 2023-2027Social EnterpriseSLC print proof 4 19
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flourishing | green | dynamic | equitable SLC print proof 20
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Contents Foreword 2 Introduction 3 Our Vision 4 About Social Enterprise 5 National Context 6 South Lanarkshire Context 7 Objectives 9 Priorities 12 Case Studies 14 1 SLC print proof 21
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Foreword Social Enterprises help make South Lanarkshire a green, dynamic and equitable place for all. We know the social economy has the ambition and power to transform the lives of our local communities, tackling inequalities, delivering local services and products, and contributing to the wellbeing and prosperity of our local economy. And at the same time reinvesting profits back into their social mission. We’ve seen social enterprises delivering innovative responses to tackle climate challenge through food, reuse and recycling initiatives and addressing wider environmental impact through local production and supply chains. Social enterprise is, indeed, a force for good which we want to support and invest in. To ensure our social economy continues to grow in confidence, potential and capability, we have prioritised our investment to enable the creation of sustainable social enterprises that thrive, grow, innovate, diversify, and support our local communities., because enterprise is what makes the social impact possible. The 2021 Social Enterprise Census showed that South Lanarkshire had 177 social enteprises, an increase of 14 or 8.6% since the 2017 census. Over 2015 to 2021 period, the number of social enterprises operating in South Lanarkshire increased by 34 or 23.7% which is greater than the increase experienced by Scotland as a whole, of 16.3%. We aim to build on this and invest further in social enterprises start-up and existing businesses and ensure that we support our social economy to continue to innovate and grow. Our social enterprises are motivated by a genuine desire to create a meaningful and lasting impact in our local communities, seeking to address social, economic, and environmental issues with limited resources – and often reliant on reducing grant funding which is not sustainable. We also recognise and celebrate the diversity of the sector and its ability to respond in times of crisis as we have seen through the Covid-19, and the current cost of living crisis. Our featured case studies with Clydesdale Community Initiatives, Juniors Play Café, R:evolve Recycle, Morphfit, Climate Action Strathaven, Social Enterprise in Schools and Healthy and Active East Kilbride, collectively demonstrate the range of supports and services, and the different sectors in which social enterprise operate. This strategy has been designed in collaboration with our wider third sector, partners, and stakeholders. If we are to realise our multiple and far-reaching aspirations for social enterprise in South Lanarkshire, continued collaboration and partnership working with the social economy, key public sector partners, and the private sector, will be vital. It is important that we also recognise the eco-system of support already available, and we will fully utilise this to ensure our social enterprises are empowered to shape their own ambitious future and deliver on our community wealth building approach. Looking ahead to the future, the objectives set out in this strategy are designed to create opportunities and build strength and confidence for the sector to deliver more services, tackle inequalities; and build strength and confidence within our communities. To drive forward these objectives, a newly formed SE Steering group will develop key actions that take the lead from the Scottish Government’s three priorities for the sector, namely: stimulating social enterprise; developing stronger organisations; and realising market opportunity. Our commitment to social enterprise is to deliver direct investment and continue to build on a sustainable social economy here in South Lanarkshire, which in turn will help deliver social value; more local services; and improved networking opportunities. Councillor Robert Brown Chair of Community and Enterprise Committee 2 flourishing | green | dynamic | equitable SLC print proof 22
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Introduction This new strategy will support the social enterprise sector in three priority areas: stimulating social enterprise activity, developing stronger organisations, and realising market opportunity. South Lanarkshire Council, working with Voluntary Action South Lanarkshire (VASLan) have co-produced this strategy following consultation with the sector and wider stakeholders. This document represents a next step in the journey to shape South Lanarkshire’s agenda for social enterprise, building upon the excellent work which is already taking place. This strategy is a first for South Lanarkshire and marks a fresh start for a partnership approach to further investment in local Social Enterprises. A newly formed South Lanarkshire Social Economy Steering group (SESG) is the leadership group for developing and implementing this social enterprise strategy and associated action plan. SESG membership is made up public and third sector leaders and influencers from organisations that represent, work with, and provide business and capacity building support to the enterprising third sector and social enterprises in South Lanarkshire. Steven Sweeney, CEO of Voluntary Action South Lanarkshire and Chair of SESG said, “Social Enterprises are a key enabler in the delivery of the community planning partnership’s shared ambitions, around People, Place and Planet. Together, we can form a more flourishing, green, dynamic and equitable Social Economy”. 3 SLC print proof 23
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Our vision Our shared vision is to cultivate a vibrant, and growing social enterprise sector in South Lanarkshire which creates social and environmental benefits for all. To grow the local economy, increasing local spend with the Sector and targeting support to our homegrown Social Enterprise 1 Aim Objectives Priorities 2 Priority 1: Stimulating the social economy Priority 2: Developing stronger organisations Priority 3: Realising market opportunities 3 Invest in a more balanced and prosperous economy for South Lanarkshire to: • Deliver bespoke accelerator business support programme(s) to 45 organisations from 2022 onwards. • Package up additional small grant funding in 2023 to support up to 30 organisations to start up and increase trading. • Work with SESG partners and wider public, private and third sector stakeholders to promote out good practice examples and the sector generally, via case studies, social media, and news releases. Deliver local services and Influence more local spend through effective use of procurement and robust local supply chains. We will: • Broker engagement with Business Gateway and the wider business support offer to local organisations seeking to take on leasing or buying publicly owned buildings or land. • Explore options for involvement and sign up to the Scottish Government’s Corporate Challenge and Buy Social programme managed by Social Enterprise Scotland. • Deliver a procurement workshop(s) for the sector. • Promote out the Council’s new Community Benefit menu and tool. Engage our young people so that they better understand social enterprise business models, and: • Direct young people to the training and opportunities available through the Social Enterprise Academy, Business Gateway’s Business start-up support. • Explore options for a South Lanarkshire Social Enterprise ‘Shark Tank’ schools initiative in 2024. Act on Climate, to target investment and support, we will: • Deliver 2 bespoke sector workshops on Net Zero for up to 50 organisations. • Customise a digital solution and deliver wraparound support to a cohort of 30 social enterprises and, • Create a sector pathway with the Net Zero action planning tool. Build strength and confidence within our communities, as part of our joint ambition to create thriving places we will: • Commit to a place-based approach, targeting investment to 6 – 8 local community anchor organisations and support local social enterprise supply chains. • Invest directly in our South Lanarkshire Social Enterprise Network over the next two years in support of shared learning opportunities, networking, and peer support to 150 organisations over the lifetime of this strategy. • Test a South Lanarkshire Community Bond model and provide a range of financial incentives to encourage people to invest in local regeneration projects. 4 flourishing | green | dynamic | equitable SLC print proof 24
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About Social Enterprise Social Enterprise has a unique advantage in delivering local services, contributing to net zero and tackling inequalities South Lanarkshire has a long tradition of socially responsible business, most notably Robert Owen, of New Lanark, a mill owner and social reformer who understood the importance of creating social good, as well as economic wealth. This tradition continued throughout Lanarkshire with the growth of the cooperative movement and to the present day with new forms of business in pursuit of a fairer and more equitable society. While there is no legal definition for social enterprise in Scotland, it is broadly accepted that a social enterprise trades for the benefit of all or most members of a community, rather than the unlimited private gain of the few. Its primary objective is to achieve social and wider environmental benefit, and distinct from other third sector organisations, social enterprises aspire to financial independence through trading. In Scotland, the ‘asset lock’ is the defining and essential feature of social enterprise and should be built into its business structure. The ‘asset lock’ sets out the requirement that upon dissolution of a company, profits are reinvested in the business or in the beneficiary community, and not distributed to private owners, shareholders, or investors. 5 SLC print proof 25
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National Context Social Enterprises provide a positive influence on the world of commerce, representing a more ethical way of doing business The Scottish Government’s 10-year strategy (Scotland’s Social Enterprise Strategy 2016- 2026) sets out the Government’s commitment and ambition to developing and supporting the sector, recognising the vital role it plays in our economy, in civil society and in creating a fairer, more equitable and inclusive Scotland. Social Enterprise make a significant contribution to Scotland’s economy in most sectors including, Education, Health, Housing and Employability. With over 6000 social enterprises operating in Scotland. Community Wealth Building (CWB) CWB is a place-based economic development model rolling out throughout Scotland. This approach, within the wider frame of the wellbeing economy, is a model of economic development that over time can deliver thriving communities, a fairer society which are environmentally sustainable. CWB looks to transform local and regional economies to deliver on our ambitions for inclusive growth and realise opportunities for more and better jobs, business growth, community owned assets and shorter supply chains supporting net zero ambitions. Social Enterprise Scotland (SES) SES is the national representative body for social enterprises in Scotland. A member-led organisation, SES champions and raises the profile of the sector, campaigning and influencing on key issues and policy. SES provides opportunities for social enterprises to network, connect, learn, and share experience and practice and supports initiatives to encourage and increase trading. SES engages and works with social enterprises, key stakeholders, and a wide range of partners, to develop and grow a collaborative movement that puts social enterprise at the heart of Scotland’s future. Social Enterprise Census The biennial social enterprise census provides a snapshot of the overall make up and economic contribution of the sector. Scotland is recognised as a global forerunner in social enterprise research, policy, networks, and business support. The latest 2021, census data alongside wider sector consultation has helped inform this strategy. See page 8. Sustainable Procurement Sustainable procurement lies at the heart of the Scottish Government’s commitment to deliver inclusive economic growth, where social and economic interventions are considered with equal importance. With public spending worth more than £13 billion annually, there is huge potential for social enterprises to deliver more of Scotland’s services and products, to the benefit of everyone. That is why the Scottish Government has continued to invest in national tailored business support to the sector under the ‘Just Enterprise’ brand to market and deliver start-up, business support and leadership development services and crucially to work with enterprising third sector organisations to support both individual and consortia with procurement and technical tendering support. Many businesses have already started to change their commercial procurement to increase social value and take responsibility for their total value chain impacts on people and the planet. An expanding number of firms in Scotland have systematically introduced social enterprises into their supply chain, partly prompted by the public sector duties and the legislative backing under the Procurement Reform (Scotland) Act 2014. Supplier Development Programme (SDP) The wider public sector, also invests in SDP to support small to medium enterprises, including social enterprise, with little or no experience of tendering through a programme of free expert training, support, and information to help organisations win work with the public sector and to grow their business. 6 flourishing | green | dynamic | equitable SLC print proof 26
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Social Enterprises that are locally rooted, community-led and trading for wider community benefit are key to our community wealth building agenda. South Lanarkshire Context This strategy sets out a new and inspirational plan to achieve our ambition for local social enterprises. A key aim of the community wealth building approach is to influence spend towards local businesses, and social enterprises, to help grow and sustain local economies and promote positive social outcomes. The actions flowing from this strategy are designed to further develop and embed social enterprise business models and support the sector move towards greater financial independence, so that social enterprises can thrive, grow, innovate, diversify, and further support South Lanarkshire communities. The South Lanarkshire Social Enterprise Network (SLSEN) was recently launched as a platform to network and share ideas, provide peer support, encourage creative thinking, and recognise the contribution that the wider sector delivers to address local needs. Supported by VASLan, as the local Third Sector Interface, SLSEN is the key networking forum for both established and aspiring social enterprises. It is in this context that the Council is working with VASLan, SLSEN and the wider sector to develop this first social enterprise strategy and action plan, informed by what our communities have told us, inherently linked to a range of new and /or refreshed council and partner strategies and plans across the Local Authority area. Social enterprises are active across all sectors of the economy. Here in South Lanarkshire, the latest 2021 Census completed by 177 organisations, shows the largest fields of activity for social enterprises are for Health and Social Care (16%), Early Learning and Childcare (16%) and Arts and Creative Industries (15%). Four out of ten social enterprises trade locally, whether in their local community (25%) or within the local authority area (15%). A significant number of South Lanarkshire social enterprises have a wider reach, either to neighbouring local authority areas (35%) or Scotland-wide (25%). 7 SLC print proof 27
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£64m Total annual income of South Lanarkshire SEs £119m Net worth of South Lanarkshire’s social enterprises Pay at least the Real Living Wage to all employees92% Won a public contract within the last 12 months20% 59% Self-sufficiency as a proportion of income converted by trading 75% Led by women 63% Earned income from trading activities 1,280 Full time equivalent (FTE) employees £35m GVA added to South Lanarkshire economy Social Enterprise in South Lanarkshire - key facts Census 2021 78% Sell to direct consumers 26% Located in rural South Lanarkshire social enterprises177 8 flourishing | green | dynamic | equitable SLC print proof 28
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South Lanarkshire is in a good starting place, with our social enterprises already working directly to reduce the region’s social, economic, and environmental impact through innovative care, food, energy, tourism, and recycling initiatives. Objectives We realise the impact of social enterprises as a powerful force for good. Working with the public, private and third sector partners, our commitment is to target the wider business support and investment, ensuring social enterprises continue to grow in confidence, potential and capability. This partnership approach will create the right infrastructure for new models of business to emerge, such as social enterprises because enterprise is what makes the social impact possible. Our shared vision is to cultivate a vibrant, and growing social enterprise sector in South Lanarkshire which creates social and environmental benefits for all. 9 SLC print proof 29
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Invest in a more Balanced and Prosperous Economy for South Lanarkshire With a commitment to delivering social impact, social enterprises lead the way in harnessing the belief that commercial activity has a responsibility beyond turning a profit. By better demonstrating social impact and raising awareness of the sector here in South Lanarkshire, the objective is to, target and bring in more investment, generate a greater understanding of the importance of social enterprise, making the sector more visible, valued, and accessible to communities. There are some locations in South Lanarkshire, particularly local towns and villages, where there are clusters of organisations who play an important role in delivering inclusive economies. By creating the right conditions in local towns and neighbourhoods, we can further support the enterprising third sector to collaborate, share space and diversify to provide a better offering for users. Deliver Local Services Social Enterprises are motivated by core aspirations to improve our personal, collective, and environmental wellbeing. A desire to live better, more sustainable lives, means consumers are increasingly making ethical choices on where to shop and what products to purchase. Our Social enterprises, ethical businesses, credit unions, housing associations, community interest companies, and development trusts can deliver enhanced brand awareness and reputation for customers and consumers, particularly as these enterprises are motivated by core aspirations to improve personal, collective, and environmental wellbeing. The 2021 survey results reinforce two key trends. First, the overall reduction in the share of social enterprises doing business with the public sector (down from 60% in 2015 to 50% in 2021). Second, the increase in social enterprises serving the general public (up from 68% to 82%). This strategy recognises social enterprises as a vehicle for localised service delivery and community- led regeneration. Engage Young People Young people bring progressive values and new expectations about society, business, and life. For us, the social economy and social entrepreneurship an integral part of preparing young people for the world of work. Underpinning this approach is to ensure young people better understand social enterprise business models and ethos by giving them the opportunities to set up and grow social enterprises in their schools and communities. By raising awareness of the sector, we will promote opportunities and careers to young people working in and starting up new social enterprise helping young people to fulfil their potential, develop key employability skills, whilst aspiring to affect ongoing social change in their communities and beyond. 10 flourishing | green | dynamic | equitable SLC print proof 30
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Act on Climate South Lanarkshire’s social economy is ideally placed as a sector to play a leading role towards Net Zero in that social enterprises already consider the triple bottom line of social, economic, and environmental impact. With this additional investment and support, organisations will be better equipped to make Net Zero a reality for themselves and the benefit of communities they work with. The actions linked to this strategy seek to build knowledge and support for social enterprise to play an inspirational and leading role in delivering Scotland’s Net Zero transition by 2045 in a fair and just way. Climate challenge will not affect everyone to the same degree, and we want an approach that supports the sector along the journey, championing social justice and reducing the effects of poverty supported through improved digital, sustainable and green infrastructure. Build Strength and Confidence within our Communities South Lanarkshire is already a great place to live, work and visit. As a partnership, the Social Economy Steering group members, want to do more, which is why we are further investing in local social enterprises to ensure that they thrive and grow. This fits with our ambition to create thriving places where people can access local goods and services on foot or via public transport. Local community anchor organisations play a key role in supporting us develop small, locally owned enterprises which retain wealth in the local economy, and we are committed to this place-based approach, working with partners to develop robust local supply chains of social enterprises likely to support good employment and retain work locally. We will also look to maximise community benefit outcomes for social enterprises, strengthening collaboration and social impact across the public and third sector which will enable the local economy to further grow and develop. Influence more local spend and robust local supply chains Social enterprises offer public bodies an opportunity to practice more socially, environmentally, and economically responsible procurement. It is a key requirement for public bodies to evidence how its procurement processes have facilitated the involvement of small to medium enterprises, third sector and supported business under the sustainable procurement duty as outlined in the Procurement Reform (Scotland) Act 2014. So, for our enterprises who want to become tender ready and bid for contracts, we will strengthen and target our existing business offering including that which is offered through the Supplier Development Programme, Lanarkshire Business Gateway and the wider ecosystem, supporting the local economy to grow effective use of procurement to benefit local communities. And by working together with other large public, private and third sector partners we will embrace progressive procurement approaches in South Lanarkshire, to develop dense supply chains and keeping more of our activity and spend local. 11 SLC print proof 31
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Priority 1 Stimulating Social Enterprise Working with public, private and third sector partners we will generate awareness and greater understanding of the social economy and encourage start up social enterprises and growth here in South Lanarkshire. We will: Target business support to grow social enterprises (SEs) and improve sustainability of the sector throughout South Lanarkshire. Work with partners to support organisations which offer volunteering opportunities as a route to employment. Pilot a community bond to unlock other sources of local investment to enable communities to thrive and provide a bond guarantee that will give local people confidence to invest. Invest in social enterprises and enterprising third sector organisations to generate more of their own funding through trading. Work with partners and support the development of co-working spaces where social entrepreneurs can collaborate with others to deliver social innovation. Maximise opportunities for young people to learn about, social enterprise business models, and opportunities to set up and grow social enterprises in their schools and communities. Invest in the development of the South Lanarkshire Social Enterprise Network (SLSEN). Deliver a Net Zero (NZ) pilot, building capacity of social enterprises and developing the tools to progress further along their NZ journey. Priority 2 Developing Stronger Organisations We will target capacity building and the wider business support offer to social enterprises, so that organisations can access the resources, knowledge and support needed and achieve greater potential. We will: Draw on the expertise through business support, including our business gateway contract to encourage social enterprises to consider how they can diversify their income and explore blended finance models. Build on existing knowledge of market supply through further analysis of the National Social Enterprise Census 2021 data to identify new opportunities for local business to grow. Develop a wider third sector business support offer out to enterprising third sector organisations. Increase networking opportunities, peer to peer support and knowledge exchange for the sector. Invest in the sector and package up new funding for social enterprises to test new ideas, support trial trading, make better use of technology and support entrepreneurship. Build on the strength of collaboration within the sector and encourage and support consortia development. Work with private sector and partners, to maximise community benefit outcomes and encourage our businesses to volunteer with and mentor social enterprises. Explore how we can best support social enterprises to work together to create a culture of self-evaluation and impact measurement. 12 flourishing | green | dynamic | equitable SLC print proof 32
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Priority 3 Realising Market Opportunity The SESG partnership ambition is to increase the number and range of social enterprises directly involved in selling to consumers, the public and private sector, and to increase supply chain opportunities in the delivery of local products and services. We will: Promote the Living Wage and Fair Work practices throughout our social economy to improve the prospects and wellbeing of our communities. Encourage partnership and consortium development in the sector and build capacity of social enterprise to compete for contracts. Continue to develop how our wider third sector business support offer can help strengthen the social economy. Encourage greater collaboration between the public and third sector local service delivery offering as an output of the Community Asset Transfer process. Expand the capability of local social enterprises to bid for public sector contracts, brokering support from economic development and procurement including the Supplier Development Programme and Just Enterprise Work with our community anchor institutions to explore further opportunities for more local spend through the local social enterprise supply chain Maximise the Council’s community benefit outcomes. What does success look like? This strategy, which is aligned with the priority outcomes in South Lanarkshire’s Community Wealth Building Strategy and Third Sector Strategy, takes its lead from the Scottish Government’s three priorities for the Sector: Stimulating Social Enterprise; Developing Stronger Organisations; and Realising Market Opportunity. By delivering on this Social Enterprise Strategy, we will contribute to key priority outcomes, using the following key indicators: 2021 South Lanarkshire baseline established for Turnover and GVA (data from the 2021 SE National Census). Increase in the number of social enterprises based in South Lanarkshire, (measured biannually via the SE National Census data). Increase in the number of social enterprises becoming ‘tender ready’. Increase in the number of supply chain opportunities promoted out to local social enterprises. Additional investment into development and growth of the sector, including instances of targeted business support. Increase in the number of social enterprises further along the journey to Net Zero Resourcing the South Lanarkshire Social Enterprise Network and opportunities for the sector to network, collaborate and deliver peer support. 13 SLC print proof 33
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Heart of Africa Heart of Africa UK, supports and promotes health advancement in Scotland and Africa, through their healthy eating and cooking programmes. Currently catering for weekly lunch club members, working in partnership with Larkhall and District Volunteer group. The objective of the charity is the prevention or relief of poverty, supporting and promoting health advancement in Scotland and Africa, through their healthy eating and cooking programme. Their activities are informed by comprehensive empirical studies and high-quality data evaluation with the aim of promoting equality and diversity, and integration through arts, food, and community activities. Heart of Africa has recently engaged with our business support offer through Lanarkshire Business Gateway to grow their impact and diversify their income. Case Studies Clydesdale Community Initiatives Clydesdale Community Initiatives (CCI) based in Lanark, was established in 2002 to support people, facing barriers to inclusion, to contribute to their community, through developing skills and gaining real work experience. Since 2015 the enterprise has operated from Langloch Farm. The business has evolved and developed to embrace and showcase the work of the Charity, to include a Tea Room, Gift Shop, wood craft workshop and Nature Play Areas, opening to the public in 2019. Langloch Farm produces a range of products including outdoor furniture and garden items to beautiful botanics such as lip balms, soaps, and sugar scrubs. The woodcraft workshop not only supplies products to the farm gift shop, but it also carries out projects, both onsite for CCI and offsite for customers such as South Lanarkshire Council and the NHS. Farm Botanics enterprise products are made on site. Most of the ingredients for the Botanics range are grown and processed at Langloch Farm, with additional organic ingredients thoughtfully and ethically outsourced. This award-winning social enterprise model empowers individuals to learn new skills, improve their health and wellbeing and most importantly see themselves (and be seen by others) as active members of their community. 14 flourishing | green | dynamic | equitable SLC print proof 34
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R:evolve Recycle R:evolve Recycle was established in 2015 in response to the concern for the increase in ‘fast fashion’. 100% of items donated, are reused, or recycled through multiple pathways including the clothing bank, workshop programme and links with local charities. Based on old fashioned concepts of swapping, sharing and mending clothes, the project operates two high street swap shop boutiques, offering a tangible platform for people to engage in the circular economy in South Lanarkshire. Wee Jinty’s Eco Haberdashery and R:evolve thrift + gift enterprises, all increase the value of end of life, vintage and second-hand clothing, developing a sustainable income stream which is reinvested to keep the swap shops free to customers. The enterprise also offers a retail platform for local artists and makers who share the same social purpose. Since its inception R:evolve Recycle have saved over 110 tonnes of textiles, bringing them back into circulation and away from landfill through social enterprise, sustainable pathways and partnerships. Morphfit The MorphFit Gentle Movement Project have been operating since 2021 and recently was recognised with the award for Enterprise and Innovation at the 2022 Voluntary Sector (Voluntary Action South Lanarkshire) awards. Their programme offers fully funded online Gentle Movement Exercises for The Elderly, all those who are shielding or in Isolation and to anyone who has acknowledged health issues. Clients include Sense Scotland, The Beatson, The Haven, MS Society, Bothwell Medical Centre, and The Lanarkshire Carers Association. Morphfit’s main aim is to deliver unique online services back into local communities, helping maintain mobility, fitness and health and help reduce social isolation. The Morphfit Gentle Movement Project Ltd is actively building partnerships to deliver online services for the elderly, people experiencing health issues and to carers and improve, physical and mental health and wellbeing. The enterprise also delivers programmes including baby massage classes for babies six weeks to six months to deliver benefits which promote sleep, aid digestion and address issues such as colic. Juniors Play Café This award-winning play café offers for families with young children a chance to meet and chat whilst the children enjoy soft play and access imagination play. The facility, based in Hamilton, also hosts a fully accessible café, where a selection of food and home baking is available. The soft play which has been specially designed to encourage imagination play and to enhance the social and physical development of children, also caters for children with additional support needs. 15 SLC print proof 35
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Healthy and Active East Kilbride (HAEK) Ever evolving since it began in 2003, HAEK main aim is to help improve the quality of life, mental and physical health and overall wellbeing of the people and communities in East Kilbride. The Meeting Place is their Community Hub with a community café offering a wide range of activities, information, services, and support to the people of South Lanarkshire and is located within East Kilbride Town Centre. The enterprise operates a minibus service, collecting older people to and from home and East Kilbride Town Centre and is supported by their shop mobility services. HEAK provides a range of health and wellbeing classes and activities including Art, Mindfulness and Tai Chi etc. They work in partnership with the NHS, South Lanarkshire Council, and other key public sector and third sector partners supported by a strong team of volunteers. Climate Action Strathaven Climate Action Strathaven aims to raise awareness about the reality of the impacts of climate breakdown and work towards a more sustainable future for the people of Strathaven and surrounding areas, by bringing communities together to act on and mobilise resources locally. Established in 2019, the enterprise has in its first year of becoming a charity, opened a pop-up cycle repair facility at the Strathaven Town Mill Arts and Heritage Centre and repaired over 350 bikes, (they currently operate a low-cost weekend bike repair shop and have a range of pre-loved bikes for sale). They also published a sustainable Strathaven manifesto and worked with local groups on growing and allotments to develop sustainable food options. Members have gone on to set up a cargo-club delivering goods locally in a sustainable way. Avondale Cargo Club are also partnering with two branches of Boots Pharmacy, to offer a low- cost, carbon-free prescription delivery service to residents of Strathaven and the surrounding areas. Through their partnership with Karshare UK, they have established a car club, which currently has three vehicles listed with many more expected in the coming weeks. 16 flourishing | green | dynamic | equitable SLC print proof 36
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Promoting Social Enterprise in our Schools Supporting young people across Scotland to set up social enterprises that solve the issues that matter to them while developing key skills for the future is something that we are all passionate about. Working with the Social Enterprise Academy to deliver workshops and encourage the next generation of social entrepreneurs, here is a flavour of just some of the enterprises in primary and secondary schools taking place across South Lanarkshire. Greenhills Primary – Their social enterprise project is called B4. It supports the provision of positive mental health activities in school and the pupils are selling bangles and bracelets that can help with anxiety. St Andrews and St Brides – Their social enterprise project ‘The Kitroom’ looks to provide used football boots at an affordable price while also helping to tackle climate change by stopping waste. Their enterprise was inspired by an S3 pupil noticing how quickly he was growing out of football boots before they were even close to worn through. This school won the Sustainable Fashion Dragons’ Den. Chapelton Primary – Their social project is called ‘one small step’. Inspired by a significant loss at the school this brilliant group of pupils have created a range of products promoting positive mental health. Chapelton won the Financial Education Dragons’ Den. 17 SLC print proof 37
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www.southlanarkshire.gov.uk If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk Produced for Community and Enterprise Resources by Communications and Strategy. 063715/May23 SLC print proof 38
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Appendix 2: List of Consultees South Lanarkshire Social Enterprise Strategy The Council consulted with the wider third sector via a survey monkey questionnaire, promoted out through SLC and VASLAN with 15 third sector responses received. We have also undertaken further individual consultation with third sector lead officers made up of: - Clydesdale Community Initiatives - Healthy Valleys - Healthy n Happy - VASLAN - Healthy and Active East Kilbride A further partner / stakeholder focus group session on 14 September 2022 was attended by: • David Anderson, SLC Procurement Team • John McCafferty, SLC Communities Team • Kim Wallace, Social Enterprise Scotland • Mark Houston, Hub SW • Jennifer Payne, Supplier Development Programme • Bill Duncan, Elevator UK (contractor delivering Lanarkshire Business Gateway) • Charlie Duffin, Voluntary Action South Lanarkshire (VASLan) • Monica Alan, VASLan • Alana McGlynn, NHS Lanarkshire • Amanda Burghauer, Exec Director Common Weal South Lanarkshire, and voluntary sector Board member An on-line workshop delivered by VASLAN open to the wider community, partners, and stakeholders was attended by a further 8 third sector representatives on the 22 September 2022. From the Council, we engaged with the following team, initiatives, or programmes: - Planning (C&E resources) - Economic Development (C&E resources) - External funding (C&E resources) - Tackling poverty (Community Planning Partnership) - Rural development (C&E resources) - Procurement (Finance and Corporate) - Performance and Policy (C&E resources) - Communications and Strategy National and other Local Authorities: - Social Enterprise Scotland - Community Enterprise in Scotland - Supplier Development Programme - North Lanarkshire Council, Economic Development Team 4 39
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 6 June 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Supplier Engagement 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update the Commission on the engagement activities that have been undertaken to assist local businesses to access South Lanarkshire Council tender opportunities. This includes the South Lanarkshire Council Supplier Engagement Survey which was cascaded to the local business base during September 2022 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) the contents of this report are noted and proposed further actions pursued. 3. Background 3.1. A key objective of the Community Wealth Building (CWB) Strategy is to increase the levels of spend by the Council and anchor institutions within the South Lanarkshire area. An action plan supports the Spend Pillar of the Strategy and includes reviewing the processes for how the Council procures, engages and supports businesses and identifies and promotes increased tender opportunities. 3.2. The CWB ’Spend Pillar’ Group agreed that ascertaining the skills, experience and thoughts of the local business base would help to further tailor how to support these businesses going forward in relation to increasing the number of local Small Medium Enterprises (SMEs) securing contracts with South Lanarkshire Council. This could be achieved by undertaking a survey of South Lanarkshire businesses. This would complement the wide range of promotional activity and training already being undertaken. 4. Business Survey 4.1. The online survey was open from 2 to 30 September 2022. The survey was marketed via social media channels (Twitter, Facebook and Linkedin) and was also cascaded to 13 partner organisations, detailed below, to share with their client bases. An email was also sent by Eliot Jordan, Economic Development Lead Officer on Construction Sector, to all relevant businesses on the FAME database of companies (981 listed) which Economic Development subscribe to. 5 41
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4.2. The partner organisations this survey was cascaded to were:- Business Gateway CEED (Centre for Engineering Education and Development) CITB (Construction Industry Training board) Federation of Small Business Hub South West Lanarkshire Business Group Lanarkshire Business Hub (via New College Lanarkshire) Lanarkshire Chamber of Commerce Procurement for Housing Scotland Skills Development Scotland Scottish Engineering Scotland Food and Drink Scottish Procurement Alliance Therefore, the survey has been marketed widely across the Council area and business sector networks. 5. Survey Responses 5.1. Overall, 243 respondents completed the questionnaire, 221 of which are located in South Lanarkshire. This is considered a good return for this form of engagement and the timescale the survey was open. Information on the make-up of the respondents is provided below:- number of employees:- 89% have less than 50 employees 29% have between 2 and 4 16% have 1 turnover:- 33% have a turnover of £84,999 or less 3% have a turnover greater than £10m sectors:- 19% construction 11% professional, scientific and technical 7% transport and storage 7% education 5% human health and social work 51% other (e.g., wholesale, retail, accommodation, and food services) social enterprise:- 8% of the respondent businesses are Social Enterprises 5.2. The main findings are:- 71% of respondents feel they know where to access public sector opportunities. Of the businesses who tendered for contracts with the Council over the past 2 years, 81% found the tender process easy to follow. 42
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29% have never tendered for public sector contracts. 65% are aware of the Quick Quote process. 86% are aware of Public Contracts Scotland. 81% found the tender process easy to follow. 60% found the feedback received from tenders to be good or excellent, with 37% rating it average and 3% rating it poor. 57% attended Supplier Development Meet the Buyer event. 53% have 1 person responsible for tendering for public sector contracts. 82% are willing to invest in additional resources to bid for public sector contracts. 62% of respondents feel they have the skills/knowledge/experience in their business to tender for public sector contracts. 84% of respondents were not aware of the change to standing orders allowing works contracts up to £2 million to be tendered for via Quick Quote and of the applicable respondents; 71% feel this change will make them more likely to tender for such works. 89% have been happy with their involvement in a procurement exercise carried out by South Lanarkshire Council in the past two years. 66% have won a contract with South Lanarkshire in the past 2 years. 58% typically bid for contracts with a value less than £0.5m. 20% have been involved in the delivery of a South Lanarkshire contract as a subcontractor. 62% of respondents have not received training, support or advice on tendering for Scottish public sector contracts; of these respondents 74% did not know that free tender training is available. The main barriers to public sector procurement are seen as:- lack of training in the requirements of public sector procurement lack of awareness of tendering opportunities lack of internal resources to bid for work. 6. Observations from Survey 6.1. It is encouraging that most businesses are confident in accessing procurement opportunities and the processes followed. However, there is a need to focus on the 29% who have never tendered for public sector contracts to ensure there is increased awareness of the opportunities which do exist. Although it should be acknowledged that some of these businesses may not provide the goods and services procured by the public sector. 43
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6.2. The high percentage of respondents who are not aware of the changes to Quick Quote (at 84%), suggest further promotional work is required to raise awareness. Although some reassurance is provided with the high level of awareness of Public Contracts Scotland (at 86%). It is positive the changes to Quick Quote would reportedly make a significant majority of businesses more likely to tender in future. 6.3. It is reassuring that 81% found the tender process easy to follow and 89% are happy with their involvement in South Lanarkshire Procurement. With just over half respondents having just 1 person to work on tenders, it is possible this resourcing issue is restricting participation levels. However, it is encouraging 82% are willing to invest in additional resources to bid for public sector contracts. 6.4. The apparent lack of awareness that free training and support is available to businesses is surprising given this has been delivered by the Supplier Development Programme (SDP) for several years, is promoted through business support channels, such as the SDP’s website and local authority websites, Business Gateway, national portal-Find Business Support and many Meet the Buyer and similar events. SDP is adept at promoting events through social media channels. 6.5. The Business Gateway Expert Help framework, which offers businesses enhanced 1 to 1 support from consultants in procurement as well as other specialists, has proved extremely successful. The capacity for procurement support is one of the most popular areas of specialist support and has consistently been oversubscribed. South and North Lanarkshire Councils are currently in the process of renewing an expert help framework and when relaunched, this will prove invaluable in helping local businesses achieve “tender readiness.” 6.6. The lack of awareness of tendering opportunities seems likely to represent a minority of businesses given 71% know where to access tender opportunities. The lack of internal resources to bid for contracts is supported by 53% having 1 person responsible for tendering for public sector contracts. 7. Other Supplier Engagement Events and Activities 7.1. Over the last 2 years, the Council, in partnership with the SDP, has delivered the following bespoke aligned tender training and supplier engagement events, businesses are signposted to the ongoing programme of free tender training and online e-learning that is provided by the SDP:- Event date Event name 24-Mar-21 / 08-Apr-21 / 08-Jul-21 South Lanarkshire Council: Training and Employability Framework 38 bookings, 29 attended 67 bookings, 34 attended 58 bookings, 46 attended 15-Feb-22 South Lanarkshire Council: New Quick Quote Process 171 bookings, 78 attended 07-Jun-22 Meet the Contractor - Morrison Construction 23-Aug-22 Talking Tenders with South Lanarkshire Council 183 bookings, 101 attended 24-Nov-22 South Lanarkshire Council Supplier Engagement Event: Roads and Infrastructure Framework 81 bookings, 53 attended 15-Dec-22 South Lanarkshire Council Supplier Engagement Event: Roads and Infrastructure Framework 44
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Event date Event name 58 bookings, 34 attended 22-Feb-23 Meet the Real Buyer 632 bookings, 337 attendees 06-April-23 South Lanarkshire Council & Social Enterprises: A Conversation about Public Sector Contracts 19 bookings, 11 attended 06-Apr-23 South Lanarkshire Council: Training and Employability Framework 38 bookings, 29 attended 67 bookings, 34 attended 58 bookings, 46 attended 8. Meet the Real Buyer Lanarkshire 8.1. Meet the Real Buyer took place on 22 February 2023 in the Banqueting Hall, Council Offices, Hamilton. This was the third such event following a South Lanarkshire only face-to-face event pre-Covid, held on 27 November 2018 and a virtual event held on 30 November 2021. As with the previous events this will delivered in partnership with the SDP. 8.2. This Meet the "Real" Buyer event affords suppliers that wish to do business in Lanarkshire unprecedented access to leading contractors and local authority services that commission the actual work. As part of this event, they learn more about the upcoming contracts that businesses can tender for in the future. It gives businesses the opportunity to raise their profile and prepare for upcoming contract opportunities. 8.3. This event was different from previous as a few changes regarding how to deliver the event were made:- buyers from South and North Lanarkshire Councils would be on the same, shared stands. These stands would be demarcated by what each of the representative services deliver, this would allow both buyers and suppliers the opportunity to engage with their particular area of expertise more effectively. This meant the stands were categorised as such:- Cleaning and Catering Construction and Professional Services IT, Finance and Corporate Leisure and Culture Roads and Fleet Social Care and Education Waste, Environmental and Grounds there would be no workshops by ‘marketplace’ exhibitors, only local authority buyers and other public sector organisations, who are directly involved with the procurement of goods and services, namely:- Hub South West Scotland Excel Scottish Procurement Alliance Procurement for Housing Scotland Supplier Development Programme 45
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to give attendees appropriate information, each local authority produced an FAQs booklet, these were given to businesses when they registered on the day. 8.4. South and North Lanarkshire Council Procurement Teams played an integral part in the event, primarily in securing the attendance and buy-in, of the buyers from the relevant resources. 8.5. The event was marketed extensively via social media and partner organisations were asked to cascade information on the event to their contacts. An SLC “all users” email was sent to encourage staff to cascade the information to relevant businesses, friends or family members. 8.6. This resulted in 632 registrations for the event, 337 of whom attended on the day, this is an impressive attendance rate for such an event. Of those attendees 200 unique Scottish SME businesses were represented. 78 of these SMEs were based in South Lanarkshire and 46 were based in North Lanarkshire. 8.7. Anecdotal evidence on the day gave the following:- feedback from the attendees has been universally positive, some even saying it was the best of these type of events they have attended. the “real” buyers on the day, again, were all positive. There is no doubt that this positivity contributed to attendee experience. all the external exhibitors were positive about the day and all felt their attendance was beneficial for them and the attendees and would participate in future events. 8.8. The post-event supplier feedback survey highlighted:- 94% of respondents were more likely to bid for public sector contracts after attending the Lanarkshire Meet the Real Buyer event 71% rated overall experience of the event as ‘excellent’ or ‘good’ 41% of respondents had participated in SDP training and/or events 100% said these helped their business to build confidence around public sector tendering 57% said that SDP training or events helped their business to improve tendering skills SDP delivered exhibitor training in advance of Meet the Buyer on top tips for supplier engagement, which was well received by representatives of both local authorities and particularly by those who had never taken part in an event of this kind previously. However, comments from suppliers show that there may be benefit to providing a supplier-side training webinar, in advance of future events, to aid suppliers to understand how to find and attract the specific range of buyers that they were looking to meet on the day. 8.9. The annual national Meet the Buyer event took place on 17 May 2023 at the Edinburgh International Conference Centre. South Lanarkshire Council and the SDP exhibited. Businesses were able to introduce their company, talk to the key contacts and find out about what tenders’ buyers have in the pipeline for the supply of materials, goods and services. Participant feedback and evaluation will follow. 46
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9. Next Steps 9.1. The review of the survey responses confirms that the range of actions which are being progressed under the current action plan in relation to training and awareness raising, are highly relevant. However, further activity will take place focussing on the preparation of an awareness and training plan for 2023/2024 to extend the reach to more businesses covering:- earlier identification of potential contracts and cascading of this information to the relevant businesses further training of SLC quick quote process specific promotion of quick quote opportunities further promotion of free procurement training aligned with the continued support of the SDP ensuring that all Business Gateway advisers are aware of the programme and what it delivers review of the detailed feedback from SDP following the Meet the Real Buyer event 9.2. A second business survey will be completed in 2024/2025, the results of which will allow a comparison to be made with results from the one completed in 2022/2023. 10. Employee Implications 10.1. Existing resources from Procurement, Economic Development, Roads, Property Services and the SDP are committed to the activity covered in this report. 11. Financial Implications 11.1. There are no direct financial implications arising from the content of the report. However, the use of more local companies may increase the cost to the Council at a time of significant financial pressures across the public sector. 12. Climate Change, Sustainability and Environmental Implications 12.1. An increase in local procurement should support the Council’s climate change and sustainability targets, primarily due to less transporting of the provision of goods and services. 13. Other Implications 13.1. There is a risk that the local spend performance does not increase because of a range of factors, including there being limited alignment between the requirements of the council and the goods and services provided locally, local businesses not possessing the resources to bid and insufficient contract opportunities being available. The spend pillar action plan details a wide range of activity that seeks to mitigate this risk. 14. Equality Impact Assessment and Consultation Arrangements 14.1. There are no Equality Impact Assessment or consultation arrangement implications associated with this report. David Booth Executive Director (Community and Enterprise Resources) 18 May 2023 47
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Thriving business, fair jobs and vibrant town centres 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:- E-mail: eliot.jordan@southlanarkshire.gov.uk 48
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 6 June 2023 Report by: Executive Director (Housing and Technical Resources) Subject: Community Benefits Associated with the Council’s Affordable Housing Supply Programme 1. Purpose of Report 1.1. The purpose of this report is to update the Community Wealth Building Commission on:- an overview of the approach taken by South Lanarkshire Council to enabling maximum community benefits from construction projects within its Affordable Housing Supply Programme and non-domestic estate; and examples of recent South Lanarkshire Council led construction projects that have had direct contribution to the Community Wealth Building ambitions across South Lanarkshire 2. Recommendations 2.1. The Community Wealth Building Commission is asked to approve the following recommendation(s):- (1) that the approach taken by the Council to enable the maximum community benefits from construction projects within its Affordable Housing Supply Programme and non-domestic estate, be noted; and (2) that the examples provided within Appendix 1, be noted. 3. Background 3.1. Within the ‘Land and Property’ Pillar of the South Lanarkshire Community Wealth Building (CWB) Strategy implemented in 2021, the Council’s Housing and Technical Resources is responsible for the delivery of actions to increase the supply of affordable housing within South Lanarkshire, ensuring consideration is given to how this can also result in wealth being generated or retained locally. 3.2. As set out in the South Lanarkshire Local Housing Strategy 2022-27, increasing the supply of affordable housing will be achieved, in part, through the delivery of the Council’s Affordable Housing Supply Programme which, as approved by the Council’s Executive Committee on 30 November 2022, aims to deliver a further 1,300 additional council homes by 31 March 2028. 3.3. The delivery of new council housing supply attracts significant levels of grant funding from the Scottish Government, alongside sustained investment from the Council’s Housing Revenue Account. As such, opportunities exist to ensure this funding generates direct and indirect benefits for local people, businesses and services in addition to positive outcomes for new or existing South Lanarkshire Council tenants. 6 49
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3.4. In addition, the Council aims to maintain its non-domestic assets and ensure it continues to meet the needs of the local community. This includes ensuring its school estate and other public buildings are fit for purpose and adapt as the population fluctuates and changes in demand for different services occurs. 4. Community Benefits and Alignment with Community Wealth Building 4.1. Each year, local authorities across Scotland spend significant sums on works, goods and services that are essential to the delivery of public services in local communities. In procuring such works, including the construction of new homes or non-domestic buildings, there are opportunities to consider and implement a range of initiatives that would promote skills, training, apprenticeships and employment of local people. 4.2. Other community gains exist through the procurement and delivery of construction projects led by councils or other public sector services. This includes support for the third sector (including social enterprises, social firms and supported businesses) and direct financial awards to identified local causes. The scope of these benefits is dependent on the scale of the construction project and are set out in the national Employment and Skills Strategy and the Council’s own Procurement Community Benefit Menu. 4.3. Community benefits from these projects are directly aligned with the wider CWB ambitions adopted in South Lanarkshire, allowing further local positive outcomes to be achieved through the investment in both housing and public sector buildings. The diagram below sets out the lead categories contained within the Council’s Community Benefit menu alongside key aims within the current ‘Spending’ and ‘Land and Property’ CWB strategy pillars. The menu is utilised as part of the tender process for construction contracts issued by the Council. 5. Examples of Projects Contributing to the Community Wealth Building Agenda 5.1. During 2022/2023, the Council delivered 176 new build council homes as part of its ongoing Affordable Housing Supply Programme. This included sites across East Kilbride, Hamilton, Larkhall and Blantyre and equated to over £10million in grant funding being successfully acquired from the Scottish Government. Key projects delivered within this included completion of the housing-led regeneration of Whitlawburn and new technology enabled amenity homes on the site of the former St Joseph’s primary school in Blantyre. Community Benefit Menu Supporting Training/Employment and Work Experience Supporting the Local Economy Supporting Young People Engaging with Local Communities Financial Support to Communities Physical/Environment Improvements in Local Communities Spending Pillar The council will support and encourage the local economy to grow sustainably through effective use of procurement to benefit local communities. Land and Property Pillar The council will use or repurpose both council property and assets in a socially productive way to generate wealth for local citizens. 50
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5.2. In addition, the Council continued to invest in its non-domestic assets to ensure they remain fit for purpose and meet the needs of the community. This includes work to increase capacity within the existing school estate through a number of extension projects. Within 2022/2023, the extension of Newton Farm Primary School in Cambuslang was completed, providing accommodation for a further 222 pupils. 5.3. Details of each of these projects, including the community benefits acquired from each, has been provided in Appendix 1. 6. Next Steps 6.1. South Lanarkshire Council will continue to work with partners to increase the supply of affordable housing in South Lanarkshire. This includes maximising opportunities to provide community benefits to local residents, businesses and services from the programme. 6.2. The Council will continue to ensure alignment between key strategies and policies within this agenda including the newly proposed South Lanarkshire Social Enterprise Strategy 2023 to 2028. 7. Financial Implications 7.1. As part of the approval of the new 1,300 additional council home target by Executive Committee on 30 November 2022, the Council set out the financial implications associated with the delivery of its Affordable Housing Supply Programme. This was based on assumptions relating to the grant levels, council borrowing rates and existing unit costs using current deign specification and identified that over a 40 year period, the programme would have a neutral impact to the Housing Revenue Account Business Plan. 8. Climate Change, Sustainability and Environmental Implications 8.1. The contents within this report link with key priorities of the Local Housing Strategy, South Lanarkshire Community Plan and Sustainable Development and Climate Change Strategy. As part of the development of these, a full Strategic Environmental Assessment (SEA) was undertaken with the report submitted to the SEA Gateway and published online for consultation. 8.2. This assessment identified that these priorities could make a positive contribution to local and national sustainability and climate change targets. 9. Other Implications 9.1. There are no other implications associated with this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Equality Impact Assessment (EqIA) processes were undertaken throughout the development of the key strategies aligned to this agenda, including the Local Housing Strategy. These assessments aimed to identify and mitigate any negative impacts and seek opportunities to promote equality and found that the strategies would have no negative impacts on any protected characteristics groups and will have significant positive impacts in relation to age and disability. Stephen Gibson Executive Director (Housing and Technical Resources) 18 May 2023 51
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Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Good quality, suitable and sustainable places to live Previous References 30 November 2022, Executive Committee, South Lanarkshire Council Housing Supply Target 30 November 2022, Executive Committee, South Lanarkshire Local Housing Strategy 2022-27 List of Background Papers South Lanarkshire Community Wealth Building Strategy South Lanarkshire Local Housing Strategy 2022-27 South Lanarkshire Strategic Housing Investment Plan 2023-28 Contact for Further Information If you would like to inspect background papers or want further information, please contact:- Jonathan Read, Strategy and Policy Advisor Housing and Technical Resources E-mail: jonathan.read@southlanarkshire.gov.uk 52
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Appendix 1 Project 1: Whitlawburn Regeneration, Cambuslang Overview The Whitlawburn masterplan was developed in conjunction with tenants and residents and funded jointly by South Lanarkshire Council and the Scottish Government. This development comprised of 170 new homes for the Council, including 24 amenity flats and 6 amenity bungalows suitable for older residents or residents with particular needs completed in October 2022. A further 60 properties have also been constructed to be managed by West Whitlawburn Housing Co-operative, due for completion summer 2023. Benefits Cambuslang based housebuilder CCG Homes was procured by the Council to deliver the project and due to its scale, resulted in a significant number of community benefits being delivered. This included:- establishment of 18 work placements for local people utilisation of 6 existing apprenticeships providing additional experience for them four apprenticeship completions during course of construction nine Construction Curriculum Support sessions delivered at local schools and colleges and 4 Small Medium Enterprise (SME) Engagement events and workshops held In addition, a £50,000 community endowment fund was created following agreement between CCG and the Council to maximise local impact of project. Consultation with tenants in the new council homes and existing neighbourhood planning groups was held, with the fund allocated in line with their preferences. This includes:- £14,000 directed to the established ‘Our Place, Our Plan’ participatory budgeting activity, allowing local community groups to access funding for specific projects and activities £5,000 donated to the West Whitlawburn Housing Co-operative led food pantry, to help them continue to provide free fruit, vegetables and other provisions within the community £1,000 donation to each of St Anthony’s and Loch Primary Schools £1,000 has been allocated to the organisers of Cambuslang Summerfest, an annual event which can be enjoyed by the wider community 53
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Project 2: St Joseph’s, Blantyre Overview Comprising 45 new homes, this site is adjacent to the new Blantyre care facility and was completed in October 2022 by Cambuslang based Cruden Homes. Alongside 25 mainstream houses and flats, the site contains 20 technology enabled homes equipped with state of the art telecare systems to help those with additional support needs. Benefits As a result of the new homes being part of the new care facility project, significant community benefits were delivered. This included:- three new apprenticeships for local people in heating engineering and plumbing one new locally based labourer and 1 new cleaner employed attendance at job fairs in East Kilbride and Hamilton six South Lanarkshire based SMEs utilised as sub-contractors In addition, a community grant of £5,000 was awarded to 5 community organisations, with £1,000 each provided to Blantyre Community Group, Blantyre Miners Group, Terminal One Youth Club, Regen:FX and Blantyre Soccer Academy. 54
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Project 3: Newton Farm Primary School Extension, Cambuslang Overview Completed in August 2022, the extension to the existing primary school comprised of 8 classrooms to accommodate up to a further 222 primary school pupils from the local catchment area. The project cost a total of £4.3million, with South Lanarkshire Council the lead contributor, covering £3.4million of the capital costs and remaining amount met by the Glasgow City Region Deal. Benefits Focus within the community benefit package for this project was to maximise training and employment opportunities for local companies, employed as sub-contractors on the project. Twelve of 13 contractors utilised for the project were located within 50 miles of Cambuslang and 4 of these were located within South Lanarkshire. Through working with contractors, the project enabled:- 4 work placements for local young people over the age of 16 1 new full time permanent construction job for a local person utilisation of 2 existing apprentices, providing additional experience for them completion of 1 S/NVQ in construction for 1 person enrolment in a Leadership and Management training course for 1 person enrolment in an Advanced Health and Safety Training course for 1 person Each of these benefits aim to contribute to improving employment and skills in the local workforce whilst also providing income to contribute to the local economy. 55
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 6 June 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building Scottish Government Consultation 1. Purpose of Report 1.1. The purpose of the report is to:- present the South Lanarkshire response to the Scottish Government’s recent consultation on Community Wealth Building (CWB) , which was developed by the Progress Group on behalf of the Commission 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the contents of the report be noted 3. Background 3.1. In the Programme for Government 2022/2023, the Scottish Government indicated that it would hold a consultation on CWB legislation. The consultation was launched on 31 January 2023, seeking views on what is required to accelerate and deepen CWB in Scotland. The closing date for responses to the consultation was initially set at 25 April 2023 but this was later extended by 2 weeks to 9 May 2023. 3.2. At its meeting on 28 February 2023, the Commission agreed that the Progress Group would develop a South Lanarkshire response to the consultation and that the response would be submitted on behalf of the Commission once approved by the Chair. 4. The Consultation 4.1. The key topics within the consultation were whether and in what form, to introduce a duty to advance CWB; how best to support such a duty and whether there were any changes to Scottish legislation which could accelerate or support the 5 pillars. 4.2. In relation to the duty to advance CWB, 3 options were provided as to how this might work:- option A) a duty requiring Scottish Ministers and prescribed public sector bodies to embed the CWB model of economic development into their corporate plans and wider strategies option B) a duty requiring those public sector bodies statutorily obliged to be involved in community planning to produce a collective CWB place-based strategy and action plan which contains specific actions across the 5 CWB pillars to advance the CWB model of economic development in their local authority area. 7 57
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(This requirement could be taken forward at a regional level if neighbouring local authorities and their community planning partners have a preference for that approach) option C) a combined option featuring a union of both options set out above “other” or “no duty” were also available as options 4.3. The South Lanarkshire response supports option A as being the most effective and proportionate approach. This option would:- clearly identify the agencies which are subject to the duty require agencies to embed CWB within their existing plans and strategies thereby avoiding an additional layer of plans or bureaucracy ensure that all agencies are required to “do their bit” for CWB in their local area provide clear lines of accountability 4.4. The full South Lanarkshire response to the consultation is attached as appendix 1 to this report. The response addresses all the questions outlined in the consultation and supplies suggestions and reflections across all 5 pillars of CWB. 4.5. The response was compiled from input from members of the Progress Group and also benefited from the Glasgow City Region draft response which was circulated in April. 5. Conclusions and Next Steps 5.1. This is a wide-ranging consultation on measures which could have significant implications for public sector partners. 5.2. The Commission is asked to note the content of the South Lanarkshire response. The Scottish Government aims to issue a summary of analysis of responses received to the consultation in summer 2023. 5.3. The development of the legislation following on from this consultation will be kept under review and future reports on significant developments brought to the Commission as required. 6. Employee Implications 6.1. There are no direct employee implications. 7. Financial Implications 7.1. There are no direct financial implications. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change implications as a result of this report. 9. Other Implications 9.1. None. 10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. Paul Manning Executive Director (Finance and Corporate Resources) 58
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10 May 2023 Link(s) to Council Objectives/Values/Ambitions • Accountable, effective, efficient and transparent Previous References • None List of Background Papers • None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 59
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Building Community Wealth in Scotland Please Note this form must be completed and returned with your response. To find out how we handle your personal data, please see our privacy policy: https://www.gov.scot/privacy/ Are you responding as an individual or an organisation? Individual Organisation Full name or organisation’s name Phone number Address Postcode Email Address The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Publish response with name Publish response only (without name) Do not publish response We will share your response internally with other Scottish Government policy teams who may be addressing the issues you discuss. They may wish to contact you again in the future, but we require your permission to do so. Are you content for Scottish Government to contact you again in relation to this consultation exercise? Yes No South Lanarkshire Community Wealth Building Commission South Lanarkshire Council Almada Street Hamilton 01698 454904 ML3 0AA Tom.little@southlanarkshire.gov.uk Information for organisations: The option 'Publish response only (without name)’ is available for individual respondents only. If this option is selected, the organisation name will still be published. If you choose the option 'Do not publish response', your organisation name may still be listed as having responded to the consultation in, for example, the analysis report. 7 61
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Questionnaire Question 1a We are proposing a duty to advance Community Wealth Building, which form do you think this duty should take: Option A - a duty requiring Scottish Ministers and prescribed public sector bodies to embed the CWB model of economic development into their corporate plans and wider strategies Option B - a duty requiring those public sector bodies statutorily obliged to be involved in community planning to produce a collective CWB place-based strategy and action plan which contains specific actions across the five CWB pillars to advance the CWB model of economic development in their local authority area Option C - a combined option – featuring a union of both options set out above Other No Duty Please provide a reason for your answer. In your answer please include views on: • which bodies should be covered by the proposals • how to best ensure accountability for implementation to the Scottish Parliament • how to best ensure the involvement of local communities, business and the third sector in the implementation of the duty South Lanarkshire CWB Commission welcomes the opportunity to comment on CWB legislation and is supportive of Scottish Government proposals to ensure a long term and consistent commitment to CWB. In terms of the duty to advance CWB, option A is preferred. Requiring prescribed public sector bodies to embed the CWB model of economic development into their corporate plans and wider strategies provides for individual accountability and also avoids the creation of additional plans and potential complexity. The duty (and associated guidance) should seek to stimulate and support agency within anchor organisations to develop strategies and plans, with associated actions, which are locally appropriate to build community wealth. A duty needs to be enabling, rather than creating an additional layer of bureaucracy. Legislation should therefore be about helping those who want to deliver change to be empowered and feel that Scottish law is supportive. Extra powers, accompanied by appropriate resource, may be preferable to extra duties. Specifying which public bodies are subject to the duty ensures that the relevant bodies give due regard to CWB within their own sphere of influence and within their operational activities – rather than suggesting that CWB can be led through or delivered by one or two partners alone. Option A ensures responsibility rests on each organisation and clarifies the expectation that each should play its part to advance CWB. 62
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Our preference for option A does not preclude strong support for CWB through CPP structures and arrangements, taking advantage of the well-established structural, planning and reporting arrangements in place for Community Planning, including a focus on disadvantaged localities. It would be reasonable to include within this duty all those public bodies with statutory obligation to be involved in community planning, without suggesting that it is a CPP duty. In line with the view that there should not be additional burdens, it would be preferable to embed CWB reporting within existing mechanisms – statutory reporting where this is in place, or through public performance reporting/public accountability (as is the case with local authorities and the duty of Best Value). For example, it should be included within the Local Delivery Plans for NHS Boards and Strategic Commissioning Plans for HSCPs. Question 1b One way Scottish Government could support the implementation of the proposed Community Wealth Building duty is to provide statutory or non-statutory guidance. Would this be helpful to partners in meeting the proposed duty? Yes No Don’t Know Please provide a reason for your answer. In your answer please include views on: • areas in which it would be helpful for this guidance to focus on, e.g. areas to consider when implementing the five pillars, links to further support materials • whether the guidance should be statutory or non-statutory We believe guidance is necessary and should be statutory. It should be clear, accessible and well-integrated with guidance already in place. Statutory guidance would ensure consistency of approach across Scotland and facilitate integration of CWB into all relevant strategies and policies. The guidance should seek to ensure all relevant bodies make equitable and proportionate commitments to support the implementation of CWB locally. However, work is required to establish the points at which existing guidance (and duties) touch on community wealth building approaches (such as the Fairer Scotland Duty, the Community Empowerment Act, and Scottish Government Procurement Policy, for example) and the gaps that could be filled by new statutory or non-statutory guidance. Tailored guidance on each of the 5 pillars would be preferable and it would be beneficial to have guidance which is linked to support materials founded on the experience and good practice from other areas – in Scotland and internationally. Guidance should be kept under review by the Scottish Government and updated as required. The guidance should be sensitive to variations across Scotland and offer public bodies sufficient flexibility in delivering outcomes to meet the needs of different locales, communities and economies. 63
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It would be helpful for guidance to consider how success is measured in delivering CWB outcomes. Proposals for appropriate monitoring frameworks, including pillar specific, and overarching, indicators would be welcome. Question 2a Are there other non-legislative measures that you believe are required to accelerate the implementation of the Community Wealth Building approach in Scotland? Yes No Don’t Know Please provide a reason for your answer. While we recognise that CWB relies on anchor organisations using the economic levers available to them to help foster resilient, inclusive local and regional economies, getting CWB up and running in a locality may have significant resource implication – in terms of skills, time, additional workstreams, building relationships, strategizing and planning, monitoring, etc. To unlock the full potential of CWB, consideration should be given to the specific resource requirements and tailored support which would most effectively co- ordinate and amplify the efforts of anchor organisations in local areas. As noted above in relation to guidance, the sharing of best practice and experience would be useful via case studies, workshops and working groups. In addition, the sharing of outcomes from the pilot sites would be useful. The spend pillar sections of the Scottish Government consultation paper correctly recognise the key role of the Supplier Development Programme. This is a well- established service with considerable and evidenced reach at local, national, and regional levels. The reach of the SDP is ensured by the membership of all 32 Scottish local authorities, 17 other public bodies, and further corporate memberships. Over 20,000 Scottish SMEs are registered with the programme, including 655 social enterprises. Governance structures ensure appropriate local and regional adaptations in service delivery. It would be helpful if other public sector bodies (e.g. NHS boards) could obtain free access to SDP services or if membership of SDP could be on an area wide basis (and cover all public sector bodies in an area). In relation to the SDP in particular, we would propose that: • SDP is further resourced and invested in by Scottish Government as a Scotland- wide service; promoted as a key source of Community Wealth Building information, advice, guidance and engagement events for Scotland’s public and private sectors in relation to the spend pillar; and provided free of charge to all SMEs and social enterprises; • SDP is embedded and engaged in any Community Wealth Building strategy development work across all relevant Scottish Government functions; 64
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• Scottish Government investment is expanded from limited annual grant support to more secure year on year budgetary support for SDP’s existing remit and to adequately resource spend-pillar related services to Scotland’s public sector and private sector primary/larger contractors. Other specific suggestions on accelerating CWB spend pillar through the work of the SDP are: • The Scottish Government should work closely with the SDP to better share and analyse data on contract awards to strengthen evidence of outcomes from SDP supports – i.e strengthening evidence of the companies using SDP supports success in consequently winning contracts or accessing frameworks; • The Scottish Government should work with and support the SDP to further increase the attendance and participation of large companies with extensive local supply chains at ‘Meet the Buyer’ events; • The Scottish Government should more clearly define the respective roles and interdependencies of related Scottish Government supported CWB activities with the SDP. Including the Supplier Chain Development Programme, dedicated national tendering supports to social enterprises, and the supplier engagement role of Scotland Excel in supporting CWB. Other measures which could accelerate the implementation of CWB include: • Support for more joined up working between partners, particularly in terms of procurement and employment. This is necessary at a national and a local level. Variations in staffing resource, policies, procedures and systems across agencies can make having a consistent approach difficult. More effective sharing of knowledge and resources would build capacity, reduce duplication and enhance resilience and flexibility. • A national social marketing campaign and communications toolkit for local use to raise awareness of the principles of a wellbeing economy with accessible language/concepts which highlights the benefits and contributions of all stakeholders. • Influence external funding providers, such as Big Lottery, to align their interests and funding criteria to the Community Wealth Building effort. • Skills development and training to enable SMEs to be involved the delivery of large scale retrofit projects to achieve net zero by 2045, for example, energy efficiency measures and decarbonisation projects. Question 2b Are there specific actions required to advance delivery of the items contained within the Shared Policy Programme outlined on page 11 of the consultation paper? • ‘working within and developing procurement practices to support local economies, including Small and Medium sized Enterprises (SMEs) and micro-businesses, 65
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and improved access to training and labour markets for disadvantaged communities and individuals. • encouraging public kitchens, including school canteens, to source more food produced by local businesses and organic producers. • where possible, to base public sector capital and revenue funding decisions on targeted social, economic and environmental outcomes’ Yes No Don’t Know Please provide a reason for your answer. It's not so much encouragement that local authorities need but new systems that allow SME food businesses the opportunity to participate in local procurement processes. Food procurement tends to be at scale as this is not only the most cost effective but also has the logistical processes built in. This is often the biggest barrier for smaller producers. Procuring at a school level would be resource intensive. Opportunities may be around developing networks of small businesses working as a cooperative to provide the necessary scale if they exist. The scope to increase local spend is greatly influenced by the availability of local suppliers that can provide the goods and services required by local authorities. The comments made in response to Q2a regarding the role, resourcing, and recognition of the Supplier Development Programme’s role are equally relevant in response to this question. It is important to consider the financial implications of more local spend and the balance between procurement regulation and delivery of a CWB strategy. The procurement rules and guidance could be amended to allow for greater flexibility in delivering local targeted procurement. However, how would this align with Scottish Procurement collaborative approach with the emphasis on securing economies of scale and value for money? It is vital that appropriate funding is in place for public sector bodies to discharge their many functions. There is a risk that more local procurement comes at additional cost to the public sector. Question 3 Are there ways in which the law could be changed to advance the spending pillar of Community Wealth Building? Yes No Don’t Know Please provide a reason for your answer. In your response you may wish to consider the stakeholder suggestions outlined in the consultation paper which have arisen from early engagement. The procurement rules would need to be amended to allow for CWB. 66
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While sustainable procurement duty does support CWB, it does not allow for procurement limited to local suppliers, as regulated procurements are still subject to underlying general principles of equality, non-discrimination and openness. It would be helpful to see a change in focus of procurement rules for regulated procurements from collaboration/use of Scotland Excel or other external frameworks to maximise use of lots to focus on local areas/local business. The Scottish Government and Scotland Excel need to consider how to attract local suppliers to join national frameworks and maximise advertising of sub-contracting opportunities. In addition, there is a need to promote cultural change in approach to procurement - financial constraints in public sector result in a focus in the use of frameworks and larger contracts. As noted elsewhere in this response, Increased levels of local procurement could come at cost to the public sector. Simplification of the procurement rules for regulated procurement would minimise barriers to bidding for contracts while still allowing public bodies to have assurance in those bidders awarded contracts. A review of the threshold for seeking community benefits should be considered. This is currently set at £4m although South Lanarkshire Council have set it at £50k. Guidance / policy is required on the development of local supply chains with SMEs and particularly amongst social enterprises in localities where the sector is not as strong or well developed as in other localities. A better understanding within anchor organisations of what the realistic requirements are to make SMEs / SEs ‘tender ready’ to allow them to access supply chains cannot occur without significant and ongoing capacity building. This is currently supported by the Supplier Development Programme across local authorities. (Our comments on SDP in response to Q2a above are also relevant here.) It would be helpful to see measures which would strengthen the role of social housing providers to employ local supply chains in their business. More generally, there is an opportunity in the move to net-zero to provide social enterprise capacity at scale to meet future needs in the green economy. Question 4 Employment law is reserved to the UK Parliament. Are there other devolved areas where the law could be changed to advance the workforce pillar of Community Wealth Building? Yes No Don’t Know Please provide a reason for your answer. In your response you may wish to consider the stakeholder suggestions outlined in the consultation paper which have arisen from early engagement. You may also wish to consider areas that the Scottish Government could work with the UK Government on if you have proposals regarding changes to the law which remain reserved to the UK Parliament. We will cross-reference to responses received as part of the Fair Work Nation consultation which was held in 2021. 67
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Ensure Fair Work practices are embedded in all projects which are being funded from the public purse. Legislating for the inclusion of local and sustainable supply chains in public contract documentation would encourage development of local businesses and suppliers. The weighting in any price/quality split for evaluation of tenders could include a higher scoring where local contractors or suppliers are utilised. There could be statutory targets for the number of apprentices employed each year. More progressive recruitment should be looked at for public sector agencies, unlocking more flexible ways to recruit. National policies and systems can restrict this, e.g,. within the NHS. More outreach work is needed and a requirement for agencies to report on what they are doing across this pillar. Focus on anchor organisations having an employability strategy and getting support from Scottish Government to prioritise this. Question 5 Are there ways in which the law could be changed which are not already covered in the proposals for the Land Reform Bill to advance the land and property pillar of Community Wealth Building? Yes No Don’t Know Please provide a reason for your answer. In your response you may wish to consider the stakeholder suggestions outlined in the consultation paper which have arisen from early engagement. Efforts are being made to address vacant and derelict land and property through different strands of activity being undertaken by local authorities and their partners and, irrespective of any legislative change, councils will continue to work with landowners to enable the reuse of land and property. However, there needs to be a significant increase in funding provided by Government to local authorities to support them to bring vacant and derelict land sites back into use. The new National Planning Framework (NPF4) will require planning applications to be health impact assessed as well as local Development Plans to incorporate consideration of a range of health and wellbeing issues. It would be helpful if the tools/plans developed in support of this have the CWB principles threaded through. Consideration should be given as to how statutory requirements for local authorities set within the new Local Heat and Energy Efficiency Strategies can be supported through Community Wealth Building. For example, incentivising those building owners making the transition to decarbonised heat sources to use local SMEs to do so. Consideration should also be given to mechanisms which strongly incentivise private property owners, particularly remote institutions, to invest in their property assets and evidence commitment to pro-active asset management. Failure to do so should trigger an option for communities to take over vacant, underutilised property. 68
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Finally, a Community Wealth Building approach to retrofitting energy efficiency measures to our housing stock and non-domestic buildings could bring significant benefits. Using our influence to develop the retrofit supply chain, we could create millions in direct Gross Value Added (GVA) for the local economy and also create thousands of jobs for local people in the local community. Question 6 Are there ways in which the law could be changed to advance the inclusive ownership pillar of Community Wealth Building? Yes No Don’t Know Please provide a reason for your answer. In your response you may wish to consider the stakeholder suggestions outlined in the consultation paper which have arisen from early engagement. You may also wish to consider areas that the Scottish Government could work with the UK Government on if you have proposals regarding changes to the law which remain reserved to the UK Parliament. The ideas put forward in the consultation paper (from engagement so far) all seem sensible. Start-up Social Enterprises can’t always demonstrate income streams or prove sustainability, and we would like to see support for mechanisms which can make it easier for social enterprises to access some form of security against investment, e.g., public investment such as the Affordable Credit Fund. South Lanarkshire Council are delivering a new community pilot to test the effectiveness of this model, investing in socially useful and economically viable initiatives, aimed at strengthening social enterprise delivery. This funding will not only provide investment but also strengthen social capital in the local areas where the pilots are located, giving financial reasons for communities to engage more fully with local organisations with the potential to become citizen investors. Sustainable long-term funding is key to enabling local economies to thrive. The Scottish Government should move away from the practice of packaging up small funding pots, remove ring-fencing and move to long term funding model devolved to Local Authorities. As noted under “land and property” (Q5) above, consideration should be given to measures which would compel private landlords and distant institutions in particular to offer assets they are not actively managing and investing in to local groups, bodies, communities. Options should be looked at to unlock opportunities which may arise at the point when SMEs are considering ceasing to trade, e.g., through retirement of owners – creating conditions which allow for employees to take a stake in the business and potentially transition to employee an employee ownership model. Question 7 Are there ways in which the law could be changed to advance the finance pillar of Community Wealth Building? Yes No 69
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Don’t Know Please provide a reason for your answer. In your response you may wish to consider the stakeholder suggestions outlined in the consultation paper which have arisen from early engagement. You may also wish to consider areas that the Scottish Government could work with the UK Government on if you have proposals regarding changes to the law which remain reserved to the UK Parliament. The aim of the Finance pillar is to increase flow of investment within local communities, harnessing wealth that exists locally. Examples given include credit unions, community development finance institutions (CDFIs), social investment and responsible investment. The consultation document notes early on that, as financial regulation is a reserved matter, there is limited scope for legislative proposals in this area. Stakeholders have suggested encouraging investment funds from, e.g., pensions to be directed to build local wealth, or giving credit unions and CDFIs greater recognition. They also mention establishment of community banks. For all of these potential focus areas, there needs to be a clear-sighted view of what can and cannot be achieved, particularly in light of the legislation and regulations that we cannot affect (such as Finance regulations, and potentially pension regulations). Those constraints would appear to effectively define the limits of what can be achieved in this area. Any changes to laws or guidance to further advance CWB also needs to consider risks, and who would bear these. Inherent in any funding or investment opportunity is risk of loss, and protections need to be considered for those who bear the risks (most likely through Financial Conduct Authority’s work). In the current climate, some credit unions are finding times tough, some are failing, and there would be significant limitations (both legally and financially) on the level of support that local authorities could provide. With the cost of living crisis squeezing finances across the board, risks will be higher. More generally, ensuring the CWB principles are built into funding criteria wherever possible would be a positive measure. For example, ensuring that national investment funds are more locally and evenly targeted and awarded through local partnerships, as opposed to a national competitive process which leads to a lack of parity across localities. 70
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 6 June 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building Action Plan: Q4 Update 1. Purpose of Report 1.1. The purpose of the report is to:- present the Q4 progress update on the Community Wealth Building (CWB) Action Plan 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the contents of the report be noted 3. Background 3.1. The Commission approved the 2022/2023 CWB Action Plan at its meeting on 6 September 2022. 3.2. This report presents at update on the actions contained within the Action Plan for the 12 month period April 2022 to the end of March 2023. 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 84 actions within the CWB Action Plan for 2022/2023. Progress to date against these actions is shown in the CWB Quarter 4 Performance Report 2022/2023, attached as appendix 1. 4.3. This report uses a traffic light format with the following definitions to give a status report on each measure:- Status Definition Blue Action complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available 8 71
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4.4. The overall summary of progress to date is as follows:- Status Actions Number % Blue 13 15% Green 67 80% Amber 3 4% Red 0 0% Report later 1 1% Totals 84 100 % (Data correct as at 24 May 2023) 4.5. Of the 84 actions, 13 are complete and will be removed from the Action Plan. The remaining actions will be reviewed and a refreshed Action Plan will be brought to the September meeting of the Commission. 5. Employee Implications 5.1. There are no direct employee implications. 6. Financial Implications 6.1. There are no direct financial implications. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change implications as a result of this report. 8. Other Implications 8.1. None. 9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required. Paul Manning Executive Director (Finance and Corporate Resources) 16 May 2023 Link(s) to Council Objectives/Values/Ambitions • Accountable, effective, efficient and transparent Previous References • CWB Commission Report – CWB Action Plan 2022 Refresh List of Background Papers • None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 72
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Summary - number of detailed actions complete, green, amber and red under each Community Wealth Building Pillar Community Wealth Building Pillars Complete Green Amber Red Report later Total Spending 6 20 0 0 1 27 Workforce 0 15 0 0 0 15 Land and property 1 15 3 0 0 19 Finance 1 8 0 0 0 9 Building the generative economy 5 9 0 0 0 14 Total 13 67 3 0 1 84 Page 2 74
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Provide support to local sectors based on an assessment of current capabilities ensuring support from Supplier Development Programme. Deliver training events on public sector procurement for relevant contracts SLC co-hosted the following SLC specific events with Supplier Development Programme: 07-Jun-22Meet the Contractor - Morrison Construction 23-Aug-22Talking Tenders with South Lanarkshire Council 27-Sept-22 Talking Tenders with Scotland Excel for the Property, Maintenance and Refurbishment Framework 24-Nov-22 Talking Tenders with South Lanarkshire Council 15-Dec-22 South Lanarkshire Council Supplier Engagement Event: Roads and Infrastructure Framework 30-Jan-23 South Lanarkshire Council Supplier Engagement Event: Roads and Infrastructure Framework 06-Apr-23 South Lanarkshire Council & Social Enterprises: A Conversation about Public Sector Contracts We also co-hosted a Meet the Real Buyer event in Feb 2023. There were 632 registrations for the event, 337 of whom attended on the day, this is a very impressively attendance rate for such an event. Of those, attendees 200 unique Scottish SME businesses were represented on the day. 78 of these SMEs were based in South Lanarkshire Council and 46 were based in North Lanarkshire. Green Completion of a gap analysis of current capabilities. Supplier engagement survey undertaken with South Lanarkshire business. Analysis completed with results and next steps to be presented to the CWB Progress Group and Commission. Green Review of the range of support provided to those markets and identify measures to increase capability. Feedback from the supplier engagement survey and from Meet the Real Buyer will help inform how support is delivered going forward. Green Increase the level of spend with local companies Information for 2022/23 not available until June 2023. Report Later Increase the number of registrations with Public Contracts Scotland tendering portal There has been an increase in PCS registrations since November 2022 from 1,275 to 1,501. This equates to a 17.8% increase. Green Page 3 75
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Green Increase the contracts awarded to local companies Positive engagement with local companies and social enterprises with the Supplier Development Programme in 2023 include: national Meet the Buyer in May 2022, pan Lanarkshire Meet the Buyer event in February 2023, Social Enterprise engagement event March 2023 and a Talking Tenders for Quick Quotes in November 2022. 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. LEF Business Group have been briefed on extension of scope of Quick Quote and encouraged to promote Meet the real Buyer events and to share with business networks in order to increase interest in contracting with South Lanarkshire Council. In addition, Business Gateway have been encouraged to promote potential business opportunities from future health and social care requirements. Discussions with LEF partners, University of West of Scotland, South Lanarkshire College, New College Lanarkshire have all taken place, requesting spend information with offer of assistance to analyse spend and to help identify local, alternative suppliers. The future of LEF is under review Green Encourage local suppliers to bid for Scotland Excel contract opportunities Concerted marketing campaign including daily social media posts, cascading of details to all relevant partner organisations and direct emailing to relevant businesses for the Scotland Excel Property, Maintenance and Refurbishment and Roads and Infrastructure Frameworks has been taking place. Webinar for the Maintenance and Refurbishment framework took place on 27 September 2022 and a face to face event for the Roads and Infrastructure Framework took place on 15 December 2022, this was followed by a webinar on 30 January 2023. Green Page 4 76
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Utilise support from Supplier Development Programme to facilitate pre-market engagement, using their marketing and social media channels, plus webinars and early engagement events. While SDP continue to deliver their ongoing portfolio of training events, SLC co-hosted the following SLC specific events with them: 07-Jun-22Meet the Contractor - Morrison Construction 23-Aug-22Talking Tenders with South Lanarkshire Council 24-Nov-22 Talking Tenders with South Lanarkshire Council 15-Dec-22 South Lanarkshire Council Supplier Engagement Event: Roads and Infrastructure Framework 30-Jan-23 South Lanarkshire Council Supplier Engagement Event: Roads and Infrastructure Framework 06-Apr-23 South Lanarkshire Council & Social Enterprises: A Conversation about Public Sector Contracts We also co-hosted a Meet the Real Buyer event in Feb 2023. There were 632 registrations for the event, 337 of whom attended on the day, this is a very impressively attendance rate for such an event. Of those, attendees 200 unique Scottish SME businesses were represented on the day. 78 of these SMEs were based in South Lanarkshire Council and 46 were based in North Lanarkshire. Green Maintain liaison with Tier 1 contractors to promote SME engagement for sub-contract opportunities and, where possible, obtain details of successful awards Preparations continued for the Build Lanarkshire Programme commencing 3 May 23 and will run for eight weeks. All eight events held in Tier 1 premises with presentations from Tier 1 buyers regarding what opportunities will be coming up and onboarding procedures. We also supported a Morrisons Meet the Contractor Event on 7 June 2022 Green Use a range of communication methods to advertise Conduct supplier events and increase the use of social media. The wide range of engagement events were marketed heavily through social media channels, namely Twitter, Facebook and Linkedin. Green opportunities to potential bidders. Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. SDP promote all supplier engagement opportunities via their social media channels- LinkedIn, Facebook and Twitter. Training webinars also promoted via social media. Green Page 6 78
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Review sustainability requirements for Review the scope and scoring of sustainability requirements in contracts to maximise environmental benefits. Revised approach to Sustainability Scoring in tenders effective from April 2023. Complete contracts Implement the Flexible Framework Sustainability action plan to further embed good procurement practice. Flexible Framework reviewed at 31 March 2023 and sustainability outcomes continue to be considered in all tender processes. Green Identify those anchor organisations willing to participate and promote contract opportunities to local SMEs and social enterprises NHS Lanarkshire will work with SDP as part of a short-term supply chain diversity project to encourage a wider pool of suppliers, support more local SMEs to become suppliers, and will focus in particular on increasing diversity. A series of three engagement events were facilitated by SDP on behalf of NHS Lanarkshire; these included Talking Tenders with NHS Lanarkshire (214 bookings and 168 attendees), NHS Supply Chain Partner Engagement event (37 bookings/26 attendees) and a bespoke NHS Tender Training event, Electrical and Plumbing Framework (18 booked/9 attended). Outcomes will be reported later when the evaluation report has concluded. Complete Review of the changes to delivering increased levels of community Review the scope of the community benefits menu and minimum scoring to identify opportunities for improving the gain for communities. Updated Community Benefits points menu effective from April 2023. Complete benefits and identification of new opportunities to improve community outcomes Identify specific community benefits that can be delivered from contracts that can support communities. The Community Wish List webpage was launched in March 2023 and initial enquiries logged. Community Wishlist and Benefits officer have joined the working group developed by the City Deal team looking at community wishlists across the region Green NHS Lanarkshire will support and encourage the use of the National NHS Scotland Community Benefits Portal NHSL continue to promote the National community benefits portal and attend the national meeting. NHSL have had 8 community needs uploaded, and so far 2 have been picked up and delivered. Focus this year will be on encouraging more suppliers to use the portal. Opportunities for joint working with SLC are also to be explored. Green Consideration of the changes that could be made to the way contractual opportunities are presented to the Provide a Local Spend update. A local spend update report was provided to the meeting of the Commission on 6 September 2022. The report included an update on local spend performance, analysis of the construction sector in SLC and NLC and outlined a number of next steps in support of the delivery of the Community Wealth Building objectives under the Spend Pillar. Complete market and evaluated in support of community wealth building objectives Report on the progress of the new Quick Quote arrangements An update on the use of quick quote was provided to the meeting of the Commission on 6 December 2022. The report provided an overview of the quick quotes that have been carried out, the experience of South Lanarkshire based companies taking part, the engagement activity that has been taking place and further development work. Complete Page 7 79
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Review the contract evaluation criteria for regulated spend. Recommendations to be presented to the next spend pillar working group for discussion. Green Identify the spend in scope based on the requirements of the procurement regulations, reflecting changes to standing orders and evaluation criteria. Route to market considered for each tender opportunity to ensure local opportunities. Green Identification of local contract opportunities where viable local markets exist based on changes to standing orders and evaluation criteria. Property Services confirm Universal School Meals Projects will provide opportunities for Quick Quotes to be obtained from local contractors. In addition, the Community Benefits menu promotes the use of the local companies as sub-contractors and local apprenticeships. Green Workforce High level action Detailed actions Comments/Progress Status Ensure that all Anchor organisations including South Lanarkshire Council have adopted the Living Wage as well as Living hours and fair work practices We will continue to advocate the Living Wage and work on developing living hours along with our Community Planning Partners and Anchor Organisations The pan Lanarkshire Living Wage Campaign Group meets quarterly to ensure focus in this key area. Currently there are 149 Living Wage employers in South Lanarkshire and 123 in North Lanarkshire. 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. Colleagues in Economic Development are engaging with all employers to encourage them to pay the Living Wage. Liaising with partners such as Skills Development Scotland and Routes to Work South. Continuation of the Pan Lanarkshire Living Wage Accreditation discount scheme was agreed in this quarter, supporting employers to become accredited. Green Page 8 80
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Provide webinars and support to understand impact of Fair Work, for employers and communities. The Pan Lanarkshire Living Wage group received an update from DWP on In Work Progression and the offer of support available from job centres during this quarter. Green We will improve the percentage of applicants from South Lanarkshire SIMD areas who secure work with Living Wage accredited employers Our employability projects will work with managers to identify pre employment training and skills required for entry level jobs as well as building on existing work to prepare our local residents for interview and improve their employability. The employability team along with colleagues from operation personnel have collaborated to create an employability pipeline which creates opportunities for residents and local communities. We had our first Recruitment Fair in August 2022. This fair provided us with a template which attracted a mix of long term unemployed and employed clients who were looking for a change of career and this has resulted in 53 interviews and 29 job offers. The fair provided us with several learning points, which included a more tailored approach to geographical area and posts available. Our second Recruitment fair in February 2023, has increased our conversion to application from those who attended, with 75% of job seekers completing applications in Feb 23. Green We will continue to deliver employability programmes which help local residents into work. We will map the extent of employability support with partners - identifying strengths, gaps and areas for development. The Council has a range of well-established employability services, delivered in partnership across Education, Corporate Resources and our third sector partners. NOLB makes a key contribution to support this activity and has supported additional activity during 2022/23. It is likely that the funding priorities for 23/24 will change significantly with an increased focus on parental employability support Green Page 9 81
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Work with our own services and public and private sector partners to identify the skills they need to grow and create wealth in the local economy 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 SDS’ Careers Review has been published and can be accessed at the link below career_review_final_report_230306_final.pdf (skillsdevelopmentscotland.co.uk) LEP partners continue to work together to plan activity in response to labour market conditions and to respond to emerging gaps in service delivery. Partners are awaiting confirmation of funding for 23/23, following which a delivery plan will be agreed. Green Be responsive to business and Social Enterprise needs We will further develop our Upskilling programme to ensure it is meeting demand led skills requirements and qualifications from local SMEs and Social Enterprises in particular. We remain focused and continue to engage with local businesses to support employees through our Upskilling project. To date we have supported 49 businesses, 44 employees have completed their qualification during the year and there are 97 employees currently undertaking a recognised qualification in areas Health & Social Care, Child Care, Warehousing, Distribution & Logistics, and creative industries. Green We will work with new businesses to ensure residents are upskilled prior to launch date through pre-employment training and employability support. We have continued to deliver a range of pre-employment training opportunities including in HGC and LGV through our delivery partner Routes to Work South and in partnership with DWP to support progression to employment in the care sector. Green Promote the Council as an ‘Employer of Choice’ highlighting our excellent Terms and Conditions and opportunities for flexible working. Build on work ongoing with Targeted recruitment in Employability Services, ensuring that applicants are supported to apply for SLC vacancies as well as receiving pre-employment training where required. Use available funding to support job opportunities for local people within council. We continue to support local Homecare providers who deliver services on behalf of the council by promoting vacancies and linking opportunities to employability client. We have upskilled 57 employees in Health & Social Care qualifications through our Upskilling project. Green Page 10 82
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status 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. We have continued to deliver employer engagement activities with RTWS. 2022/2023 Programmes such as Making it Work has had 58 registrations. 21 job outcomes 66 training outcomes 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. Our established Modern Apprenticeship programme currently has 184 in training and the breakdown of occupational areas is shown below: Construction and construction technical 493 and 4 year programmes Business and administration232 year programme Child care272 year programme Social care282 year programme Digital Apps and IT Support361 to 2 years (staff and new MA’s) Road Workers 42 year programme Housing Assistant 52 year programme Youth work122 year programme In addition to the above numbers, recruitment campaigns are currently live for 4 additional Road Workers and up to 12 Social Care Modern Apprentices, who once recruited, will start in April 2023. 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 item is a standing agenda item at our Local Employability Partnership meetings. We have recently explored options with SDS at a local and national level regarding shared apprenticeships with NHS Lanarkshire. this work continues. Green Page 11 83
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Work with Education Resources to identify suitable Foundation and Modern Apprenticeship journeys Monitor progress of Foundation apprenticeship candidates who are ready/suitable for Modern Apprenticeship opportunities. Put in place any additional supports required. Education Resources have developed a new model of delivery for Foundation Apprenticeships which includes expanding the FA consortium to New College Lanarkshire. All FAs have a linked Vocational Development Worker, who supports individual pathway planning. This might include into a related Modern apprenticeships if appropriate and all FA's are able to apply and be interviewed for MAs if they wish. We delivered a pilot programme to support 5 Care experienced young people into Council Apprenticeships and have shared the learning from this with colleagues. Green Review the funding streams available to the Council to support training including Modern Apprenticeships Examine the terms and conditions of these funding streams to identify best option for funding or part-funding Modern Apprenticeship programmes and other training opportunities Current funding arrangements for MAs allow each to be matched into a budgeted vacancy at the earliest opportunity. we pay the Living Wage to all MAs and have raised the inequity of the national apprenticeship wage with SDS nationally. Green Put in place options for trainee positions including modern apprenticeships using workforce plans and funding criteria to maximise effectiveness Use different funding streams to leverage best available options for sustainable traineeships. Link to work with DYW. MA recruitment is linked to all Council Workforce plans. DYW reps are on the LEP and the Foundation Apprenticeship Consortium Green Land and property High level action Detailed actions Comments/Progress Status Increase the supply of affordable housing across South Deliver the Strategic Local Programme Agreement (SLPA) Following monitoring throughout the year, RPA was reduced to a final prediction of £12.794m spent due to some slippage in programmes. Final claims of £10.45m achieved. Green Lanarkshire Preparation and approval of the Strategic Housing Investment Plan (SHIP). SHIP developed and approved at committee on 5th October 2022. Green Page 12 84
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This can involve on site provision or the payment of a commuted sum depending on the circumstances of each case. This is in accordance with the adopted Local Development Plan and Supporting Planning Guidance on developer contributions. Green Identify and purchase appropriate properties to Specific content within SHIP approved in relation to Open Market Purchase Scheme. The Open Market Purchase target was set of 60 units for 2022/23 Green meet specific housing needs Target of 67 properties purchased through Open Market Purchase Scheme for 2021/22. have yet to agree what the target is for OMPS within 2022/23. Target of 60 OMPS was set for 2022/23, 57 acquired. 2 further properties identified, however settlement delayed into 2023/24. Amber Continuous assessment of regeneration priorities as part of Local Housing Strategy process. Considered as part of annual review of Local Housing Strategy. The final phase of the housing led regeneration of Whitlawburn, Cambuslang is now completed with the latest tenants moving into new properties to be managed through West Whitlawburn Housing Co-operative. Actions to consider future regeneration opportunities by the council and its Registered Social Landlord partners are being considered as part of the new South Lanarkshire Local Housing Strategy 2022-27, approved by the council's Executive Committee on 30 November 2022. This includes the role of housing within the regeneration of town centres across South Lanarkshire. Green Identified priority projects included as part of SHIP development. Priority of Low, Medium or High set against all SHIP projects Green Ensure priority projects are included as part of the preparation of the next Local Development Plan 3 Close working with colleagues in Planning to ensure sites reflected across corporate documents. Green Continue to target long-term empty homes to bring them back into Establish a Matchmaker Scheme to link empty properties with interested buyers. Work commenced with other council services and the Scottish Empty Homes Partnership to develop a matchmaker scheme for South Lanarkshire. Scheme to be launched summer 2023. Green effective use and contribute towards meeting housing needs Set up an empty home grant scheme providing financial support for owners to improve property condition. Review of existing Empty Homes Grant Funds to inform options for consideration for South Lanarkshire. Grant Scheme to be launched during 2023/24. Green with a target of 15 set for 2021/22. Provide practical advice and assistance to empty property owners. Strategy and Policy Officer (Empty Homes) continues to deliver practical advice and assistance to any enquirer contacting the council. Green Page 13 85
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Provide direct support to applicants A Community Asset Transfer Development Officer has been recruited and will promote and support the asset transfer process Community Asset Transfer Officer appointed on a 2 year contract until March 2024 Complete Community Asset Transfer to be promoted to communities across South Lanarkshire Process for promotion of Community Asset Transfer to be agreed CAT process has been refined with online support pages and Learn on Line training module launched. CAT process has been promoted with VASLan and presented to Third Sector Locality Networks. CAT process also presented to all Area Committees. Specific session held with SFA and football teams across South Lanarkshire in February Green Continue to improve the energy efficiency of the Council’s housing stock contributing towards national climate change ambitions The Housing Investment Programme will continue to incorporate sustainable changes to the Council’s housing stock, working towards increasing the number of properties that meet the Energy Efficiency Standards for Social Housing 2 (EESSH2). A target of 10% has been set for 2022/23. As reported to the council’s Executive Committee as part of the Capital Programme Monitoring reports throughout 2022/23, the Housing Investment Programme has been subject to delays due to a variety of external factors. This includes the discovery of roosting bats within buildings prior to work commencing and the extreme weather experienced in December 2022, which caused flooding damage to a number of Council properties and operatives from Property Services have been diverted away from energy efficiency works to tackle urgent repairs. In relation to EESSH2, the Scottish Government are continuing to review the standards and timescales associated with this and the council await further detail prior to recommencing performance reporting. Amber Continue to implement energy efficiency measures across council facilities Deliver a range of projects as part of the Community Energy Efficiency Fund programme. The majority of the projects on the programme have now been delivered. However the Solar PV panel installations proposed for Calderwood and High Blantyre primary schools will now be completed in 2023/24 following delays in the supply of materials. Amber including investment in renewable energy solutions and low/ zero-carbon heating Reduce embodied carbon from construction (new builds and refurbishment) Design Process is constantly reviewing opportunities to reduce Carbon Green Page 14 86
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continue to maximise Energy Efficient Scotland funding to support owners and private rented properties Work with partners, including Home Energy Scotland, to provide advice and support to owners and private landlords on funding opportunities available to them. Housing and Technical Resources continues to work with partners to support homeowners and private landlords to improve energy efficiency within their properties. Recently, this includes sharing opportunities for funding and updates to environmental legislation at the Resources own Virtual Private Landlord Forum in Spring 2023, with over 60 landlords from across South Lanarkshire in attendance. 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 20 Minute neighbourhoods is now imbedded in the assessment process for funding bids as part of a wider assessment structure. To date there has not been a round of suitable funding bids assessed since this inclusion of this measure. 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 Through the development of the Social Enterprise Strategy and complementary accelerator programme etc there has been extensive dialogue on furthering knowledge and participation in opportunities for collaborative working. Green Finance High level action Detailed actions Comments/Progress Status We will look to approach the pension fund to explore further opportunities for investment in local areas. Other councils , with a similar interest, may wish to make a joint approach Through officers initially, we will approach SPF to ask for options to be considered for opportunities for local investment. Considerations to be developed along side SPF following initial discussions of possible areas. In relation to investment by SPF we have had communication with them around how they invest, in particular how they invest with councils. They have a Direct Impact Portfolio that they point to around a more local impact investment portfolio This isn’t however a pot of funds that can be “bid” for. will continue to look at what other councils are doing in this area Green Establish working relationships with CUs and community partners to promote savings and Engage with Credit Unions to establish shared priorities and linkages to CWB Strategy CET Officer appointed to engage with CUs across South Lanarkshire. Engagement successful and CUs are now part of the Financial Inclusion Network and working on various initiatives to improve and increase awareness of CU services Green Page 15 87
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status affordable credit Establish a Credit Union Network SL Credit Union Network has been re-established and regular meetings held to link CU activity to CWB process Complete Develop and promote new financial services to communities Discussions are now ongoing with the CU Network to look at new financial models for CU activity. CUs have been fully involved in Financial Inclusion Network and linkages made to Supplier Development Programme and other procurement initiatives. Green Run “shop and spend local “campaigns to 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 Ongoing engagement with Tourism sector, promoting Tourism Strategy, business support and marketing opportunities with a view to developing relationships short term and establishing a formal networking group in due course. South Lanarkshire Social Economy Steering Group established to encourage collaboration and support Social Enterprises with marketing and Networking. 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 Business Support grants application process and engagement with local Business Gateway encourages applicants and clients to attempt to source goods and services locally, quotations from suppliers outwith area are queried and applicants asked to justify where local suppliers not used. Green Encourage local trading networks Local trading is promoted through networking events- examples include Lanarkshire Business Hub, Social Economy Steering Group, Tourism and Food and Drink sectors collaboration, Business Improvement Districts Business Support grants application process and engagement with local Business Gateway encourages applicants and clients to attempt to source goods and services locally, quotations from suppliers outwith area are queried and applicants asked to justify where local suppliers not used. Green Case-study local businesses via our website and the local press Series of case studies has been, and will continue, to be developed illustrating support provided and positive outcomes for those businesses being supported. Case studies are promoted through social media and South Lanarkshire View and will be included in new Invest in South Lanarkshire website. Green Page 16 88
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Finance High level action Detailed actions Comments/Progress Status Raise awareness of what is on offer for days out/recreation/culture, events in South Lanarkshire Provide an events calendar Developing series of business support and engagement events including Women in Business, Meet the Buyer and other supplier engagement sessions, promote and support various Business Gateway, Lanarkshire Business Hub, SDP, sectoral networking events and support national thematic events at local level. Green Building the generative economy High level action Detailed actions Comments/Progress Status Offer targeted support to South Lanarkshire businesses, enabling them to create and safeguard jobs, increase turnover and profit Develop sector specific programmes (tourism, food and drink, social enterprises, green economy, construction, manufacturing etc) Food, Tourism and Social Enterprise Strategies completed and in place. Specific business support initiatives have taken place to support key sectors including Build Lanarkshire - a construction accelerator programme, and women in business pilot programme delivered with partners. Scope of business support grants widened to include funding for low carbon, energy efficiency projects. Green Tailor SLC grants to business needs with a new micro-grants scheme for small and start up businesses with minimum red tape. Small business support grant pilot introduced 2022 to assist micro and small businesses implement projects to help them grow. Has been successful and well received by businesses and will therefore continue as a business support offer. A new business start up grant, for businesses which had not yet started trading and therefore ineligible for existing support also trialled and this was implemented through Business Gateway contractor. Complete Offer larger growth and recovery grants to business, based on jobs created and increased turnover. Business Growth Grant was delivered throughout the year committing c£1.3M of funding to local businesses. This fund has now closed due to the end of ERDF funding. This is being replaced with a new grant fund focussing on creating jobs and implementing net zero activity using UK Shared Prosperity Funding throughout 2023-24 and 2024-25. Complete Page 17 89
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Building the generative economy High level action Detailed actions Comments/Progress Status Signpost businesses to other sources of help and advice SLC support for business webpages updated to reflect new opportunities and available support, together with targeted social media for specific funding opportunities and business support events. Work closely with Business Gateway contractors to ensure businesses are given the right advice at the right time. Green Develop a marketing/investment strategy, including a promotional programme with targeted/seasonal Create a site prospectus Details of key SL inward investment sites provided to Glasgow City Region Project management team as part of initiative to develop GCR Inward Investment Prospectus. Collation of SL Prospectus has commenced for inclusion in any future SLC Inward Investment satellite website Green events and promotions around key employment sectors. Improve web presence/ on line material Existing website presence via SLC website reviewed and updated. meetings with corporate PR taking place to improve offer Green 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 Strategy approved and launched Complete Develop a new strategic agreement with the Third Sector Establish a high level review group and comprehensive engagement process for the review Collaborating with VASLAN and other agencies in addition to Third Sector businesses to undertake review of sector and ensure loser alignment with support. Green Implement the new strategic agreement with the Third Sector High level strategic agreement group overseeing actions VASLan and Third Sector Chief Officers Group held high level discussions with CPP Leadership and Scottish Government in December 2022. A follow up discussion was held in March 2023 and Partners are considering the next steps Green Review funding to the Third Sector Establish a cross-partner review group and agree terms of reference Review Group established and Terms of Reference agreed. Group yet to meet and link to high level Relationship group to be resolved. Green New SE Strategy & Action Plan produced Establish a Strategy Development Group including partners and representatives of the social enterprise sector Social Enterprise Strategy Group established and draft strategy publicised. Strategy to be presented to Council and CPP in 2023/24. Green Page 18 90
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IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Thursday 25 May 2023 Community Wealth Building Action Plan Building the generative economy High level action Detailed actions Comments/Progress Status Social enterprise advisor recruited into Economic Development Experienced officer recruited June 2022, has developed collaborative network, continues to build strong relationships with sector, completed Social Enterprise Strategy which will be presented at CMT 18 May and reported to CER Committee on 30 May for approval. Accelerator support programme trialled successfully and subsequent programme being procured. Complete Social Enterprise Steering Group established Agree membership and terms of reference Strategy Group established and terms of reference agreed. SL Social Enterprise Partnership now established Complete Page 19 91
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 6 June 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Forward Programme for Future Meetings 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of the forward programme for the meetings of the Community Wealth Building Commission invite members to suggest topics for inclusion in the Committee’s forward programme [1purpose] 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- [recs] (1) that the report and the outline forward programme for the meetings of the Commission, attached as an appendix to the report, be noted. [1recs] 3. Background 3.1. At the Commission meeting on 6 September 2022, there was a wide-ranging discussion of Community Wealth Building in response to the input from Neil McInroy and the Scottish Government. Members of the Commission expressed an interest in bringing forward items to future meetings which would explore each of the 5 pillars in detail and allow constructive discussion on how collectively to progress the CWB agenda in South Lanarkshire. 3.2. In a similar vein, it has been noted at previous meetings that the updates on the action plan at Q2 and Q4 provide only an overview of progress, with brief summaries of the actions that are being taken. For a detailed understanding of the context, progress and challenges under each pillar, it is necessary to look at specific topics in detail. 3.3. To assist in shaping the future deliberations of the Commission, an outline forward programme is attached as an appendix to the report. Members are invited to consider the programme and suggest topics that they would like to see addressed at future meetings. 4. Employee Implications 4.1. There are no employee implications. 5. Financial Implications 5.1. There are no financial implications. 9 93
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no Climate Change, Sustainability or Environmental implications in terms of the information contained within this report. 7. Other Implications 7.1. There are no risk implications in terms of the information contained within this report. 8. Equality Impact Assessment and Consultation Arrangements 8.1. The report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 8.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Paul Manning Executive Director (Finance and Corporate Resources) 18 May 2023 Link(s) to Council Values/Objectives/Ambitions Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698.454904) E-mail: Tom.Little@southlanarkshire.gov.uk 94
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APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility 5 September 2023 Action Plan 2023 Refresh Annual Report National Planning Framework 4 Strategic Approach to Town Centres CWB Charter Third Sector and CWB Forward Programme for Future Meetings Neil Neil Tony Iain Neil Steven Susan/Helen 12 December 2023 Forward Programme for Future Meetings Susan/Helen 12 March 2024 Forward Programme for Future Meetings Meeting Timetable 2024/2025 Susan/Helen Susan/Helen Future Meetings Employability and the Employment Pillar Asset Transfer Planning for Place and CWB Community Benefits within Contracts UN Sustainable Development Goals SLC SLC SLC SLC VASLan or Cmty Planning 95
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