Community and Enterprise Resources Committee

Council Offices, Almada Street Hamilton, ML3 0AA

Tuesday, 28 May 2019

Dear Councillor

The Members listed below are requested to attend a meeting of the above Committee to be held as follows:-

Date: Tuesday, 04 June 2019 Time: 14:00 Venue: Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA

The business to be considered at the meeting is listed overleaf.

Members are reminded to bring their fully charged tablets to the meeting

Yours sincerely

Lindsay Freeland Chief Executive

Members John Anderson (Chair), Isobel Dorman (Depute Chair), John Ross (ex officio), Maureen Chalmers, Gerry Convery, Margaret Cooper, Peter Craig, Joe Fagan, George Greenshields, Graeme Horne, Ann Le Blond, Martin Lennon, Hugh Macdonald, Monique McAdams, Ian McAllan, Kenny McCreary, Mark McGeever, Davie McLachlan, Lynne Nailon, Richard Nelson, Mo Razzaq, Graham Scott, Collette Stevenson, Margaret B Walker, David Watson, Josh Wilson

Substitutes Alex Allison, Jackie Burns, Stephanie Callaghan, Margaret Cowie, Maureen Devlin, Mary Donnelly, Fiona Dryburgh, Allan Falconer, Eric Holford, Mark Horsham, Martin Grant Hose, Colin McGavigan, Jim McGuigan, Jim Wardhaugh,

1 BUSINESS

1 Declaration of Interests

2 Minutes of Previous Meeting 5 - 10 Minutes of the meeting of the Community and Enterprise Resources Committee held on 19 March 2019 submitted for approval as a correct record. (Copy attached)

Monitoring Item(s)

3 Community and Enterprise Resources - Revenue Budget Monitoring 11 - 20 2018/2019 Joint report dated 30 April 2019 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached)

4 Community and Enterprise Resources - Capital Budget Monitoring 21 - 24 2018/2019 Joint report dated 1 May 2019 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached)

5 Community and Enterprise Resources - Workforce Monitoring - February 25 - 30 to April 2019 Joint report dated 10 May 2019 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached)

Item(s) for Decision

6 Community Benefit Funds – Renewable Energy Fund - Grant Application 31 - 34 Report dated 15 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

7 West of Scotland Loan Fund and Business Loans Scotland 35 - 38 Report dated 14 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

8 Town Centre Capital Grant Fund 39 - 48 Report dated 24 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

9 Cambuslang Town Centre Strategy and Action Plan 49 - 96 Report dated 14 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

10 Replacement of Ponfeigh Bailey Bridge by Douglas Water - Authorisation 97 - 102 to Proceed with Promotion of Compulsory Purchase Order of Land Required Report dated 26 April 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

11 Centenary Fields Site Nomination - Law Recreation Ground 103 - 106 Report dated 8 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

2 12 Proposed Renaming of Priestfield Hall 107 - 108 Report dated 15 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

Item(s) for Noting

13 Community Benefit Funds - Annual Report 109 - 116 Report dated 7 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

14 Economic Development - Business Support Services Annual Report 117 - 124 Report dated 14 May 2019 by the Executive Director (Community and Enterprise Resources). (Copy attached)

Urgent Business

15 Urgent Business Any other items of business which the Chair decides are urgent.

For further information, please contact:- Clerk Name: Joyce McDonald Clerk Telephone: 01698 454521 Clerk Email: [email protected]

4 Agenda Item

COMMUNITY AND ENTERPRISE RESOURCES COMMITTEE 2

Minutes of meeting held in Committee Room 1, Council Offices, Almada Street, Hamilton on 19 March 2019

Chair: Councillor John Anderson

Councillors Present: Councillor Maureen Chalmers, Councillor Gerry Convery, Councillor Peter Craig, Councillor Isobel Dorman (Depute), Councillor Joe Fagan, Councillor George Greenshields, Councillor Martin Lennon, Councillor Hugh Macdonald, Councillor Monique McAdams, Councillor Kenny McCreary, Councillor Mark McGeever, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Mo Razzaq, Councillor Graham Scott, Councillor Collette Stevenson, Councillor David Watson

Councillors’ Apologies: Councillor Margaret Cooper, Councillor Graeme Horne, Councillor Ann Le Blond, Councillor Ian McAllan, Councillor Lynne Nailon, Councillor John Ross (ex officio), Councillor Margaret B Walker, Councillor Josh Wilson

Attending: Community and Enterprise Resources M McGlynn, Executive Director; S Clelland, Head of Fleet and Environmental Services; P Elliott, Head of Planning and Economic Development; G Mackay, Head of Roads and Transportation Services; A McKinnon, Head of Facilities, Waste and Ground Services Finance and Corporate Resources N Docherty, Administration Assistant; L Harvey, Finance Manager; H Lawson, Legal Services Manager; J McDonald, Administration Adviser; M Milne, Human Resources Business Partner; L O’Hagan, Finance Manager (Strategy)

1 Declaration of Interests The following interest was declared:-

Councillor(s) Item(s) Nature of Interest(s) Anderson Scottish Government Vacant and Director of Clyde Gateway Derelict Land Fund Programme Urban Regeneration 2019/2020 Company

2 Minutes of Previous Meeting The minutes of the meeting of the Community and Enterprise Resources Committee held on 22 January 2019 were submitted for approval as a correct record.

The Committee decided: that the minutes be approved as a correct record.

3 Community and Enterprise Resources - Revenue Budget Monitoring 2018/2019 A joint report dated 13 February 2019 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted comparing actual expenditure at 1 February 2019 against budgeted expenditure for 2018/2019 for Community and Enterprise Resources. 5

Details were provided on proposed budget virements in respect of Community and Enterprise Resources to realign budgets.

The Committee decided:

(1) that the underspend on the Community and Enterprise Resources’ revenue budget of £1.026 million and the forecast to 31 March 2019 of an underspend be noted; and

(2) that the budget virements, as detailed in Appendices B to F of the report, be approved.

[Reference: Minutes of 22 January 2019 (Paragraph 3)]

4 Community and Enterprise Resources - Capital Budget Monitoring 2018/2019 A joint report dated 11 March 2019 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted advising of progress on the Community and Enterprise Resources’ capital programme 2018/2019 and summarising the expenditure position at 1 February 2019.

The Committee decided: that the report be noted.

[Reference: Minutes of 22 January 2019 (Paragraph 4)]

5 Community and Enterprise Resources - Workforce Monitoring – November 2018 to January 2019 A joint report dated 12 February 2019 by the Executive Directors (Community and Enterprise Resources) and (Finance and Corporate Resources) was submitted on the following employee information for Community and Enterprise Resources for the period November 2018 to January 2019:-

 attendance statistics  occupational health statistics  accident/incident statistics  disciplinary hearings, grievances and Dignity at Work cases  analysis of leavers  Staffing Watch as at 8 December 2018

The Committee decided: that the report be noted.

[Reference: Minutes of 22 January 2019 (Paragraph 5)]

6 Scottish Government Vacant and Derelict Land Fund Programme 2019/2020 A report dated 19 February 2019 by the Executive Director (Community and Enterprise Resources) was submitted on:-

 the progress made during 2018/2019 in implementing the agreed strategy to address the issues of contaminated and derelict land in South Lanarkshire  the proposed Vacant and Derelict Land Delivery Plan for 2019/2020

A Local Delivery Plan had been established in May 2018 to deliver key objectives of the Vacant and Derelict Land Fund which were to:-

 tackle long-term vacant and derelict land  stimulate economic growth and wealth creation  develop a diverse sustainable environment with a focus on temporary and permanent greening  support communities to flourish and tackle inequalities

Details were provided on the programme of works undertaken in 2018/2019.

The Vacant and Derelict Land Fund Delivery Plan for 2019/2020 had received grant funding of £1,120,000 from the Scottish Government and details of the Delivery Plan for 2019/2020 were provided in the report.

The Committee decided:

(1) that the progress achieved during 2018/2019 in delivering the agreed Vacant and Derelict Land Fund Programme be noted; and

(2) that the South Lanarkshire Local Vacant and Derelict Land Delivery Plan for 2019/2020, as detailed in the report, be approved.

[Reference: Minutes of 22 May 2018 (Paragraph 7)]

Councillor Anderson, having declared an interest in the above item, withdrew from the meeting during its consideration. Councillor Dorman took the Chair for this item only

7 Strathaven Conservation Area Regeneration Scheme (CARS) – Grant Application A report dated 19 February 2019 by the Executive Director (Community and Enterprise Resources) was submitted on a revised application to the Strathaven Conservation Area Regeneration Scheme (CARS).

It was proposed that a revised grant of up to £113,103 towards eligible costs associated with the external fabric improvements, including shop front works, at 15 Green Street, Strathaven be awarded to Fong Tang (trading as Hoo Wah Cantonese and Peking Cuisine Carry Out), subject to the applicant providing written confirmation that all other additional funding for the project had been secured.

The Committee decided: that Fong Tang (trading as Hoo Wah Cantonese and Peking Cuisine Carry Out), be awarded a revised grant of up to £113,103 towards eligible costs associated with the external fabric improvements, including shop front works, at 15 Green Street, Strathaven, subject to the applicant providing written confirmation that all other additional funding for the project had been secured.

[Reference: Minutes of 6 March 2018 (Paragraph 13)]

8 Community Benefit Funds – Renewable Energy Fund – Grant Applications A report dated 20 February 2019 by the Executive Director (Community and Enterprise Resources) was submitted on 3 applications to the various Community Benefit Funds. The Community Benefit Funds had been established to provide funding to suitable projects providing community benefit in eligible areas.

It was proposed that, subject to the applicants providing written confirmation that all other additional funding for the projects had been secured, a grant be awarded of up to a maximum of:-

 £29,457 towards eligible costs associated with a new build garage to improve and expand the community based services to The Rural Development Trust from the Galawhistle Renewable Energy Fund  £88,108 towards eligible costs associated with the management and maintenance of the network routes throughout the windfarm area to East Renfrewshire Council from the Whitelee Renewable Energy Fund  £70,000 towards eligible costs associated with the refurbishment project of Auchengray Church Centre to the Auchengray Church Centre Trust from Muirhallstallashaw Renewable Energy Fund

The Committee decided: that, subject to the applicants providing written confirmation that all other additional funding for the projects had been secured, a grant be awarded of up to a maximum of:-

[Reference: Minutes of 21 August 2018 (Paragraph 7)]

9 Proposal for Food Growing Strategy 2020 to 2025 A report dated 25 February 2019 by the Executive Director (Community and Enterprise Resources) was submitted on the development of a Food Growing Strategy for the period 2020 to 2025.

Part 9 of the Community Empowerment (Scotland) Act 2015 placed new duties and responsibilities on local authorities in relation to the provision of allotments and food growing opportunities. In addition, the Act required local authorities to prepare local food growing strategies to support the provision of allotments and food growing opportunities.

It was proposed that a Food Growing Strategy for 2020 to 2025 be developed which would include a vision for the development of allotments and alternative food growing opportunities throughout South Lanarkshire.

The Committee decided: that the proposed plan for the development of a Food Growing Strategy for 2020 to 2025, as detailed in the report, be approved.

[Reference: Minutes of 22 January 2019 (Paragraph 8)]

10 Licensing of Mobile Home Sites with Permanent Residents A report dated 22 February 2019 by the Executive Director (Community and Enterprise Resources) was submitted on changes to the licensing requirements for mobile home sites with permanent residents.

Part 5 of the Housing (Scotland) Act 2014 amended the Caravan Sites and Control of Development Act 1960 and introduced a new licensing system in relation to Mobile Home Sites with permanent residents. Details of the new licensing system were provided in Appendix 1 to the report.

The new legislation would apply to the 5 licensed residential/holiday sites within the South Lanarkshire area, as detailed in Appendix 2 of the report. It was proposed that the scheme of charges for the licensing of mobile home sites with permanent residents be as follows:-

 £793.75 for a new site licence  £531.25 for a renewal licence

The Committee decided: that the scheme of charges for the licensing of mobile home sites with permanent residents, as detailed above, be approved.

11 Purchase of Permanently Mounted Gritters (PMGs) and New Hire Arrangements A report dated 20 February 2019 by the Executive Director (Community and Enterprise Resources) was submitted on the purchase of 9 permanently mounted gritters (PMGs) following the Council’s contracted gritter hire company being placed into administration.

In view of the requirement to progress this matter as soon as possible and, in terms of Section 9 of the Council’s Standing Orders on Contracts, the Executive Director (Community and Enterprise Resources), in consultation with the Heads of Administration and Legal Services and Roads and Transportation Services, had approved the:-

 purchase of 9 PMGs, at a cost of £346,500, which would be met from within existing resources  negotiated contract with Go Plant Limited for the hire of 4 PMGs at the same rate as the original contract

The Committee decided: that the report be noted.

12 Proposed Closure of Her Majesty’s Revenue and Customs Office in East Kilbride – Economic Impact Assessment A report dated 19 February 2019 by the Executive Director (Community and Enterprise Resources) was submitted on the economic impact assessment which had been undertaken following the announcement by Her Majesty’s Revenue and Customs (HMRC) of its plans to close its office in East Kilbride and relocate services to Glasgow. 9

Details of the implications of the closure on East Kilbride and surrounding areas were provided in the report. In addition, the results of the economic and workforce impact assessment survey which had been undertaken were detailed in the appendix to the report.

Following discussion in relation to the results of the economic and workforce impact assessment survey, it was proposed that the Executive Director (Community and Enterprise Resources) be authorised to write to HMRC and the appropriate Government Minister:-

 expressing this Council’s concerns in relation to the implications the closure of the HMRC office in East Kilbride would have on the town of East Kilbride and the wider South Lanarkshire area  sharing the results of the economic and workforce impact assessment  seeking clarification on the future use of the land and building

The Committee decided:

(1) that the report be noted; and

(2) that the Executive Director (Community and Enterprise Resources) be authorised to write to HMRC and the appropriate Government Minister in relation to the issues detailed above.

13 Urgent Business There were no items of urgent business.

10 Agenda Item

Report 3 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources)

Subject: Community and Enterprise Resources - Revenue Budget Monitoring 2018/2019

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide information on the actual expenditure measured against the revenue budget for the period 1 April 2018 to 1 March 2019 for Community and Enterprise Resources  provide a forecast for the year to 31 March 2019. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the forecast to 31 March 2019 of an underspend of £0.730m before transfers to reserves, as detailed in Appendix A of the report, and the forecast after transfers to reserves of £0.333m, be noted; (2) that an underspend of £1.426m as at 1 March 2019, as detailed in Appendix A of the report, and the underspend of £1.029m, after transfers to reserves, be noted; (3) that the use of the projected underspend to support the under recovery in the targeted surplus within the Resources’ Trading Operations resulting in an overspend of £0.508 million for the Resource be noted; and (4) that the proposed budget virements, as detailed in appendices B to F of the report, be approved. [1recs] 3. Background 3.1. This is the fifth revenue budget monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2018/2019.

3.2. The Resources has completed its formal probable outturn exercise for the year. This exercise identifies the expected spend to 31 March 2019. Details are included in section 5.

3.3. The report details the financial position for Community and Enterprise Resources in appendix A and the individual services’ reports in appendices B to F, including variance explanation.

4. Employee Implications 4.1. None 11

5. Financial Implications 5.1. Probable Outturn: Following the Council’s formal Probable Outturn exercise, the Resource position before any transfers to reserves is an underspend of £0.730 million.

5.2. The Resource is proposing transfers to reserves totalling £0.397 million. These have been approved by Executive Committee on 13 February 2019, and take the reported position after transfers to reserves to an underspend of £0.333 million. The underspend will be used to support the under recovery in the targeted surplus within Fleet Trading Operation of (£0.816) million and Roads Trading (£0.025) resulting in an overspend of £0.508 million for the Resource. The transfers and the overall position are detailed in Appendix A.

5.3 As reported at the last committee, the outturn position includes legal costs associated with compensation paid for the court case on food safety (£0.254m) and financial pressures within SLL&C (£0.400m). This will continue to be monitored over the remainder of the financial year.

5.4. Position as 1 March 2019: Appendix A shows the position as at 1 March 2019, being a £1.426 million underspend against the phased budget. This is the position before transfers to reserves. For detailed variance explanations of the underspend, please refer to Appendices B to F. The underspend is currently being used to support the under recovery against the targeted surplus within Fleet Trading of (£0.981) million and Roads Trading (£0.230) million.

5.5. The Resource position as at 1 March 2019 after transfers to reserves are taken into account, is an underspend of £1.029 million. The position as at 1 March does not take into account the potential financial pressure within South Lanarkshire Leisure and Culture, however this has been reflected in the Resource’s outturn forecast for the year.

5.6. The Resource position as at 1 March 2019 as outlined in Appendix A reflects transfers to reserves, as detailed in Appendices B to F.

5.7. Virements are proposed to realign budgets across budget categories and with other Resources. These movements are detailed in the appendices B to F of this report.

6. Other Implications 6.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate.

6.2 There are no implications for sustainability in terms of the information contained in this report.

7. Equality Impact Assessment and Consultation Arrangements 7.1. 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.

12 7.2. There is also no requirement to undertake any consultation in terms of the information contained in this report.

Paul Manning Executive Director (Finance and Corporate Resources)

Michael McGlynn Executive Director (Community and Enterprise Resources)

30 April 2019

Link(s) to Council Values/Ambitions/Objectives  Accountable, Effective, Efficient and Transparent

Previous References  None

List of Background Papers  Financial ledger and budget monitoring results to 1 March 2019.

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Louise Harvey, Finance Manager Ext: 2658 (Tel: 01698 452658) E-mail: [email protected]

Appendix A

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Community and Enterprise Resources: Period 13 Ended 1 March 2019 (No.13)

Community and Enterprise Resources Summary

Annual Annual Forecast Actual Annual Forecast Forecast Budget Variance % for Year BEFORE Note Budget Variance Variance Proportion Variance BEFORE Transfers BEFORE AFTER 01/03/19 01/03/19 01/03/19 Transfers 01/03/19 Transfers Transfers

£000 £000 £000 £000 £000 £000 £000

Budget Category

Employee Costs 64,888 63,535 1,353 1,353 56,784 55,217 1,567 under 2.8%

Property Costs 3,964 3,963 1 (9) 3,493 3,551 (58) over (1.7%)

Supplies & Services 8,302 9,290 (988) (1,215) 6,858 7,910 (1,052) over (15.3%)

Transport & Plant 7,993 8,141 (148) (148) 7,215 7,303 (88) over (1.2%)

Administration Costs 726 1,187 (461) (461) 645 992 (347) over (53.8%)

Payments to Other Bodies 8,908 9,385 (477) (537) 8,036 8,083 (47) over (0.6%)

Payments to Contractors 55,975 56,081 (106) (206) 49,800 49,382 418 under 0.8%

Transfer Payments 563 563 0 0 563 563 0 - 0.0%

Financing Charges 182 158 24 24 143 112 31 under 21.7%

Total Controllable Exp. 151,501 152,303 (802) (1,199) 133,537 133,113 424 under 0.3%

over Total Controllable Inc. (34,575) (37,107) 1,532 1,532 (28,072) (29,074) 1,002 3.6% recovered

Net Controllable Exp. 115,926 115,196 730 333 105,465 104,039 1,426 under 1.4%

Transfer to Reserves - 397 (397) over (as at 01/03/19) Position After Transfers to Reserves 105,465 104,436 1,029 under 1.0% (as at 01/03/19)

Variance Explanations

Detailed in Appendix B to F.

Budget Virements

Budget virements are shown in Appendices B to F.

Transfers to Reserves

Detailed in Appendix B to F

Appendix B

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Community and Enterprise Resources: Period 13 Ended 1 March 2019 (No.13)

Facilities, Streets and Waste (including Support)

£000 £000 £000 £000 £000 £000 £000

Budget Category

Employee Costs 50,425 49,690 735 735 44,139 43,345 794 under 1.8% 1

Property Costs 2,508 2,518 (10) (20) 2,260 2,304 (44) over (1.9%) 2,a

Supplies & Services 6,412 7,342 (930) (1,105) 5,526 6,511 (985) over (17.8%) 3

Transport & Plant 7,564 7,474 90 90 6,810 6,727 83 under 1.2% 4

Administration Costs 267 360 (93) (93) 233 331 (98) over (42.1%) 5

Payments to Other Bodies 30 31 (1) (1) 30 30 0 - 0.0%

Payments to Contractors 14,393 14,637 (244) (344) 13,764 13,827 (63) over (0.5%) 6

Transfer Payments 0 0 0 0 0 0 0 - n/a

Financing Charges 85 68 17 17 58 45 13 under 22.4%

Total Controllable Exp. 81,684 82,120 (436) (721) 72,820 73,120 (300) over (0.4%)

over Total Controllable Inc. (17,610) (18,151) 541 541 (16,482) (16,921) 439 2.7% 7,b recovered

Net Controllable Exp. 64,074 63,969 105 (180) 56,338 56,199 139 under 0.2%

Transfer to Reserves - 285 (285) over (as at 01/03/19) Position After Transfers to Reserves 56,338 56,484 (146) over (0.3%) (as at 01/03/19)

Variance Explanations

1. The underspend is mainly due to staff turnover within the service due to the timing of recruitment, partially offset by overtime costs. 2. The overspend relates to rates associated with a former civic amenity site, Muttonhole Road. 3. The overspend is mainly due to a higher level of recycling bin purchases than budgeted within Waste Services which is offset by income recovery and the purchase of catering and cleaning equipment within Facilities. 4. The underspend relates to leasing costs being less than budget within Streets, partially offset by higher than budgeted vehicle maintenance and fuel costs within Waste, plant repairs, return conditions and fuel within Grounds. 5. The overspend is mainly due to the printing of Recycling/Blue Bin Campaign Flyers and medical costs being higher than budgeted. 6. The overspend is mainly due to the additional service requests from capital projects. There is also an underspend within Waste where the level of domestic waste tonnage is less than anticipated. 7. The over recovery of income relates to the sale of domestic bins, scrap and clearances being greater than budget within Waste Services and additional service requests of a capital nature within Grounds. These over recoveries are partially offset by lower than budgeted cash income from school meals and service movements mainly within the Concierge service.

Budget Virements

a. Transfer from reserves in respect of completion of security gates at Forrest Street (Waste). Net Effect £0.006m: Property Costs £0.006m. b. Additional Government Revenue Grant for child burials (Streets and Bereavement). Net Effect (£0.014m): Income £0.014m.

Transfers to Reserves (£0.285m):

i. New initiative in Lanark - Comfort Scheme (£0.010m) ii. Provision for new catering cashless system (£0.175m) iii. Crematorium Sinking Fund (£0.050m) iv. New Shelter for Crematorium (£0.050m)

15 a. Appendix C

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Community and Enterprise Resources: Period 13 Ended 1 March 2019 (No.13)

Environmental (Inc Projects)

£000 £000 £000 £000 £000 £000 £000

Budget Category

Employee Costs 3,728 3,498 230 230 3,261 3,049 212 under 6.5% 1

Property Costs 12 17 (5) (5) 12 17 (5) over (41.7%)

Supplies & Services 264 274 (10) (62) 208 209 (1) over (0.5%) a

Transport & Plant 131 111 20 20 126 104 22 under 17.5%

Administration Costs 88 353 (265) (265) 69 265 (196) over (284.1%) 2,a

Payments to Other Bodies 131 144 (13) (13) 100 76 24 under 24.0% a

Payments to Contractors 791 810 (19) (19) 664 763 (99) over (14.9%) 3,a

Transfer Payments 0 0 0 0 0 0 0 - n/a

Financing Charges 24 17 7 7 18 12 6 under 33.3%

Total Controllable Exp. 5,169 5,224 (55) (107) 4,458 4,495 (37) over (0.8%)

over Total Controllable Inc. (1,206) (1,342) 136 136 (907) (1,143) 236 26.0% 4,a recovered

Net Controllable Exp. 3,963 3,882 81 29 3,551 3,352 199 under 5.6%

Transfer to Reserves - 52 (52) over (as at 01/03/19) Position After Transfers to Reserves 3,551 3,404 147 under 4.1% (as at 01/03/19)

Variance Explanations

1. This underspend is mainly due to turnover of staff within the service and timing of recruitment. 2. This overspend is mainly due to compensation costs in respect of the food safety court case. 3. The overspend is due to the cost of clinical waste, which is demand led, offset by an over recovery of income and by an under spend within Projects for property related works. 4. The over recovery of income is mainly due to income recovered from Housing & Technical Resources for the removal of clinical waste and a contribution from Food Standards Scotland in respect of the food safety court case.

Budget Virements

a. Realignment of budgets to reflect service delivery (Projects). Net effect £0.000m: Supplies & Services £0.025m, Administration £0.022m, Payment to Other Bodies (£0.087m), Payment to Contractor £0.045m, Income (£0.005m).

Transfers to Reserves (£0.052m):

i. Upgrade of Environmental Flare System (£0.052m)

Appendix D

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Community and Enterprise Resources: Period 13 Ended 1 March 2019 (No.13)

Leisure and Culture

£000 £000 £000 £000 £000 £000 £000

Budget Category

Employee Costs 4 5 (1) (1) 4 5 (1) over (25.0%)

Property Costs 239 200 39 39 219 188 31 under 14.2% 1

Supplies & Services 0 0 0 0 0 1 (1) over n/a

Transport & Plant 0 0 0 0 0 0 0 - n/a

Administration Costs 8 8 0 0 8 8 0 - 0.0%

Payments to Other Bodies 80 88 (8) (8) 16 16 0 - 0.0%

Payments to Contractors 18,571 18,970 (399) (399) 17,869 17,869 0 - 0.0%

Transfer Payments 0 0 0 0 0 0 0 - n/a

Financing Charges 0 0 0 0 0 0 0 - n/a

Total Controllable Exp. 18,902 19,271 (369) (369) 18,116 18,087 29 under 0.2%

over Total Controllable Inc. 0 (2) 2 2 0 (1) 1 n/a recovered

Net Controllable Exp. 18,902 19,269 (367) (367) 18,116 18,086 30 under 0.2%

Transfer to Reserves - - - - (as at 01/03/19) Position After Transfers to Reserves 18,116 18,086 30 under 0.2% (as at 01/03/19)

Variance Explanations

1. The underspend is due to lower than anticipated service charge for East Kilbride ice rink and other property costs.

Budget Virements

No budget virements.

17 Appendix E

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Community and Enterprise Resources: Period 13 Ended 1 March 2019 (No.13)

Planning and Economic Development

£000 £000 £000 £000 £000 £000 £000

Budget Category

Employee Costs 4,754 4,761 (7) (7) 4,149 4,114 35 under 0.8% 1

Property Costs 640 660 (20) (20) 458 464 (6) over (1.3%)

Supplies & Services 81 91 (10) (10) 81 95 (14) over (17.3%)

Transport & Plant 29 37 (8) (8) 29 33 (4) over (13.8%)

Administration Costs 84 136 (52) (52) 80 118 (38) over (47.5%) 2

Payments to Other Bodies 2,669 2,734 (65) (125) 1,893 1,959 (66) over (3.5%) 3,a

Payments to Contractors 6,292 6,293 (1) (1) 5,820 5,818 2 under 0.0%

Transfer Payments 0 0 0 0 0 0 0 - n/a

Financing Charges 33 30 3 3 28 25 3 under 10.7%

Total Controllable Exp. 14,582 14,742 (160) (220) 12,538 12,626 (88) over (0.7%)

over Total Controllable Inc. (11,624) (12,059) 435 435 (6,120) (6,372) 252 4.1% 4,a recovered

Net Controllable Exp. 2,958 2,683 275 215 6,418 6,254 164 under 2.6%

Transfer to Reserves - 60 (60) over (as at 01/03/19) Position After Transfers to Reserves 6,418 6,314 104 under 1.6% (as at 01/03/19)

Variance Explanations

1. This underspend reflects the timing of staff recruitment and vacancies. 2. The over spend is mainly due to increased legal expenses for planning enquiries. 3. The over spend is mainly due to increased security costs for Christmas switch on events. 4. The over recovery reflects income from building warrants as a result of increased fees.

Budget Virements

a. Creation of temporary budget for Smarter Choices/Smarter Places (Regeneration). Net effect: £0.000m: Payment to Other Bodies £0.120m, Income (£0.120m)

Transfers to Reserves (£0.060m):

i. East Kilbride Task Force (£0.060m)

18 Appendix F

SOUTH LANARKSHIRE COUNCIL

Revenue Budget Monitoring Report

Community and Enterprise Resources: Period 13 Ended 1 March 2019 (No.13)

Roads Total

£000 £000 £000 £000 £000 £000 £000

Budget Category

Employee Costs 5,977 5,581 396 396 5,231 4,704 527 under 10.1% 1

Property Costs 565 568 (3) (3) 544 578 (34) over (6.3%) a

Supplies & Services 1,545 1,583 (38) (38) 1,043 1,094 (51) over (4.9%) 2

Transport & Plant 269 519 (250) (250) 250 439 (189) over (75.6%) 3

Administration Costs 279 330 (51) (51) 255 270 (15) over (5.9%)

Payments to Other Bodies 5,998 6,388 (390) (390) 5,997 6,002 (5) over (0.1%) b

Payments to Contractors 15,928 15,371 557 557 11,683 11,105 578 under 4.9% 4

Transfer Payments 563 563 0 0 563 563 0 - 0.0%

Financing Charges 40 43 (3) (3) 39 30 9 under 23.1%

Total Controllable Exp. 31,164 30,946 218 218 25,605 24,785 820 under 3.2%

over Total Controllable Inc. (5,135) (5,553) 418 418 (4,563) (4,637) 74 1.6% 5,b recovered

Net Controllable Exp. 26,029 25,393 636 636 21,042 20,148 894 under 4.2%

Transfer to Reserves - - - (as at 01/03/19) Position After Transfers to Reserves 21,042 20,148 894 under 4.2% (as at 01/03/19)

Variance Explanations

1. This under spend mainly relates to employee turnover within the service. 2. This over spend mainly relates to price increases for electrical power within street lighting. 3. The over spend is due to the timing of hire costs for gritters and is offset by an underspend in payment to contractors (see Note 4 below) 4. The under spend is offset by an overspend in hire costs for gritters within Transport & Plant (see Note 3 above). 5. Over recovery is the net effect of additional income recovered from Capital works, partially offset by reduced income from car parks.

Budget Virements

a. Transfer of Carbon reduction budget (Street Lighting) to Finance. Net Effect (£0.098m): Property Costs (£0.098m). b. Creation of temporary budget to reflect payments made and income recovered for winter weather forecasts. Net Effect £0.000m: Payment to Other Bodies £0.640m, Income (£0.640m).

20 Agenda Item

Report 4 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources)

Subject: Community and Enterprise Resources - Capital Budget Monitoring 2018/2019

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide information on the progress of the capital programme for Community and Enterprise Resources for the period 1 April 2018 to 31 March 2019. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Community and Enterprise Resources’ capital programme of £35.819 million and expenditure to the end of March 2019 of £32.337 million be noted. [1recs] 3. Background 3.1. This is the fifth and final capital monitoring report presented to the Community and Enterprise Resources Committee for the financial year 2018/2019.

3.2. The budget reflects the approved programme for the year (Executive Committee, 28 February 2018), exceptions approved during 2017/2018 and monies carried forward for projects from 2017/2018. It also includes budget adjustments approved by the Executive Committee during 2018/2019.

3.3. The report details the financial position for Community and Enterprise Resources in total in Appendix A.

4. Employee Implications 4.1. None

5. Financial Implications 5.1. The total capital programme for Community and Enterprise Resources for 2018/2019 was £35.819 million.

5.2. 2018/2019 Final Position Total expenditure to 31 March 2019 was £32.337 million. For projects spending less than budget this year, this reflects the timing of spend and is not affecting operational delivery. The budget for this capital spend requires to be carried forward in to next financial year to complete projects.

21 5.3. Accounting Adjustments While sections 5.1 - 5.2 detail the position on the Capital Programme as set, Accounting Regulations mean that adjustments are required to report spend correctly as either capital or revenue for the purposes of publishing our Annual Accounts. This includes where spend is in relation to assets that are not owned by the Council and where the spend must be classed as revenue. There is no operational impact for projects from this adjustment – it is an accounting entry only.

5.4. £3.121 million of capital spend is required to be recorded as revenue spend. Conversely, £1.083 million of revenue spend should be recorded as capital. The transfers above mean that for the purpose of publishing our Annual Accounts only, there is capital spend of £30.299 million.

6. Other Implications 6.1. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of an overspend is managed through four weekly Investment Management Meetings.

6.2. There are no implications for sustainability in terms of the information contained in this report.

7.2. There is also no requirement to undertake any consultation in terms of the information contained in the report.

Paul Manning Executive Director (Finance and Corporate Resources)

Michael McGlynn Executive Director (Community and Enterprise Resources) 1 May 2019

Link(s) to Council Values/Ambitions/Objectives ▪ Accountable, Effective, Efficient and Transparent

Previous References ▪ Executive Committee, 28 February 2018 ▪ Executive Committee, 1 May 2019

List of Background Papers ▪ Financial ledger to 31 March 2019

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Finance Manager (Strategy) Ext: 2601 (Tel: 01698 452601) E-mail: lorraine.o’[email protected]

22 Appendix A

South Lanarkshire Council Capital Expenditure 2018-2019 Community and Enterprise Resources Programme For Period 1 April 2018 – 31 March 2019

Community and Enterprise Budget Total Budget Actual Resources Base Budget Adjustments Slippage Budget to Date Expenditure £000 £000 £000 £000 £000 £000

Fleet and Environmental 133 52 (52) 133 133 89

Facilities, Waste and Grounds 1,749 260 (805) 1,204 1,204 881

SLL and Cultural 1,194 666 (886) 974 974 612

Support Services 428 50 (50) 428 428 118

Regeneration 8,866 359 (2,450) 6,775 6,775 6,924

Roads 24,937 1,988 (620) 26,305 26,305 23,713

RESOURCE TOTAL 37,307 3,375 (4,863) 35,819 35,819 32,337

Accounting Adjustments:

Less Transfers to Revenue (3,121)

Add; Transfers to Capital 1,083

2018/19 Outturn Position (Accounting Basis Only) 30,299

24 Agenda Item

Report 5 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources)

Subject: Community and Enterprise Resources – Workforce Monitoring – February to April 2019

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  provide employment information for February to April 2019 relating to Community and Enterprise Resources. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for February to April 2019 relating to Community and Enterprise Resources be noted:-

 attendance statistics  occupational health  accident/incident statistics  discipline, grievance and Dignity at Work cases  analysis of leavers and exit interviews  staffing watch as at 9 March 2019 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, regular workforce monitoring reports are submitted to Committee. This report for Community and Enterprise Resources provides information on the position for February to April 2019.

4. Monitoring Statistics 4.1. Attendance Statistics (Appendix 1) Information on absence statistics is analysed for the month of April 2019 for Community and Enterprise Resources.

The Resource absence figure for April 2019 was 4.3%, this figure has decreased by 1.2% when compared to last month and is 0.3% higher than the Council-wide figure. Compared to April 2018, the Resource absence figure has decreased by 0.7%.

Based on the absence figures at April 2019 and annual trends, the projected annual average absence for the Resource for 2019/2020 is 4.3%, compared to a Council- wide average figure of 4.0%.

25 For the financial year 2019/2020, the projected average days lost per employee equates to 11 days, compared with the overall figure for the Council of 9.7 days per employee.

4.2. Occupational Health (Appendix 2) In terms of referrals to occupational health, which include medical examinations and physiotherapy, overall 370 referrals were made this period. This represents a decrease of 13 when compared with the same period last year.

4.3. Accident/Incident Statistics There were 35 accidents/incidents recorded within the Resource this period, a decrease of 6 when compared to the same period last year.

4.4. Discipline, Grievance and Dignity at Work (Appendix 2) During the period, 22 disciplinary hearings were held within the Resource, a decrease of 9 when compared to last year. One appeal was heard by the Appeals Panel. No grievance hearings were held within the Resource, this figure remains unchanged when compared to the same period last year. One Dignity at Work complaint was raised within the Resource, this figure has increased by 1 when compared to the same period last year.

4.5. Analysis of Leavers (Appendix 2) There were 20 leavers in the Resource this period, a decrease of 2 when compared with the same period last year. Six exit interviews were conducted.

5. Staffing Watch (Appendix3) 5.1. There was a decrease of 31 employees in post from 8 December 2018 to 9 March 2019.

6 Employee Implications 6.1. There are no implications for employees arising from the information presented in this report.

7. Financial Implications 7.1. All financial implications are accommodated within existing budgets.

8. Other Implications 8.1. There are no implications for sustainability or risk in terms of the information contained within this report.

9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore no impact assessment is required.

9.2. There was no requirement to undertake any consultation in terms of the information contained in this report.

26 Paul Manning Executive Director (Finance and Corporate Resources)

Michael McGlynn Executive Director (Community and Enterprise Resources)

10 May 2019

Link(s) to Council Values/Ambitions/Objectives  Accountable, effective, efficient and transparent  Fair, open and sustainable  Ambitious, self aware and improving  Excellent employer  Focused on people and their needs  Working with and respecting others

Previous References  Community and Enterprise Resources – 19 March 2019

List of Background Papers  Monitoring information provided by Finance and Corporate Resources

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Janet McLuckie, Personnel Officer Ext: 4239 (Tel: 01698 454239) E-mail: [email protected]

27 APPENDIX 1 ABSENCE TRENDS - 2017/2018, 2018/2019 & 2019/2020 Community and Enterprise Resources

APT&C Manual Workers Resource Total Council Wide 2017 / 2018 / 2019 / 2017 / 2018 / 2019 / 2017 / 2018 / 2019 / 2017 / 2018 / 2019 / 2018 2019 2020 2018 2019 2020 2018 2019 2020 2018 2019 2020 April 3.9 3.2 4.0 April 5.2 5.4 4.4 April 4.8 5.0 4.3 April 3.9 4.1 4.0 May 4.4 2.8 May 5.7 6.0 May 5.4 5.5 May 4.2 4.2 June 4.2 3.8 June 5.1 5.8 June 4.9 5.5 June 3.9 4.3 July 3.4 4.3 July 4.2 4.5 July 4.0 4.4 July 3.0 3.4 August 3.6 4.8 August 4.5 5.3 August 4.3 5.2 August 3.2 3.6 September 3.4 6.0 September 5.0 6.2 September 4.8 6.2 September 4.0 4.4 October 3.8 3.8 October 5.6 5.8 October 5.3 5.5 October 4.1 4.4 November 4.5 4.8 November 6.2 6.2 November 5.9 6.0 November 4.8 5.1 December 3.6 4.1 December 6.4 6.0 December 5.9 5.7 December 5.1 4.8 January 3.0 3.4 January 6.3 6.1 January 5.7 5.6 January 5.0 4.9 February 3.0 4.1 February 6.8 6.3 February 6.1 5.9 February 5.0 5.2 March 3.4 4.8 March 6.1 5.6 March 5.6 5.5 March 4.7 4.9 Annual Average 3.7 4.2 4.0 Annual Average 5.6 5.8 4.4 Annual Average 5.2 5.5 4.3 Annual Average 4.2 4.4 4.0

No of Employees at 30 April 2019 552 No of Employees at 30 April 2019 2822 No of Employees at 30 April 2019 3374 No of Employees at 30 April 2019 15364

For the financial year 2019/20, the projected average days lost per employee equates to 11 days.

28 APPENDIX 2 COMMUNITY AND ENTERPRISE RESOURCES

Feb-Apr Feb - Apr 2018 2019 MEDICAL EXAMINATIONS 123 103 Number of Employees Attending

EMPLOYEE COUNSELLING SERVICE 38 26 Total Number of Referrals

PHYSIOTHERAPY SERVICE 147 157 Total Number of Referrals

REFERRALS TO EMPLOYEE SUPPORT OFFICER 69 78

REFERRALS TO COGNITIVE BEHAVIOUR THERAPY 6 6

TOTAL 383 370

Feb-Apr Feb - Apr CAUSE OF ACCIDENTS/INCIDENTS 2018 2019 Specified Injuries* 2 1 Over 7 day absences 10 5 Over 3 day absences** 2 5 Minor 16 11 Near Miss 2 3 Violent Incident: Physical**** 2 2 Violent Incident: Verbal***** 7 8 Total Accidents/Incidents 41 35 *A Specified Injury is any fracture (other than to the fingers, thumbs or toes), amputation, loss of sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/ head injury, a chemical or hot metal burn to the eye or pen **Over 3 day / over 7day absence is an injury sustained outwith specified injury category that results in a period of absence of absence as defined by the HSE. ***Near Miss - Any unexpected, unplanned occurrence (except Dangerous Occurrences) that does not lead to injury of persons, damage to property, plant or equipment but may have done so in different circumstance.

****Physical violent incidents are included in the "Specified" figures, where applicable, to provide the "Total Specified" figures. ****Physical violent incidents and ***** Verbal Violent Incidents are included in the "Over 3-day or Over 7-day" figures, where applicable, to provide the "Total Over 3-day or Over 7-day" figures.

****Physical Violent Incidents and ***** Verbal Violent Incidents are included in the "Minor" figures, where applicable, to provide the "Total Minor" figures.

Feb-Apr Feb - Apr RECORD OF DISCIPLINARY HEARINGS 2018 2019

Total Number of Hearings 31 22

Total Number of Appeals 2 1 Appeals Pending 0 0 Time Taken to Convene Hearing Feb - Apr 2019 0-3 Weeks 4-6 Weeks Over 6 Weeks 55% 32% 13%

Feb-Apr Feb - Apr RECORD OF GRIEVANCE HEARINGS 2018 2019 Number of Grievances 0 0 Number Resolved at Stage 1 0 0 Number Resolved at Stage 2 0 0 Number Resolved at Stage 3 0 0 Still in Progress 0 0

Feb-Apr Feb - Apr RECORD OF DIGNITY AT WORK 2018 2019 Number of Incidents 0 1 Still in Process 0 1

Feb-Apr Feb - Apr ANALYSIS OF REASONS FOR LEAVING 2018 2019 Other 0 6 Number of Exit Interviews conducted 0 6 Total Number of Leavers Eligible for Exit Interview 22 20 Percentage of interviews conducted 0% 30%

29 APPENDIX 3 JOINT STAFFING WATCH RETURN COMMUNITY AND ENTERPRISE RESOURCES

1. As at 9 March 2019

Total Number of Employees MALE FEMALE TOTAL F/TP/TF/TP/T 12692122041345 3030

*Full - Time Equivalent No of Employees Salary Bands Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1 1445.36421.82242.7547.6417 460 2185.57

1. As at 8 December 2018

Total Number of Employees MALE FEMALE TOTAL F/TP/TF/TP/T 13112072001343 3061

*Full - Time Equivalent No of Employees Salary Bands Director Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher TOTAL 1 1489.23420.5236.86349.6416.8 470 2225.033

30 Agenda Item

Report 6 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Community Benefit Funds – Renewable Energy Fund - Grant Application

1. Purpose of Report 1.1. The purpose of the report is to:-

 consider a grant application to Bank End Rig Renewable Energy Fund from Friends of Strathaven Park

2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that a grant be awarded to Friends of Strathaven Park of up to £31,749 from Bank End Rig Renewable Energy Fund towards a sensory garden to enhance Strathaven Park.

3. Background 3.1. Since 2004, the Council has collected and administered Community Benefit funding through Planning and Economic Development Services. The service is responsible for securing the contributions from developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. Processes are continuously reviewed and refined to make it as straightforward as possible to ensure the necessary support is delivered to eligible communities.

3.2. Details of all grant awards, including those grants up to £20,000 which had been approved by the Head of Planning and Economic Development Services under delegated authority, are reported annually to the Committee.

4. Proposals Bank End Rig Renewable Energy Fund Friends of Strathaven Park – £91,059 Proposed Grant Award – £31,749 – Intervention rate 34.8%

4.1. The Friends of Strathaven Park are a committee of volunteers who liaise with Council Officers, South Lanarkshire Leisure and Culture staff, local organisations and the community within Strathaven. Their purpose is to promote conservation, enjoyment, community involvement and education within Strathaven Park.

4.2. The creation of the sensory garden will include three inter-connecting areas a sensory garden, storytelling area and a sensory trail within Strathaven Park. The aim of the project is to enhance the enjoyment of the park and to appeal to a wide range of users. The intention is to provide stimulation, fascination and relaxation for all age groups, which is accessible for all ranges of physical and cognitive ability.

4.3. Consultation has been carried out and it identified among the visitors and local residents who enjoy Strathaven Park there are many elderly people and people with varying disability needs. The consultation identified the need for a safe, calm and therapeutic area.

4.4. The application scored 29 and 37 by the two appraisers during the assessment process which permits an intervention rate of up to 35% of eligible costs.

4.5. The total cost of the project is £91,059 funding contributions Adams Community Trust £10,825, Viridor Credits £48,485. SLC Community Benefit Fund will contribute the remaining balance, an award of up to £31,749 representing an intervention rate of 34.8%.

4.6. Works are due to commence on 29 July 2019

5. Employee Implications 5.1. There are no employee implications arising from this report.

6. Financial Implications 6.1. All Renewable Energy Funds have sufficient resources to meet the proposed grant award commitment detailed in this report.

7. Other Implications 7.1. The risks associated with the project are focused on the potential for cost overruns or delays to the programme. The applicant has agreed that any cost increases will be managed within their present budget subject to agreement on any changes to the proposed project. This is highly unlikely to have an impact on the Council.

7.2. There are no implications for sustainability in terms of the information contained within this report.

8. Equality Impact Assessment and Consultation Arrangements 8.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required.

8.2. All necessary consultation arrangements, including liaison with Housing and Technical Resources, and any community consultations, have taken place.

Michael McGlynn Executive Director (Community and Enterprise Resources)

15 May 2019

Link(s) to Council Values/Ambitions/Objectives  Accountable, effective, efficient and transparent

Previous References  Enterprise Resources Committee 8 August 2007

List of Background Papers  Completed REF Grant Application Form dated January 2019 The Rural Development Trust  Completed REF Grant Application Form dated January 2019 East Renfrewshire Council  Completed REF Grant Application Form dated January 2019 Auchengray Church Centre Trust  Completed REF Appraisal Scoring Sheet dated February 2019 The Rural Development Trust  Completed REF Appraisal Scoring Sheet dated February 2019 East Renfrewshire Council  Completed REF Appraisal Scoring Sheet dated February 2019 Auchengray Church Centre Trust

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin McFarlane, Project Development Officer, Planning and Economic Development Services Ext: 5922 (Tel: 01698 455922) E-mail: [email protected]

34 Agenda Item

Report 7 Report to: Community and Enterprises Resource Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: West of Scotland Loan Fund and Business Loans Scotland

1. Purpose of Report 1.1. The purpose of the report is to:-  advise the Committee on the proposed dissolution of West of Scotland Loan Fund Limited and West of Scotland Loan Fund Management Services Limited  seek approval to transfer existing assets from West of Scotland Loan Fund, in the form of remaining outstanding loans and balance of funds, to Business Loans Scotland Limited and  seek approval to amend the Articles of Association of Business Loans Scotland Limited to enable Business Loans Scotland members to allocate ringfenced funds for alternative economic development and business support activity.

2. Recommendation(s) 2.1 The Committee is asked to approve the following recommendation(s):-

(1) that the proposed dissolution of the West of Scotland Loan Fund Limited and West of Scotland Loan Fund Management Services be noted; (2) that the proposal to transfer the remaining loan book, comprising outstanding loans to be recovered and remaining balance of funds, into Business Loans Scotland Limited be approved; (3) the proposed amendment to the Articles of Association of Business Loans Scotland Limited, to enable member authorities to access legacy funds which will be held in Business Loans Scotland, continue to be ring-fenced and utilised for economic development purposes, be approved; and (4) that it be noted that amendment of the Articles of Association is subject to approval of 75% of the member authorities of Business Loans Scotland.

3. Background 3.1. The West of Scotland Loan Fund (WSLF) was set up in 1996 to provide gap funding of up to £100k for new and existing small and medium sized enterprises (SMEs.) The Fund was established by the twelve unitary authorities that succeeded Strathclyde Regional Council, (South and North Lanarkshire, East, South and North Ayrshires, Renfrewshire, East Renfrewshire, Inverclyde, East and West Dunbartonshires, Argyle and Bute and Glasgow City Council.) This fund is aimed at companies with sound commercial proposals who were unable to access the level of finance necessary to support them through the conventional banking sector.

3.2 Since its inception in 1996, WSLF issued a total of 1,760 loans at a value of £38,004,672. The WSLF over this period has maximised the opportunities of European funding through match funding with the European Regional Development Fund (ERDF).

3.3 In 2014-2015, in order to simplify their administration of European funding, the Scottish Government required local authorities to work nationally and combine their resources in WSLF, East of Scotland Investment Fund (ESIF) and two Scottish Enterprise funded lending schemes in Borders and Dumfries Council areas (SEBSED) to create a Scotland-wide local authority-led loan fund. Business Loans Scotland Limited (BLS) was created and began offering loans in April 2017.

3.4 The details around the setting up of BLS and associated package of funding was reported and approved at Executive Committee on 11 February 2015.

3.5 BLS has become established as the primary source of local authority lending to SMEs. Therefore, the WSLF Board have decided there is no need to sustain WSLF and have elected to dissolve the company. This will require the member authorities to transfer their remaining funds and any outstanding loans to BLS who will then become the vehicle through which existing loans are recovered and future lending will be conducted. Each of the WSLF member authorities are developing investment proposals for the future deployment of WSLF resources, their ‘legacy funds,’ for economic development and business support purposes as well as the way in which the residual loan portfolio will be administered. Consideration will be given to how funds would be utilised for business support purposes directly related to the Council Plan, Economic Strategy and supporting the creation, growth and sustainability of local businesses in South Lanarkshire. Detailed proposals will be brought to a subsequent Committee.

3.6 Under Scottish Government rules, £300,312 of re-paid loans within WSLF which were supported with EU Finance (ERDF) must be retained for future loans. It is proposed that BLS will continue to be the appropriate vehicle for local authorities to provide this support given the national model is the preferred delivery vehicle of Scottish Government. It is, therefore, necessary to retain this £300,312 as funding to use as match for potential future loan funding after the current programme ends in 2023. There is also a potential sum of money of £27,387 which is accumulated as existing loans from WSLF are repaid, assuming no bad debt is incurred.

3.7 Taking this together, the surplus funds held in WSLF amount to £1,043,726 with the position summarised in the table below.

Cash at Bank 31/03/19 £1,344,038 Less restricted funding to be held for (£300,312) future lending ‘Legacy Funds’ for Economic Development Purposes £1,043,726

Outstanding loan portfolio at 31/03/19– Only available if all loans repaid in full £27,387

3.8 The Board of WSLF, which includes representatives of the 12 member local authorities described in paragraph 3.1 have agreed that: • BLS is the sole vehicle required to meet the requirements of SMEs for debt finance from £25,000 to £100,000, • remaining loans in WSLF can be administered through BLS and • remaining legacy funds in WSLF must be utilised to undertake wider economic development and business support initiatives;

4 West of Scotland Loan Fund/Business Loans Scotland - Articles of Association 4.1 Both WSLF and BLS are companies limited by guarantee with the activities of the company governed by its constitution, which is made up of a Members’ Agreement and Articles of Association. The principal objects of the company are to hold and manage a fund to promote commerce by giving financial assistance by way of loans, donations or subscriptions or otherwise to any firm, company, individual, association or other body carrying on a commercial enterprise whose business is carried on within the loan fund area. These Articles currently do not permit members to withdraw funds from the company except in the event the company is wound up when funds may only be transferred to a ‘like minded’ organisation with similar objectives.

4.2. The Articles of Association of BLS therefore require to be amended, similar to WSLF, to permit members to withdraw their funds, not necessary to meet lending targets, to utilise these for alternative economic development and business support purposes.

5 Summary and Next Steps 5.1 Therefore two key actions are now required:

1. The current Articles of Association of BLS require to be amended to enable the funds to be accessed and applied solely towards the promotion of the objects of the company to provide economic development support. This requires a majority approval amounting to 75% of member authorities and this report supports this proposed change;

2. WSLF will be wound up and remaining loans and balance of funds of £1,344,038 be transferred to BLS and will remain ringfenced for the exclusive use of South Lanarkshire Council to support economic development and business support.

6 Employee Implications 6.1 There are no employee implications for South Lanarkshire Council as the WSLF officers who manage the fund, disburse loans and collect loan repayments, employed by East Ayrshire Council on behalf of the loan fund company, have transferred to BLS under TUPE rules.

7 Financial Implications 7.1 This proposal will allow the Council to access and utilise additional financial resources to support businesses in South Lanarkshire. This will assist the Council in achieving objectives under the Council Plan and will support actions which are being developed under the midterm review of the economic strategy, Promote.

8. Other Implications 8.1 Once approved by the required 75% BLS member authorities, the WSLF lawyers, Wright Johnston and Mackenzie, will draft up the required changes to the Article of Association. Legal Services previously advised on a similar change to the articles of WSLF and will be consulted to advise on the details of the proposed amendment to ensure the interest of South Lanarkshire Council are fully protected.

8.2 The risks in not proceeding mean the Council’s loans issued by WSLF will not be managed and repayments collected by BLS and alternative arrangement will require to be made which will incur additional costs and expenses.

8.3 This may lead to a loss of funding for Business Support programmes and the Council will fail to adequately achieve the Connect objective of supporting local businesses to grow in a time of economic uncertainty. This will, in turn, have a negative impact on the local economy, employment and general social wellbeing. This will also create a threat to existing partnerships and have a considerable negative impact on the Council’s reputation.

8.4 There are no implications for sustainability in terms of the information contained within this report.

9. Equality Impact Assessment and Consultation Arrangements 9.1 This report does not introduce a new policy, function or strategy and therefore no impact assessment is required.

9.2 Consultation has taken place with relevant partner agencies.

Michael McGlynn Executive Director (Community and Enterprise Resources)

14 May 2019

Link(s) to Council Values/Ambitions/Objectives  Support the local economy by providing the right conditions for inclusive growth

Previous References  Executive Committee, 11 February 2015, Scottish Local Authority Business Loan Fund.  Community and Enterprise Resources Committee, 6 March 2018, West of Scotland Loan Fund and Business Loans

List of Background Papers Previous committee reports noted detailed above.

Contact for Further Information Stephen Keating Economic Development Manager Tel: 01698 455191 E-mail: [email protected]

38 Agenda Item

Report 8 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Town Centre Capital Grant Fund

1. Purpose of Report 1.1. The purpose of the report is to: [  inform members of the Town Centre Capital Grant award from Scottish Government and its funding criteria  seek approval on how the fund should be allocated within the terms of the guidance to the benefit of town centre regeneration in South Lanarkshire

2. Recommendation 2.1. The Committee is asked to approve the following recommendation(s): [ (1) that the options for the allocation of the £2.5 million Scottish Government funding, as set out in section 6.0 of the report, be considered; and (2) that an update report providing details of identified projects be submitted to a future meeting of the Committee.

3. Background 3.1. The Scottish Government announced in their draft budget in January 2019 that they proposed to put in place a £50m town centre fund to address some of the challenges faced by town centres across the country. The Government confirmed the details of the Fund in their final budget in February 2019, including its proposal to allocate the funds based on a weighted formula based on the number of towns and population in a Local Authority area. South Lanarkshire Council received its grant offer of £2,506,000 on 7 March 2019.

3.2. Scotland’s Town’s Partnership (STP) define a town centre as a settlement with a population of over 1,000 residents. The Government used this definition when allocating the funds to individual local authorities. The towns identified have been taken from the National Records for Scotland (NRS) data as being the 438 settlements in Scotland with a population of over 1000. In the case of South Lanarkshire the NRS data identifies 22 settlements which fall within the STP definition, set out in the table at appendix 1.

3.3. South Lanarkshire Council defines our town centres through the Local Development Plan (LDP) which sets out a hierarchy of towns identifying 3 strategic centres – East Kilbride, Hamilton and Lanark and 7 town centres - Biggar, Blantyre, Cambuslang, Carluke, Larkhall, Rutherglen and Strathaven. Other settlements outwith these centres are considered local centres (also known as neighbourhood or village centres) and often sit within the catchment of a larger town. These local centres which include small towns, villages and neighbourhood centres total 29 additional

39 centres across South Lanarkshire and are set out in the LDP. Therefore, in total the LDP identifies 39 centres.

3.4. The nature of town centres across the UK is in a transitional stage. The range of issues involved in the challenges town centres are facing are broad and complex. Factors such as the economic downturn, internet shopping, the growth of out of town shopping malls, changes in retailer’s business models and consumer expectations have resulted in a decline in town centre footfall.

3.5. Some of the issues are local and specific to individual towns, however, many are issues seen across the country influenced by wider economic patterns, consumer behaviour and corporate decisions. Supporting town centres remains a Council priority and officers continue to work closely with groups and organisations in each town through a partnership approach to achieve our common goals. Whilst the funds from the Scottish Government are welcomed it should be recognised that this will not in itself address all issues facing the centres.

4. Fund Guidance 4.1. The Scottish Government Guidance issued with the grant offer is not prescriptive and makes it clear that it is up to each local authority to decide how to award funding in its own area. However, the guidance sets out the high level expectations of the Scottish Government. The guidance is clear that the Grant is to enable local authorities to ‘stimulate and support place based economic investments which encourage town centres to diversify and flourish, creating footfall through local improvements and partnerships’. Specifically, this fund will ‘contribute to transformative investments which drive local economic activities and re-purpose town centres to become more diverse, successful and sustainable’.

4.2. The guidance also notes that any awards should follow the principles of the Town Centre Action Plan - published by Scottish Government in 2013 in response to the National Town Centre Review and the Town Centre First Principle. This encourages collaboration and expects local government to work with the wider public sector, businesses and communities to deliver positive local outcomes in towns. A vital part of that approach is developing a place-based plan following consultation and engagement with these wider groups and the public as a whole.

4.3. The action plan developed by the Government in response to the National Town Centre Review were grouped under key themes. These themes are to be at the core of the decision making in the allocation of the funds and include:

• Town Centre Living – footfall is key to achieving thriving, successful town centres and the best footfall is residential for people who will use shops, services, and will care for its safety and security in the evenings • Vibrant Local Economies – creating a supportive business environment including the involvement of Business Improvement Districts (BIDs) and other local partnerships • Enterprising Communities – social enterprise, services, arts and events and, community empowerment and community based activities which increase the health, wealth and wellbeing of town centres • Accessible Public Services – creating and accessing public facilities and services, supported by economic, service and transport hubs • Digital Towns – exploiting digital technology and promoting Wifi infrastructure to enable access to information, data analytics, marketing opportunities, branding, and communication with the wider world

40 • Proactive Planning – land reform and supporting the creation of sustainable, low-carbon and connected places which promote natural and cultural assets, designed in partnership with local communities and key stakeholders.

4.4. More clarity on what is expected in the delivery of the Grant was provided at an information session held in Edinburgh on 3 April 2019 where presentations were given by the Regeneration and Towns Policy Manager from Scottish Government and by the Chief Officer from Scottish Towns Partnership (STP), all of whom have been integral in formulating the guidance for the grant. A number of clear messages came from that session which has informed officers in bringing forward proposals for allocating the grant in South Lanarkshire. These include:

• The need to build on achievements already made.

• Priority to be given to areas with an existing town centre plan which has been produced in collaboration with partners and the community and to projects aiming to realise the ambitions arising from these plans.

• Projects should complement and add value to work already underway.

• Cognisance needs to be given to other sources of funding to maximise resources available- especially in future phases.

• It is not expected that every town will receive funding via this grant. In the guidance the Government make it clear that they expect “transformative investments which drive local economic activities and repurpose town centres to become more diverse, successful and sustainable.” A key point was that it is better to concentrate on one or two towns and make a real difference than spread the funding too thinly and achieve very little. The Towns Policy Manager made it clear that the Government expects more than benches and hanging baskets, which is all a small allocation could realistically achieve.

• The Grant is intended to be flexible- however, themes which are being particularly promoted/ welcomed by the Scottish Government and STP include town centre living, involvement of Business Improvement Districts (BIDs), regenerating buildings and sites and delivering community facilities.

• All funds require to be fully committed prior to the deadline of 31 March 2020. Some scope to complete spend during a period of up to 6 months beyond that date will be given. However, any monies remaining thereafter will require to be returned to Scottish Government. In this respect it is noted that if this timetable is adhered to and not extended then spending the money is likely to prove to be a considerable challenge.

4.5. With regard to the last bullet point, and at time of writing the report, officers have contacted the Scottish Government to request that consideration is given to extending the deadline for committing the funds or a phased approached to capital fund expenditure. To date no response has been received and officers will provide an update on or before the Committee depending on when a response is received.

5. Options for allocation of Funds

5.1. When the total number of centres in South Lanarkshire is considered in conjunction with the guidance and ambition of the fund there needs to be a pragmatic approach to the allocation of the funds. It is considered that the delivery of individual projects in 22 centres over the space of a year would be difficult to achieve. The combination of the lack of suitable projects in some towns, the timescales imposed on the funding conditions by the Government and the capacity available within the Economic Development Service and in the communities means there is a high risk of funds remaining unspent.

5.2. As noted above, while the guidance provided by the Scottish Government is limited it does direct authorities to follow the Government’s town centre action plan and the town centre first principle when considering the appropriate allocation. The town centre first principle has formal status in the planning hierarchy and directs local authorities to use the definition of town centres within local plans as the basis of our decision making around investments of this nature. This means that the hierarchy of towns set out above should be a key consideration in how the funds are to be allocated.

5.3. Officers have considered a number of options in which the funds could be allocated across town centres within South Lanarkshire. This has focused on an approach which allows the Council and partners to deliver projects when considered against the following criteria:

• a sufficient scale to have impact • deliver transformational change for the town • align with existing plans and strategies • community engagement • deliverable within the timescales available • demonstrate they are in line with the guidance and policy required • seek to reduce the risk of any money remaining unspent and therefore being returned to the Government • does not introduce or minimise any additional revenue implications on the Council

5.4. The options considered are set out below, with the details of the financial allocation set out at appendix 1:

• Option 1 - A share of the funds across each town based on population of each centre as identified in the NSR date

o Advantages – ▪ gives all towns a share of the fund

o Disadvantages – ▪ unlikely to meet the government objectives of transformational change ▪ some communities are unlikely to have projects of a suitable scale and nature which are deliverable in the timescales ▪ there are limited resources within the Council and/or likely within communities to deliver this number of projects in the timescales ▪ risk of underspend and the need to return funds to the Government

• Option 2 - An equal share of the funds split across the centres identified by the NRS data as used in the Government approach to allocation.

o Advantages – ▪ gives all towns a share of the fund

• Option 3 - A share of the funds across each town based on the same weighted formula approach adopted by the Government.

o Advantages – ▪ gives all towns a share of the fund

• Option 4 - Allocate the funds to 3 centres

o Advantages – ▪ strongly aligns with the objectives set out in the Government guidance ▪ concentrates spend where strategy/action plan exists with identified projects ▪ reduces risk of funds being returned to the Government due to underspend ▪ Existing capacity is concentrated on three centres

o Disadvantages – ▪ Some towns may not benefit from this funding

• Option 5 - Allocate the majority of the funds to 3 centres (£2m) with the balance open to bids from other towns (£500k) to spread the benefit.

o Advantages – ▪ aligns with the objectives set out in the Government guidance ▪ concentrates spend where strategy/action plan exists with identified projects ▪ allows for majority of towns to bid for the fund ▪ reduces risk of funds being returned to the Government due to underspend

o Disadvantages – ▪ unlikely to meet the government objectives of transformational change ▪ some towns may not benefit from this funding ▪ there are limited resources within the Council and/or likely within communities to deliver this number of projects in the timescales

• Option 6 - Allocate the majority of the funds to bids to other towns (£1.5m) with the balance to 3 centres (£1m).

o Advantages – ▪ aligns with the objectives set out in the Government guidance ▪ allows for majority of towns to bid for the fund

o Disadvantages – ▪ unlikely to meet the government objectives of transformational change ▪ some towns may not benefit from this funding ▪ risk of funds being returned to the Government due to underspend ▪ there are limited resources within the Council and/or likely within communities to deliver this number of projects in the timescales

• Option 7 – Make all the funds available to bids from towns.

o Advantages – ▪ allows for all of towns to bid for the fund

o Disadvantages – ▪ unlikely to meet the government objectives of transformational change ▪ some towns are unlikely to have suitable projects which are deliverable in the timescales ▪ risk of underspend and the need to return funds to the Government ▪ there are limited resources within the Council and/or likely within communities to deliver this number of projects in the timescales

6. Allocation Considerations 6.1. As set out in section 5.0 there are 7 options for members to consider, although it is noted that there may be further iterations of these in terms of proportional allocation of funds based on population for example. However, it is considered that this number of options should provide members with sufficient information to take an informed view.

6.2. It is considered that option 4 is strongly aligned with Scottish Government guidance. Under this option town centres in Hamilton, Lanark and Cambuslang would be allocated funding. Both Hamilton and Lanark are strategic towns which serve a wider area for retail, services and leisure than their residential population, and both have plans and strategies which have been subject to consultation with the community and stakeholders.

6.3. Hamilton’s Town Centre Action plan has been approved by Committee following extensive consultation and has identified projects. Lanark has recently had a successful BID ballot and the emerging BID has plans which mirror and complement a range of projects on which the Council has been working for some time. In relation to Cambuslang there is now a consultative draft strategy being proposed (subject to separate report on this agenda) and this provides a framework for the fund to support projects 44

6.4. It is recognised that option 4 does not include East Kilbride Town Centre. In this regard, whilst East Kilbride town has a strategy in place the plan is not solely town- centre focused and includes wider aspects of the town. In addition, the town centre of East Kilbride is privately owned. It is not considered appropriate for public money to be entirely used to support a private sector owned shopping centre, where other types of intervention such as collaborative working with shared assets, may be more appropriate.

6.5. Following on from the above, officers have been in discussion with the East Kilbride Town Centre owner for a period of time on how the Council may develop initiatives based on the town centre first principle and the scope for the public sector to contribute to these initiatives. In exploring these options consideration will also be given to uses in and around the Civic Centre and scope for master planning and redevelopment. It is proposed to report the scope of this exercise to the Executive Committee on 26 June 2019.

6.6. There are arguments for allocating the funds, in various methods, across all towns identified so as to allow the opportunity for all towns to bid for the funds. In doing so it should be recognised that there are risks in that objectives of the scheme to deliver transformational change may not be achieved by spreading the funds too thinly. At the same time the timescale involved in spending the grant, means that the delivery of meaningful projects across such a large number of settlements will be extremely challenging and carries risk of significant underspend which would result in funds being returned. Therefore a view could be taken that the allocation of the funds in this way is not wholly consistent with Scottish Government Guidance.

6.7. Irrespective of which option, or variation of option, is agreed upon the details of any projects will require a period of development by the officers, community groups and private sector. At this stage members are being asked to agree upon a funding allocation option to allow project development to commence. Following which officers will present a progress report to the September meeting of this Committee for consideration and approval. On the basis that a funding allocation option is agreed upon a number of actions will require to be taken forward.

6.8. In the event Members decide to proceed with an option which includes a bidding process, there is a need to publicise and open the bidding process with immediate effect. Officers will organise an information event in June for interested bodies with the aim of setting a bid deadline for the end of July. This will provide for an assessment period over August to allow the report to be prepared for the September Committee.

6.9. The detailed bidding criteria will be drawn up by the Council’s funding team based on the principles set out below, and will follow experience and guidance from other funds which they deliver and in conjunction with Legal/Finance colleagues. As with other funding administered by the Council, officers will score the bids independently and an average score awarded.

6.10. It is proposed that these bids would require to adhere to the following principles:-

• Projects are to be located within the defined town and local centre area as set out in the South Lanarkshire LDP • Only 1 bid will be accepted for each town and interested parties in these communities are expected to agree on and bring forward a single bid which may comprise multiple projects. 45

• Bids of a minimum of 50k • Bids are limited to capital projects. No revenue funding is available from the fund or South Lanarkshire Council and this needs to be reflected in proposals presented. • Bids would have to be made by a formally constituted body with a bank account – such as Community Councils or other similar bodies • The projects should be highlighted in a town plan/strategy which has been subjected to wider community consultation • Weight will be given to schemes where some additional funding is already in place or can realistically be obtained in the timescales • A project delivery plan will be required with each bid to show evidence of deliverability and illustrate there is a strong likelihood that the money can be spent within the timeframe. This plan will include:-

o an assurance that all land / property is already secured o a project plan and programme o match funding in place o design – where appropriate o tender process o plans to fund any ongoing maintenance to ensure sustainability

• Applicants must show that proposals mirror the Town Centre Action Plan objectives set out in section 4.3 of this report • Applications are to be lodged online through the Grantvisor system. No other format of application will be accepted. • Where more than one body in a town wishes to bid for funding, officers will ask them to appoint a lead organisation and collaborate on the initiative.

7. Summary and Next Steps 7.1. Whilst the funds from the Scottish Government are welcomed it should be recognised that these will not in itself address all issues facing the centres. At the same time the options for the allocation of the funds is both complex and challenging taking into Scottish Government guidance and expectations that communities will seek to access the fund. Therefore a balance requires to be struck between these competing requirements to ensure the greatest prospect for project delivery against Scottish Government Guidance.

7.2. On the basis that a funding allocation option is agreed upon a number of actions will require to be taken forward as set out in paragraphs 6.7- 6.9. In turn an update report will be submitted to Committee in September for consideration.

8. Employee Implications 8.1. The development and implementation of the plan will be taken forward by officers within Planning and Economic Development Services, in consultation with colleagues in Housing and Technical Resources and other Council Resources as appropriate.

9. Financial Implications 9.1. The funds have been brought into the Council’s financial plan and will be subject to the normal monitoring and financial regulation. This will feed into the requirements of the Scottish Government to report on progress and identify spend.

9.2 There are no direct financial implications for the Council however as noted above every effort will be made to maximise the effectiveness of the grant award by matching against and supporting existing Council initiatives.

10. Other Implications 10.1. Should no option be approved there is a significant risk that the grant is not fully spent and that the opportunity for South Lanarkshire towns are not maximised.

10.2. There are no issues in terms of sustainability arising from the recommendations made in this report.

11. Equality impact assessment and consultation arrangements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and therefore, no Impact Assessment is required.

11.2. Consultations will be undertaken through the process as set out in section 6.7 of the report.

Michael McGlynn Executive Director (Community and Enterprise Resources)

24 May 2019

Link(s) to Council Values/Ambitions/Objectives  Improve the quality of the physical environment  Support the local economy by providing the right conditions for growth, improving skills and employability  Improve health and increase physical activity  Partnership working, community leadership and engagement

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: - Pauline Elliott, Head of Planning and Economic Development Services Ext: 5126 (Tel: 01698 455126) E-mail: [email protected]

Appendix 1

Settlement Name Population Option 1 Option 2 Option 3 All Ages Population Equal Town shares shares Centre basis basis Capital Fund formula East Kilbride 75,120 £644,055 £113,909 £378,982 Hamilton 54,080 £463,664 £113,909 £288,787 Rutherglen 31,190 £267,413 £113,909 £190,661 Cambuslang 29,100 £249,494 £113,909 £181,702 Blantyre 16,900 £144,895 £113,909 £129,402 Larkhall 14,740 £126,376 £113,909 £120,143 Carluke 13,320 £114,201 £113,909 £114,055 Lanark 9,050 £77,592 £113,909 £95,750 Strathaven 7,350 £63,017 £113,909 £88,463 Bothwell 6,380 £54,700 £113,909 £84,305 Uddingston 6,370 £54,614 £113,909 £84,262 Stonehouse 5,500 £47,155 £113,909 £80,532 Kirkmuirhill and Blackwood 4,440 £38,067 £113,909 £75,988 Lesmahagow 4,350 £37,295 £113,909 £75,602 Law 3,220 £27,607 £113,909 £70,758 Biggar 2,420 £20,748 £113,909 £67,329 Forth 2,190 £18,776 £113,909 £66,343 Douglas 1,490 £12,775 £113,909 £63,342 Ashgill 1,460 £12,518 £113,909 £63,213 Carnwath 1,410 £12,089 £113,909 £62,999 Coalburn 1,220 £10,460 £113,909 £62,184 Kirkfieldbank* 990 £8,488 £113,909 £61,199 South Lanarkshire town pop 292,290 £2,506,000 £2,506,000 £2,506,000

Settlement Option 4 Option 5 Option 6 Option 7 Name 3 3 centres 3 centres All funds open to bids from centres and and eligible towns bids from bids from other towns other towns Hamilton £0.835m £0.666m £0.333m Funding to centres dependent Lanark £0.835m £0.666m £0.333m on bids subject to a minimum Cambuslang £0.835m £0.666m £0.333m of £50k other centres £0 £0.500m £1.5m

*Included as only 10 people below the 1,000 threshold

48 Agenda Item

Report 9 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Cambuslang Town Centre Strategy and Action Plan

1. Purpose of Report 1.1. The purpose of the report is to:-

 inform the Committee of the work undertaken to prepare the consultative draft Cambuslang Town Centre Strategy and Action Plan.  seek Committee approval to consult on the consultative draft Plan  inform the Committee of the next steps in implementing the consultative draft Plan. [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the consultative draft Cambuslang Town Centre Strategy and Action Plan, attached as an appendix to the report, be issued for consultation for a period of 8 weeks; and (2) that, following the period of consultation, the Cambuslang Town Centre Strategy and Action Plan be submitted to a future meeting of the Committee for approval. [1recs] 3. Background 3.1. The nature of town centres across the UK is in a transitional stage. The range of issues involved in the challenges town centres are facing are broad and complex. Factors such as the economic downturn, internet shopping, the growth of out of town shopping malls, changes in retailer’s business models and consumer expectations have resulted in a decline in town centre footfall.

3.2 Some of the issues are local and specific to individual towns, however, many are issues seen across the country influenced by wider economic patterns, consumer behaviour and corporate decisions.

3.3 Supporting our town centres remains a Council priority and officers continue to work closely with groups and organisations in each town through a partnership approach to achieve our common goals. The Committee at its meeting on 6 March 2018 gave approval to move forward with a phased programme of town centre strategies and Action Plans. Hamilton was approved in October 2018 with this report the second in this sequence of these strategies. Work on Larkhall and Blantyre continues and will be the subject of future reports. In the case of Cambuslang the key partner is the Cambuslang Future group - a subgroup of Cambuslang Community Council with a focus on town centre regeneration.

49 3.4 Local communities remain supportive of their town centres and have a desire to see them thrive. The way in which they use their town centres is, however, very different to that of a generation ago. It is broadly accepted that the traditional function of a retail town centre needs to change to meet the needs and expectations of modern communities. There is therefore a collective need to establish a new role and function for our town centres to ensure that they can continue to thrive, and remain relevant in the years ahead.

4. Cambuslang Town Centre Strategy and Action Plan 4.1 South Lanarkshire’s town centres support a diverse range of economic, social and civic functions. In common with the rest of the UK, our town centres have felt the effects of both the economic downturn and changes in shopping patterns.

4.2 Despite these challenges Cambuslang Town Centre retains numerous assets that provide a solid foundation to enable the centre to adapt to societal changes and provide a place that people wish to visit and spend time.

4.3 The future of all town centres is dependent on reacting to changing behaviours by both consumers and retailers and recognising that town centres can no longer place such heavy reliance on their retail offer. Town centres need to diversify to give users the broadest range of reasons to visit and stay in the town centre. Retail remains a fundamental part of a healthy town centre, however residential development, leisure activity, café culture, evening economy and local services for local communities have an increasing role and importance within the town centre mix.

4.4 The Consultative Draft Cambuslang Town Centre Strategy and Action plan (appendix 1) sets out a range of initiatives which the Council wish to pursue with partners to support this outcome. The private sector has a key role in providing a shopping, service and leisure offer that will attract and meet the needs of the local community. Private sector support coupled with strengthening links between local businesses and the community will provide a strong base from which to drive town centre activity forward.

4.5 The Strategy is informed by Scottish Towns Partnerships Your Town Audit (appendix 2) which is a framework which has been developed to measure and monitor the performance of Scotland’s towns and town centres using a series of Key Performance Indicators. The results allow more meaningful comparison of towns based on their similarities and challenges and helps practitioners develop more meaningful solutions.

4.6 Cambuslang Community Council have also conducted two surveys which have informed the Strategy. The Cambuslang Community Survey 2015 and the Cambuslang Business Survey 2017 are supporting documents available to members on request.

4.7 The Strategy considers the national and local policy context for the improvement of our town centres and considers the key challenges and areas of opportunity for the town centre. Recognising these challenges while focusing on the areas of opportunity are key to the successful delivery of the Strategy.

4.8 The Strategy sets out a series of objectives for Cambuslang and are consistent with the activity being promoted by Scottish Towns Partnership (STP) and others, namely a collaborative approach across all sectors is the only way to bring meaningful and sustainable regeneration.

50 4.9 Finally, the Strategy presents a town centre action plan which captures the priorities for Cambuslang and illustrates where resources and activities should be focused. The action plan will remain a live document with projects and priorities evolving over time.

4.10 The Action Plan considers the potential activity under three main themes, these are:

• Physical Environment – maintaining an attractive town centre environment helps to attract people into the town centre and increase dwell time. The current economic conditions makes delivery of large scale projects challenging however taking a strategic partnership approach across the town centre gives the best chance of taking forward projects in this area.

• Accessibility and Transportation– successful town centres need their customers to be able to access and navigate the town centre easily. Potential activity here considers projects which will ease access to and around the town centre.

• Attractive Business Environment – this considers the more intangible assets which contribute to the success of a town centre. These include events and marketing, digitalisation and commercial strategies.

4.11 The Strategy has been prepared by officers within the Planning and Economic Development Service, in consultation with the Cambuslang Community Council, to capture the ongoing activity of the Council and Partners. In addition, officers have sought input from Scottish Town Partnership and EKOS Economic Consultants, all of whom have involvement in similar plans across the country, thereby ensuring that the development of the plan is informed by best practice.

5. Next Steps and Timescale 5.1 Following Committee approval it is proposed that the Cambuslang Town Centre Strategy and Action Plan would be published and made available for consultation from June to August. The consultation will have four main elements as follows:

1. Partner and Cambuslang Future engagement - sharing the plan with partners for initial feedback on the content.

2. Stakeholder engagement.

3. Public engagement organised through a consultation event in order to allow the community to consider the proposals and offer feedback on the strategy.

4. The Strategy and feedback questionnaire will be available online for the duration of the consultation process.

5.2 Following consideration of the comments received, a finalised Strategy will be prepared and presented to the Community and Enterprise Resources Committee following the Summer recess. The report will include the outcomes of the consultation process, proposed next steps and governance arrangements.

6. Employee Implications 6.1. The development and implementation of the plan will be taken forward by officers within Planning and Economic Development Services, in particular with Cambuslang Community Council.

7. Financial Implications 7.1. Implementation of the Strategy will focus on the co-ordination of activity and events that will largely be funded through existing resources. The financial resources required to deliver the objectives of the Action Plan will be considered on a project by project basis. In addition, the strategy provides a basis to support funding bids from a range of sources however it is important to note that much of the success of the plan will relate to support and investment from the private sector and the buy in from the community by increasingly using their town centre.

8. Other Implications 8.1. The risks associated with not supporting the proposal is that Cambuslang Town Centre will not have a coordinated approach to the challenges it faces. The support and partnership working within Cambuslang Town Centre could be lost leading to a loss of activity in the town centre. The Council’s reputation could also be damaged if it is not seen to actively support and encourage business initiatives and investments in Cambuslang Town Centre.

8.2. There are no issues in terms of sustainability arising from the recommendations contained in this report.

9.2. Consultations have been co-ordinated by Economic Development Services with a range of other Council Services who have an ongoing role in delivering services and initiatives in our Town Centres. This consultation and co-operation will continue throughout the duration of the initiative.

Michael McGlynn Executive Director (Community and Enterprise Resources)

14 May 2019

Link(s) to Council Values/Ambitions/Objectives • Improve the quality of life for everyone in South Lanarkshire • Support the local economy by providing the right conditions for inclusive growth • Improve health, care and wellbeing

Previous References • Community and Enterprise Resources 6 March 2018 - Hamilton Town Centre Strategy and Action Plan and Town Centre Audits

List of Background Papers • Cambuslang Community Survey 2015 • Cambuslang Business Survey 2017

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Ross, Planning & Economic Development - Montrose House, Hamilton Ext: 4227 (Tel: 01698 454 227) E-mail: [email protected] 52 9

Cambuslang A vibrant community focussed town centre

Consultative draft May 2019 DRAFTA strategy for Cambuslang town centre

53 Contents

Page 1 1. Introduction

Page 2 Cambuslang town centre map

Page 4-5 2. Background context

Page 6 3. A vision for Cambuslang

Page 7 4. Aims and objectives

Page 8-9 5. Opportunities and challenges

Page 10 6. Town centre stakeholders

Page 11-15 7. Town centre action plan

Objective one - planning and economic development initiatives

Objective two - accessiblity and transport

Objective three/four/five - attractive business environment

Page 16 8. Monitoring and reporting

Page 17 9. Next steps

54 1. Introduction Town centres are a key part of successful places and have an increasingly important role in building stronger, more sustainable places and communities. Alongside towns across the UK, Cambuslang has been challenged by changing patterns of use and shopper behavior. In order to maintain their vitality, town centres must react to social and economic changes and consider their offer, purpose and value to communities.

Local communities have a desire to see This consultative draft strategy their town centres thrive, however the document sets out a range of traditional function of the centre must initiatives which will contribute change to remain relevant to and meet both in the short and long term to the expectations of contemporary town centre activity by establishing communities. The strategy seeks to a welcoming, safe and attractive support and coordinate action aimed centre to encourage footfall and at revitalising the town centre. generate additional spend. Critical to the success of the strategy is South Lanarkshire Council (SLC), partnership working. This will help to working with Cambuslang Community secure project goals and coordinate Council and town centre partners, combined effort across public, private, seek to support change that promotes third sectors and the local community additional vibrancy and vitality within for its successful delivery. the town centre and support its sustainable future. As a result of this partnership, SLC commissioned a ‘Your Town Audit’ (YTA), conducted by Scotland’s Towns Partnership and EKOS, which was completed in May 2018 and provides a comprehensive audit of Cambuslang (see Appendix 1). 55 Page 1 Wa

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56 Page 2 57 Page 3 2. Background context Cambuslang is a suburban town approximately six miles south-east of the centre of Glasgow. It is the fourth-largest town in South Lanarkshire and directly borders the town of Rutherglen to the west. The town is well connected with excellent road and rail infrastructure into Glasgow and the wider metropolitan area. arts, children’s theatre and more. UK, the town centre has experienced The popularity of this event shows challenges due to a number of the appetite for a programme of factors such as the economic crisis similar events throughout the year to and austerity measures, decreasing encourage footfall in the town centre. consumer confidence and disposable income, the rise of convenience The Cambuslang Gate development culture and the progressive rise of opened in 2007 adding space for internet sales and the digital high a new food store, six retail units, a street. As noted above, the town health centre, office space, library, has a mix of high street shopping 33 residential flats and 150 public characteristic of secondary centres parking spaces. The town centre has a with over two thirds of businesses traditional mix of high street shopping, being independent. Many of the shops characteristic of secondary centres, on the Main Street are relatively with numerous licensed premises and small and serve a predominately local a range of salons, coffee shops and market. Importantly, there is no longer professional and public services. A an ‘anchor store’ to attract footfall and Cambuslang town centre was of Cambuslang’s retail provision now business survey conducted in 2017 in 2017, the three remaining banks and historically a major retail centre for on the Main Street. found that over two-thirds of the the local police station in Cambuslang the local community with a wide range businesses were independents and c. all closed. of shops and services on both sides Currently, Cambuslang town centre 30 percent were branches of regional of the Main Street. Redevelopment in is characterised by a long main street or national chains and that a high Although the Your Town Audit the 1960s created a new ‘core’, based where the majority of the retail and proportion of existing businesses reported that 11.4% of town around the Cambuslang Precinct to the service offer is located on the south serve the evening rather than daytime centre retail units are vacant there north of the Main Street. This area has side. One of the highlights in the town economy. has been an increase in occupancy changed its character over time and is every June is its Summerfest, providing on the Main Street therefore now more service based with the bulk a range of street entertainment, In line with town centres across the currently vacancy rates on Cambuslang Main Street sit at 2.6% 58 Page 4 Cambuslang has the potential to be a more thriving and successful centre.

With this in mind, the strategy and The private sector has a key role action plan will focus on a range of in providing a shopping, service and short and long term actions that will leisure offer that will attract and meet make the town centre more the needs of the local community. The attractive to a local customer base public sector has a role in ensuring by encouraging private sector that planning, investment, development involvement, enhancements to the and other relevant policies maximise physical environment and softer the attractiveness of the business regeneration initiatives such as environment. The wider community marketing and events. must support local business and safeguard the vitality of the town South Lanarkshire Council, centre. Cambuslang Community Council (through the Cambuslang Future Cambuslang Future (a sub-group of The town’s population has grown opportunity to attract this customer Group) and the Cambuslang Business Cambuslang Community Council) significantly over the past two decades base into the town centre. Although Community all have a key interest and is a key organisation in advancing due to new housing developments and retail remains a fundamental part of role in reacting to changing behaviors local initiatives and supporting is projected to grow further. The YTA a healthy town centre, leisure activity, and recognising that Cambuslang town local business. Alongside SLC it is audit confirms that the population of café culture, evening economy and centre must diversify its offer in order an important body in facilitating the town has ‘increased substantially local services for local communities to give users the broadest range of activity that supports the town over the ten-year period from 2006- have an increasing role and reasons to visit and spend time there. centre. 2016 (18%) - a considerably higher importance within the town centre rate than the YTA average of 1%’ and mix. Cambuslang is well served with noted that the ‘increase is the highest licensed premises, salons and both Regeneration of recorded of any of the YTA audited professional and public services. The Cambuslang town towns’. opening of a Costa Coffee shop and Wetherspoons has also significantly centre is a collective Given the demographic profile of added to the daytime provision of responsibility. the population there is significant ‘café culture’.

59 Page 5 3. A vision for Cambuslang The Vision for Cambuslang is of an attractive, commercially successful, community focussed, welcoming town centre which generates a sense of civic pride in its citizens.

Cambuslang town centre has the quality greenspace close at hand. The town needs to ensure that it can promote potential to develop the quality of these advantages and present itself as a great place to live, shop, work and enjoy. its offer and the appeal of place. The town centre must build on its The vision for Cambuslang town centre therefore seeks to build on these strengths, celebrate its heritage, town strengths to create: centre connectivity and facilities • an attractive, safe and welcoming town centre providing a focal point associated with its town centre core. for all sectors and age groups of the community to connect; • a successful Main Street that meets the needs of the community it The town has the opportunity to build serves; on a range of current initiatives and • a town that remembers and retains its heritage as the oldest village trends associated with the increasing in Scotland with industrial heritage. appeal of place and the importance of connections to modern living. A sense of place is the collection of qualities Capturing investment, building confidence in the business community, engaging and characteristics that define a local residents, and strengthening enterprise activity can all be better supported location. Sense of place is what makes through collective action with the council, Cambuslang Future, businesses Cambuslang distinctive and creates its and local community interests all committed to facilitating the delivery of the appeal. strategy through further engagement.

Cambuslang has well-developed social networks and an active community. It has excellent accessibility and good 60 Page 6 4. Aims and objectives The aim of the Cambuslang Town Centre Strategy is to create a town centre that is an attractive, commercially successful, sustainable and vibrant place for people to live, work and socialise. Objective one: To support sustainable town centre growth, mixed-use development and investment opportunities through planning and economic The strategy seeks to set out a range of objectives for Cambuslang Town development initiatives in line with the Town Centre First policy initiative. Centre and outlines in the Action Plan where resources and activities should be focussed to deliver the desired outcomes. There is no one solution or To ensure that town centre accessibility and movement intervention which will address all of the issues facing the town centre. Objective two: supports all modes of transport and meets the needs of users through The issues and solutions are wide ranging, interrelated and complex. The measures to ensure convenient and safe access by foot, cycle, car and public approaches and actions adopted will need to be given time and progressed as transport. a coordinated suite of measures in order to deliver the most effective impact. Regeneration requires long term sustained activity and initiatives and these actions need to be delivered flexibly. Objective three: To ensure that the town centre has a welcoming, safe and attractive physical environment that supports the needs of both The Scottish Government have completed a wide range of work identifying business and town centre users and provides a focus for community life and good and best practice to support the quality of local and regional centres. events. Key initiatives include: • Business Improvement Districts Objective four: To improve the commercial viability of the town • The Scottish Governments Town Centre Action Plan and Tookit centre by supporting enterprise through business advice, training, events, • A policy framework based on Designing Places, Designing Streets marketing, finance and other support measures for existing and potential new • Town Centre Audits businesses.

Scotland’s Towns Partnership, who completed the Your Town Audit (YTA), also Objective five: To exploit the opportunities of digitalitisation for provide a useful resource at sharing best practice. business growth and usage of the town centre.

South Lanarkshire Council, together with partners and stakeholders, believe Objective six: To create the conditions for social regeneration and that the Strategy and related actions should be framed through the following improve the health and wellbeing of the community, particularly through the objectives. These objectives reflect national, regional and local policy and the reduction of fear of crime and anti-social behaviour - creating a town centre commitment of the council and town centre partners to supporting inclusive that is welcoming to all and safe with a strong sense of community. growth through the Local Outcome Improvement Plan. 61 Page 6 Page 7 5. Opportunities and challenges In relation to Cambuslang the specific opportunities and challenges are as follows: Opportunities Challenges Physical/Environmental Physical/Environmental • Good access to local services • Streetscape in varying conditions • Good road and rail links to Glasgow • Some street furniture objects non-uniform • Local greenspace (parks, River Clyde) • Use and control of town centre parking and use by commuters • Close proximity to M74 • Underused civic plaza (Kyle Court) which is on a different level from the Main Street • High volume of commercial waste and fly tipping • Some vacant units and some outdated shopfronts • Perception that there is fragmentation between the north and south of the Main Street • Pedestrian safety measures result in a reduced natural flow across the dual-carriageway and around the town centre • Busy road junctions on the Main Street Social/cultural Social/cultural • Significantly growing population • Deprivation levels higher than Scottish average in small pockets of the • Distinctive local urban/industrial heritage town centre • Strong community involvement • No coordination of marketing or year-round event programme. • Sports and leisure facilities • Ensuring that the town centre is accessible to all, especially the elderly • Civic Pride • Lack of a focussed programme of social and leisure events • Some established events

62 Page 8 Opportunities Challenges Economic/Commercial Economic/Commercial • Main Street vacancy rate is 2.6% against a Scottish average of 9.6% • Daytime economy is not as strong as the evening economy. • Strong evening economy • No local banking provision • Technological advances in digital communications. • Large grocery store is out with the Main Street (but within walking • High proportion of independent traders – opportunity for distinctive distance) offerings • Lack of investment by some retailers • Easy access to the majority of public and private services • Competition from edge-of-town supermarkets with ample parking • Lack of mix of use • Online competition • Traditional shopping hours (limited Sunday opening/no late night shopping/ 5-8pm gap in town centre activity) • No town-centre WIFI • Reported low business confidence • Vacant units and attracting a diverse range of businesses to balance day and evening economy Policy Policy • Commitment of relevant partners • Limited local authority and central government funding available • SLC Business Support team • Ensuring that all public and private investment in Cambuslang directly • SLC Community Planning Partnership benefits the town and its community • Business Gateway Lanarkshire • Opportunity to coordinate town centre activity through the strategy. • Identification of available funding e.g. Regeneration Capital Grant Fund, Sustrans, new Town Centre Fund, Participatory Budgeting of 1% of SLC expenditure

The above assessment indicates that the challenges for Cambuslang are broad and varied however there are a number of areas of • strengthening the appeal and the experience of the centre and making it a opportunity which can be exploited to the benefit of the town more appealing place to visit and mix leisure/retail experiences; centre. • reviewing town centre parking and transport arrangements that could address any perceived barriers to accessing and using the centre; Cambuslang has a mix of opportunities and constraints that impact on the • building on Cambuslang’s heritage and community spirit with a targeted appeal and functionality of the centre. Many of the opportunities and challenges programme of events, marketing and softer regeneration initiatives. result from a legacy of historic conditions (shop closures, street patterns) and business practices (retail mix/shop opening hours). Key areas to review and address include: 63 Page 9 6. Town Centre stakeholders As the local authority SLC has powers and resources in key areas of planning, investment and business support that influence economic growth. Decision- making and resource allocation in these areas will support this strategy.

Importantly, there are other partners and stakeholders whose commitment is required to work towards a common goal of improving the physical, economic and social conditions of the town. These include:

• MP and MSPs (constituency and list) • Scottish Government • Scotland’s Towns Partnership • South Lanarkshire’s Community Planning Partnership • Business owners/managers • Property owners • Cambuslang Community Council (Cambuslang Future) • Community groups (e.g. Healthy n Happy Community Development Trust, LEAP, churches, residents’ associations, sports clubs and other groups) • Police Scotland (local community policing team) • Local social media groups and networks

Successful delivery of the strategy will require commitment from all stakeholders.

64 Page 10 7. Town Centre Action Plan The tables below detail the range of projects and initiatives along with the potential timeframe of delivery, although this will be a dependent on a number of factors such as availability of funding and market research. Physical projects are identified on the following plan with the number reflected in the tables below. There is also a link to the Scottish Government’s Town Centre Action Plan (TCAP) objectives and the category under which they would fall i.e. Town Centre Living (TCL), Vibrant Local Economies (VLE) , Enterprising Communities (EC), Accessible Public Services (APS), Digital Towns (DT) and Pro-active Planning (PaP).

Action Plan theme one: Physical Environment Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) Streetscape audit Review/replacement of SLC costing exercise being SLC 1 VLE 12 months street furniture undertaken and options identified.

Pavement Improvement/upgrading SLC costing exercise being SLC 1 Medium term subject Improvement of street pavement undertaken and options to funding identified.

Commercial New approach to waste CF assessment of options in CF 3 VLE 12-18 months Waste management to avoid consultation with other local Management unsightly waste bins on authorities and with Main Strategy street Street businesses

Shopfront Upgrading of appearance CF consultation with CF 1/3 VLE 1-2 years Improvement of shopfronts landlords and business Scheme owners

Town Centre Consultation Establishment of consultation CF All All 3 months Consultation mechanism/process process for business, with stakeholders;led by community and residents to Cambuslang Future and oversee the implementation supported by SLC. of Action Plan

Funding Plan Development of funding Identification of funding All All All 6-12 months package for the Action options and timetable for Plan submitting bids

65 Page 11 ActionPlan theme two: Accessibility and transportion

Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) On-street parking Piloting of longer parking times TRO introduced to increase SLC 2 VLE 12 months review parking time from 30 mins to 2 hrs. Effectiveness being reviewed.

Parking Provision Review of Park and Ride Strategy Consultation in 2018 SLC 2 VLE ongoing across South Lanarkshire identified extra Park and Ride provision as high priority. Funding bids submitted by SLC.

Park and Ride Cambuslang Study Phase 1 study completed by SLC 2 VLE ongoing AECOM in 2018. Committee approval given in October 2018. Cambuslang Park and Ride has been moved from medium to high priority.

Parking Demand Management Review agreed by SLC SLC 2 VLE 9 months Review Community and Enterprise Resources Committee - 22.1.19

Residents Parking Assessment of whether to SLC consultation undertaken SLC 2 VLE 12 months Permit Scheme introduce RPPZ in Cambuslang Dec-Jan 2019

Signage Review Review of signage for town centre Improve the information, SLC 2 VLE 12-18 months users in key locations and strategy directional and statutory development. Development of a signage in the town to make town centre signage strategy. it as user friendly as possible. Introduction of ‘Welcome to Cambuslang’ signage. Promotion of walking and cycling routes to improve physical and mental health. Development of funding package for the Action Plan.

Community Rail The Rail 74 CRP project for the CF to develop links with CRP CF 2 VLE 6 months Partnership Rutherglen-Hamilton Central route to bring communities together to improve and promote their local rail line 66 Page 12 ActionPlan theme three/four/five: Attractive business environment

Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) Business Forum Development of a CF newsletter being CF 4 VLE 12 months Cambuslang Business developed and business Forum. forum meeting

Town Centre Development of Creation of a website, social CF 3 VLE 6-18 months Marketing marketing strategy for media marketing, branding or Cambuslang business other methods to promote sector the town centre

Town Centre Development of Consultation with businesses CF 3 VLE 6-18 months Event Programme events strategy - and residents on events weekly, monthly and and identification of funding annual programme of options community events to attract visitors to the town centre throughout the year

Banking Service Provision of banking Discussions with SL Credit CF/Credit 1/3 EC ongoing Initiative services to compensate Union to establish pop-up Union for loss of branches bank in Cambuslang Gate CF/Credit Union

Discussions with Clydesdale CF/banks 1/3 EC ongoing and RBS for support with Action Plan

Town Centre Brighten up the Review of cost and feasibility CF 3/6 VLE 6-12 months Murals environment with town of painting murals on some centre murals gable ends alongside signage strategy.

Community Provision of community Review of options for a CF 3 EC 12-18 months Supermarket supermarket at the community supermarket centre of Cambuslang Main Street

67 Page 13 Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) Commercial Development of Identify lead for strategy CF/Business 4 EC 6-12 months Strategy commercial strategy in development. Collation of Community partnership with the ideas, innovation, business business sector gaps, good practice from other towns and resources (involving Scotland Town’s Partnership).

Promotion of Support for existing Provision of overview of SLC 4 EC ongoing SLC service and potential businesses service support and access support (Business with advice on property, options Gateway and grants and funding, Business Support business cases Team)

Creation of a WI- Delivery of a free Wi-Fi Review of options CF 5 DT 6-12 months FI zone network

Digital Skills Provision of training for Review of options CF 5 DT 12 months Training businesses and residents

Crime and Reduction of fear of Regular meetings between CF/Police 6 TCL ongoing Antisocial crime and anti-social Cambuslang Community Scotland Behaviour behaviour Council and Police Scotland (Local Problem Solving Team) to identify specific actions

68 Page 14 8. Monitoring and reporting The main indicators for monitoring the outputs of the Action Plan, recorded and reviewed annually are as follows:

Objective Indicator Source of information 1 Capital investment (public/private) in Cambuslang town centre SLC 1 Planning decisions that benefit Cambuslang town centre SLC 1 Funding applications submitted to improve the town centre SLC/CF 1 Streetscape furniture upgraded/replaced CF/SLC 1 Progress with improvement in quality of pavement CF 1 Progress with Improvement in waste management CF 1 Progress with improvement in appearance of shopfronts CF 1 Engagement of business/residents in the Action Plan CF 2 Progress with improving parking demand management SLC 2 Progress with implementation of signage review SLC 2 Progress with long-term planning for town centre design CF/SLC 3 Engagement of businesses in Business Forum CF 3 Progress with Town Centre Marketing Plan CF 3 Progress with Events Strategy (e.g.events planned/held) CF 3 Progress with Banking service initiative CF/SLC 3 Progress with town centre murals CF 3 Progress with developing community supermarket CF 4 Progress with developing commercial strategy CF/SLC 4 Business support provided for existing and new businesses SLC 5 Progress with developing WiFi strategy and training CF/SLC 6 Progress with initiatives undertaken by Police Scotland Police Scotland

The key indicators for assessing the results of the Action Plan, over a five-year period are as follows:

Indicator Data source Baseline

Retail profile - diversity/range of shops Business survey Cambuslang Business Survey 2017 Business performance (change) Business survey Cambuslang Business Survey 2017 Vacancy rate (trend relative to average) SLC / SG data Your Town Audit 2018 Employment by Main Street businesses Business survey Cambuslang Business Survey 2017 Community perceptions of town centre Community survey Cambuslang Community Survey 2015

69 Page 15 9. Next steps Coordinated and sustained activity is key to supporting Cambuslang Town Centre. The delivery of the range of projects and initiatives will require agreement across the range of partners and stakeholders but also a coordinated approach to delivery. This needs to reflect the resources available across the partners, the alignment The strategy will be used to engage with key stakeholders and to support and deliverability of the various proposals and timescales. It is therefore funding bids and submissions for specific projects. Funding may be available proposed that the strategy provides a basis to consult with a range of partners through a variety of sources including the Regeneration Capital Grant Fund, and the local community. The consultation will have three main elements: Town Centre Community Funds and funds associated with any developer contributions, grants and public and private sector programmes. • Partner and Community Council engagement – sharing the plan with partners for initial feedback on the content. Engagement and sharing the town centre vision, objectives and strategy • Stakeholder’s engagement to be facilitated by SLC and partners. is important to building a broad base of support for action. The events, • Public engagement organized through a consultation event to consultations and facilitated workshops, taken together, will provide all parties allow the community to consider the proposals and feedback. with a clear understanding of the vision of the town over the next 5-10 years and allow all to work in a collective approach to delivery. These three elements will run concurrently. This combined approach will allow feedback from those in the town but also independent feedback from those in The indicative timetable for the process of developing the town but also independent feedback from placemaking professionals who and approving the Action Plan is as follows: can bring learning and best practice from across the country. Date Action It is anticipated that this process will take around 8-12 weeks following which Spring 2018 SLC commissioning of Your Town Audit from Scotland’s Town Partnership Economic Development Services will collate and review feedback. In turn a Spring 2018 SLC Community and Enterprise Resources Committee decision to draw up finalized plan for Cambuslang Town Centre will be prepared and implementation Cambuslang Action Plan strategy established. In advance of this consultation the council has engaged May 2018- Monthly meetings of SLC Economic Development Team with Cambuslang with Scotland’s Towns Partnership (STP) to carry out a town centre audit of March 2019 Community Council sub-group ‘Cambuslang Future’ March 2019 Completion of draft Cambuslang Action Plan Cambuslang which captures 250 key performance indicators across 7 themes. June 2019 Approval of SLC Community and Enterprise Resources Committee for Action The full findings of the audit are benchmarked against comparator towns and Plan to go to community consultation can be found attached to the strategy document. This report, summarized July-September Community / stakeholder consultation 2019 within the format of the Town Toolkit - Active, Attractive and Accessible, will October 2019 Revision of Action Plan in response to consultation outcome provide a strong baseline from which to benchmark the current performance of November 2019 Approval of Action Plan by SLC Community and Enterprise Resources Committee the town, measure the success of the plan going forward and give the ability to December 2019+ Implementation of Action Plan begins and knowledge to update/revisit when appropriate. 70 Page 16 71 If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: [email protected]

Printed on 100% post-consumer-waste recycled paper. Published and designed by Planning and Economic Development Services, South Lanarkshire Council, May 2019. All material © Crown Copyright South Lanarkshire72 Council unless otherwise stated.

Your Town Audit: Cambuslang

May 2018

Contents

1. Understanding Scottish Places Summary 1

2. Accessible Town Centre 3

3. Active Town Centre 6

4. Attractive Town Centre 14

5. YTA Summary and Key Points 20

Report produced by:

Audit Date: 05/04/2018

Final report: 09/05/2018

For: South Lanarkshire Council

Direct enquiries regarding this report should be submitted to:

Mhairi Donaghy, EKOS, 0141 353 8309 [email protected]

Rosie Jenkins, EKOS, 0141 353 8322 [email protected]

1. Understanding Scottish Places Summary

This report presents a summary of the Your Town Audit (YTA) for Cambuslang, conducted by Scotland’s Towns Partnership and EKOS. The detailed YTA Framework and Data Workbook are provided under separate cover.

The YTA was developed to provide a framework to measure and monitor the performance of Scotland’s towns and town centres using a series of Key Performance Indicators. It provides a comprehensive audit of Cambuslang with data on up to 180 KPIs across seven themes – Locality, Accessibility, Local Services, Activities + Events, Development Capacity, Tourism, and Place + Quality Impressions.

The Understanding Scottish Places (USP) data platform provides a summary analysis for Cambuslang and describes Cambuslang in the following general terms:

Cambuslang’s Inter-relationships: Cambuslang is an interdependent town. Interdependent towns have a medium number of assets in relation to their population; average diversity of jobs; and residents travel a mix of short and long distances to travel to work and study. These towns are attractors of people from neighbouring towns who come to access some assets and jobs but they are also reliant on neighbouring towns for other assets and jobs.

Cambuslang’s Typology: This type of large town is extremely mixed in terms of demographics. There is a particularly wide range of people, housing and activities. The number of older couples with no children is higher than average. There is a mix of professional and non-professional jobs, and part-time and self-employment are both important for a significant proportion of residents. Socio-economic status is higher than in other kinds of town and there is a mix of professionals and non- professionals, those with higher and lower educational attainment.

Combining inter-relationships and typology, the USP data platform – www.usp.scot – provides a summary analysis for Cambuslang and identifies 12 comparator towns that have similar characteristics, with the most similar being Musselburgh, Penicuik, Rosyth and Tranent1.

1 The other comparator towns are identified as Bonnyrigg, Barrhead, Gourock, Largs, Stenhousemuir, Kirkcaldy and Dysart, Glenrothes and Armadale. 1

These towns have similarities in terms of the number of charities, hospitals, children in primary/ secondary schools, diversity of jobs, shops, GP/ dentists, and diversity of retail offer.

Cambuslang differs in terms of the number of public sector jobs, distance travelled to work, the number of jobs and the number of hospitals.

Building on the USP, this report presents the results of the YTA detailed analysis of Cambuslang based around the Scottish Government’s Town Centre Toolkit – an online resource available via the USP website which provides advice, guidance and case studies across three thematic areas: accessible, active and attractive.

Our analysis of Cambuslang is based on analysis of data collated from a range of sources including official government statistics (Census, SIMD, BRES, etc.), the USP data and bespoke audit of Cambuslang town centre. We have also reviewed two surveys that were prepared for Cambuslang Community Council – 2015 Community Survey and 2017 Business Survey.

2. Accessible Town Centre

Cambuslang is a suburban town located six miles south east of Glasgow – at settlement level the 2011 Census recorded a population of 27,000 people. Cambuslang’s core retail area is focused on Main Street, a busy A-class road leading to Blantyre and Rutherglen in either direction and connects to the M74 motorway and onward to Glasgow and West Central Scotland.

The town is very well connected by bus and train to central Scotland and the wider South Lanarkshire area, and is around 13 miles from Glasgow International Airport.

Cambuslang train station is located on the edge of the town centre, just a short walk from the main retail areas. Trains to Glasgow city centre take around 15 minutes and run every ten minutes or so. Although there is no allocated bus station within Cambuslang, there are a number of bus stops spread throughout both the town centre area and wider settlement. Buses from Cambuslang to Glasgow city centre, also run every ten minutes and take approximately 30 minutes.

Bus and train services also connect the town with other settlements across South Lanarkshire including Blantyre (11 minutes by train and 20 minutes by bus) and Hamilton (12 minutes by train and 35 minutes by bus), and towns in North Lanarkshire including Wishaw (26 minutes by train) and Motherwell (20 minutes by train).

The core of the town centre is located along Main Street, a busy dual-carriageway, which means that there is a great deal of traffic travelling through the town centre. There are a number of features in place to support pedestrian use including traffic lights and crossings throughout the town centre that provide crossing points, and an underpass located towards the west end of Main Street. The underpass also links with blocks of residential flats on the north side of the road, providing traffic-free access to the town centre with both ramp and stairs.

We understand that there is concern amongst residents and town centre users relating to crime and anti-social behaviour at the underpass, and some reluctance to use it. The 2017 Cambuslang Business Survey identifies issues in relation to pedestrian crossing points raised by businesses at the western end of the town centre – one business respondent noted that “the underpass should be filled in – few people use it and it’s often vandalised; it should be replaced by a crossing”.

Parking in Cambuslang town centre is very restricted – there are around 50 on-street parking spaces along Main Street and while parking is free, there is a 30 minute time-limit. Whilst this will discourage all-day blocking by residents and employees, it also restricts trips for customers, particularly those using local services (hairdressers, beauty, café, etc.) which require longer stays. Parking has been identified as a ‘key source of dissatisfaction’ in the 2015 Community Survey and is identified as the most urgent remedial action in 2017 Business Survey (relating to both number of spaces and duration of stay).

Parking in Cambuslang is further constrained due to the proximity of the train station which serves a large residential commuter catchment area. The Park & Ride facility at Cambuslang Station provides c. 60 spaces – given the frequency of service, connections to Glasgow city centre and number of passengers, this is unlikely to meet the parking needs of travellers. The 2017 Business Survey notes that commuters park on adjacent residential streets, causing issues for residents and restricting temporary use by town centre users.

There is no immediate resolution identified within South Lanarkshire Council’s current Park & Ride Strategy Action Plan, but the construction of two new surface car parks are proposed at Monkcastle Drive and Bridge Street, providing additional 40 and 152 spaces respectively.

There is good signage within the town centre for those travelling by foot or bike, with both of the Nation Cycle routes (75 and 756) clearly signposted. There are five pedestrian crossing points and traffic light sets throughout the town centre, three of which are located at the same junction – this may not be sufficient, considering that the town centre is located on a busy dual-carriageway. Additional pedestrian crossings and/ or traffics lights could improve safety for those on foot, particularly older and disabled people.

There are also a number of paving types throughout the town centre area (i.e. cobbles, concrete etc.) but these are in varying conditions. Some roads and pavements are in good condition, but the audit noted that there are a number of areas that would benefit from repair. It is important that roads and pavements are maintained to remove hazards and prevent trip/ fall accidents from uneven/ cracked surfaces.

The town centre area provides access to local services which, alongside a mix of retailers and business services, includes South Lanarkshire Council offices, a health centre, dentist, library and train station.

There are a number of prominent uses located slightly outwith, but on the edge of the town centre, including Clydesmill Industrial Estate (connected via footbridge at Bridge Street), Morrisons Supermarket, James Alton Primary School, and Cambuslang Rangers FC grounds. There is also a large vacant development site on the edge of the town centre (to the north of the train station) that has potential to create positive outcomes through future development.

There is 4G coverage available throughout the town, however there is no town-wide free WiFi.

3. Active Town Centre

3.1 Population and Housing

According to the 2011 Census, at settlement level Cambuslang has a population of around 27,000 residents – by 2016 the mid-year population estimates record an increase to 29,100 people. At datazone level, we have identified that around 3,100 residents live in, or are within walkable distance of, Cambuslang town centre.

Using the best fit area for the town centre zoned boundary identifies a total of 670 people, just 2.3% of the town’s 2016 population living within the immediate town centre area2. Over the past decade, the wider town centre population has decreased by 2.7% – this is in contrast to the 5.4% average increase recorded across 34 YTA audited towns (24 increases / 10 decreases).

The population in the wider town has, however, increased substantially over the ten year period from 2006-2016 (18%) a considerably higher rate than the YTA average of 1% over 37 towns (15 increases / 22 decreases). This increase is the highest recorded of any of the YTA audited towns, the next being 10% increase in Newton Mearns, and shows a good level of interest from housebuilders and residents.

The majority of housing within the town centre3 is in flatted accommodation (61%), with tenure split between private ownership (61%), private rented (10%) and social rented (28%). At 4%, the town centre has a higher housing vacancy rate than the 2% average across Cambuslang as a whole, possibly creating opportunities to increase the population base.

The 4% vacancy rate is slightly higher than the average found across 38 YTA audited towns of 3.5%, and is similar to vacancy rates in Irvine and Dumbarton (both 4%) both of which are commuter settlements with good public transport connections. YTA Audits have been undertaken for three of the towns that were identified in the introduction as being similar to Cambuslang – Kirkcaldy, Largs and Musselburgh – where vacancy rates in town centre housing were 1%, 9% and 3% respectively. Cambuslang also has a higher level of home ownership and social rented housing than these comparator towns, but a significantly lower level of private rented stock.

2 2011 Scottish Output Zones: S00130165, S00130569, S00130160, S00130161, S00130163, S00130256, and S00130570. 3 Scottish Statistics, 2016. 6

Over two-thirds (67%) of the houses in Cambuslang town centre are in council tax bands A, B and C4. The streets surrounding the town centre shopping streets are almost solely residential – primarily flats – these provide a large catchment population for the retail and service businesses.

The average purchase price of a town centre dwelling in Cambuslang (£121,413) is slightly lower than that of the town as a whole (£125,854)5. Prices in the town centre increased by 28% in the decade to 2013, and by 31% in the wider town, also suggesting a good level of demand for housing in Cambuslang.

In comparison with other YTA audited towns, Cambuslang has a higher average purchase price (YTA average of £103k from 36 YTAs) but lower average ten year increase (YTA average of 42% from 33 YTAs). There is, however, significant variation across the audited towns (from £55k to £200k average price for town centre properties), but prices in Cambuslang are similar to towns in East Renfrewshire, Fife and Lothian.

Detached/Semi Socal -Detached, Rented, 34% 28% Flats, 61%

Owned, Private Rented, 61% 10% Terraced, 5%

4 Scottish Statistics, 2016. 5 Scottish Statistics, 2013. 7

3.2 Town Centre Employment and Business

The town centre plays an important role in the economy of Cambuslang, with 31% of all jobs in the town located within it. This is due to a combination of:

 the physical area that the town centre covers – measuring almost 0.5 miles in distance from Cambuslang train station on Main Street to the furthest unit on Hamilton Road;

 the presence of a number of large format retailers including M&Co, Boots and Farmfoods; and

 the presence of a large business and industrial area to the north of the town centre and SLC office within the town centre. 693 18 residents per town employees per town centre retail outlet centre business 95 10 total town centre vacant town centre units commercial units suitable for retail use

Across 38 YTAs the average is 242 residents per retail unit – at 693 Cambuslang has a significantly higher ratio. Generally, the higher the rate, the more the town’s retailers rely on spend from local residents, rather than drawing custom from elsewhere. Cambuslang records the third highest ratio of residents to town centre retailers, behind Blantyre (857) and Neilston (822) and only marginally above Stevenston (672) – these three towns all have a much smaller retail bases.

There is considerable variation ranging from towns with very few retailers (Neilston and Stevenston) to towns that are destinations and draw in visitor spend (e.g. 49 in Millport and 51 in Moffat). Kirkcaldy, Largs and Musselburgh have significantly lower ratios of residents per retailer than Cambuslang (274, 104 and 173 respectively). The high ratio of residents to occupied retail property in Cambuslang raises questions over why businesses are not occupying the vacant units.

3.3 Town Centre Retail

The traditional town centre retail area is focused on Main Street which runs through the town centre and connects to adjacent streets, such as Greenlees Road and Tabernacle Lane where other commercial units are located.

The audit found that 11.4% of Cambuslang’s retail units in the town centre were vacant. The average retail vacancy rate across 36 YTA towns is 9.6% – those with similar average rates to Cambuslang include Kilwinning (12.1%) and Saltcoats (11%).

The streets within the town centre where vacant retail units were identified are as follows:

 Main Street – where 6 of 78 commercial units are vacant, 8%;

 Tabernacle Lane – where 2 of the 3 commercial units are vacant, 67%;

 Greenlees Road – where 1 of 4 commercial units are vacant, 25%; and

 Christie Place – where the sole commercial unit is vacant, 100%.

Retail vacancy in Cambuslang is marginally higher than the YTA average across 36 towns – but again there is considerable variation ranging from 19% in Alexandria and 18% in Dalry to 0% in four towns, Busby, Eaglesham, Giffnock and Neilston.

Given the high ratio of residents to retailer, the findings suggest that there are some issues regarding retail vacancy in Cambuslang that need further analysis to identify issues and develop remedial actions that will address the underlying causes. In summary the issues might include a combination of:

 there are simply too many retail units in Cambuslang for the level of occupier demand and there might be a need to encourage alternative uses – this seems contrary to the resident ratio but people may simply prefer to shop elsewhere in other nearby larger destinations;

 the town centre (or parts of it) might be particularly unattractive to occupiers and would benefit from improvements – lighting, streetscape, directional signage, etc; and

 some properties may be particularly unattractive to occupiers and do not meet the needs of modern businesses – these might benefit from being upgraded or possibly even demolished and redeveloped.

There may also be an aspect of the opening days/ hours of retailers in Cambuslang that are curtailing use by some residents i.e. the town has a large commuter population that is normally at work during shop opening hours, typically 9am until 5/6pm Monday to Sundays, with some shops being closed all of Sunday.

The mix of uses within Cambuslang town centre is shown on the chart below. Cambuslang has seven units that are not categorised elsewhere – train station, funeral director, dentist, place of worship, two Council offices and the Toll Pitch Pavilion. It is notable that the town centre does not have a commercial bank, the Cambuslang Credit Union and Post Office will provide some financial services and two ATM machines provide access to cash.

Town Centre Unit Mix

The largest single use in Cambuslang town centre is retail (42 businesses), which accounts for 44% of all activities (average 46%, 38 YTAs). The town has a variety of independent retailers, alongside a number of national chains. Key anchors include M&Co, Boots and Farmfoods.

15 8 19 Comparison Convenience Retail Retailers Retailers Services

The YTA analysis is based on the following retail definitions:

 Convenience Retail: primarily low cost goods that are typically bought out of habit or on impulse i.e. food, drink (alcohol and non-alcohol), news, tobacco, etc. – 8 convenience retailers were identified in Cambuslang town centre including bakery, butcher and newsagents;

 Comparison Retail: all other retail purchases comprising goods bought at infrequent intervals where consumers will compare and contrast products and prices – 15 comparison retailers were identified in Cambuslang town centre including florists, chemists and clothing; and

 Retail Services: services that consumers would expect to find in a town centre including hairdresser, beauty salon, repair of goods, hire of specialist clothing, health clinics, post office, travel agent, etc. – 19 retail service operators were identified in Cambuslang town centre, of which over two- thirds are hair and beauty businesses.

The majority of retailers (81%) in Cambuslang town centre are independently owned, with 19% being part of a larger chain. Independent traders are spread throughout the town, with 78% on the Main Street occupied by independents.

Retail Unit Mix

Hair and Comparison Beauty, 68% Retail, 36% Retail Services, 45% Other Retail Services, 32% Convenience Retail, 19%

Multiple Retailers, 19%

Independent Retailers, 81%

The proportion of independent retailers is considerably higher in Cambuslang than the average for YTA audited towns (71%, 38 YTAs). Across the YTA audited towns, those places with the highest proportion of independent businesses also record lower than average rates of retail vacancy:

 Millport – 96% independents and 4.3% retail vacancy;

 Eyemouth – 94% independents and 7% retail vacancy;

 Neilston – 92% independents and 0% retail vacancy; and

 Busby – 90% independents and 0% retail vacancy.

While there are a range of reasons for the success or otherwise of town centres, the dominance of independents in Cambuslang creates an opportunity to position the town as a unique place, building on local businesses characteristics and potential to adapt quickly to market changes.

A number of town centres have introduced shared spaces for independent retailers to support small traders and encourage new business start-ups – indoor markets or emporiums where small and new businesses can test market conditions and interest for their products and services. Other towns have developed indoor/ outdoor markets (farmers, crafts, street food, etc) that have attracted footfall into the centre on the day of the market, but also acting as a shop-window for subsequent trips.

4. Attractive Town Centre

4.1 Leisure Mix

Sports & Community Activities, Venue, 3% 3% Sports & Evening Economy Breakdown Activities, 13% Restaurants, Food & 15% Drink, 18% Takeaways, Evening 45% Economy, 63% Bars/Pubs, 40%

Across 38 YTA audited towns, leisure uses make up 22% average occupy for all

commercial units – as shown earlier it accounts for 33% in Cambuslang, making it the third highest ratio behind Stevenston (38%) and Millport (34%). Leisure businesses are made up of activities including food & drink, cultural, accommodation and sport & leisure – these are typically activities that attract people to a town.

The leisure offer in Cambuslang is dominated by evening economy uses (65%), made up of nine hot food takeaways, eight pubs/ bars and three restaurants, all located on Main Street other than one takeaway on Greenlees Road. The audit did not identify any museums, hotels, cinemas or nightclubs in the town centre; the Toll Pitch Pavilion will accommodate an element of cultural/ community activity.

8 3 9 Bars/Pubs Restaurants Takeaways

Almost 40% of leisure businesses are multiple operators, largely made up of betting shops and food take-away shops. Of the eight bars/ pubs, only one has been identified as a multiple – The John Fairweather (Weatherspoons) – with the other seven identified as independently owned businesses.

Overall, Cambuslang has a broadly comparable ratio of evening economy businesses per head of population with the average across 38 YTA audited towns – 1,455 compared to 1,140. There is, however, significant variation in the mix:

 the ratio of bars is higher – Cambuslang has one bar for every 3,638 residents, compared with a 36 town YTA average of 4,198;

 the ratio of restaurants is significantly lower – one restaurant per 9,700 residents, compared with 31 town YTA average of 4,901; and

 the ratio of hot food takeaways is lower – one outlet per 3,233 residents, compared with 36 town YTA average of 2,840.

4.2 Sports and Leisure Facilities

There are a number of sports and leisure facilities that will draw footfall into the town centre. Cambuslang Library is located on Main Street and is open every day apart from Sundays, typically from 9:15am-5pm during the week and from 9:15am-1pm on Saturdays. There is also a Fit4Less Gym/Fitness Centre on Main Street, a members’ gym with regular fitness classes.

Cambuslang also has a golf club, located less than one mile from the town centre area. The club, which dates back to 1892 has an 18-hole golf course and facilities including a licensed bar and restaurant. The club is typically open from 8am- 10:30pm (Monday to Saturday) and from 8am to 7pm on Sundays.

Cambuslang Bowling Club is also located less than one mile from the town centre area. The club, founded in 1874, has a number of bowling greens and other facilities including a members’ clubhouse, open seven days a week.

4.3 Attractions

The Kids Complex is an indoor play centre for children located on Western Road, 1.4 miles (approximate 4 minute drive) from the town centre. It has a number of facilities including climbing frame, go-karts, toddler area, cafeteria and party area. It is open from 9:30am until 6:30pm seven days a week and takes bookings for private children’s parties.

Cambuslang Pubic Park is located on Cairns Road 1 mile (3 minute drive) from the town centre. Facilities include outdoor playgrounds, two ponds, three football pitches and a bandstand area.

Another key attraction is ScotKart, an indoor go-karting and laser tag centre located on Westburn Road, 1 mile (4 minute drive), from the town centre area. Established in 1991, this was the first indoor go-karting centre in Scotland. The Centre is open seven days a week typically 9:30am to 9pm, and the kart track is open from 12pm- 10pm Monday to Friday and from 9:30am-10pm on Saturdays and Sundays.

4.4 Historic Town Centre

Located just outside of the town centre, Cambuslang is one of 30 conservation areas in South Lanarkshire. There are a number of listed buildings within the wider Cambuslang town – five are within the conservation area.

One prominent listed building in the town centre is the Category C listed former Savoy Bingo club on Main Street. This building is was designed by John Fairweather, a well-known Scottish cinema architect, built in 1929. This four storey building was converted to bingo hall in the early 1960s, and subsequently renovated by JD Wetherspoons as bar/ pub and restaurant.

Another Catergory C listed building in the town centre area in the Masonic Lodge located on Tabernacle Lane. The building dates back to 1903 and is still in use as a Masonic Lodge.

Cambuslang Community Council

The Cambuslang Community Council (CCC) is a community group made up of approximately 16 members of the local community. The main aim of the CCC is to help express the views of local community to South Lanarkshire Council and other public bodies and make them aware of needs and issues within the area.

As referenced in the introductory pages the CCC undertook community and business surveys in 2015 and 2017 through which view, issues and opportunities were identified, including priorities for regenerating the town centre and Main Street. The CCC and their sub-group Cambuslang Future are now focussed on delivering against their strategy and business improvement plan, designed to support the future redevelopment and regeneration of the town centre.

The CCC is also developing a Cambuslang Cycling Project – this aims to improve facilities and opportunities for cycling in Cambuslang. With the national cycle routes passing nearby there is an opportunity to encourage greater uptake of cycling by local residents/ employees, but also an opportunity to encourage passing cyclists to make use of the town’s facilities and services.

The project is being developed by the Cycling Sub-Committee of Cambuslang Community Council as part of the Rutherglen-Cambuslang Bike-Town Initiative (CamGlen Bike Town). The project is still in relatively early stages – a feasibility study has been completed on the possibility of a cycle path through and between Cambuslang and Rutherglen.

4.5 Place and Quality Impressions

The YTA includes an independent review of place and quality impressions. It is important to note that this is a subjective view on the condition of the town centre, but it has been delivered in a consistent manner across all YTA audited towns.

At the time of the audit it was noted that the streets were relatively clear with little litter to be found, and few weeds present. Throughout the town centre area there are flower boxes and displays – while some are in good condition, others were found to be empty or in need of maintenance on the day of the audit. This is perhaps due to the date of audit (April i.e. before spring/ summer planting has taken off), but does give a somewhat unkempt feel in certain places.

The condition of the town centre is also of mixed condition – the roads/ pavements and street furniture – with some areas recently upgraded but others that would benefit from attention.

The audit includes scoring for quality of unit fronts and shop window displays, both graded out of ten during the on-street audit. The results show that Cambuslang scores a town centre average of 5.4 for the condition of unit fronts and 5.1 for quality of window display, substantially below the YTA average of 6.9 for both window displays and building fronts.

Scores in Cambuslang were brought down by the presence of a number of properties that are (or are near to becoming) somewhat derelict in appearance.

As part of the audit we also sought to engage with independent traders to gather views about their performance over recent years and their confidence for the future. It was difficult to obtain feedback from businesses in Cambuslang, partly due to the size and make-up of the business based, and only seven responses were obtained. The results must therefore be treated with caution.

None of the businesses consulted are confident about their future 5.4/10 5.1/10 Quality of building Quality of shop performance fronts window displays

In relation to past performance, none of the businesses reported that either turnover or employment had increased over the previous five years – some reported standstill, others decline. None of these businesses said that they are optimistic about the future performance of their business in Cambuslang town centre.

The overall confidence score for Cambuslang is very low at 2.3 / 10, significantly lower than the average of 5.7 / 10 from 31 YTAs, and the lowest score gathered across all YTAs.

5. YTA Summary and Key Points

In summary, there are three key areas of activity that could generate positive change in Cambuslang – addressing traffic/ parking constraints, improving the fabric/ appearance of the town centre, and delivering more activities/ events that will attract footfall into Cambuslang.

The following are offered as final comments on the Your Town Audit of Cambuslang within the framework of the Scottish Government’s Town Centre Toolkit.

5.1 Accessible Town Centre

 Cambuslang is well connected with excellent public transport links and services – while car ownership in the area is high, regular bus and train services connect across Lanarkshire, Glasgow and further afield creating good accessibility for people visiting Cambuslang town centre and also for residents travelling to work/ study elsewhere;

 the lack of banking facilities in Cambuslang may create access issues for older and less able-bodies people, or those that rely on public transport – the Credit Union and Post Office will, however, provide some access to financial services, and there are two ATM machines in the town centre – maintaining these financial services, and enhancing where possible, will be important in retaining access to financial services for local people;

 there is limited car parking in Cambuslang town centre, further constrained by train commuters parking on adjacent residential streets;

 on-street parking on Main Street is free, but is limited to stays of 30 minutes – while this will ensure regular turnover of parking it will constrain use by people using service-based businesses which require longer visits such as cafes, hairdressers and beauticians;

 Cambuslang town centre is located along a busy dual carriageway and there appears to be limited pedestrian crossing points – the bias is therefore in favour of vehicle rather than foot and cycle users;

 the town would benefit from a review of traffic and parking arrangements to identify where alterations and improvements could be made; and

 Cambuslang has good 3G/4G mobile phone coverage, but no free WiFi connectivity for town centre users.

5.2 Active Town Centre

 Cambuslang has a population of almost 30,000 residents and a workforce of 4,500 people – of these almost 3,000 and 670 respectively are based within, or within easy walking distance of, the town centre giving businesses a large potential catchment to draw custom from;

 the large vacant site to the north of the town centre has secured planning permission for development of 195 houses (a mix of detached, semi- detached and terraced) – in addition to addressing a large vacant/ derelict this, this development would increase the immediate town centre catchment population by around 600 people;

 of the 1,600 residential properties within the town centre catchment area c. 50 are recorded as vacant, equating to 4% which is in line with the overall YTA average of 3.5% from 38 towns – combined with the higher than average house price in Cambuslang and increasing trends toward town centre living there may be an opportunity to secure redevelopment of these empty homes and also attract new residential development in other parts of the town centre, possibly through re-zoning;

 Cambuslang has a vacancy rate at around the average of other YTA audited towns, equating to 10.5% of all properties and 11.4% of all retail units – the town does, however, have significantly lower ratios of population to occupied retail outlet and there is a need to investigate why vacant premises are not attractive to business operators;

 while there are a number of events that have taken place in Cambuslang over recent years, we identified only two that are based within the town centre (Christmas lights switch on and Cambuslang Summerfest) and these are annual events – a number of towns have developed annual programmes of activities that generate footfall, primarily delivered by either BIDs or Community Groups – Moffat in Dumfries & Galloway has a particularly active community group with events running across the calendar year; and

 there is a high proportion of independent traders (81% compared with the YTA average of 71% from 38 towns), creating an opportunity to differentiate Cambuslang from an ‘anywhere town’ and promote its unique business base. Independent traders are frequently more active and supportive in developing new activities/ events that will drive footfall into the town centre.

5.3 Attractive Town Centre

 the leisure offering in Cambuslang is very heavily biased toward food & drink and an evening economy, with a limited cultural offer i.e. no cinema, museum, theatre or nightclub and no hotel accommodation;

 the evening economy in Cambuslang is very dominant in the mix of uses – 65% of all leisure businesses and 21% of the make-up of all town centre commercial premises. The ratio of evening economy outlets is, however, marginally lower than the average across other YTA audited towns, and significantly lower for restaurants, suggesting an opportunity to expand the leisure offering and better meet the needs of local residents;

 the quality of place in Cambuslang is of mixed condition – some parts have been improved and are well maintained, other areas would benefit from attention;

 none of the businesses that engaged with the YTA audit were optimistic about the future performance of their business in Cambuslang town centre – the overall confidence score for Cambuslang is 2.3 / 10 which significantly lower than the average of 5.7 / 10 from 31 YTAs, and the lowest score gathered across all YTAs;

 development of the former Hoover site for residential development will remove an area of blight and create positive benefits for the town, but there are other sites/ buildings that would benefit from development and improvement and thereby improve the fabric and appearance of the town; and

 the appearance of shop fronts and window displays in Cambuslang were rated as 5.4 / 10 for building fronts and 5.1 / 10 for window displays – these scores are also lower than the averages from 34 YTAs at 6.9 / 10 for both building fronts and window displays. While there are a number of units that have had a significant impact in reducing the average score, the attractiveness of Cambuslang town centre would be considerably enhanced if the condition and presentation of shop units (including vacant units) across the whole town centre were improved.

96 Agenda Item

Report 10 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Replacement of Ponfeigh Bailey Bridge by Douglas Water - Authorisation to Proceed with Promotion of Compulsory Purchase Order of Land Required

1. Purpose of Report 1.1. The purpose of the report is to:-

 seek authorisation to proceed with the promotion of a Compulsory Purchase Order under the Roads (Scotland) Act 1984, Section 104, for the land required to enable replacement of Ponfeigh Bailey Bridge and associated carriageway realignment.

2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the Executive Director (Community and Enterprise Resources), in consultation with the Head of Administration and Legal Services and Head of Property Services as appropriate, be authorised to proceed with promotion of the Compulsory Purchase Order of land necessary to construct the replacement Ponfeigh Bailey Bridge and associated local carriageway realignment.

3. Background 3.1 The Council is proposing to remove the existing Ponfeigh Bailey Bridge, which is located on Ponfeigh Road to the west of the village of Douglas Water, and replace it with a new modular steel structure designed and constructed in accordance with current standards. The location of the bridge is shown at Appendix A.

3.2 The existing bridge structure was installed mid-20th century to overbridge the original twin span masonry arch bridge over the Douglas Water watercourse. The masonry arch bridge had at this time fallen into a state of disrepair due to settlement of its central pier. The existing bridge, which was subject to a gross vehicle weight restriction of 10 tonnes, suffered structural failure in April 2016 and since that date has been closed to pedestrians and vehicles. The structure provided an important local transportation link between the villages of Rigside and Douglas Water to the east and Eastertown Road to the west.

3.3 The Council has allocated funding of £3m for the replacement of the existing Bailey bridge and associated work. While this was provided in the 2019/2020 budget it will be reallocated as necessary to match anticipated construction timescales.

4. Current Position 4.1 The replacement bridge will be a modular steel structure which will be constructed on broadly the same road alignment as the existing bridge. In addition some localised realignment of Ponfeigh Road on the immediate approaches to the new bridge will be carried out.

4.2 The original masonry arch structure will be retained in position and be overbridged in its entirety by the new steel bridge.

4.3 The Council is presently seeking to secure the voluntary acquisition of the land required for the scheme. The affected landowners have been identified and the extent of the land required to effect the works has been established. The Council has however received no response from the landowners in respect of its enquiries which were first initiated on 9 January 2019.

4.4 All efforts to obtain agreement for voluntary acquisition will be made with a view to concluding the matter by the end of June 2019. If this is not possible, subject to Committee approval, officers will proceed with a formal Compulsory Purchase Order (CPO) process. The areas of land to be acquired and required temporarily for construction purposes are identified on the attached plan at Appendix B. The area required only temporarily is shown on the plan as being for “servitude”. This area is required to allow the bridge to be assembled and to provide an area from which it can be lifted into place.

4.5 The following is an indicative programme for the delivery of the scheme following a CPO process;

 Negotiations for acquisition including CPO if required: To end June 2021

 Design and Procurement: May 2019 – June 2021

 Construction of replacement Ponfeigh Bailey Bridge and associated local road realignment September 2021 – May 2022

These timescales are based on a full CPO process including Public Local Inquiry being required. The commencement of construction will be brought forward if the CPO process progresses without objection or completes earlier than set out above. In this scenario it is currently anticipated that construction works would commence in the summer of 2020.

5. Employee Implications 5.1 There are no employee implications.

6. Financial Implications 6.1 The estimated total compensation payment plus fees can be contained within the Council’s agreed additional capital allocation for the project of £3m.

7. Other Implications 7.1 There are no implications for risk or sustainability in terms of the information contained within this report.

8. Equality Impact Arrangements and Consultation Arrangements 8.1 This report does not introduce new policy, function or strategy or recommend a change to existing policy, function or strategy. Therefore no impact assessment is required.

8.2 Legal Services and Housing and Technical Resources Property Services have been involved in the identification of affected landowners.

Michael McGlynn Executive Director (Community and Enterprise Resources)

Date 26 April 2019

Link(s) to Council Values/Ambitions/Objectives  Improve the road network, influence improvements in public transport and encourage active travel

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:- Colin Park, Engineering Manager, Roads and Transportation Services Ext: 3653 (Tel: 01698 453653) Email: [email protected]

100 Appendix A

101 Appendix B

102 Agenda Item

Report 11 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Centenary Fields Site Nomination – Law Recreation Ground

1. Purpose of Report 1.1. The purpose of the report is to:-

 advise the Committee that the site at Law Recreation Ground had been selected by Centenary Fields for participation in the Centenary Fields programme; and  seek authorisation for the Council to enter into a minute of agreement with the National Playing Fields Association (operating as Fields in Trust).

2. Recommendations 2.1. The Committee is asked to approve the following recommendations:-

(1) that, following evaluation of the options offered, the selection of Law Recreation Ground as a protected site for inclusion as part of the Centenary Fields programme be approved; and (2) that the Executive Director (Community and Enterprise Resources), in consultation with the Head of Administration and Legal Services, be authorised to enter into a minute of agreement with the National Playing Fields Association (operating as Fields in Trust) to designate the site of Law Recreation Ground for the use and enjoyment of the residents of South Lanarkshire as public playing fields and open space in perpetuity.

3. Background 3.1. South Lanarkshire Council was approached by the Centenary Fields programme to request that South Lanarkshire Council consider offering a site which could be protected as part of their programme to commemorate the centenary of World War I (WWI).

3.2. As a result of this request, the Committee at its meeting on 22 January 2019 had approved the identification of the sites at Crawfordjohn Play Area and Law Recreation Ground, as both having links to WW1.

3.3. Following Committee approval, Centenary Fields were asked to consider both sites offered and to recommend their preferred location.

4. Site Selection 4.1. Centenary Fields advised that they had considered both sites and confirmed their preferred option as Law Recreation Ground, on the basis the site has an existing WW1 memorial and therefore has strong links to those who were killed or missing in the Great War. This site is shown on the attached plan (Appendix 1).

103

5. Next Steps 5.1. On the basis that the Committee approve this report, Legal Services will progress and complete the minute of agreement to designate the site of Law Recreation Ground for the use and enjoyment of the residents of South Lanarkshire as public playing fields and open space in perpetuity.

5.2. As part of the participation in the programme, the Council will be presented with a plaque to be placed in a suitable on-site location.

6. Employee Implications 6.1. There are no employee implications.

7. Financial Implications 7.1. There are no financial implications. Sites within Centenary Fields determination however, will have a burden placed on them which could restrict future development and consequently the opportunity of future income to the Council through sale or development. However, the scope of this is limited given the current use of the site and local plan designation.

8. Other Implications 8.1. There are no implications for risk or sustainability in terms of the information contained within this report.

9. Equality Impact Assessment and Consultation Arrangements 9.1. This report does not introduce a new policy, function or strategy and, therefore, no impact assessment is required.

9.2. All necessary consultation arrangements have taken place.

Michael McGlynn Executive Director (Community and Enterprise Resources)

8 May 2019

Background Papers  None

Link(s) to Council Values/Ambitions/Objectives  Focused on people and their needs  Working with and respecting others

Previous References  Report to Community and Enterprise Resources Committee of 22 January 2019 – ‘Centenary Fields Site Nomination’

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Melrose (Change and Development Officer) Ext: 4670 (Tel: 01698 454670)E-mail: [email protected]

104 11

Crown copyright and database rights 2017. Ordnance Survey 100020730. (c) Crown Copyright and database rights 2018. Ordnance Survey Licence number 100020730.

Title: Law Recreation Ground South Lanarkshire Council

Notes: Lawhill Road Law Scale 1:2,500 11/12/2018 13:58:42

105 Original Drawing Size: 210 x 297 (A4) (c)

106 Agenda Item

Report 12 Report to: Community and Enterprises Resource Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Proposed Renaming of Priestfield Hall

1. Purpose of Report 1.1. The purpose of the report is to:- [purpose]  seek approval to rename Priestfield Hall, Blantyre [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposal to rename Priestfield Hall, Blantyre as ‘The June Stewart Centre’ be approved. [1recs] 3. Background 3.1. The Priestfield Hall Management Committee approached the Council with a renaming proposal to mark the many years of service June Stewart dedicated to the hall and her local community.

3.2. June Stewart was very well known in her community with strong ties to the hall since it opened in 1980. In addition to being secretary on the hall committee, organising bingo events, working in the hall kitchen and organising various outings from the hall, June was recognised locally and in the wider Blantyre area as a champion for her community.

3.3. Officers advised the Priestfield Hall Management Committee that it would consider renaming the hall provided it could be assured that what was being proposed had the broad agreement of the residents of Blantyre.

3.4. The proposals would be consistent with existing naming conventions for community facilities as the Council has already recognised the contribution made by other people, such as, the Alistair McCoist Sports Centre in East Kilbride, the John Cummings Stadium in Carluke, the Jock Stein Centre in Hamilton and more recently the Willie Waddell Sports and Community Centre, Forth.

4. Proposal 4.1. The Priestfield Hall Management Committee have conducted wider consultation and is able to demonstrate broad local support for their proposals including from June Stewart’s surviving family, the elected members of Ward 15 (Blantyre) and the local community in general. South Lanarkshire Leisure and Culture Ltd (SLLC) are also aware of the proposals and have advised that they have no objections.

107 4.2. The Priestfield Hall Management Committee has committed to fully funding all works required to rename the hall. The associated costs have yet to be fully determined, however, based on previous experience costs of a few hundred pounds are considered a reasonable estimate at this stage. There are currently 2 external signs, the larger sign is approximately 3m by 0.5m and the smaller sign is approximately 0.5m2. It is proposed that the new signs will be digitally printed vinyl attached to the face of the existing signs to minimise costs.

5. Employee Implications 5.1. There are no employee implications associated with this proposal.

6. Financial Implications 6.1. There are no financial implications for the Council as the Hall Committee has committed to fully fund the initiative.

7. Other Implications 7.1. There are no risk or sustainability implications associated with this proposal.

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.

8.2. Appropriate consultation has been undertaken.

Michael McGlynn Executive Director (Community and Enterprise Resources)

15 May 2019

Link(s) to Council Values/Ambitions/Objectives  Fair, Open and Sustainable

Previous References  None

List of Background Papers  None

108 Agenda Item

Report 13 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Community Benefit Funds – Annual Report

1. Purpose of Report 1.1. The purpose of the report is to:-

 advise the Committee of the Community Benefit Funds administered by Planning and Economic Development Services on behalf of the Council during 2018/2019.

2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):-

(1) that the Community Benefit Funds administered by the Council and the grants awarded under the Renewable Energy Fund (REF), Clyde Wind Farm Fund and Quarry Funds in 2018/2019 be noted.

3. Background 3.1. The Council has a well-established mechanism for the collection and distribution of community benefit related to wind farm developments. This was initially set up on the approval of a report to the Executive Committee entitled Community Benefit (Establishment of a Renewable Energy Fund) on the 3 March 2004.

3.2. The Council administers the community benefit element of the Renewable Energy Fund (REF) for 39 wind farms within South Lanarkshire and the community benefit for Clyde windfarm and 8 operational quarries. Operators of larger windfarm developments provide recurring annual fund contributions, formalised through legal agreements, whilst smaller developments such as single wind turbines sites, may consider providing a ‘capitalised’ one off community benefit payment. Community groups, social enterprises, trusts, public organisations and not for profit organisations within 10km of contributing wind farm provider are eligible to apply. Over the last 5 years the Council has made grant awards of £4.78m from the Community Benefit funds to 332 projects and helped to attract an additional £19.5m to the area.

3.3. The agreements around the provision of community benefit oblige the Council to administer these funds using the REF mechanism. This task is undertaken by Planning and Economic Development Services who are responsible for all aspects, from securing the contributions from the developers, advising potential applicants, assessing applications and monitoring projects to ensure that the community benefits associated with each project are delivered. The Service continually seeks ways to maximise the community benefit for all eligible communities across South Lanarkshire.

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3.4. Between the various funds Planning and Economic Development Services administered £1,895,710 of community benefit income in 2018/2019. With the exception of the one off capitalised payments the funds usually receive income for the duration of each wind farm’s operational life and, typically, recurring annual payments will rise in line with the Retail Prices Index. The operation of the Council’s Community Benefit Policy, with particular emphasis on the renewable energy sector has proven to be a success with communities accessing funding for a diverse range of locally based projects.

3.5. Alongside these established wind farm developments and their associated community benefit funds, there are a number of other potential wind farm developments throughout South Lanarkshire which are being considered in the statutory planning process. It is therefore possible that, subject to appropriate agreements being put in place, the level of community benefit available to communities will increase over the next 10 years. If promoted and managed well, this increase in community benefit will have a major positive impact on the eligible communities.

3.6. Although Planning and Economic Development Services lead in the delivery of community benefit, there is a significant level of consultation and cooperation across a wide range of Council services. This ensures that applicant groups are provided with the appropriate support and advice to deliver projects of a high quality and the projects brought forward best fit the needs of the communities and are delivered in the most efficient and effective way possible.

4. REF Projects Approved During 2018/2019 4.1. There are now 39 windfarm developments contributing to the REF operating across South Lanarkshire at the following locations:- Andershaw, Auchrobert, Bank End Rig, Blacklaw, Blantyre Muir, Burnbrae, Calder Water, Climpy, Couplaw, Dungavel, Dykehead, Eastertown, Gallawhistle, Garelwood, Greenwall, Greenhall View, Haspielaw, High Blackwoodyard, High Dyke, JJ’s Farm, Lampits, Letham, Millburn, Muirhall, Muirhall Extension, Netherfauldhouse, Nether Kypeside, North Brackenridge, Nutberry, Pates Hill, Rench Farm, Tanhill, Upper Haywood, West Browncastle, Westtown, Whitehill, Whitelee, Woodlands and Yards Farm.

4.2. During the course of 2018/2019, contributions of £972,530 (including interest) were received from the operating companies, incorporating both annual payments and “one off” payments. A total of 27 projects have been supported with total grants of £432,201 towards total project costs of £2,239,432 giving an average grant award of £16,007 towards an average project cost of £82,941 – a 19.2% intervention rate.

4.3 A diverse range of projects across South Lanarkshire have been supported by the fund and a complete list of projects supported in the last financial year is attached at Appendix A.

4.4 At the Council’s Executive Committee on 21 November 2018 a series of amendments to the REF were approved which included, an increase for the 100% funding of small grants from a £5,000 maximum to a £10,000 maximum, availability of £5,000 to Community Councils to deliver micro grants schemes, ability for the fund to support revenue funding for up to 2 years in support of capital grants, increased focus on supporting Community Led Action Plans and increased publicity and awareness raising for the funds.

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4.5 Implementation of these changes commenced in December 2018 and are partly reflected within the grant awards totals for 2018/2019. The fund in 2018/2019 supported 5 more projects than in 2017/2018 an increase of 22% and awarded £87,066 more in grants an increase of 25% on 2017/2018.

5. Clyde Windfarm Fund Projects Approved During 2018/2019 5.1. During 2018, the Clyde Wind Farm Community and Development Fund received contributions of £928,867 from Scottish and Southern Energy (SSE) and supported 39 new projects with a combined grant award of £586,560. The overall value of these projects was £829,084 giving an average grant award of £15,040 towards an average project cost of £21,258 - a 71% intervention rate.

5.2. A diverse range of projects have benefited from access to these funds. A complete list of projects supported in the last year is attached at Appendix B.

5.3. The Executive Committee at its meeting on 8 March 2017 approved a number of amendments to the Clyde Wind Farm Community Benefit Fund with the aim of increasing access and local decision making to the fund. These improvements, including 100% small grants increasing from a maximum of £5000 to £10,000 awards or £12,500 in the inner area, decision making in regard to the award of grants being devolved to the Clyde Wind Farm Community Group, availability of £5,000 to 6 Community Councils to deliver micro grants schemes and the provision of up to 2 years revenue funding to support a capital project that has benefited from a grant award.

5.4 Implementation of these changes commenced in April 2017 and the positive outcome have followed through to the grant awards totals for 2018/2019. The fund in 2018/2019 supported 10 projects more than in 2017/2018 an increase of 34% and awarded £401,532 more in grants a two fold increase on 2017/2018.

6. Quarry Fund 6.1. In 2008, the Council also established a Quarry Fund for the collection and distribution of ‘Developer Contribution’ payments from quarry developments. The Quarry Fund model was developed from the experience gained in the development and management of the Renewable Energy Fund.

6.2. Agreements have been reached with a total of 8 developments to date to provide contributions to the Quarry Fund. In 2018/2019 contributions from the participating quarries totalled £4,312. No call was made on these funds during 2018/2019 as enquiries were satisfied using the REF or Clyde Windfarm Community and Development Fund.

7. Employee Implications 7.1. Additional funds are managed within existing resources and there are no employee implications.

8. Financial Implications 8.1. There are no financial implications to the Council. No funding offers are issued without income from the respective developments being in place.

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9. Other Implications 9.1. The only risks falling on the Council in the administration of Community Benefits are reputational. Management of the funds are subject to the Council’s normal financial scrutiny and reporting arrangements. By not undertaking this work, the Council would not be acting consistently in support of its adopted policy and there would be a risk that funds would not be distributed timeously and equitably to eligible community organisations.

9.2. There are no implications for sustainability in terms of the information contained within this report. The underlying basis of Community Benefit Funds is to support local community groups and organisations become more sustainable.

10. Equality Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required.

10.2. All necessary and appropriate consultations are undertaken within the Council, with partner organisations and community groups.

Michael McGlynn Executive Director (Community and Enterprise Resources)

7 May 2019

Link(s) to Council Values/Ambitions/Objectives  Promote economic growth and tackle disadvantage  Making communities safer and stronger and sustainable  Focused on people and their needs  Work with communities and partners to promote high quality, thriving and sustainable communities  Support our communities by tackling disadvantage and deprivation and supporting aspiration  Encourage participation in physical and cultural activities

Previous References  Executive Committee Report – 21st November 2018 Renewable Energy Fund Community Benefit Fund Proposed Amendments  Enterprise Services Committee Report – Community Benefits Funds Annual Report 22nd May 2018  Executive Committee Report – Clyde Windfarm Community Benefit Fund – Proposed Amendments to Fund Management and Administration 8th March 2017  Executive Committee 3rd March 2004 – Community Benefit and the establishment of an Renewable Energy Fund

List of Background Papers  List of all projects supported by the REF Community Benefit Funds  List of all project supported by the Clyde Windfarm Community Fund

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Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin McFarlane, Project Development Officer Planning and Economic Development Services Ext: 4759 (Tel: 01698 455922) E-mail: [email protected]

John Archibald, Project Development Officer Planning and Economic Development Services Ext: 5181 (Tel: 01698 455181) E-mail: [email protected]

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Appendix A Renewable Energy Fund Projects 2018/2019

Organisation Windfarm Type of Group Project Location Project Details Project Cost Intervention Grant Award Rate Douglas Community Projects Group Andershaw Community Douglas The Good Sir James Statue Project £50,000.00 19.76% £9,848.00 Paddock Residents Committee Bank End Rig Community Strathaven Paddock Park upgrade £5,000.00 100% £4,814.40 Friends of Strathaven Park Bank End Rig Community Strathaven Strathaven Park Sensory Garden £120,702.00 16.55% £19,978.66 Lanark Tennis Club Blacklaw Sport Lanark Lanark Tennis Club New Clubhouse and fence £118,614.00 16.31% £19,346.00 Clydesdale Community Initiatives Blacklaw Charity Lanark Langloch Community Industrial Units £250,000.00 7.98% £19,951.00 Hamilton South Parish Church Blantyre Muir Church Hamilton Upgrading internals of Hall Complex £6,500.00 90.89% £4,989.00 Strathaven Balloon Festival Blantyre Muir Community Strathaven 20th Anniversary of Balloon Festival £2,700.00 100% £2,292.00 Stonelaw Parish Church Blantyre Muir Church Rutherglen Stonelaw Audio Visual £3,000.00 100% £2,784.27 Avendale Old Parish Church Calder Water Church Strathaven Renovation and Repair of Sanctuary £195,000.00 11.16% £19,911.00 Lanark Community Development Trust Eastertown Trust Lanark Wiston Barracks Cameronian Gateway £18,000.00 4.72% £8,439.65 The Rural Development Trust Gallawhistle Trust Lanark/Douglas New Garage £100,000.00 30.00% £29,457.00 Coalburn Miners Welfare Charitable Society JJ's Wind Farm Charity Coalburn Photocopier £5,500.00 100% £5,429.00 Healthy Valleys Lampits Charity Lanark Investing in Volunteers Project £4,920.00 100% £4,904.50 Carstairs Parish Church Muirhall Stallashaw Church Carstairs Village Carstairs Parish Rebuild £343,849.63 5.82% £19,999.00 Auchengray Church Centre Trust MuirhallStallashaw Church Carnwath Heating, Insulation and Associated Refurbishment £500,609.00 11.45% £70,000.00 Coalburn Miners Welfare Charitable Society Nutberry Charity Coalburn Electrical Works £3,985.00 100% £3,985.00 Coalburn Miners Welfare Charitable Society Nutberry Charity Coalburn Upgrade Exterior of Building £3,491.00 100% £3,491.00 Tarbrax Bowling Club Pates Hill Sport Tarbrax New Clubhouse £25,110.76 39.82% £10,000.00 WAT IF Pates Hill Community Tarbrax Auchengray MUGA Floodlights £20,000.00 34.65% £6,000.00 East Kilbride Tennis Club Westbrown Castle Sport East Kilbride Rejuvenation of Tennis Courts £5,000.00 100% £4,384.41 Larkhall Youth Pipes and Drums Westtown Community Larkhall First Notes First Steps £6,572.00 100% £6,572.00 Larkhall Community Growers Westtown Community Larkhall A Plan for Larkhall £8,056.42 100% £8,056.42 Dalserf Bowling Club Westtown Sport Larkhall Bowling Green Improvements & Double Glazing £8,074.97 100% £8,074.97 Hillhouse Parish Church Whitelees Church Hamilton Hillhouse Parish Church £110,000.00 20.79% £19,000.00 East Renfrewshire Council (Whitelees Access Project) Whitelees Local Authority Thornliebank Whitelee Countryside Ranger Service £244,748.00 36% £88,108.00 Kilbryde Hospice Whitelees Charity East Kilbride IT Equipment £5,000.00 100% £4,996.70 Community Links (South Lanarkshire) Whitelees Charity Rutherglen Blairbeth Urban Greenspace Allotments £75,000.00 36.52 £27,389.90

114 Appendix B Clyde Windfarm 2018/2019

Applicant Organisation Type of Group Project Location Project that funding was sought for Project Cost Intervention Grant award Rate Tinto Gala Committee Community Symington Entertainment to support annual Village Day £3,102.00 100% £3,102.00 Abington Bowling Club Community Abington Implementation of improvements to bowling club facility £3,846.38 100% £3,846.38 Biggar Bowling Club Sports Club Biggar Upgrade of clubhouse and grounds £10,000.00 100% £10,000.00 Biggar High School Local Biggar Investment in equipment to establish Photography Club £8,864.22 100% £8,864.22 Authority Crawford and Elvanfoot Community Council Community Elvanfoot Support for delivery of Community Broadband project £49,092.00 39% £18,946.00 MacDiarmids's Brownsbank Community Biggar Feasibility study into the preservation of the building and its contents £5,125.00 50% £2,562.50 Biggar and District Pipe Band Community Biggar Supply of musical instruments £4,934.44 100% £4,934.44 Leadhills Family Action Group Community Leadhills Hall kitchen upgrade £9,504.25 100% £9,504.25 Crawfordjohn Heritage Venture Trust Community Crawfordjohn Consultancy study into improvements to museum heating and ventilation system £8,150.00 100% £8,150.00 Biggar and Upper Clydesdale Museum Community Roberton Delivery of community World War I project £9,245.67 36.7% £3,395.67 Abington Primary School Local Biggar Introduction of after school Computer Coding and Engineering Clubs £9,998.00 100% £9,998.00 Authority Greenhills Care Home Community Crawford and Supply of trishaw and associated safety equipment £8,239.76 100% £8,239.76 Elvanfoot Quothquan WRI Community Camps Delivery of organisations 100th Anniversary Project £1,558.84 100% £1,558.84 Thankerton Improvement Group Community Glencaple Community Fireworks event £1,961.00 100% £1,961.00 Crawfordjohn Hall Association Community Biggar Supply and installation of public access Defibrillator £1,200.00 100% £1,200.00 Douglas Water Golf Club Sports Club Douglas Water Supply of course grooming equipment £13,500.00 74% £10,000.00 Roberton Gardening Club Community Roberton Improvements to Roberton Park £6,941.95 100% £6,941.95 Douglas Water and Rigside Residents Association Community Rigside Improvements to Kitchen in Rigside Hall £5,307.60 100% £5,307.60 Leadhills Silver Band Community Leadhills Collaboration project £7,975.00 100% £7,975.00 Biggar Little Festival Community Biggar Orchestra project £1,300.00 100% £1,300.00 Biggar Embroiderers Guild Community Biggar Delivery of Biggar Primary School poppy project £1,143.94 100% £1,143.94 Wiston Lodge Community Wiston Building improvements including upgraded entrance and new classroom £245,000.00 40% £97,857.00 Biggar Rugby Football Club Sports Club Biggar clubhouse upgrade £9,950.00 100% £9,950.00 Thankerton WRI Community Thankerton 100yr anniversary £3,345.00 51% £1,715.00 Abington Community Group Community Abington school house consultancy £10,922.00 100% £10,922.00 Lowther Hills Ski Club Sports Club Leadhills Supply and erection of snow fencing on ski slope £3,983.35 100% £3,983.35 Biggar Primary School Parent Teachers Association Community Biggar Improvements to the school playground to encourage active play £17,461.35 43% £7,461.35 Biggar Young Farmers Club Community Biggar Support for 75th Anniversary Concert £18,000.00 50% £9,000.00

115 Abington WRI Community Abington Support for 100th Anniversary village hall upgrade project £5,979.54 £100 £5,979.54 Duneaton Community Council Community Abington Refurbishment of Abington tennis court £75,789.00 75% £56,841.00 Biggar and District Civic Society Community Biggar Project to upgrade pedestrian signage and information boards in Biggar town centre £34,344.00 60% £20,600.00 Crawford WRI Community Crawford 100th anniversary event £3,320.00 100% £3,320.00 South Lanarkshire Council Local South Lanarkshire Delivery of RISE project - helping school leavers in training and employment £200,000.00 100% £200,000.00 (Development Fund) Authority Wide Leadhills Community Council Community Leadhills Micro Grant scheme £5,000 100% £5,000 Duneaton Community Council Community Duneaton Micro Grant scheme £5,000 100% £5,000 Crawford Community Council Community Crawford Micro Grant scheme £5,000 100% £5,000 Thankerton and Quothquan Community Council Community Thankerton Micro Grant scheme £5,000 100% £5,000 Biggar Community Council Community Biggar Micro Grant scheme £5,000 100% £5,000 Symington Community Council Community Symington Micro Grant scheme £5,000 100% £5,000

116 Agenda Item

Report 14 Report to: Community and Enterprise Resources Committee Date of Meeting: 4 June 2019 Report by: Executive Director (Community and Enterprise Resources)

Subject: Economic Development Business Support Services Annual Report

1. Purpose of Report 1.1. The purpose of the report is to:-

 advise Committee of the business support activity undertaken during 2018/2019 and note the programme for 2019/2020.

2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations:- ] (1) that the outcomes of the Council’s programmes to support local companies during 2018/2019 be noted; and (2) that the proposed budget for business support and sector specific development programmes for 2019/2020, as detailed in the report, be noted.

3. Background 3.1 Planning and Economic Development Services continue to focus on delivering the Connect objective, ‘Promote economic growth and tackle disadvantage’ through the Connect ambition to ‘Support the local economy by providing the right conditions for inclusive growth.’

3.2 The Council aims to support local businesses and the business support team in Economic Development in particular seek to both assist and encourage local businesses to increase turnover, profitability and productivity and to sustain and create new employment. This is undertaken through the provision of direct grants, loans and advice, and also by signposting to other Community Planning Partners as it relates to supporting sustainable and inclusive economic growth. The activities undertaken throughout 2018/2019 are set out in the following sections of the report.

3.3 2018/2019 has been very challenging for both large and small businesses given the current level of economic growth to date and continued uncertainty from Brexit negotiations. The full impact of Brexit on businesses is still unclear and Business Support officers note that businesses remain risk averse when considering their investment and expansion plans.

4. Business Support Activity

4.1 Business Support Grants The Council’s Business Support Grants are discretionary funds of up to £10,000 and to a maximum of 50% of eligible costs of a project. In 2018/2019 these grants have been supported, through to 31 December 2018, by European Regional Development 117 Fund (ERDF) under the Business Competitiveness Grant Support – Lanarkshire programme.

The grants provide financial support to small and medium sized enterprises (SMEs) and award levels are assessed by the Business Support team based on direct outcomes for the business- i.e. jobs created and / or safeguarded, increase in turnover and profit, and satisfactory evidence of financial need.

4.2 Grants can contribute to the purchase of capital equipment and improvements to property as well as external costs such as employee training, consultancy costs and expenses related to exploring and developing new markets.

4.3 Business Loans Scotland

In addition to grants, the Council administered loans to businesses of up to £100,000, on a commercial basis at 6% interest rate, through Business Loans Scotland Limited (BLS.) Loans can be granted for the purchase of plant and equipment, undertaking property improvements, (but not repairs,) and working capital with the purpose of achieving economic outcomes.

4.4 Key Sector Support Initiatives Key economic growth sectors supported include national key economic growth sectors, tourism and food and drink, and locally important growth sectors such as construction.

4.5 Officers in the Business Support team engage with businesses in these key sectors to encourage growth, networking and where appropriate, collaboration to build on areas of strength. In the case of the Tourism sector, to support businesses to improve marketing and the overall quality of their offer and, in doing so, raise the overall profile and attractiveness of Lanarkshire as a visitor destination.

4.6 The Business Support team also engage with the food and drink sector and continue to work closely with the national agency Scotland Food and Drink, connecting businesses in this sector to appropriate opportunities to showcase and develop their products and access specialist industry assistance.

4.7 Officers also engage with the construction sector to develop connections and networking within the sector and developed a new growth programme Build Lanarkshire to support the sector, based on the Hub South West model of thematic workshops, each dedicated to a specific area of business growth, e.g. procurement, marketing, business strategy, successful team building.

4.8 Public Sector Procurement-Supplier Development Programme The Supplier Development Programme (SDP) team work to both encourage and enable more South Lanarkshire companies to pursue public sector procurement opportunities, and ultimately to win more contracts and increase their turnover, through being more “tender ready.” This includes connecting SMEs with local and wider public sector procurement opportunities, and promoting membership, training and events delivered through the Supplier Development Programme, which offers information, support and training events. The team is hosted by the Council on behalf of the 32 member local authorities.

The first ‘Meet the Real Buyer’ event was held in November 2018 where individual officers from a range of Council services with responsibility for contracting and purchasing, supported by Procurement, Economic Development and SDP, provided 118 an opportunity for local, primarily South Lanarkshire based SMEs to participate in a dialogue in order understand future contracting opportunities and tender requirements so they could ready themselves to bid for work with South Lanarkshire Council. This pioneering event is intended to assist local businesses to win contracts with the Council and to ensure more of the authority’s procurement spend is retained within the Council area and demonstrates the Council’s commitment to inclusive growth.

4.9 Marketing Economic Development Services work in partnership with North Lanarkshire Council and other partners to deliver the Lanarkshire Business Excellence Awards dinner in May 2018 and the Lanarkshire Business Conference in August 2018.

ChooseLanarkshire.com was the key inward investment tool operated in partnership with North Lanarkshire from 2016 to 2018 to showcase to businesses the assets and attractions of Lanarkshire as a location to invest, work and live and to promote key public and private sector business accommodation. However, North Lanarkshire Council have chosen to market only those assets within their own area. In turn Economic Development officers are currently developing a new ‘Invest in South Lanarkshire’ web portal with a proposed launch in the Summer 2019.

4.10 Business Advice Business advice is one of the most important forms of support, with businesses being given advice, introduced to the appropriate services within the Council or partners such as the Business Gateway, Scottish Enterprise and other partner organisations.

4.11 Lanarkshire Property Advice Service (LPAS) The LPAS service offers up to date market information on the availability of commercial, industrial, retail and development properties in Lanarkshire, both North and South. The service also acts as a valuable conduit to connect clients to relevant Council services such as planning, building standards, trading standards, etc.

4.12 Business Gateway The Business Support team continue to play a key role in the management of the Lanarkshire Business Gateway contract which is the key, nationally branded and locally delivered, business start-up and growth advisory service. The key performance management and scrutiny role on the contract is undertaken through participating in contract operations management and chairing Steering Group meetings, together with lead partner North Lanarkshire Council who manage the contract.

The contract focuses approximately 80% of resources on growth businesses and 20% on new start-up businesses, and is focused on generating job and turnover outcomes from working with the businesses in the area.

2018/2019 Performance Highlights

4.13 In 2018/2019 grants totalling £293,700 to 70 companies have been committed with a projected increase in jobs of 326, safeguard 502 jobs and increase turnover by over £11M.

4.14 During the year, two BLS loans were approved, (£100,000 and £40,000.) The companies assisted are projecting an increase in jobs of 16, safeguarding 115 jobs and increase in turnover by over £3.2M. 119

4.15 Tourism activity has continued throughout 2018/19 and focussed on delivering marketing campaigns in spring and autumn targeting visitors within a drive time of 2- 3 hours. Publications such as the Great Days Out booklets which are distributed throughout the central belt and beyond, maximising the outcomes from the PR contract with BIG Partnership to promote Lanarkshire through trade, press and online activity. In March 2019, VisitScotland funding was secured to host the first Lanarkshire tourism conference as part of Scottish Tourism Month. The event focussed on improving digital capabilities and attracted over 100 attendees from the sector.

4.16 During the year, officers worked with Scotland Food and Drink and Connect Local to link local food and drink companies to wider opportunities such as Regional Showcases throughout Scotland.

4.17 Over the last year new activity in the construction sector has strengthened ties with tier 1 contractors (namely Kier, Morrisons, Grahams and Morgan Sindall) through work with Hub South West. This has included hosting and participating in networking events, under the name Hub Club and have referred local construction companies to register with the Hub to allow them access their supply chain opportunities which are additional to those accessed via Public Contracts Scotland. An event in which the Council co-hosted a Supplier Showcase, with Hub South West and Clyde Gateway, for local suppliers to exhibit their services to other construction companies as well as tier 1 contractors.

4.18 To March 2019, 985 (2018, 887) companies in South Lanarkshire are members of the Supplier Development Programme, an increase of 11% on the previous year and the focus continues to be on establishing strong relationships with the Council’s procurement service, local suppliers and exploring how to increase the local SME share of procurement spend.

4.19 LPAS has in 2018/2019 assisted 284 (2017/2018 229) businesses with enquiries and satisfied 44 (15%) property requirements. The number of enquiries from businesses looking for premises is up but the number of enquires which have been satisfied has decreased suggesting while more companies are looking at property in the marketplace, given backdrop of Brexit they may be reticent about committing investment or are perhaps unable to find premises that meet their needs suggesting a gap in the market.

4.20 The Start Up element of the Business Gateway contract, which is approximately 20% of the overall resource, has performed well achieving the target 1000 businesses started up in Lanarkshire in the year to 31 March 2019 of which 488 new businesses started in South Lanarkshire. The contractor has continued with an innovative approach to accelerate the process for those thinking of starting up a business called a “Ready to Start Review” which has had a positive impact. This review tool, created in Lanarkshire, is now rolled out by the Business Gateway National Unit across the whole of Scotland.

The Growth element of the Business Gateway contract, which comprises approximately 80% of the resources, is performing well in areas such as the Expert Help, which consists of two days dedicated consultancy support on a number of specific business issues, and the Accelerator growth programme which is an intense 16 week programme of specific themed modules. Feedback from both the Business Gateway Operational Network and from Scottish Local Authority Economic

120 Development business group network meetings indicate that Lanarkshire is performing favourable compared to other Business Gateway areas.

5. Business Support Budget 2019/2020 5.1 The proposed total budget for 2019/2020 business support activities is £296,100 (2018/2019 £355,350). The variation in the overall budget relates to the availability of ERDF funding for 2019/2020, for 2018/2019 £59,250 was provided from the previous year. A bidding process is currently being progressed with the Scottish Government to extend the ERDF programme until 2023. If the bid is approved this will potentially release an additional ERDF grant award of £124,733 for 2019/2020. However at this point in time this cannot be accounted for.

The allocation of the Business Support budget for 2019/2020 is set out in Appendix 1.

5.2 Business Support Grant The total Business Support Grant budget for 2019/2020 is £187,100 (2018/2019 £246,350.) It is proposed that if the ERDF bid is approved a further £124,733 will be added to the Business Support Grant budget which would provide a total of £311,833 available for grants.

5.3 Business Loans Scotland For 2019/2020 local authority members of BLS have access to a total of £7million in BLS phase 2, the national fund, which is now being promoted to support the growth of SMEs. Similar to BLS phase 1, loans can be issued for the purchase of plant and equipment, undertaking property improvements, (but not repairs,) and working capital with the purpose of achieving economic outcomes. There is no ring-fencing of BLS phase 2 funds as these are supplied by the Scottish Government.

5.4. Key Growth Sector Initiatives Tourism sector The Lanarkshire Tourism Action Plan is another pan-Lanarkshire initiative and is aligned with the national tourism strategy. The Council has worked closely with the tourism sector over the last 14 years to maximise the visitor expenditure in the area. The proposed budget for 2019/2020 has been held at £41,000.

5.5 Food and Drink sector An officer tasked with dedicated support for the food and drink sector continues to work closely with Scotland Food and Drink and Connect Local to develop new and growing businesses. Individual companies will still be encouraged to access additional Council grant support through the direct grant funding support mechanisms above to help them grow. Officers will work with the sector to identify additional opportunities to showcase South Lanarkshire producers.

5.6 Construction A new programme of support was devised last year for 12 local construction companies, called Build Lanarkshire. This pilot programme is a partnership between South Lanarkshire Council, North Lanarkshire Council, Hub South West, Business Gateway and Roadbridge. The success of the pilot was developed in the 2018/2019 programme and officers will work with the construction business base to identify further opportunities in this sector.

5.7 Young Entrepreneurship- Inspiring Enterprise Challenge The Council will continue to support younger entrepreneurs through working with the Princes Trust, Youth Business Scotland and colleagues in Education. The Business 121 Support team is engaged with local secondary schools to develop and deliver a project for potential school leavers, to ensure that new business start-up is considered as a realistic career option. The Young Apprentice project renamed the Inspiring Enterprise Challenge has run successfully in summer of 2018 for the 7th year and work is underway to support the 2019 project. This initiative further supports the progress being made in supporting and developing the Young Workforce agenda and follows the latest performance data which shows that South Lanarkshire has achieved 96.4% of 16-19 year olds participating in education, training or employment, as recorded at the Initial School Leaver Destination, continuing to surpass the Scottish Average.

5.8 The activities highlighted in paragraphs 5.5 to 5.7, together with software licences for the online grant system, Costar property search and MINT company information database, Lanarkshire Chamber of Commerce and Trade and other membership subscriptions, will be funded from Business Support Initiatives appendix 1.

5.9 Supplier Development Programme The Supplier Development programme is a partnership project of 32 local authorities across Scotland. It is a key business growth initiative which delivers a range of specialist business support activities including the provision of advice, information, training and funding support with the aim of assisting businesses to become more capable of accessing and competing for public sector contracts. The subscription for 2019/2020 is held at £10,000.

6. Employee Implications 6.1 The business support activities will be supported by existing staff.

7. Financial Implications 7.1 The proposed expenditure of £296,100 in Appendix 1 will be met from existing revenue budgets within Community and Enterprise Resources for 2019/2020. Additional ERDF income of £124,733 under the Business Competitiveness Grant Support Lanarkshire project may be secured for 2019/2020 if the extension is approved by Scottish Government.

8. Other Implications 8.1 The risks in not proceeding with these proposed Business Support programmes are that the Council will fail to adequately achieve the Connect objective of supporting local businesses to grow in a time of economic uncertainty. The impact of Brexit is forecast as having a negative short term effect and Scottish Enterprise foresee a direct uptake in enquiries, need to redeploy staff and additional need for local financial support to sustain jobs at this time.

9. Equality Impact Assessment and Consultation Arrangements 9.1 This report does not introduce a new policy, function or strategy and therefore no impact assessment is required.

9.2 Consultation has taken place with relevant partner agencies.

Michael McGlynn Executive Director (Community and Enterprise Resources)

14 May 2019

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Link(s) to Council Values/Ambitions/Objectives ▪ Promote economic growth and tackle disadvantage ▪ Support the local economy by providing the right conditions for inclusive growth

Previous References • Community and Enterprise Resources Committee Business Support Annual Report 22 May 2018 • Community and Enterprise Resources Committee West of Scotland Loan Fund and Business Loans Scotland 6 March 2018 • Community and Enterprise Resources Committee Business Support Annual Report 8 August 2017 • Enterprise Services Committee Business Support Services Annual Report 17 May 2016 • Executive Committee 28 March 2018 Supplier Development Programme • Executive Committee 11 February 2015 Scottish Local Authority Business Loan Fund.

List of Background Papers None

Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Yvonne Rogers Ext: 5679 (Tel: 01698 455679) E-mail: [email protected]

123 Appendix 1

Note below Proposed Budget Budget 2018/2019 2019/2020

Business Support Grant 187,100 187,100

ERDF 2015-2020 programme note 1 59,250 TBC

Net Business Support Grant Fund 246,350 187,100

Tourism Sector Support 41,000 41,000

Business Support Initiatives note 2 58,000 58,000 Supplier Development Programme annual subscription 10,000 10,000

Business Support Total Budget 355,350 296,100

Note 1 – The first ERDF programme ran until 31 December 2018. Discussions are currently underway to extend this programme through to 2023 but this is not yet agreed with Scottish Government due to delays in processing claims. The additional ERDF funding available to March 2023 would result in a potential additional £124,733 being available to be added to the grant funding above of £187,100 in 2019-2020.

Note 2 – Includes key sector initiatives expenditure for food and drink and construction sectors, marketing and events e.g. Lanarkshire Business Excellence Awards, and Lanarkshire Business conference, licences for online systems and access to data e.g. MINT, Co-star and online grant application and membership subscriptions, for example, Lanarkshire Chamber of Commerce and Trade.

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