Agenda Document Pack - Community Wealth Building Commission - 12/12/2023
South Lanarkshire Council · 12 December 2023
Back to Community Wealth Building Commission — 12 December 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 Monday, 04 December 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, 12 December 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 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 5 September 2023 submitted for approval as a correct record. (Copy attached) 3 - 10 Item(s) for Consideration 3 Larkhall Plan Partnership Report dated 23 November 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 11 - 14 4 Community Wealth Building Action Plan: Q2 Update Report dated 14 November 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 15 - 34 5 Community Wealth Building and Neighbourhood Planning Report dated 24 November 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 35 - 40 6 Context for Community Wealth Building: Data Digest Report dated 2 November 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 41 - 50 7 Food Procurement Findings of the Market Capacity Assessment and Next Steps Report dated 22 November 2023 by the Executive Director (Community and Enterprise Resources). (Copy attached) 51 - 64 8 Forward Programme for Future Meetings Report dated 23 November 2023 by the Executive Director (Finance and Corporate Resources). (Copy attached) 65 - 68 Any Other Competent Business 9 Any Other Competent Business Any other items of business which the Chair decides are competent. For further information, please contact:- Clerk Name: Helen Calley Clerk Telephone: 07385370069 Clerk Email: helen.calley@southlanarkshire.gov.uk 2
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COMMUNITY WEALTH BUILDING COMMISSION Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 5 September 2023 Chair: Councillor Margaret B Walker Present: South Lanarkshire Council Councillors Robert Brown, Margaret Cooper, Kirsten Robb, John Ross NHS Lanarkshire J Pravinkumar, Director of 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 F Carlin, Head of Planning and Regulatory Services; I Ross, Project Manager Finance and Corporate Resources H Calley, Administration Officer; C Fergusson, Head of Finance (Transactions); T Little, Head of Communications and Strategy; G McCann, Head of Administration and Legal Services; K McLeod, Administration Assistant; N Reid, Improvement and Community Planning Manager Apologies: South Lanarkshire Council Councillors Alex Allison and Joe Fagan (Chair) C Sneddon, Chief Executive; P Manning, Executive Director (Finance and Corporate Resources); S Sengupta, Director, Health and Social Care 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 June 2023 were submitted for approval as a correct record. The Commission decided: that the minutes be approved as a correct record. 3 Community Wealth Building Action Plan 2023 Refresh A report dated 17 August 2023 by the Executive Director (Finance and Corporate Resources) was submitted on the draft Community Wealth Building (CWB) Action Plan 2023/2024. 2 3
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At its inaugural meeting on 31 August 2021, the Commission approved an action plan to accompany the CWB Strategy. Following presentation of the latest Q4 report, the action plan was reviewed to remove completed actions and to refresh the remaining actions for year 3 of the Strategy. The refreshed Action Plan would continue to be monitored and reported through the Improve system, with updates provided to the Commission at Q2 and Q4. Officers responded to members’ questions on various aspects of the report. The Commission decided: that the report be noted. [Reference: Minutes of 31 August 2021 (Paragraph 5)] 4 Community Wealth Building Annual Report 2022/2023 A report dated 17 August 2023 by the Executive Director (Finance and Corporate Resources) was submitted presenting a draft of the Community Wealth Building (CWB) annual report for 2022/2023. The Council approved a CWB Strategy on 10 March 2021, resulting in the formation of the CWB Commission to engage a wide range of partners and stakeholders in the CWB agenda. To support formal reporting of progress against the Strategy, the Commission agreed, on 7 February 2022, that annual reports would be produced to highlight progress and showcase examples of significant work under the 5 pillars. The annual reports also provided a vehicle for communicating the purpose of CWB and why the Council and partners considered that CWB was an important way of working in South Lanarkshire. The first annual report, covering year 1 of the Strategy, was presented in final form to the Commission in September 2022. The draft Annual Report, covering April 2022 to March 2023, was presented as Appendix 1 to the report. In August 2021, the Commission agreed to monitor the CWB action plan through progress reports at Q2 and Q4, however, the Commission also agreed there was scope to reach a wider audience and to enhance communications around the CWB agenda by presenting progress in a more accessible format. An annual report offered the opportunity to present what had been achieved and to restate the aspirations of the Council and partners to champion CWB across all aspects of service planning and delivery. The annual report did not replace the formal reporting of Q2 and Q4 progress but allowed a more public-facing and accessible presentation of information, using key points and case studies to illustrate CWB in action. The structure and content of the annual report were summarised in the report. Officers responded to members’ questions on various aspects of the report. The Commission decided: that the report be noted. [Reference: Minutes of 7 February 2022 (Paragraph 6)] 4
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5 Spatial Planning and Community Wealth Building A report dated 28 July 2023 by the Executive Director (Community and Enterprise Resources) Resources) was submitted:- providing an update on the direction of the spatial planning policy on Community Wealth Building (CWB), as set out in National Planning Framework 4 (NPF4) summarising the process involved in the preparation of the Council’s next Local Development Plan (LDP) and the key issues the plan would address in terms of Community Wealth Building The Planning (Scotland) Act 2019 set out the legislative response to the transformation of the planning system the Scottish Government was developing. It included the introduction of a statutory requirement for the Scottish Government to prepare and adopt a new NPF which, unlike previous versions, would form part of the development plan alongside the Council’s LDP. It meant all planning decisions, including the preparation of LDPs and the determination of planning applications, had to accord with NPF4. The Act also set out the legislative requirements for a new style of LDP and the report focused on the issues in relation to CWB. NPF4 was the Scottish Government’s National Spatial Strategy for Scotland to 2045, the aims and details of which were detailed in the report. In relation to CWB, NPF4 encouraged, promoted and facilitated a new strategic approach to economic development that provided a practical model for building a wellbeing economy at local, regional and national levels. LDPs would be aligned with the strategy for CWB for their area and would address CWB priorities, identify community assets, set out opportunities to tackle economic disadvantage and inequality and seek to provide benefits for local communities. Further details of LDPs were included in the report. At its meeting on 8 August 2023, the Planning Committee gave its approval for officers to start preparation of a third LDP for South Lanarkshire (LDP3). LDP3 would take account of NPF4 and the Council’s Community Plan. The report gave further information on LDP3 which would include a delivery programme and be place-based and people-centred. An evidence report would be prepared at the start of the plan-making process and used to inform plans, before the proposed Plan looked at where new development would take place. The Council was also required to invite community bodies to prepare a Local Place Plan for their area at the start of the evidence report process, to allow local communities to set out their aspirations for local improvement in order to feed into the development plan process. The newly published guidance provided advice on the information to be gathered and considered. For CWB, this included the location, use and condition of community assets, the CWB priorities that had been identified for the area and the identification of areas of economic disadvantage and inequality. Both the CWB and Social Enterprise Strategies were relevant to that context. Using the data gathered, the evidence report would show how a wellbeing focused local economy would be developed. The report provided the next steps being taken in relation to the LDP3 evidence report, the direction of LDP3 and preparing the delivery programme. Officers responded to members’ questions on various aspects of the report. The Commission decided: that the report be noted. 5
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6 Town Centres Strategic Update A report dated 27 July 2023 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on town centre activity. The nature of town centres across the UK was in a transitional stage. The issues town centres were facing included the economic downturn, internet shopping, the growth of out of town shopping malls, changes in retailers’ business models and consumer expectations that had resulted in a decline in footfall. Some of the issues were local and specific to individual towns, however, many were seen across the country influenced by wider economic patterns, consumer behaviour and corporate decisions. Supporting town centres remained a Council priority and officers continued to work, in partnership with groups and organisations in each town, to achieve common goals. The contribution town centres made to communities could not be overstated and with around 70% of businesses and jobs in the economy located in town centres, they were often the principal location for leisure and hospitality. Across the 10 towns defined in the South Lanarkshire Local Development Plan (LDP), there was active and ongoing engagement with the most appropriate groups in each town. Town Centre strategies and action plans had been prepared and approved for Hamilton, Cambuslang, Larkhall and Blantyre, with work underway in Rutherglen. Similar plans were being progressed by the communities in Lanark and Carluke along with the master planning work by the owners of East Kilbride. In Strathaven, the Conservation Area Regeneration Scheme (CARS) had been completed and funding for a significant project in Biggar had been approved. A review and refresh of the Hamilton strategy was ongoing. Those strategies and action plans were closely aligned with the Scottish Government’s approach to town centres captured in the New Future for Scotland’s Town Centres report and action plan. Officers in Economic Development were working with all key stakeholders across towns and had commissioned 2 key pieces of work to set the direction of the Council’s work around town centres going forward. Town Centre Visioning and Transition to Net Zero would inform and align with existing and emerging funding opportunities around town centres. Officers in Enterprise, Planning and Community Engagement were working with colleagues from the Improvement Service on a pilot project in Rutherglen called Shaping Places for Wellbeing. The project was working in 7 towns across Scotland, taking a multi-agency approach to placemaking. The initiative was still in its early stages, however, it was hoped it would become a useful model for working with communities across South Lanarkshire. There were a number of key areas of work underway in support of town centres which would inform the investment strategies and priorities going forward for the next 5 to 10 years. This work would also support and inform potential Levelling Up Funding and other external funding bids. Details of the East Kilbride Town Centre Masterplan, Hamilton Town Centre Masterplan, Place Based Investment Programme, including the agreed allocation and Town Centre Living were included in the report. The Commission decided: that the report be noted. 6
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7 Community Wealth Building Charter A draft report dated 28 July 2023 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on town centre activity. The South Lanarkshire Community Wealth Building (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. At its meeting on 28 February 2023, the Commission considered examples of how charters and anchor frameworks had been used in different localities to support CWB and it had been agreed that the aims of the South Lanarkshire CWB Strategy could be advanced by the development of a local CWB Charter. The CWB Progress Group was tasked with developing a draft Charter and associated recommendations. The draft CWB Charter was included at Appendix 1 to the report, along with proposals from the Progress Group relating to its communication, roll-out and uses. The Charter articulated a “charter pledge” for each of the CWB pillars, which were drawn from statements already contained within the South Lanarkshire CWB Strategy for each pillar, however, they were in a more straightforward language and in most cases, could be supported both at an organisational/collective level or on a personal basis. To illustrate the pledges, the Charter provided examples of actions which could be taken to support them. Additional points to note about the Charter included:- it covered all 5 pillars it was firmly based on the South Lanarkshire CWB Strategy it was designed to be “at a glance”, not a lengthy or complex document If approved, the Charter would be given appropriate branding and uploaded onto the Council’s CWB webpage. Details on additional promotion to raise awareness, boost engagement and realise benefits of the Charter were included in the report. Officers responded to members’ questions on various aspects of the report. The Commission decided: that the report be noted. [Reference: Minutes of 28 February 2023 (Paragraph 5)] 8 Third Sector and Community Wealth Building A report dated 17 August 2023 by the Chief Executive Officer (Voluntary Action South Lanarkshire (VASLan)) was submitted providing an update on third sector perspectives of Community Wealth Building (CWB). VASLan was the Third Sector Interface (TSI) for South Lanarkshire and its vision, mission and values were detailed in the report. VASLan had 4 main functions as a TSI which were to build capacity, facilitate sector voices, connect partners and be a source of and for third sector intelligence. Its current organisational strategy “Moving to Action 2022-24”, had 6 strategic objectives which were detailed in the report. As part of VASLan’s strategic engagement role, it represented the third sector locally and cross- sector with Community Planning Partners. VASLan had a seat on the CWB Commission since its inception and had chaired the CWB Progress Group since January 2022 which, to date, had been very local authority driven but with an openness for cross-sector partner contributions. The report aimed to outline the third sector’s relationship with CWB to date. 7
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Details of the sector’s economic contribution to South Lanarkshire by locality annual revenues, numbers of employees and volunteering were detailed in the report. It was suggested that this data could complement both the area profiling tool and locality discussions. An overview was given on the current context of the public sector and other bodies. The third sector, volunteers, community organisations and social enterprises, were VASLan’s line of sight for what was happening within communities and data was provided which framed progress to date against the strategic objectives. The Third Sector Locality Networks, supported by the Health and Social Care Partnership, were formed in the summer of 2022 as part of VASLan’s voice and to influence work to ensure the third sector was heard. The Networks replaced the Locality Forums and had increased autonomy and direction provided by lead third sector partners, as opposed to VASLan itself. Consistent feedback from all localities suggested there was a lack of awareness of what CWB was and how people could be involved. This identified a clear gap and need for a partnership approach in better engaging with communities to increase participation at a local level. In response to this, in spring 2023 further engagement sessions were held with third sector partners to better understand how they would like VASLan to support communities improve their understanding and participate in CWB as well as 2 sessions held in partnership with NHS Lanarkshire. With the development of a CWB Charter, it was important that those sessions were followed up with in person conversations. Therefore, it was proposed that:- partners collaborate on community engagement activities to promote CWB and that the Scottish Government/COSLA’s Local Governance Review (LGR) provide an opportunity to start this piece of work CWB be added to a Community Planning Partnership programme of community engagement that was scheduled to take place across September and October 2023 to discuss shared decision-making in the context of the LGR The Social Enterprise Strategy and Action Plan were presented to the CWB Commission in June 2023. South Lanarkshire Council and VASLan had generated some quick wins to build momentum which were detailed in the report. The Social Enterprise Network had set out its priorities, as outlined in paragraph 7 of the report. At its second meeting, members agreed that the Network should be more ambitious and its voice should be heard. Further weightings towards Social Enterprises would be welcomed to aid participation in the competitive environment for contracts. In addition, with the acknowledgement that often what was being bought and sold did not always align, a need for flexibility and adaptation of business models for market potential needed to be realised. Encouragement for Social Enterprises to flex their model, with a fair chance of winning contracts for products and services whilst retaining their social value and impact, would accelerate how CWB was built in South Lanarkshire. It was suggested that additional research be undertaken to understand the gaps between what was being bought and sold locally in order to support local Social Enterprises to realise the market opportunity. The Commission decided: that the report be noted. 8
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9 Forward Programme for Future Meetings A report dated 16 August 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. 9
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 December 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Larkhall Plan Partnership 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] present the Larkhall Plan Partnership (LPP) to the Commission, outlining its work as an example of effective community partnerships and potential contributor to Community Wealth Building (CWB) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) note the content of the report and a presentation by the LPP (2) consider an invitation to visit Larkhall, meet some of the people involved and see what is being achieved [1recs] 3. Background 3.1. The community of Larkhall is in a unique geographic position, being close to the urban area of Hamilton, while on the edge of the rural Clyde Valley. 3.2. It is a Community Growth Area, with the population expected to increase by 25% to an estimated 17,000 in the next 5 to 10 years, which will bring challenges, coming at a time of financial pressure on public services. 3.3. The LPP was established in 2018, on behalf of the Larkhall community, partly to respond to those challenges but primarily as a group determined to focus on the opportunities that may present themselves in the future. It has had a considerable impact on the operational and strategic developments in the town, in partnership with the statutory sector and as a stand-alone organisation. 4. Current Position 4.1. The LPP works in partnership with Larkhall Community Network, which was established as part of the local community’s response to the Covid-19 pandemic. Together they comprise a partnership of third, public and private sector organisations. 4.2. The LPP views CWB as an opportunity from which local groups can benefit and to which they can contribute. 4.3. The LPP provides a structure that enables creative thinking and project development, enhancing all aspects of community life, building strong partnerships and healthier, more prosperous communities in Larkhall and the surrounding areas and villages. 3 11
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4.4. The LPP’s presentation to the Commission will share its vision of what it hopes CWB will mean for Larkhall. The LLP hopes that Commission members will recognise the value of the contribution voluntary organisations can bring to the CWB agenda. 5. Next Steps 5.1. The LPP has issued an invitation to the Commission or a delegation, to visit Larkhall. This would provide the opportunity to view plans to develop community spaces, meet some of the people involved and see what is being achieved. 5.2. The LPP urges the Commission to deliver a partnership plan that enables and empowers communities to become strong, healthy, and prosperous and makes an offer to engage in those activities. 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications as a result of this report. 9. Other Implications 9.1. There are no risk or other implications associated with the content of this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. There are no Equality Impact Assessment or consultation implications associated with this report. Paul Manning Executive Director (Finance and Corporate Resources) 24 November 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 Excellent employer 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 Outcomes Our children and young people thrive Good quality, suitable and sustainable places to live 12
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Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships 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, South Lanarkshire Council Ext: 4904 (Tel: 01698 454904) E-mail: tom.little@southlanarkshire.gov.uk 13
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 December 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building Action Plan: Q2 Update 1. Purpose of Report 1.1. The purpose of the report is to:- present the Q2 progress update on the Community Wealth Building (CWB) Strategy Action Plan 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the contents of the report, be noted 3. Background 3.1. The Commission approved the 2023/2024 Community Wealth Building Action Plan at its meeting on 5 September 2023. 3.2. This report presents an update on the actions contained within the Action Plan for the 6 month period April 2023 to the end of September 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 72 actions within the CWB Action Plan for 2023/2024. Progress to date against each of these actions is shown in the CWB Quarter 2 Performance Report 2023/2024, attached as Appendix 1. 4.3. This report uses a traffic light format, with the following definitions, to give a status report on each measure:- Status Definition Blue Action complete Green The timescale or target has been met as per expectations Amber There has been minor slippage against timescale or minor shortfall against target Red There has been major slippage against timescale or major shortfall against target Report later The information is not yet available to allow us to say whether the target has been reached or not. This will be reported when available 4.4. The overall summary of progress to date is as follows:- 4 15
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Status Actions Number % Blue 1 1% Green 67 93% Amber 0 0% Red 0 0% Report later 4 6% Totals 72 100% 4.5. A full-year (Q4) report on progress against the Action Plan will be brought to a future meeting of the Commission. 5. Employee Implications 5.1. There are no direct employee implications. 6. Financial Implications 6.1. There are no direct financial implications. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental 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) 14 November 2023 Link(s) to Council Values/Priorities/Outcomes 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 16
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IMPROVe - SLC Performance Management System Report printed on 22 Nov 17:31 Quarter 2 : April 2023 - September 2023 (This represents the cumulative position to September 2023) Performance Report 2023-24 Community Wealth Building - Plan 4 17
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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 0 25 0 0 2 27 Workforce 0 15 0 0 0 15 Land and property 0 20 0 0 1 21 Finance 1 1 0 0 0 2 Building the generative economy 0 6 0 0 1 7 Total 1 67 0 0 4 72 18
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 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 Deliver training events on public sector procurement for relevant contracts including quick quote Talking Tenders - Care at Home with South Lanarkshire Council face to face event held on 9 August. At the event there was 47 bookings and 29 attended. The follow up aligned tender training is awaiting a date to take place. Ongoing suite of SDP training still being promoted and delivered. Green Programme. Increase the level of spend with local companies Annual spend with local enterprises will be reported at the end of 2023/2024 Report Later Increase the number of registrations with Public Contracts Scotland tendering portal Current SLC PCS registrations (as at October 3) is 1487 This is a 16.6% increase from the benchmark date of November 2022 Green Increase the number of registrations with Supplier Development Programme Ongoing through engagement events, publicity and professional networks Green Increase the contracts awarded to local companies To be reported at the end of 23/24 Report Later 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. Ongoing promotion of SDP to BG Advisers and also when meeting with businesses alongside BG Advisers. Face to face meeting on 15 November with all BG Advisers at which the services of SDP will be promoted Green Supplier Development Programme to assist SMEs to develop the required suite of supporting policy and practical documentation to submit bids for council works contracts. SDP ongoing suite of training courses and specific events such as meet the buyer contribute to this continuing to be delivered Green 19
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status Continue to review the range of support provided to businesses wishing to engage and identify measures to increase capability. Economic Development have launched an Expert Help programme which allows businesses access to consultants to offer support on a 121 basis re the following topics: Financial Management Business Development Human Resources, Leadership and Skills Procurement Marketing Information and Digital Technology Energy Efficiencies and Net Zero New Market Opportunities and Internationalisation Green Report on the findings of the Market Capacity Assessment to understand the capability of the food and drink sector to supply food and drink to the council. Outcome of the market capacity assessment were presented at the Climate Change and Sustainability Committee on 20 September 2023 as well as the next steps (i.e. action plan). Actions include continuing engagement with businesses identified; exploring the possibility to use the Quick Quote process to increase the supply of local food and drink in specific South Lanarkshire Leisure and Culture venues; identifying and analysing practices developed in other comparable local authorities; delivering the business accelerator programme “Eat South Lanarkshire”; supporting discussion with the food and drink network "Lanarkshire Larder"; and promoting sub-contracting opportunities., Report to be presented to the December meeting of the CWB Commission Green Assess local markets, their existing capacity and willingness of Encourage local suppliers to bid for Scotland Excel and HubSW contract opportunities Successful delivery of Build Lanarkshire programme which was delivered in the premises of, and with face to face input from, Tier 1 HSW companies Green business to grow together with the identification of Promote the council’s contract register as a source of information to interested parties The Council's contract register is available online and Economic Development have publicised availability through social media channels and in supplier events. 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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status appropriate contract opportunities. Identify opportunities for local SME's to increase spend working with various agencies. Work is ongoing within the council and across anchor organisation to identify opportunity to increase local spend. Officers are also working with businesses across sectors to increase and improve capacity to secure these opportunities. It must be recognised this is in a backdrop of reducing spend across anchor organisations due to financial pressures. Green Identify the opportunities presented from the review of the Grow Local management information that should allow more local business to bid for prospective work. Grow local reports were distributed to procuring services for consideration of procurement opportunities. This activity is supplemented by ongoing activity from Economic Development, Procurement and procuring Resources Green Enact the changes necessary to the council contract terms and conditions to capture levels of sub-contracting spend will form part of the review of the Council's standard terms and conditions due to commence in early 2024 Green Assess those procurement opportunities where pre-market engagement Utilise support from Supplier Development Programme to facilitate market engagement, using their marketing and social media channels, plus webinars and early engagement events. Continue to work very closely with SDP on the delivery of their portfolio of training and networking events Green would be considered beneficial. Maintain liaison with Tier 1 contractors to promote SME engagement for sub-contract opportunities and, where possible, obtain details of successful awards Build Lanarkshire 2024 currently being devised Green Earlier identification of potential contracts and cascading of this information to the relevant businesses. The Council continue to work with the Supplier Development Programme for supplier engagement events for tender opportunities. Relevant tenders are published on social media by Procurement and Economic Development. Green Use a range of communication methods to advertise opportunities to potential Conduct supplier events and increase the use of social media. Talking Tenders - Care at Home with South Lanarkshire Council face to face event held on 9 August Ongoing suite of SDP training still being promoted and delivered Green 21
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status bidders. Supplier Development Programme to raise market awareness of opportunities using their marketing and social media channels, plus webinars. SDP work closely with Procurement and Economic Development to highlight contract opportunities and deliver relevant aligned tender training webinars Green Specific promotion of quick quote opportunities. Economic Development and Procurement have referred potential suppliers to specific services and buyers for consideration in future tenders. Economic Development input into events or presentations that include the topic of procurement advise SLC can instruct quick quotes of up to £2m for works and that, where possible, four out the five invited will be located in South Lanarkshire Green Review of the detailed feedback from SDP following the Meet the Real Buyer event. The post-event survey highlighted that 94% of Scottish SMEs were more likely to bid for public sector contracts after participating in the Lanarkshire Meet the “Real” Buyer event Discussions ongoing re delivery of a similar event in 2024 Green Review sustainability requirements for contracts Progress the Flexible Framework Sustainability action plan to further embed good procurement practice. The Flexible Framework was reviewed at the end of September and actions for the remaining 6 months prioritised as implementation of new Sourcing Strategy and Sustainable Procurement checklist for tenders. Green Identify those anchor organisations willing to participate and promote Complete an exercise to identify common areas of interest with other anchor organisations. Activity planned for second half of 2023/24. Green contract opportunities to local SMEs and social enterprises. For our lower value procurement processes NHS Lanarkshire will ensure, where possible, that at least half of the suppliers invited to quote are based in the Lanarkshire area. The practice of ensuring half of the suppliers invited to quote are based in the Lanarkshire area was included in the health board’s organisational procurement strategy published in 2022 and is now embedded as a business as usual process. Green Review of the changes to delivering increased levels of community benefits and Implementation of community benefits monitoring system. Contract awarded and configuration work has started with go live anticipated for March 2024. Green 22
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Spending High level action Detailed actions Comments/Progress Status identification of new opportunities to improve community outcomes Monitor the wish lists delivered from community benefits. The community wish list has been embedded in the Council's community benefits menu for new tenders and suppliers have contributed 5 fulfilled wishes to date. Green Consideration of the changes that could be made to the way contractual opportunities are presented to the market and evaluated in support of community wealth building objectives Review the contract evaluation criteria for regulated spend and potential for increasing tender opportunities for local business. Draft report prepared for consideration by the Spend Pillar Working Group 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 163 Living Wage employers in South Lanarkshire and 128 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 continue to engage and encourage all employers to pay the Living Wage. This involves liaising with partners such as Skills Development Scotland and Routes to Work South. Green Provide webinars and support to understand impact of Fair Work, for employers and communities. South Lanarkshire have achieved their 150th Living Wage Employer, this will be celebrated with the employer. Work is on-going regarding promotion of the living wage week with employers this takes place w/c 06 November 2023. Green 23
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status 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. Next SLC recruitment fair planned for January 2024. Gateway Team has hosted 4 Jobs Fairs in Cambuslang and East Kilbride providing opportunities for clients to be matched to vacancies with employers and raising awareness of RTWS services to register new clients. 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 SL Local Employability Partnership has reviewed delivery and submitted an Investment Plan for delivery across 23/24 with a focus on the following key groups: -Young people in the last 6 months of school -Young people aged 16-19 -Adults with barriers to employment -Young people and adults with additional support needs -Parents in the Scottish Government’s priority groups Green Work with our own services and public and private sector partners to identify the skills they need to grow and create wealth in the local economy, including skills needed for the transition to a net-zero 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 A LEP operational sub-group has been established to co-ordinate local delivery and respond to emerging gaps. The employability team have been working in partnership with NHS Lanarkshire and Routes to Work South to develop the ‘Demonstrator’ programme, creating 6 month paid work experience opportunities at NHS sites targeted at unemployed parents. 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 have reviewed the Upskilling programme to provide increased 1 to 1 keywork support to parents through the Scottish Governments Tackling Child Poverty programme Green 24
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status We will work with new businesses to ensure residents are upskilled prior to launch date through pre-employment training and employability support. Routes to Work South have delivered a range of pre-employment to tackle skills shortages across industries and upskill clients several sector specific routeways have been run for bus driving, contact centre, construction, and care industries Green Promote the Council and partners as an ‘Employer of Choice’ highlighting our excellent Terms and Conditions and opportunities for flexible working. Build on work ongoing with Targeted recruitment in Employability Services, ensuring that applicants are supported to apply for vacancies with the council and partners as well as receiving pre-employment training where required. Use available funding to support job opportunities for local people within council. Employability team continue to work with participants to support applications to SLC vacancies. Green Continue to support local residents and businesses through our extensive employability programme of support We will continue to work with local companies and residents to ensure we reach the best fit of local vacancies to skills. Investing in training and employability support where required. As part of the transformative review of employability a new Employer Engagement team has been established to support employer engagement across all programmes. 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. The Council’s MA programme currently has the following Mas in post •10 Business Administration – 2 year programme (awaiting confirmation from Michelle Milne to recruit another 5) •45 Trade – 4 year programme •8 Road Operatives – 2 year programme •23 Early Years – 2 year programme (9 full time Early Years MA’s and 14 doing the level 3 MA for their own CPD) •11 Social Care – 2 year programme (7 ‘new staff’ working towards Level 2 before progressing onto Level 3, and 4 ‘existing staff’ working towards their Level 3 for SSSC registration purposes) •2 IT Support – 2 years •15 Digital Application Support – 1 year •5 Housing Assistants – 2 year programme Green 25
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Workforce High level action Detailed actions Comments/Progress Status Engage with SDS to agree MA priorities at national and local level Modern apprenticeship opportunities a standing item for discussion at local employability partnership meetings. SL Local Employability Partnership funding NHS Mas through No-one left behind funding Green Work with Education Resources to identify suitable Foundation and Modern Apprenticeship journeys Monitor progress of Foundation apprenticeship candidates who are ready/suitable for Modern Apprenticeship opportunities. Put in place any additional supports required. All FA pupil’s are guaranteed an interview for MAs and the FA team provide preparation for interview support including mock tests and mock interviews 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 Processes to match Mas to budgeted vacancies are continuing across all frameworks 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. No-one Left Behind funding has supported trainees in finance and procurement in 23/24 Green Land and property High level action Detailed actions Comments/Progress Status Increase the supply of Deliver the Strategic Local Programme Agreement (SLPA) Anticpated spend for SLC agreed as £16.908m Green affordable housing across South Preparation and approval of the Strategic Housing Investment Plan (SHIP). SHIP in development. To be submitted to the H&TR committee on 11th November 2023 for approval. Green Lanarkshire Implement policy on affordable housing in new private developments in Local Development Plan 2 Delivery of affordable housing through the development process is managed by application of policy in LDP2 and the accompanying supporting planning guidance. A robust consultation process with Housing Services ensures a bespoke solution is identified for individual sites. In addition the Planning Service is part of the officer working group identifying land for SHIP sites. Green 26
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Identify and purchase appropriate properties to meet specific housing Promote and advertise scheme in targeted areas. Acquisition target increased to 120. Estates and Legal increased resources to deliver. No advertising has been needed, as target likely to be met. Green needs Target of 120 properties purchased through Market Purchase Scheme for 2023/24. 55 properties have be acquired through the scheme by 30 September 2023 Green Continuous assessment of regeneration priorities as part of Local Housing Strategy process. Considered as part of annual review of Local Housing Strategy. Housing led regeneration opportunities consider to be considered across all areas of South Lanarkshire, with analysis of demand, condition and proposed investment of existing council homes. In addition, opportunities to regenerate East Kilbride and Hamilton town centres are being progressed in conjunction with services from across the council and its community planning partners, with Housing and Technical Resources playing a key part in this development. Green Identified priority projects included as part of SHIP development. SLC projects identified - 15 High, 18 medium, 13 low priority; RSL 8 high, 11 med, 3 low Green Ensure priority projects are included as part of the preparation of the next Local Development Plan 3 Preparation of LDP3 will involve extensive consultation with Council services and partners to ensure projects that will deliver the aims and objectives of the Council and Community Plans are identified and included in the plan. A key part of the LDP process now includes the preparation of a delivery programme to set out how the LDP will be implemented and achieve key outcomes. Green 27
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continue to target long-term empty homes to bring them back into effective use and contribute towards meeting housing needs with a target of 15 set for 2023/24. Establish a Matchmaker Scheme to link empty properties with interested buyers. Housing and Technical Resources have been working with other council services and the Scottish Empty Homes Partnership to develop a matchmaker scheme for South Lanarkshire. Liaison has taken place with other councils to identify any good practice and issues to be considered in the South Lanarkshire. Due diligence and appropriate legal services advice has been taken in relation to the data sharing process for the scheme. Forms have been developed and advise has been sought from legal services to ensure that these meet council standards. It is anticipated that the scheme will be launched in December 2023. Green Set up an empty home grant scheme providing financial support for owners to improve property condition. Housing and Technical Resources have been working with other council services and the Scottish Empty Homes Partnership to develop a new grant Scheme that will aim to support owners of long term empty properties in improving their property conditions and bringing them back into use. The development process to date has involved reviewing existing schemes used elsewhere, and considering how this could be used to best effect in South Lanarkshire. Moving forward options for a scheme in South Lanarkshire are currently being considered to identify a preferred option. Due diligence and appropriate legal services advice will be sought in relation to the data sharing process. It is anticipated that the scheme will be launched spring 2024. Green Provide practical advice and assistance to empty property owners. Housing and Technical Resources give advice and information on a range of issues to owners and neighbours in relation to long term empty residential homes. On an ongoing basis there is tailored training, workshops and facilitated best practice meetings ensuring that knowledge, expertise and case studies are shared to help ensure that the best advice is given to owners and neighbours. Reviewing and further develop a communications programme and suite of correspondence with owners take place regularly to make sure it is relevant and up to date. Green 28
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Increasing number of asset transfers Support asset transfer through: Continued promotional work, Continuation of CAT Officer Post to support community interest, Grow Community Capacity Supporting Community Asset Transfer continues to be of high interest to local communities. During Q2, we received 10 New Enquiries and closed 2. We continue to offer ongoing support to the 61 organisations interested in a CAT. With 3 new active applications being opened in Q2 and continuing to work through 3 existing active applications in the process. Green Annual evaluation of the ‘value’ of asset transfers to communities and CWB. Co-design an evaluation tool with a 1-2 completed CAT groups. Pilot and test. Develop the tool and CWB indicators. Development of a tool has started but is in early stages by Q2. 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 relevant energy efficiency standards for social housing. To be Reported at Q4 Year End. Report Later Continue to implement energy efficiency measures across council and partner facilities including Deliver a range of projects as part of the Community Energy Efficiency Fund programme. On Target. Report was submitted to CMT on 21 September and the programme of works was approved. The addition of the budget to the Capital Programme will be presented to the Executive Committee for approval on 22 November. Once approved, projects can then be initiated. Green 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 29
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Continue to maximise external funding to support owners and private rented properties improve their property Work with partners, including Home Energy Scotland, to provide advice and support to owners and private landlords on funding opportunities available to them. Housing and Technical Resources continue to work in partnership with services from across the public and third sectors to support those impacted by increased fuel costs. This includes through hosting the twice annual South Lanarkshire Private Landlord Forum, which has had between 40-50 South Lanarkshire private landlords in attendance and inputs from Home Energy Scotland. Green Implement and administer the Energy Company Obligation (ECO) scheme within South Lanarkshire. Housing and Technical Resources continue to develop the South Lanarkshire ECO scheme, with the recruitment of a dedicated administration officer for the scheme being finalised. The officer will support both ECO installers and home owners to access national OfGem administered funding, aiming to maximise the investment in private homes across South Lanarkshire. The ECO scheme has soft launched, with work commencing on properties with approved installers . The number of projects is anticipated to increase over the remainder of the year. Green Take the “20-minute neighbourhood” concept into account when planning capital schemes. Include "20 minute neighbourhood” within the scoring criteria when assessing bids for UK, Scottish Government and Council funded capital schemes Progress has been made in the masterplanning work ongoing around town centres, where liveable neighbourhoods are at the heart of the design process. Green 30
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Land and property High level action Detailed actions Comments/Progress Status Apply the principles of Community Wealth Building to spatial planning decision including the preparation of Local Development Plan 3 and the assessment of planning applications. Ensure LDP3 supports the principles of Local Living and community wealth building: Submission of Evidence Report (September 2024) Prepare guidance to aid the assessment of planning applications (December 2024) A report setting out the role of the planning process in delivering CWB objectives was reported to the Commission in September 2023. Discussion has taken place with key officers to update on the data and information required for the LDP3 evidence report in relation to CWB and the social enterprise strategy and planning officers will participate in relevant forums in order to develop engagement opportunities. Some non-statutory supporting planning guidance will be created to highlight the role of the development management ptrocess in delivering CWB aspirations. 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 Progress has been made in the masterplanning work ongoing around town centres, where opportunities for hubs, which could include public sector, third sector and small scale business incubation, is at the heart of the design process Green 31
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan 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. Complete Establish working relationships with CUs and community partners to promote savings and affordable credit Work with communities to grow Credit Unions by promoting savings and affordable credit We are improving awareness of credit union services in communities and supporting growth by working across a range of internal and external partners: -Participation in the Work and Save Initiative (encouraging more South Lanarkshire CUs to join the national initiative with employers) -Community visibility through On-line information pages as part of our Money is not the only problem services directory. -Facilitated a Citizens Advice Bureau /Credit Union joint information session with the Improvement Service on 6th April to expand partnership and collaboration ideas. -Exploring improved links with our Education and Economic development colleagues- an initial outcome was South Lanarkshire Credit Union Network participation in Transform Business Festival in February Green Building the generative economy High level action Detailed actions Comments/Progress Status Offer targeted support to South Lanarkshire businesses, enabling Develop sector specific programmes (tourism, food and drink, social enterprises, green economy, construction, manufacturing etc) Work on each sector continues, with each progressing in partnership with representatives from the business community, Business Gateway, and other agencies. Green them to create and safeguard jobs, increase turnover and profit Signpost businesses to other sources of help and advice refer to note above Green 32
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IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan IMPROVe - SLC Performance Management System Report printed on Wednesday 22 November 2023 Community Wealth Building Action Plan Building the generative economy High level action Detailed actions Comments/Progress Status Develop a marketing/investment strategy, including a Create a site prospectus The revised approach around Inward Investment has been reported to CMT in Nov 23 who have confirmed their support for the proposed programme of work. Green promotional programme with targeted/seasonal events and promotions Improve web presence/ on line material Procurement of a website and marketing strategy are underway. Green around key employment sectors. Ensure planning and other statutory advice is up-to-date and accessible Close working relationships with planning continue to ensure officers and businesses can access the best advice. Green Develop a new strategic agreement with the Third Sector Establish a high level review group and comprehensive engagement process for the review This work will commence in Jan 2024. Report Later Deliver the objectives outlined in the social enterprise strategy 2023-27 Deliver actions under the key priorities of Stimulating Social Enterprise, Developing Stronger Organisations and Realising Market Opportunity. Social Enterprise Accelerator Tender awarded to Inspirent for delivery of 2 programmes, to a cohort of 30 (total) social enterprise between October 23 and March 24. Currently under development - SE supply chain initiative pilot via local community anchor organisation in Cam/Glen which will run alongside the launch of the national community wellbeing exchange programme Focus group session scheduled for 1 Nov with SEs on 'collaboration and circular economy' Climate Confident SL pilot underway with 20 SEs, 2 x workshops completed in August and digital pathway being rolled out supporting SEs on net zero journey SE small grant awards made to the value of £20K supporting income generation for enterprising organisations Green 33
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 December 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Community Wealth Building and Neighbourhood Planning 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] propose to the Community Wealth Building Commission the provision of an annual empowerment report on local wealth building indicators broken down by locality [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) content of the report, be noted; and (2) agree to the development of a locality-based set of Community Wealth Building Indicators 3. Background 3.1. The Community Empowerment Act (Scotland) 2015 establishes the purpose of Community Planning and places duties on Community Planning Partnerships (CPP) to define several localities in which communities experience significantly poorer outcomes than either the rest of the CPP area or Scotland as a whole and then undertake locality planning for each of these. 3.2. Locality Planning should enable CPPs and their partners to tackle inequalities for communities facing disadvantage in particularly well targeted and effective ways. Each plan should show how CPP partners are deploying resources in support of the agreed outcomes especially in ways which promote prevention, the reduction of inequalities and the building of community capacity. 3.3. It is easiest for community bodies to participate in community planning at locality or neighbourhood level, where it can have most relevance to their lives and circumstances. 3.4. The South Lanarkshire CPP has defined the 4 localities to align with other locality boundaries:- Cambuslang and Rutherglen East Kilbride Hamilton Clydesdale 5 35
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3.5. Within these localities, the CPP has developed 9 Neighbourhood Plans in very local neighbourhoods that are listed within the top 10% of deprivation on the Scottish Index of Multiple Deprivation. 3.6. Community Wealth Building aims to ensure the economic system builds wealth and prosperity for everyone.1 and this aligns well to Neighbourhood Planning policy and purpose. Our Community Wealth Building Strategy is a ‘place-based approach to economic development where anchor institutions, which are deeply rooted in their localities, do all they can to ‘spend local’.2 4. Developing a Picture of Local Wealth 4.1. Our Community Wealth Building Strategy recognises that bespoke approaches are needed in localities reflecting the differences between them. Neighbourhood Plans and locality planning more widely, aim to do the same. 4.2. It is suggested that compiling Community Wealth Building metrics by locality and providing more detailed information broken down by neighbourhood planning areas within localities would begin to provide insights for the Commission on where we are directing anchor resources to build community wealth. 4.3. Therefore, annual locality-based indicator reports are proposed to be developed for each of the 4 localities listed in 3.4. Appendix 1 outlines what types of information might be contained in such a report. This information would be provided by locality and where possible, would be broken down by neighbourhood planning areas within each locality to demonstrate specific investment in areas with poorer outcomes. 4.4. Over time, locality-based indictor profiles may assist us to establish Community Wealth Building plans and targets that are bespoke to the needs of each of the 4 locality economies. 4.5. Locality-based indicator profiles could also provide a rationale for Commission members to prioritise investment and development work in areas of higher inequality and deprivation and seek locality specific improvements. 4.6. If this information supported us to evaluate the impact of our investments, it would also provide supporting evidence that partners are meeting both our Community Planning duties under the Community Empowerment Act as well as our Fairer Scotland duties. 4.7. The list in Appendix 1 is an example of possible indicators we may wish to include and is intended to demonstrate what may be developed across partners. Further work is required to engage more widely with partners, communities and services for additional possible indicators to include and we may find some we would like to see require development or are not possible. We would create a short-term working group to develop the data set. 4.8. We expect there will be limitations on the availability of data on a place basis across all member organisations. A working group would provide members with an opportunity to consider and create new data sets and comparison approaches to better inform this new policy approach to economic development. 1 What is Community Wealth Building? - Preston City Council; Economic Democracy, Accessed October 2023 2https://www.southlanarkshire.gov.uk/download/downloads/id/14909/community_wealth_building_strategy_20 21.pdf Access Nov 2023 36
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4.9. It is proposed to provide an annual report to the Commission. The first iteration of the report would be available for the 2024/2025 reporting year. 4.10. Thereafter, partners could consider if further work should progress to establish evaluative processes for Community Wealth Building so we can report on the impact of the data set proposed in Appendix 1 and its movements. 5. Policy Context 5.1. Considering Community Wealth Building from a place and inequalities perspective aligns to other policy areas and requirements of Commission members:- National Performance Framework Fairer Scotland Duty Place Based Investment and the Place Principles 20 Minute Neighbourhoods Local Development Plan 4 (LDP4) and Place Plans Public Sector Reform and Whole Systems Leadership 6. Employee Implications 6.1. There are no employee implications associated with this report. 7. Financial Implications 7.1. There are no financial implications associated with this report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications as a result of this report. 9. Other Implications 9.1. There are no risk or sustainability issues associated with the content of this report. 10. Equality Impact Assessment and Consultation Arrangements 10.1. There are no Equality Impact Assessment or consultation implications associated with this report. Paul Manning Executive Director (Finance and Corporate Resources) 24 November 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 37
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We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Outcomes Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible 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:- Jen Kerr, Community Engagement Manager Email: Jennifer.Kerr1@southlanarkshire.gov.uk 38
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APPENDIX 1 - Proposed Locality Based Community Wealth Building Indicators Building the Generative Economy- Develop and Grow small and locally owned enterprises. 1. Number of Social Enterprises and small to medium local businesses in each locality 1.1. New starts 1.2. Closures 1.3. Turnover of businesses and social enterprises 2. Leadership- Protected Characteristics 3. Number of Employees 4. Number of cooperative or community share /owned businesses Finance – Increase flows of investment in local economies. 1. Number Grants across sectors of enterprise; private, public and third sector 1.1. Value of grants by sector, grant provider 1.2. Areas of investment – wellbeing, young people, civic participation 2. Living Wage support – Number and value of grants provided 3. Participatory Budgeting Values by area 3.1. Number of participants 3.2. Number of projects 3.3. Areas of Investment 3.4. % of Council budget made available to PB Land and Property – Deepen ownership of local assets for financial and social gain. 1. Number of Community Asset Transfers 2. Value of Buildings in Community Management / Ownership 3. Turnover /Profit of Assets 4. Number of employees 5. Volunteering -numbers of, hours of, value of 6. Social Return on investment figure 7. Community determined ‘value’ (to be developed) 7.1. Social isolation reduced 7.2. Reduced antisocial behaviour 7.3. Increased participation 8. Vacant and Derelict Land brought into community use – Number of Hectares Spending- Public sector procurement and commission develop locally and keeps jobs. 1. Increase of local supply chain in procurement - % increase 2. Number and value of Community Benefits from Procurement 3. Number and Value of Community Wish List exchanges Workforce- Fair employment practices and just labour market improves wellbeing. 1. Apprenticeships 2. School leaver destinations (DYW) 3. Training programmes 4. Living Wage Employers 5. Unemployment rates 6. Universal Credit Claimants in work and out of work 7. In work poverty rates 8. Child poverty rates 9. Childcare spaces 10. Family Employability support programmes – priority groups 39
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 December 2023 Report by: Executive Director (Finance and Corporate Resources) Subject: Context for Community Wealth Building: Data Digest 1. Purpose of Report 1.1. The purpose of the report is to:- present data on the social and economic situation in South Lanarkshire as a context for Community Wealth Building 2. Recommendation(s) 2.1. The Commission is asked to approve the following recommendation(s):- (1) that the contents of the report, be noted 3. Background 3.1. To set the scene for the work of the Community Wealth Building Commission, a “data digest” was compiled and presented to the first Commission on 31 August 2021. The digest covered a range of demographic, social and economic indicators and grew out of a joint Community Planning Partnership session on tackling inequalities. 3.2. The Commission agreed that it would be helpful for regular updates on key statistics to be brought forward to assist debate and provide essential context for the work of the Commission. An updated data digest was presented to the Commission on 28 June 2022. 3.3. The data digest has been refreshed for 2023 and is attached as Appendix 1 to this report. 3.4. The data digest covers a range of topics including:- general population claimant unemployment and universal credit claimants child poverty welfare service statistics economic performance including Gross Value Added (GVA), business start-ups and failures, and businesses per population health impact of Covid-19 on the labour market a range of public health indicators including road accident casualties, crime statistics and hospital admissions data 4. Employee Implications 4.1. There are no direct employee implications. 6 41
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5. Financial Implications 5.1. There are no direct financial implications. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability or environmental implications as a result of this report. 7. Other Implications 7.1. None. 8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore, no impact assessment is required. Paul Manning Executive Director (Finance and Corporate Resources) 2 November 2023 Link(s) to Council Objectives/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Community Wealth Building Commission – 31 August 2021 Community Wealth Building Commission – 28 June 2022 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 42
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Appendix 1 – data digest Community Wealth Building Commission Data Digest December 2023 43
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General Population - 2021 Indicator North Lanarkshire % of Total Population South Lanarkshire % of Total Population Total Population 341,400 100.0% 322,630 100.0% Male Population 165,329 48.4% 156,362 48.5% Female Population 176,071 51.6% 166,268 51.5% Adult Population (Aged 16 and over) 279,794 82.0% 266,930 82.7% Working Age population (Aged 16 to 64) 219,178 64.2% 202,430 62.9% Population aged 65 and over 60,616 17.8% 64,500 20.0% Source: NRS Mid-Year Estimates 2021 Claimant Unemployment October 2021 October 2022 October 2023 Council Numbers Rate Numbers Rate Numbers Rate North Lanarkshire 10,295 4.7% 7,310 3.3% 7,145 3.3% South Lanarkshire 8,880 4.4% 6,120 3.0% 5,985 3.0% Scotland 147,615 4.2% 106,930 3.1% 104,185 3.0% Source: NOMIS (Sept 2023 provisional figures) People on Universal Credit October 2021 October 2022 October 2023 Council Numbers Rate Numbers Rate Numbers Rate North Lanarkshire 32,831 15.0% 34,051 15.5% 36,832 16.8% South Lanarkshire 27,901 13.8% 28,169 13.9% 30,092 14.9% Scotland 456,544 13.1% 468,305 13.4% 501,457 14.3% Source: DWP Stat-Xplore (Sept 2023 provisional figures) Child Poverty after housing costs - 2021/2022 Council Numbers Rate North Lanarkshire 18,252 26.6% South Lanarkshire 14,292 22.8% Scotland 245,890 24.5% Source: The End Child Poverty Coalition 44
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Scottish Welfare Fund – Quarter April to June Indicator North Lanarkshire South Lanarkshire 2021 2022 2023 2021 2022 2023 Number of applications for the Scottish Welfare Fund 5,355 5,890 5,880 3,890 4,340 3,420 Number of applications for the Community Care Grant 1,500 1,425 1,220 1,630 1,390 1,155 Number of Community Care Grants awarded 1,020 830 1,010 1,160 1,060 650 Number of applications for the Crisis Grant 3,855 4,465 4,660 3,855 4,465 4,660 Number of Crisis Grant awarded 2,630 2,775 3,085 1,325 1,765 1,380 Source: Scottish Government Welfare Statistics Council Tax Reduction - August Indicator North Lanarkshire South Lanarkshire 2021 2022 2023 2021 2022 2023 Council Tax Reduction recipients 36,450 34,590 35,020 31,530 30,780 30,930 Council Tax Reduction weekly income forgone (£000’s) 479.1 475.4 505.6 413.8 424.6 451.8 Source: Scottish Government Council Tax Reduction in Scotland Discretionary Housing Payments - March Indicator North Lanarkshire South Lanarkshire 2021 2022 2023 2021 2022 2023 Discretionary Housing Payments awards 36,450 34,590 35,020 31,530 30,780 30,930 Discretionary Housing Payments value 479.1 475.4 505.6 413.8 424.6 451.8 Source: Scottish Government Welfare Statistics 45
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Annual Welfare Services Statistics Indicator North Lanarkshire South Lanarkshire March 2021 March 2022 March 2023 March 2021 March 2022 March 2023 Number of automatic awards for free school meals 12,149 5,049 families 5,335 families 5,343 families Number of clothing grants 13,406 13,021 12,906 12,672 Tenants in receipt of Universal Credit 9,796 7,915 8,679 9,465 Tenants on Universal Credit who were in arrears 4,534 4,566 5,432 5,820 Source: South Lanarkshire Council Economic Performance Indicator North Lanarkshire South Lanarkshire Gross Value Added (GVA) - 2021 £8,074m £7,091m Gross Value Added per hour worked – 2020 £37.50 £35.04 Business expenditure in R&D per head - 2020 £206 £87.07 Number of active businesses - 2021 8,630 9,600 Enterprise rate per 10,000 working-age population - 2022 350.9 445.6 New business start-ups - 2021 1,170 1,170 Business start-ups birth rate per 10,000 16-64 population - 2021 53.4 57.8 % of Scottish business start-ups - 2021 6.19% 6.19% Business failures – 2021 1,060 1,110 Business start-ups death rate per 10,000 16-64 population - 2021 48.4 54.8 % of all business failures in Scotland - 2021 5.38% 5.63% Businesses surviving after three years in of those established in 2018 and still in business in 2021 58.1% 59.0% Growth sector enterprise rate per 10,000 working- age population in 2022 56.1 85.0 Source: Office for National Statistics 46
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Health Indicator North Lanarkshire South Lanarkshire Scotland Adult Disability Payment - processed applications authorised - to 31 July 2023 60% 60% 58% Number of residents economically inactive due to long-term sickness - year to June 2023 23,000 12,400 248,900 Rate of residents economically inactive due to long-term sickness - year to June 2023 38.6% 36.1% 31.9% Healthy Life Expectancy for those born in the 2019 to 2021 period for Females 56.7 years 62.7 years 61.1 years Healthy Life Expectancy for those born in the 2019 to 2021 period for Males 54.3 years 60.2 years 60.4 years Source: Social Security Scotland; National Records of Scotland Selected Information from ScotPHO profiles at Council Area level More detail can be found on the Scottish Public Health Observatory website Indicator North Lanarkshire South Lanarkshire Scotland Active travel to work - 2020 10.06% 10.34% 16.93% Adults rating neighbourhood as a very good place to live - 2020 42.3% 59.6% 59.1% Alcohol-related hospital admissions per 100,000 population - 2021/2022 790.18 683.81 610.92 Annual participation (in education, training or employment) measure for 16 - 19 year olds – 2022 90.20% 92.31% 92.35% Asthma patient hospitalisations per 100,000 population - 2019/20 to 2021/22; 3-year aggregates 101.76 80.67 68.44 Babies exclusively breastfed at 6-8 weeks - 2019/20 to 2021/22; 3-year aggregates 16.88% 22.31% 31.88% Bowel screening uptake - 2019 to 2021; 3-year aggregates 60.50% 63.78% 65.56% Breast screening uptake - 2010 to 2012; 3-year aggregates 68.26% 70.85% 72.48% Cancer registrations per 100,000 population - 2018 to 2020; 3-year aggregates 637.78 640.77 632.22 Child dental health in primary 1 - 2021/2022 School year 71.62% 76.49% 73.11% Child dental health in primary 7 - 2019/2020 School year 75.02% 74.83% 74.96% Child healthy weight in primary 1 - 2019/2020 73.61% 76.50% 76.25% Children looked after by local authority - 2021 July snapshot - Crude rate per 1,000 children aged 0-17 years 10.51 12.03 12.93 Children referred to the Children's Reporter for offences -2021/2022 - Crude rate per 1,000 children aged 8-15 years 5.52 5.46 4.97 47
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Indicator North Lanarkshire South Lanarkshire Scotland Chronic obstructive pulmonary disease (COPD) patient hospitalisations per 100,000 population - 2019/20 to 2021/22; 3-year aggregates 322.78 243.94 207.45 Coronary heart disease (CHD) patient hospitalisations per 100,000 population - 2019/20 to 2021/22; 3-year aggregates 388.83 361.43 341.63 Deaths all ages per 100,000 population - 2019 to 2021; 3-year aggregates 1382.12 1270.62 1180.65 Deaths from suicide per 100,000 population - 2017 to 2021; 5-year aggregates 15.96 13.25 14.13 Deaths, aged 15-44 years per 100,000 population - 2019 to 2021; 3-year aggregates 149.77 139.24 117.14 Domestic abuse - 2021/2022 - Crude rate per 1,000 population 139.84 118.40 118.26 Drug crimes recorded - 2021/2022 - Crude rate per 1,000 population 67.55 55.42 50.59 Drug-related deaths, males - per 100,000 population - 2017 to 2021; 5- year aggregates 33.55 34.67 33.15 Drug-related deaths, females - per 100,000 population - 2017 to 2021; 5- year aggregates 13.90 13.77 13.12 Drug-related hospital admissions - per 100,000 population – 2019/20 to 2021/22; 3-year aggregates 254.62 204.90 228.36 Early deaths from cancer, aged <75 years - per 100,000 population - 2019 to 2021; 3-year aggregates 168.87 153.69 149.58 Early deaths from coronary heart disease (CHD), aged <75 years - per 100,000 population - 2019 to 2021; 3- year aggregates 64.61 53.36 52.59 Emergency patient hospitalisations per 100,000 - 2019 to 2021; 3-year aggregates 9327.28 8013.66 7236.08 Healthy birth weight - 2019/20 to 2021/22; 3-year aggregates 84.76% 84.60% 84.14% Immunisation uptake at 24 months - 6 in 1 - 2020 to 2022; 3-year aggregates 97.00% 97.59% 96.98% Immunisation uptake at 24 months – MMR - 2020 to 2022; 3-year aggregates 95.15% 95.81% 94.39% Life expectancy, females – 2020-2022 78.69 years 80.12 years 80.72 years Life expectancy, males - 2020-2022 74.50 years 75.56 years 76.54 years Multiple emergency hospital admissions, aged >65 years - per 100,000 - 2019 to 2021; 3-year aggregates 6458.11 5592.38 5000.91 People aged 65+ with high levels of care needs who are cared for at home - 2021/2022 46.30% 45.28% 35.31% People claiming pension credits, aged >60 years – 2016 May snapshot 8.35% 6.49% 5.49% People living in 15% most 'access deprived' areas - 2019 8.79% 13.36% 14.99% Population income deprived – 2019 14.91% 12.70% 11.98% 48
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Indicator North Lanarkshire South Lanarkshire Scotland Population prescribed drugs for anxiety/depression/psychosis - 2021/22 22.35% 21.92% 20.14% Population within 500 metres of a derelict site – 2022 68.47% 18.80% 26.64% Prisoner population per 100,000 – 31st March 2014 snapshot 178.51 174.58 161.86 Psychiatric patient hospitalisations per 100,000 - 2019/20 to 2021/22; 3-year aggregates 195.49 192.71 230.66 Road traffic accident casualties - per 100,000 - 2019 to 2021; 3-year aggregates 43.12 46.06 54.70 School leavers in positive destinations - 2021/22 school year 94.16% 96.22% 95.73% School leavers with 1 or more qualification at SCQF Level 4 - 2021/22 school year 61.07% 64.62% 61.27% School leavers with 1 or more qualification at SCQF Level 6 – 2021/22 school year 45.25% 44.01% 44.09% Single adult dwellings – 2022 40.21% 38.34% 38.45% Smoking attributable deaths per 100,000 - 2020 to 2021; 2-year aggregates 327.95 280.38 270.02 Smoking during pregnancy - 2019/20 to 2021/22; 3-year aggregates 15.32% 11.35% 12.92% Smoking prevalence, aged 16-34 years - 2019 survey year 19.2% 15.5% 18.6% Teenage pregnancies - 2019 to 2021; 3- year aggregates- Crude rate per 1,000 females aged 15-19 29.08 25.13 24.95 Violent crime – 2020/21 - Crude rate per 10,000 15.77 15.9 16.41 Working age adults with low or no educational qualifications – 2019 16.20% 13.10% 11.64% Working age population employment deprived – 2019 11.3% 9.7% 9.3% Source: Scottish Public Health Observatory 49
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 December 2023 Report by: Executive Director (Community and Enterprise Resources) Subject: Food Procurement: Findings of the Market Capacity Assessment and Next Steps 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Council’s Market Capacity Assessment on food procurement and the next steps as described in the action plan [1purpose] 2. Recommendations 2.1. The Commission is asked to approve the following recommendation(s):- [ (1) that the contents of the report, which was approved by the Climate Change and Sustainability Committee on 20 September 2023, be noted 3. Background 3.1. South Lanarkshire Council (SLC) aims to provide suppliers with opportunities to increase the provision of local food and drink as set out in the Good Food Strategy, Procurement Strategy and Community Wealth Building (CWB) Strategy. Local procurement is one of the key stands of the Council’s CWB Strategy and this exercise aimed to identify opportunities for increasing local spend. 3.2. A Project Review Group on Sustainable Food Procurement was established in February 2021 to identify options to progress this objective. In particular, the decision was taken to source funding to undertake research into the food and drink market in South Lanarkshire with a view to identifying actions to increase local spend and overcome potential barriers. 3.3. An application was made in October 2021 to the Council’s Food Strategy Fund for £10,000 to recruit a consultant to undertake a Market Capacity Assessment and understand the capacity of local food and drink businesses to supply food to the different buyers of the Council. 3.4. The application was successful and following a Quick Quote procedure, the contract was awarded to Fare Consulting Limited for a budget of £14,500 (additional funding also came from the Food Strategy Fund). Fare Consulting Limited is an independent consultancy established 8 years ago with experience in projects with multiple stakeholders and businesses of varying scale and complexity and in food and drink related projects. 3.5. There is national interest at the moment with regards to sourcing local food with the Good Food Nation Act (2022). 7 51
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4. Objectives of the Market Capacity Assessment 4.1. The objectives of the research were as follows:- assess capacity of local food and drink businesses to supply to SLC Resources identify local food and drink businesses who can currently meet the Council demand identify food and drink businesses who could develop to meet demand identify challenges to local businesses to begin to supply and to the Council in purchasing; and recommend actions for the Council and partners to address and overcome barriers 5. Activities Undertaken to Deliver the Project The consultant undertook the following activities:- internal engagement with the Council including bilateral and group meetings with officers from Facilities, Social Work, Economic Development, Performance and Development Teams and South Lanarkshire Leisure and Culture (SLLC) and data collection on food requirements and provision per department external engagement with local food and drink businesses across Lanarkshire via a variety of methods (online meetings, online survey, drop-in sessions, direct contact via emails and calls) external engagement with industry bodies (ie, Scotland Excel, Scotland Food and Drink, Lanarkshire Larder, Soil Association, SAC Consulting and National Farmers Unions) external engagement with other local authority representatives analysis of documentation received (Council and SLLC food and drink purchasing details, country of origin purchasing data, agricultural census) analysis of research (data, questionnaire, feedback from meetings and discussions) 6. Summary of Fare Consulting Limited Findings and Additional Data Provided by Scotland Excel 6.1. Overview of Council Buyers Facilities Services is the largest purchaser of food and drink. It represents 86% of the value of food purchased by the Council (including all Resources and SLLC). The Service supplies food to 93 nurseries, 125 primary schools, 7 Additional Support Need schools and 17 high schools, staff restaurant and community meals. The Service has a legislative duty to provide school meals which comply with the nutritional requirements of National Requirements for Food and Drink in School (Scotland) Regulations 2020, for Nurseries the standard for meals is "setting the Table". In addition to these legislative requirements, the Service provides over 500 adapted diets for medical and cultural needs for pupils. The Service must comply with Food Safety Act 1990 and ensure that all suppliers are vetted and have the accreditations and safety standards in place. Scotland Excel uses the Environmental Health Service to ensure that food and drink contracts meet the relevant safety standards and can provide full traceability of food Social Work Resources is the second largest purchaser (9% of the total value of food purchased) with food provision to care homes and day care SLLC purchases food and drink for visitor cafés and for events at SLLC venues (4% of the total value of food purchased) other Resources (Housing and Technical, Finance and Corporate, and Education) have limited spend with ad hoc requirements 52
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6.2. Overview of Food Purchased the Council is procuring all food and drink via Scotland Excel Framework Contracts, with the exception of fresh fruit and vegetables sourced directly from George Carruthers Scotland Excel is the Scottish local authority Centre of Expertise who is responsible for establishing collaborative frameworks for use of all councils to drive efficiency and best value. The Council’s strategic sourcing approach for food and drink requirements is focused on use of Scotland Excel frameworks which ensure compliance with health and safety and food quality standards the Council has a collaborative contract with North Lanarkshire for fruit and vegetables and has maintained this contract as the terms are more favourable than the Scotland Excel framework total food and drink purchased via Scotland Excel frameworks for the Council is in the region of £4.5m per year current suppliers, value of contract and information about country of origin for food purchased by the Council are presented below all figures are extracted or calculated from tables provided by Scotland Excel for the period April 2021 to March 2022 or from tables provided by Procurement Services. A visual representation is available in Appendix 1 Contract Supplier Total Spent Total Scottish Spend* Sub-suppliers from Lanarkshire available in suppliers’ catalogue Frozen Food Brakes £3,291,728 (73%) 20% Cosmo’s pizza and pizzini Groceries and Provision Brakes 12% Lees and Tunnocks cakes and confectionery, Border Biscuits, Equi Ice Cream and AG Barr drinks Brakes also employs over 400 people in Newhouse, Motherwell Depot. Fresh Fruit and Veg George Carruthers £517,874 (11%) 16% Fruits and vegetables are sourced from the Glasgow fruit market. Milk Muller £416,058 (9%) 100% 23% of supplying farms are within Lanarkshire and 20% adjacent (Dumfries and Galloway) Significant company infrastructure and employee numbers in Bellshill, East Kilbride and Cambuslang Fresh Meat, Cooked Meat and Fish Campbells Prime Meat £164,101 (4%) 99% Some meat procured from farms in Lanarkshire, including Heatheryhall Farm, Toftcombs Farm and Park Farm Davidsons Cash and Carry Soft drinks and confectionaries - essentially for SLLC) £143,740 (3%) 13% Information not available * To be classified as Scottish, products should either come from Scotland or be manufactured in Scotland. To be classified as coming from Scotland, one of the following must apply: it is grown on a Scottish farm or it is derived from fishing activities in the North-East Atlantic (which includes the North Sea and Scottish coastal waters) and landed at a Scottish seaport in rivers, lochs or water courses and fish farms within Scotland. Food classified as manufactured in Scotland is manufactured from raw ingredients (even though they may not originate from Scotland) in a Scottish factory or food facility which employs people and contributes positively to the country’s gross domestic product. 53
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with regards to the origin of meat (frozen, fresh and cooked either from Campbell Meat and Brakes), 53% is from Scotland*, 44% was from the rest of the UK, 1% from Europe and 2% was out with Europe regarding fish (exclusively from the Frozen Food contract with Brakes), 47% is from Scotland*, 1% was from the rest of the UK and 52% was from a country of origin out with Europe 6.3. Overview of the Local Food and Drink Market and Engagement with Businesses including Current Suppliers there are 615 businesses registered as Food and Drink businesses in South Lanarkshire and 166 in North Lanarkshire (Growth Sector Statistics, Scottish Government, consulted in 2022). The sector includes the following: Crop and Animal Production; Hunting and Related Service Activities; Fishing and Aquaculture; Manufacture of Food Products and Manufacture of Beverages following engagement with businesses, 22 businesses showing interest in supplying food to the Council were identified (overview of businesses available in Appendix 2) the Lanarkshire location has a reputation for high quality dairy produce and meat in addition to farmers and traditional food and drink businesses, there is a thriving artisan food scene in South Lanarkshire with makers of craft drinks, coffee blenders, artisan bakers and specialist meat and cheese producers there are limited examples of active collective working in the food and drink private sector. Lanarkshire Larder is a network of food and drink businesses with under 30 producer members but it is first and foremost, a marketing organisation 88% of the agricultural land in the Council area is grassland or land used for rough grazing, 6% is woodland, 5% is used to grow crops (of which 76% is used for grains) and 1% is classified as other land Brakes is currently working with 78 Scottish suppliers including 8 from Lanarkshire and offers local food products within a large buying range Muller sells milk from 198 Scottish farms including 11 farms from Lanarkshire to all Scottish customers. The business has significant infrastructure and employee numbers in Bellshill, East Kilbride and Cambuslang 6.4. Overview of Practices Developed by Other Local Authorities in Scotland practices described below, ie, from East Ayrshire Council and Argyll and Bute Council, were selected and analysed by the consultant as they are perceived as part of the most advanced in Scotland regarding local food procurement. However, it should be noted that the requirements in terms of volume for the respective catering teams are very distinct given the number of pupils in each local authorities with 45,862 pupils in South Lanarkshire, 16,149 in East Ayrshire Council and 9,994 in Argyll and Bute (figures for 2022) in East Ayrshire Council, the process of sourcing local food started 8 years ago. Menus and recipes are developed according to seasonality and availability of supply. Contracts are offered for smaller lots, ie, specific products or specific geographical areas, which allow smaller businesses to tender. Tendering processes are also tailored with criteria related to CWB and sustainability. This approach requires additional human resources in the Procurement and Catering Team and continuous engagement and support to several businesses compared to handling one single contract. There is also a central distribution point. Cost of local food is higher but this is offset by the hospitality and events business. Buying independently also offers flexibility to buy what is affordable whereas there is less flexibility in Scotland Excel frameworks 54
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in Argyll and Bute Council, the process started 12 years ago and the primary objective is to support local communities. The Council uses the Excel Framework but has clauses in place to permit flexibility in use of contracts. A pilot exercise was initially established on the Isle of Bute with local meat, milk and eggs supplied into island schools, then the model was replicated elsewhere. Small procurements lots were defined on a local basis. Business Gateway and the Supplier Development Programme (SDP) targeted businesses wishing to engage with the Council. Cost of local food is higher and it also takes more resources and time to deal with multiple small suppliers compared to handling one contract 6.5. Key Findings supplier engagement was challenging and the level of interaction with local food and drink businesses was not as high as anticipated with only 22 businesses responding (more information on businesses available in Appendix 2). The low level of responses could be explained by the context with businesses under pressure and limited capacities to engage with third parties and/or a low interest in supplying food to the Council all 22 businesses identified indicated a desire to engage further with the Council on local procurement however, further engagement with businesses would be required for a better understanding of their ability to supply food to the Council as the following constraints were identified:- i. many of the products sold by local businesses do not match the demand from Facilities, eg, 5 businesses of alcohol and 3 of soft drinks businesses were identified but could match the demand of other buyers such as SLLC (Appendix 2 - Figure 2) ii. none of the businesses can fulfil the scale of current requirements for schools. Although some of the businesses could supply an element of the requirement, ie, some products or some geographical areas, these are mostly small businesses with turnover below £250k per annum. For instance, of the 22, two businesses were interested in supplying poultry, two businesses were interested in supplying milk to some areas/schools, one business could also supply gluten free bakery goods iii. accreditations held by businesses are very variable depending on businesses (Appendix 2 - Figure 5) and might not match the requirements of the Council buyers the analysis of practices implemented in local authorities which are further ahead in their journey does not give a fully relevant assessment of opportunities given the different scale on which they operate as shown in the table in Section 6.2 (last column), some of the food currently purchased by the Council comes from local suppliers as they supply Tier 1 contractors Muller, Brakes and Campbell Meat there is a national interest towards local food in the public sector. Scotland Excel and current Council suppliers are following strategies to expand local procurement by trying to increase the number of local sub-suppliers 6.6. Challenges and Opportunities if suitable local products/businesses were identified (eg, milk), the strategy of splitting lots during the tendering process could potentially be adopted to overcome the issue of local businesses being able to only supply smaller quantities compared to the Council requirements, following the approach of East Ayrshire and Argyll and Bute Councils. 55
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By doing that, businesses would be required to supply only one element of the requirements, ie, a product or an area. This approach is likely to imply more resources from Procurement Services to tender and manage contracts, more resources from Facilities Services to manage multiple contracts and from Environmental Services if vetting and traceability processes had to be undertaken the Council cannot award local providers without a competitive process but tendering processes can be tailored with specific criteria that could give higher score to local businesses (eg, CWB and sustainability criteria) to meet the Council demand in terms of volume, opportunities of collaboration among businesses could also be explored to overcome the issues of accreditations, business support provided by the Council and partners could be targeted to specific businesses, (eg, Business Grants and Business Gateway) cost of local food might be higher as seen in other local authorities engaged in local food procurement challenges perceived among suppliers also include the lack of capacity of businesses to engage with the public sector. However, support is available thought the Supplier Development Programme who supports businesses in engaging with public sector procurement in the short term, there are more opportunities to make progress with regards to local procurement for SLLC venues compared to other Council Resources. This is due to the type and scale of produce sold within these venues. For instance, among the companies who have expressed interest, five produce alcohol, two produce coffee and one produces tea as illustrated in the table Section 6.2, subcontract opportunities are significant with the possibility for local small-scale providers to supply food to the largest suppliers (eg, Brakes, Muller or Campbell Meat) 7. Evaluation of the Market Capacity Assessment 7.1. The outputs of the Market Capacity Assessment are evaluated in the light of the objectives (as listed in Section 4). Objectives Evaluation Assess capacity of local food and drink businesses to supply to SLC Resources The assessment is partial as only 22 food and drink businesses responded to the survey despite the variety of methods used to engage with them Identify local food and drink businesses who can currently meet the Council demand All businesses identified wanted to engage with the Council but would face constraints to supply food to the council. Further engagement with businesses would be required to get a more in- depth understanding of opportunities Identify food and drink businesses who could develop to meet demand While assessment of current interest and capacity has been undertaken, no assessment of required development to meet the Council’s demand has been undertaken Identify challenges to local businesses to begin to supply and to the Council in purchasing Barriers were identified Recommend actions for the Council and partners to address and overcome barriers Recommendations were made and discussed with Council services 56
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8. Next Steps and Monitoring 8.1. Recommendations were discussed with the consultant and Council Services and Resources. Actions agreed and an update on implementation is provided below. Action Expected Outcomes Update / Timeframe Engagement with Businesses Pursue engagement with the 22 businesses identified. Service: Economic Development For each business, detailed analysis of business capacity compared to Council demand and identification of actions that would be required to source products from these businesses Engagement with businesses will be carried out in 2023/2024 Explore the possibility of using the Quick Quote process to increase the supply of local food and drink in specific SLLC venues. Service: SLLC and Procurement Increased supply of local food and drink in specific SLLC venues Two sites, ie, Rutherglen Town Hall and Chatelherault Country Park started an audit process of the current demand (type of product, volume used and current suppliers) and local offer (potential local suppliers). The audit in Rutherglen Town Hall is complete and shows that the current offer of food is suitable, but the venue will review the menu and products periodically. The audit in Chatelherault Country Park is still ongoing. A working group including officers from SLLC procurement was established. It will bring recommendations together including a list of products (e.g. meat and fruit and veg) that is expected to be sourced through Quick Quote processes. The process is expected to start in December 2023. Delays are being experienced in the development of this project due to restructure of SLLC. Identification of Additional Good Practices Identify and analyse practices developed in comparable local authorities including cost implications. Service: Sustainable Development and Facilities List of good practices from comparable local authorities that could replicated in South Lanarkshire Engagement with additional local authorities will be carried out in 2023/2024 Business Support Deliver the food and drink accelerator programme “Eat South Lanarkshire.” Service: Economic Development Tailored support to selected food and drink businesses The programme will take place in 2023/2024. Eight businesses from South Lanarkshire will be selected to participate to the accelerator programme. The programme will be advertised to companies who have shown interest in supplying food to the Council buyers. Cost: £31,440 for 2023/2024 57
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Action Expected Outcomes Update / Timeframe Support discussion with the existing collaborative food and drink group Lanarkshire Larder Service: Economic Development Effective food and drink businesses local network to increase possibilities of collaboration among businesses The Council continues to financially support Lanarkshire Larder and provide expertise. South Lanarkshire Council has a now a seat at the board of Lanarkshire Larder and outcomes were agreed together with the organisation. Cost: £5,000 for 2023/2024 Promote sub- contracting opportunities to local businesses together with partners (e.g. Supplier Development Programme, Scotland Food and Drink, Lanarkshire Larder) Service: Economic Development Increasing number of local food and drink businesses aware of sub-contracting opportunities Two local events took place in 2022/2023 for local businesses to meet buyers: 1/ Lanarkshire Meet the “Real” Buyer event organised in February 2023 and jointly hosted by North Lanarkshire and South Lanarkshire Council and supported by the Supplier Development Programme (SDP). However, no local food and drink businesses participated to the event despite communication on the event. 2/ “Showcasing the Larder of the Lowlands” organised with support from Scotland Food and Drink in April 2023 with 50 food and drink businesses who attended the event. By March 2024, a supplier development event will be organised by Lanarkshire Larder for local food and drink businesses with support from the Council. 8.2. An update on the implementation of this action plan will be provided twice a year as part of the quarter 2 and quarter 4 reports of the food action plan presented to the Climate Change and Sustainability Committee. 9. Employee Implications 9.1. Key services (ie, Economic Development, Procurement and SLLC) are required to contribute to the implementation of actions. The Policy Officer for Food Development will monitor progress. 10. Financial Implications 10.1. There are no direct financial implications as a result of the recommendations in the report. 10.2. Financial implications of local procurement options will be confirmed as part of the delivery of the action plan. 11. Climate Change, Sustainability and Environmental Implications 11.1. Providing suppliers with opportunities to increase the provision of local food and drink will help the transition towards a more sustainable and resilient food system and therefore, help to achieve the objectives of the Climate Change and Sustainability Strategy by supporting local food production and local food system, ensuring that food come from places subject to high environmental standards, reducing food miles, increasing connections between residents and local businesses. 58
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12. Other Implications 12.1. The main risk identified is the possibility for the Council to have difficulty in progressing its objectives of increasing the provision of local food (CWB Strategy and Good Food Strategy). 13. Equality Impact Assessment and Consultation Arrangements 13.1. 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. An Equality Impact Assessment has been conducted and approved for the Good Food Strategy 2020 to 2025. 13.2. There were no consultation arrangements required for this report. David Booth Executive Director (Community and Enterprise Resources) 22 November 2023 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Previous References Climate Change and Sustainability Committee 31 August 2022 – Action Plan for the third year of implementation of the Good Food Strategy List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Hélène Gourichon (Policy Officer for Food Development) Email: helene.gourichon@southlanarkshire.gov.uk 59
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Appendix 1. Food spending per category and per contract (value) 73% 4% 9% 11% 3% Brakes (general/frozen goods) Campbells Prime Meats (raw and cooked meats) Muller (milk and cream) Carruthers (fruit and vegetables) Davidsons Cash and Carry 60
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Appendix 2. Overview of food and drink businesses showing interest in supplying food and drink to the Council 1 Type of business 2 Categories of food and drink that businesses make/sell 61
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3 Size of Businesses 4 Department that Businesses would be Interested to Supply 62
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5 Accreditations held by Businesses Other include: BRC AA+, SEDEX, Living Wage, Vegan Society, Speciality Coffee Association, Rainforest Alliance, RSPO Palm Oil, FDA 63
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Report Agenda Item Report to: Community Wealth Building Commission Date of Meeting: 12 December 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. Members of the Commission have expressed an interest in bringing forward items to future meetings which would explore each of the 5 pillars in detail and allow constructive discussion on how collectively to progress the CWB agenda in South Lanarkshire. 3.2. 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. 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. 8 65
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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) 23 November 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 66
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APPENDIX – CWB COMMISSION OUTLINE FORWARD PROGRAMME Meeting Date Item Responsibility 12 March 2024 Community Benefit – Housing Supply Programme (tbc) Forward Programme for Future Meetings Meeting Timetable 2024/2025 Jonathan Tom/Helen Tom/Helen 11 June 2024 Forward Programme for Future Meetings Tom/Helen 10 September 2024 Forward Programme for Future Meetings Tom/Helen 3 December 2024 Forward Programme for Future Meetings Tom/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 67
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