Agenda item

Appendices

Appendix 3.1 - Framework spend by Clients

Appendix 3.2 - LHC Work Programme

Appendix 3.3 - LHC Organisation Chart

Appendix 3.4 - LHC Risk Register

Appendix 3.5 - Full Members Organisation Chart

Appendix 3.6 - Associated Members Organisation Chart

Appendix 3.7 - SPA Founder/Executive and Appointed Organisation Chart

Appendix 3.8 - WPA Founder and Appointed Members Organisation Chart

Appendix 3.9 - CPC Associate Members Organisation Chart

Appendix 3.10 - SWPA Associate Members Organisation Chart

3.1       Consideration was given to a report by the LHC Interim Managing Director, which provided Members with an overview of the organisation's performance. Highlighted points included:

3.2       Progress was being made against all objectives set for the Interim Managing Director between August 2021 and April 2022. The mid-year assessment of the impact of COVID on LHC business turnover was better than expected, with turnover for 2021-2022 forecasted to increase by 1.8% to £465,619,818. However, income was lower by 4%, with further details to follow as part of agenda item 8.

3.3       It was confirmed that LHC was not immune to the national issues of material and labour shortages and the resulting rise in costs. The business was attempting to weather the impact of such issues through regular contact with clients, as well as accurate forecasting and logistical planning.

3.4       The Joint Committee was provided with updates from the various regional offices, which detailed how each region had attempted to overcome the challenges posed by the pandemic. Most regions had shown an increase in identified projects and unique clients, with some regions showing significant increases to income. All regional offices were supporting clients through regular meetings using remote meeting tools and face to face meetings, where possible. Early engagement with clients and flexibility was seen as key to promoting successful projects. Marketing campaigns had been undertaken through social media and with external marketing agencies, to drive enquiries and visitors to the websites. Where required, vacant posts had been filled and staff headcount increased, with training and support for staff wellbeing provided.

3.5       Best practice was being shared between regional offices to help all regions contribute to the overall LHC business plan. This included newly created projects/intelligence gathering tools, with a further database of centralised knowledge expected to be ready for all regions to use as of January 2022.

3.6       Regarding tenement projects in Scotland, these were confirmed to be on hold until such time as the Scottish Government advised otherwise.

3.7       It was requested that a detailed breakdown of costs per project in Scotland be circulated to Members following the meeting.

            RESOLVED: That the information contained in the report be noted.