2025 03 03 Lanarkshire Valuation Joint Board - Agenda Pack
North Lanarkshire Council · 3 March 2025
Back to Lanarkshire Valuation Joint Board — 3 March 2025 and its agenda
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Tuesday, 25 February 2025 Dear Councillor Lanarkshire Valuation Joint Board The Members listed below are requested to attend a meeting of the above Board to be held as follows:- Date: Monday, 03 March 2025 Time: 14:00 Venue: By Microsoft Teams and Committee Room 1, The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Clerk to the Board Members Walter Brogan (Convener), Jim Reddin (Depute Convener), Bob Burgess, Janine Calikes, Ross Clark, Colin Dewar, Lynsey Hamilton, Martin Hose, Margaret Hughes, Lesley Jarvie, Tom Johnston, Gavin Keatt, Mark McGeever, Alex McVey, Nicky Shevlin, Anne Thomas Substitutes Mathew Buchanan, Poppy Corbett, Monique Equi, Geri Gray, Cal Johnston-Dempsey, Carol Nugent, Norman Rae, Margaret B Walker 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Lanarkshire Valuation Joint Board held on 2 December 2024 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Revenue Budget Monitoring 2024/2025 - Lanarkshire Valuation Joint Board Report dated 31 January 2024 by the Treasurer to the Lanarkshire Valuation Joint Board. (Copy attached) 11 - 14 Item(s) for Decision 4 Internal Audit Plan 2025/2026 Report dated 4 February 2025 by the Executive Director (Finance and Corporate Resources), South Lanarkshire Council. (Copy attached) 15 - 36 5 Duty to Report to the Scottish Parliament on the Number of Assessors and Availability of Resources Report dated 19 February 2025 by the Assessor and Electoral Registration Officer. (Copy attached) 37 - 40 Item(s) for Noting 6 Lanarkshire Valuation Joint Board - Annual Audit Plan 2024/2025 Annual Audit Plan dated February 2025 by Audit Scotland, External Auditor. (Copy attached) 41 - 56 7 Change in Membership of the Board Report dated 10 February 2025 by the Clerk to the Lanarkshire Valuation Joint Board. (Copy attached) 57 - 58 8 Lanarkshire Valuation Joint Board - Service Plan – 1 April 2022 to 31 March 2025 – Annual Update Report dated 14 February 2025 by the Assessor and Electoral Registration Officer. (Copy attached) 59 - 98 9 Lanarkshire Valuation Joint Board - Risk Register Update 2025 Report dated 12 February 2025 by the Assistant Assessor and Electoral Registration Officer. (Copy attached) 99 - 122 10 Progress Update Report dated 13 February 2025 by the Assessor and Electoral Registration Officer. (Copy attached) 123 - 140 2
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Urgent Business 11 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Stuart McLeod Clerk Telephone: 07385 370 117 Clerk Email: stuart.mcleod@southlanarkshire.gov.uk 3
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LANARKSHIRE VALUATION JOINT BOARD Minutes of meeting held via Microsoft Teams and in Committee Room 1, Council Offices, Almada Street, Hamilton on 2 December 2024 Convener: Councillor Walter Brogan Councillors Present: North Lanarkshire Council Councillor Bob Burgess, Councillor Margaret Hughes, Councillor Lesley Jarvie, Councillor Tom Johnston, Councillor Alex McVey, Councillor Jim Reddin (Depute), Councillor Anne Thomas South Lanarkshire Council Councillor Ross Clark, Councillor Colin Dewar, Councillor Martin Hose, Councillor Gavin Keatt Councillors’ Apologies: North Lanarkshire Council Councillor James McPhilemy South Lanarkshire Council Councillor Janine Calikes, Councillor Lynsey Hamilton, Councillor Mark McGeever Attending: Assessor and Electoral Registration Service C Maxwell, Assessor and Electoral Registration Officer; J Dell, Assistant Assessor and Electoral Registration Officer Clerk’s Office S Jessup, Administration Assistant; S McLeod, Administration Officer, South Lanarkshire Council Treasurer’s Office L O’Hagan, Head of Finance (Strategy) Also Attending: Audit Scotland P Murray, Senior Audit Manager 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Lanarkshire Valuation Joint Board held on 2 September 2024 were submitted for approval as a correct record. The Board decided: that the minutes be approved as a correct record. 2 5
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3 Revenue Budget Monitoring 2024/2025 - Lanarkshire Valuation Joint Board A report dated 19 November 2024 by the Treasurer was submitted:- providing an update on the 2024/2025 revenue budget providing a forecast for the year to 31 March 2025 providing actual expenditure at 1 November 2024 The financial forecast to 31 March 2025 was a transfer to Reserves of £0.414 million, compared to a budgeted transfer from Reserves of £0.400 million which meant that the Board’s Reserves would be in a better position than budgeted by £0.814 million. An explanation for the improved position was detailed in the report. At the end of 2023/2024, the Board had carried forward £1.975 million into 2024/2025. Taking this, together with the forecast transfer to Reserves, would result in a balance of £2.389 million being carried into 2025/2026. As at 1 November 2024, the projected outturn variance was an underspend of £0.814 million, which reflected current staffing levels and full establishment moving forward. The actual spend to 1 November 2024 was a net income position of £0.447 million which reflected the timing of spend, income received to date and was indicative of the forecast position for 2024/2025. The Board decided: (1) that the forecast to 31 March 2025 of an underspend of £0.814 million, as detailed in Appendix A to the report, be noted; and (2) that the actual expenditure to 1 November 2024 of a net income position of £0.447 million, as detailed in Appendix A to the report, be noted. [Reference: Minutes of 2 September 2024 (Paragraph 3)] 4 External Auditor’s Annual Audit Report to the Board 2023/2024 A letter dated 2 December 2024, together with the 2023/2024 Annual Audit Report (draft) for the Lanarkshire Valuation Joint Board dated November 2024, were submitted by Audit Scotland, the Board’s external auditor. The Senior Audit Manager gave a verbal overview of the Annual Report to members for the year ended 31 March 2024, which included the following key messages:- audit opinions on the annual accounts were unmodified, ie the financial statements and related reports were free from material misstatement key risks arising from the audit of the Joint Board’s annual accounts included in the Annual Audit Plan had been presented to the Board at its meeting held on 4 March 2024. There were no significant matters from that work to draw to the attention of the Board 1 material adjustment of £0.525 million had been made to the annual accounts to reflect the interest cost on pension asset not recognised in 2022/2023 the Joint Board had a medium-term financial strategy in place but would continue to face significant financial challenges in the future the Joint Board had appropriate arrangements in place for securing Best Value The Board decided: that the report be noted. 6
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5 Audited Accounts 2023/2024 A report dated 14 November 2024 by the Treasurer was submitted on the Board’s audited annual accounts for 2023/2024. The accounts, which required to be approved for signature, had been audited by the external auditor, Audit Scotland, and had received a clean audit certificate. The accounts would be available for inspection:- on request from Finance Services, Council Offices, Almada Street, Hamilton from the office of the Assessor and Electoral Registration Officer, David Dale House, Blantyre on the Lanarkshire Valuation Joint Board’s website The Board decided: (1) that it be noted that the Statement of Accounts for 2023/2024 had received a clean audit certificate from the external auditor; (2) that the audited Statement of Accounts for 2023/2024 be approved for signature; and (3) that it be noted that the audited Statement of Accounts for 2023/2024 would be published on the Board’s website. [Reference: Minutes of 3 June 2024 (Paragraph 7)] 6 Revenue Budget 2025/2026 – Lanarkshire Valuation Joint Board A report dated 18 November 2024 by the Treasurer was submitted on the draft revenue budget for Lanarkshire Valuation Joint Board (LVJB) for 2025/2026. The Board’s Financial Strategy for 2023/2024 to 2025/2026 was approved by the Board on 27 June 2022 and had subsequently been updated, most recently at the meeting of the Board held on 4 December 2023. Details were given on:- the 2025/2026 budget assumptions based on the Board’s Financial Strategy which had been updated as part of the budget process for 2024/2025 and the draft position for 2025/2026, which had included the use of £0.471 million of Reserves, as reported to the Board on 4 December 2023 the 2025/2026 updated budget assumptions which included:- employee costs and the impact of the pay award for 2024/2025 and 2025/2026 changes to employer pension contributions Council requisitions a revised Reserves Forecast and Strategy which had taken account of:- an anticipated transfer to Reserves of £0.414 million at 31 March 2025, resulting in a balance of £2.389 million being carried into 2025/2026 a proposed use of Reserves to allow a temporary reduction in North and South Lanarkshire Councils’ requisitions of £0.529 million in 2025/2026 to reflect the reduced pension contributions the requirement to cover the risk of the Barclay funding being reduced or removed the Board’s revenue budget for 2025/2026, as summarised in Appendix 1 to the report 7
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The Board’s revenue budget of £4.064 million for 2025/2026 would be funded as follows:- £1.532 million from requisitions (apportioned to North and South Lanarkshire Councils at a level of 50% each) £1.000 million from Reserves The Head of Finance (Strategy) responded to a member’s question in relation to the recent pay award and the budgetary impact in the event of a full complement of staff. The Assessor and Electoral Registration Officer responded to a member’s question in relation to how salaries compared with other organisations and the private sector. The Board decided: (1) that the budget strategy for Lanarkshire Valuation Joint Board, resulting in a budget of £4.064 million for 2025/2026, as summarised in Appendix 1 to the report, be approved; and (2) that the updated position of Reserves, as detailed in the report, be noted. [Reference: Minutes of 4 December 2023 (Paragraph 6)] Councillor Thomas left the meeting during consideration of this item of business 7 Change in Membership of the Board A report dated 14 November 2024 by the Clerk was submitted on a change to North Lanarkshire Council’s membership of the Lanarkshire Valuation Joint Board. At the meeting of North Lanarkshire Council held on 11 October 2024, it had been agreed that Councillor James McPhilemy replace Councillor Kenneth Duffy as a member of the Lanarkshire Valuation Joint Board. The Board decided: that it be noted that Councillor James McPhilemy had replaced Councillor Kenneth Duffy as a member for North Lanarkshire Council on the Lanarkshire Valuation Joint Board. 8 Progress Update A report dated 14 November 2024 by the Assessor and Electoral Registration Officer was submitted on:- an overview of the Service current issues and Service priorities an update on performance issues affecting the future direction of the Joint Board Statistical information, illustrating progress made in terms of key areas of the work undertaken by Lanarkshire Valuation Joint Board, was provided in the appendices to the report. 8
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The Assessor and Electoral Registration Officer provided an update:- on further progress in relation to the 2017 Valuation Roll Appeals which now sat with the Local Taxation Chamber of the Scottish Courts and Tribunals Service on further progress that had been made in terms of recruitment advising that a graduate surveyor had successfully completed the Assessment of. Professional Competence (APC) and was now a fully qualified surveyor The Board decided: that the report be noted. [Reference: Minutes of 2 September 2024 (Paragraph 4)] 9 Item of Urgent Business - 2025/2026 Internal Audit Plan The Assessor and Electoral Registration Officer advised that the Internal Audit Plan for the Joint Board was usually conducted around some new or existing process or workflow. The internal audit team had suggested that members of the Board be afforded the opportunity to submit any ideas that they would like to be considered for inclusion in the 2025/2026 Internal Audit Plan and members were asked to submit any ideas they had to the Assessor and Electoral Registration Officer by 13 December 2024. The Board decided: that the position be noted. Convener’s Closing Remarks The Convener extended the compliments of the season to all members and officials present. 9
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Report Agenda Item Report to: Lanarkshire Valuation Joint Board Date of Meeting: 3 March 2025 Report by: Treasurer to Lanarkshire Valuation Joint Board Subject: Revenue Budget Monitoring 2024/2025 - Lanarkshire Valuation Joint Board 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the 2024/2025 Revenue Budget provide the forecast for the year to 31 March 2025 provide actual expenditure as at 24 January 2025 [1purpose] 2. Recommendation(s) 2.1. The Board is asked to approve the following recommendation(s):- [recs] (1) that the forecast underspend to 31 March 2025, and the actual to date at 24 January 2025, both shown in Appendix A, be noted. [1recs] 3. Background 3.1. This is the fourth revenue budget monitoring report presented to the Lanarkshire Valuation Joint Board for the financial year 2024/2025. 3.2. The report provides an update on the Lanarkshire Valuation Joint Board Revenue Budget (section 5) and details the financial position as at 24 January 2025 (detailed in Appendix A). 4. 2024/2025 Probable Outturn and Revenue Monitoring 4.1. Probable Outturn Position: As previously reported to the Board (December 2024), the probable outturn exercise noted a Transfer to Reserves of £0.414 million. This is compared to a budgeted Transfer from Reserves of £0.400 million and means that the Board’s Reserves will be in a better position than budgeted, by £0.814 million, reflecting the level of turnover experienced in staffing and the timing of filling vacant posts. This would take the level of Reserves to £2.389 million to be carried into 2025/2026. 4.2. Period 11 Monitoring Position: As at 24 January 2025, the projected outturn variance remains an underspend of £0.814 million, reflecting current staffing levels and expected recruitment timescales moving forward. New recruitment is currently taking place, however, depending on start dates this may impact on the forecast for the year. This will continue to be monitored. As noted in the Probable Outturn (section 4.1), this projected underspend is offset by a reduction in the Transfer to Reserves in Appendix A. 3 11
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4.3. The actual spend to 24 January 2025 is net income position of £0.491 million, reflecting the timing of spend / income received to date, and indicative of the forecast position for the year. 5. Employee Implications 5.1. None 6. Financial Implications 6.1. The financial implications are noted in section 4 of the report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications in terms of the information contained in this report. 8. Other Implications 8.1. The main risk associated with the Board’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied. 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. 9. Integrated Impact Assessment and Consultation Requirements 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 is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Treasurer 31 January 2025 Previous References Revenue Budget Monitoring 2024/2025 – Lanarkshire Valuation Joint Board – 3 June 2024 Revenue Budget Monitoring 2024/2025 – Lanarkshire Valuation Joint Board – 2 September 2024 Revenue Budget Monitoring 2024/2025 – Lanarkshire Valuation Joint Board – 2 December 2024 List of Background Papers Revenue Budget 2025/2026 – Lanarkshire Valuation Joint Board – 2 December 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Graham Booth, Finance Manager (Strategy) Ext: 2699 (Tel: 01698 452699) E-mail: graham.booth@southlanarkshire.gov.uk 12
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Appendix A LANARKSHIRE VALUATION JOINT BOARD Revenue Budget Monitoring Report Period Ended 24 January 2025 (No.11) Annual Budget Projected Outturn Projected Outturn Variance Against Budget (Over) / Under % Variance Year to Date Actual 24/01/25 Note £000 £000 £000 £000 £000 £000 Budget Category Employee Costs 3,336 2,592 744 under 22.3% 2,104 1 Property Costs 0 0 0 - - 0 Supplies & Services 159 150 9 under 5.66% 130 Transport & Plant 5 5 0 - - 0 Administration Costs 483 472 11 under 2.28% 405 Payments to Other Bodies 31 31 0 - - 27 Financing Charges 13 (35) 48 under 369.23% 2 2 Total Controllable Exp. 4,027 3,215 812 under 20.16% 2,668 Total Controllable Inc. (18) (20) 2 over recovered 0.53% (5) a Net Controllable Exp. 3,647 2,833 814 under 22.32% 2,663 Add Non-Controllable Budgets Central Support Costs 381 381 0 - - 232 Total Budget 4,028 3,214 814 under 20.21% 2,895 Funded By: North Lanarkshire Council (1,814) (1,814) 0 - - (1,512) South Lanarkshire Council (1,814) (1,814) 0 - - (1,512) New Burdens Funding (362) (362) 0 - - (362) a Transfer To / (From) Reserves (400) 414 (814) under recovered (203.5%) 0 Net Expenditure / (Income) 0 0 0 under n/a (491) Variance Explanations 1 Employee Costs: The forecast underspend reflects current vacant posts for which the recruitment is ongoing. For the purposes of the forecast position, an assumption has been made regarding recruitment timescales and the actual impact of the 2024/2025 pay award settlement. 2 Financing Charges: The forecast over recovery of interest receivable on the Board’s revenue balances (£0.050m) reflects interest rates that are higher than budgeted. Virement: a. New Burdens Funding: Additional funding received from the Department for Levelling Up, Housing and Communities (DLUHC) for New Burdens was previously shown against Total Controllable Income however, for transparency, this is now shown separately (£0.362m). 13
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Report Agenda Item Report to: Lanarkshire Valuation Joint Board Date of Meeting: 3 March 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Internal Audit Plan 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out the requirements and responsibilities of the new Global Internal Audit Standards, Application Note: Global Internal Audit Standards in the UK Public Sector and the Code of Practice for the Governance of Internal Audit in UK Local Government applicable from 1 April 2025 present the revised Internal Audit Mandate and Charter for approval present the Audit Strategy for endorsement present the proposed Internal Audit Plan for 2025/2026 for approval 2. Recommendation(s) 2.1. The Board is asked to approve the following recommendations:- [recs] (1) that the requirements and responsibilities of the new Global Internal Audit Standards, Application Note: Global Internal Audit Standards in the UK Public Sector and the Code of Practice for the Governance of Internal Audit in UK Local Government applicable from 1 April 2025 are noted; (2) that the Internal Audit Mandate and Charter, attached at Appendix 2, is approved; (3) that the Audit Strategy, attached at Appendix 3, is endorsed; and (4) that the Internal Audit Plan for 2025/2026, attached at Appendix 4, be approved. 3. Background 3.1. Lanarkshire Valuation Joint Board (LVJB) provides a range of valuation and electoral registration services to and on behalf of North and South Lanarkshire Councils (the constituent authorities). To assist LVJB to provide assurances on the internal control environment to the Joint Board Members and constituent authorities, a professional and objective Internal Audit Service was established under a Service Level Agreement between LVJB and South Lanarkshire Council’s (SLC) Internal Audit Department for the provision of internal audit services that are in accordance with recognised, applicable Internal Audit standards. This included the agreement of appropriate protocols to provide a framework within which Internal Audit services are provided and to manage the key strategic priorities and risks that could impact on the achievement of LVJB’s objectives. 3.2. The Board needs to approve the internal audit plan and provide authority, on an annual basis, for the forthcoming annual audit plan to commence. 4 15
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3.3. In previous years, the internal audit service has been delivered within the context of an Internal Audit Charter and a set of internal audit standards known as the Public Sector Internal Audit Standards. From 1 April 2025, these Standards will be replaced by the Global Internal Audit Standards. The new standards were issued by the Internal Audit Standards Board and endorsed by the Chartered Institute of Internal Auditors. 3.4. The Standards set out a role for those ‘charged with governance’ within an organisation. Within LVJB, the Board is the body deemed to be ‘charged with governance’ and the Standards therefore have a specific relevance to the work of this Board. 3.5. As the applicable Standards for the delivery of the 2025/2026 Internal Audit Plan, this report sets out, alongside the proposed Plan, the impact of the Standards on the planning process as well as a consideration of new, relevant requirements. This includes the process to develop the audit plan and the role of the Board in approving this plan along with the remit and context within which the internal audit service will operate. The Standards refer to this as the ‘mandate’ that provides the authority for the delivery of the internal audit service. 4. Global Internal Audit Standards Background 4.1. The Board have a key role to play in ensuring that internal audit services delivered to LVJB adhere to the new Global Internal Audit Standards and fulfil the mandate of such services effectively and efficiently. To do this, the Board must be familiar with the new Standards and their implications. 4.2. This report provides a summary of the Standards and links to documents are provided within the List of Background Papers at the end of the report. 4.3. The new Standards include ‘essential conditions’ for the governance of internal audit. These conditions address the responsibilities of senior management and those charged with governance towards internal audit to ensure that internal audit services delivered have the necessary authority, support and oversight of the organisation. See 4.6 (3) below. A Code of Practice for the Governance of Internal Audit in UK Local Government provides a link between the recommended practices in the Global Internal Audit Standards and established governance arrangements and practices of local government bodies. 4.4. An additional Application Note: Global Internal Audit Standards in the UK Public Sector has been issued by the Relevant Internal Audit Standard Setters and sets out interpretations and requirements which need to be applied to the Global Internal Audit Standards, in order that these form a suitable basis for internal audit practice in the UK public sector. 4.5. From an organisational perspective, the core principles of Internal Audit as well as codes of ethics, standards and guidance are now incorporated within a single Standard. These Standards provide confidence that a quality internal audit service, based on conformance with standards, delivers assurance alongside advice, insight, oversight and foresight. The role of the internal audit service is envisaged as one that enhances an organisation’s ability to serve the public interest. 16
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4.6. The Standards are based on 15 core principles and set out across five ‘domains’:- 1. Purpose of Internal Auditing: defined by the domain as being to strengthen the organisation’s ability to create, protect, and sustain value by providing independent, risk-based, and objective assurance, advice, insight, and foresight. 2. Ethics and Professionalism: this domain focuses on integrity, objectivity, competence, confidentiality and due professional care. Specific reference is made to ‘professional courage’ which is defined as communicating truthfully and taking appropriate action when confronted with dilemmas and difficult situations requiring the exercise of ‘professional scepticism’. 3. Governance of the Internal Audit function: this domain covers independence and the requirements for oversight and authorisation of the work of Internal Audit by those charged with governance and outlines senior management’s responsibilities that support the Board’s responsibilities and promote strong governance of the internal audit function. Roles and responsibilities, as set out in the standards, are reflected in a mandate that was, in broad terms, subsumed within the previous Internal Audit Charter. An extract of the key principles and roles and responsibilities as outlined in GIAS, with additional context as provided in the Code of Practice for the Governance of Internal Audit in UK Local Government, is included at Appendix 1. 4. Managing the Internal Audit function: this domain sets out a required strategic approach to planning, involving extensive consultation and for resourcing constraints to be addressed within the Audit Charter. There is a requirement to adopt a risk-based approach that places equal emphasis on performance and value as well as conformance. 5. Performing Internal Audit Services: this domain defines the standards that should be applied when conducting all aspects of an audit assignment. Linked to the prioritisation of ‘value added’ is now the need to report audit findings in terms of significance, likelihood and impact, providing an engagement ‘conclusion’ as opposed to an ‘opinion’. 4.7. Compliance with the Standards continues to be a self-assessment exercise (with a periodic independent external inspection) and for this to be reported on an annual basis. The outcome of this first self-assessment exercise will be reported within the 2025/2026 Annual Assurance Report with the first external assessment anticipated for the South Lanarkshire Council Internal Audit Service to be in 2027/2028. Summary of Main Changes 4.8. Many aspects of how the internal audit service will be delivered to the Board of LVJB and the principles under which it operates will not change, with current arrangements reflecting the intent of the new Standards and best practice. 4.9. The Global Internal Audit Standards, however, formalise some requirements and there are several key changes. These include:- a new Purpose Statement a requirement for internal auditors to demonstrate ‘professional scepticism’ clearer roles and responsibilities for senior management and the Board development and approval of an Internal Mandate and Charter development and implementation of an audit strategy oversight of wider assurance sources 17
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development of skills and technology within the function to ensure delivery of an effective internal audit service a requirement to report where recommendations are not agreed a requirement for formal review processes 4.10. The current audit process is being reviewed to ensure this fully complies. An action plan is being developed as required. Internal Audit Mandate and Charter 4.11. One new requirement set out within the Global Internal Audit Standards is the development of an Internal Audit Mandate and Charter. The revised Charter requires a focus on the mandate under which the service is delivered. Specifically, this section of the Charter sets out the authority as well as the principle of independence. The Charter also sets out roles, responsibilities and expectations regarding management support of the internal audit service. As those charged with governance, the Global Internal Audit Standards require this ‘mandate’ to be granted by the Board. 4.12. Circumstances may require either or both the Internal Audit Mandate or elements of the Internal Audit Charter to be amended or updated. This could be because of a significant change in the Global Internal Audit Standards or material changes in organisational structure, operational environment or new laws or regulations that impact on the nature and scope of internal audit services delivered to LVJB. 4.13. Where such a revision is required, an updated Internal Audit Mandate and Charter will be presented to the Board and senior management for approval. 4.14. A copy of the proposed Internal Audit Mandate and Charter is attached at Appendix 2 and, ahead of approving the Internal Audit Mandate and Charter, the Board is required to satisfy itself that it covers the governance arrangements for the internal audit service, including reporting lines and administrative reporting arrangements. 4.15. The standards require the internal audit service to have access to and support from those charged with governance and suggests three ways in which support can be demonstrated. These are to:- enquire around any restrictions that limit the ability of the internal audit service to carry out its responsibilities effectively consider and approve the audit plan meet with the Chief Internal Auditors periodically Audit Strategy 4.16. A further element of the overall ‘workplan’ that the Standards reference is the Audit Strategy. The Audit Strategy, that underpins the 2025/2026 Internal Audit Plan, is set out in Appendix 3. Broadly this aims to:- 1. deliver the service’s objectives as set out in the Internal Audit Mandate and Charter 2. provide assurance (as part of a rolling programme of work) in relation to the strategic risks that have been identified by LVJB and reflect the organisation’s objectives and priorities 3. deliver a risk-based and balanced plan in compliance with the Global Internal Audit Standards that utilises resources available and prioritises assignments to ensure key areas of work are completed in the year 4. invest time to develop audit practices and skills within the teams 18
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4.17. The Strategy reflects the need for effective consultation as part of the planning process. Invitations were extended to Internal Audit Teams, senior management and Board Members. 4.18. Whilst reflecting the requirements of the new Standards in principle, time will be allocated within the 2025/2026 Internal Audit Plan to further develop the Strategy to ensure that this is robust and fully supports delivery of the internal audit service. 4.19. The Board is asked to endorse the Internal Audit Strategy noting plans to develop this further in 2025/2026. Role of the Board 4.20. The role of the Board is set out in some detail in Domain Three “governance of the Internal Audit function” (Appendix 1), the main elements of which are to:- provide the mandate setting out the authority, role and responsibilities under which the internal audit service operates obtain assurance that the internal audit service is fulfilling its mandate review and approve the internal audit charter as reflecting the Board’s expectations of the internal audit service that will be delivered to LVJB meet with the Chief Internal Auditor on a periodic basis ‘champion’ and demonstrate support for Internal Audit review the governance, management and reporting arrangements of the internal audit service assist with setting audit priorities review and approve arrangements for the external assessment 4.21. The latest external assessment of the internal audit function’s compliance with the Public Sector Internal Audit Standards provides the Board with assurance that the service operated to expected professional standards. This level of conformance provides a good foundation to transition to the new Standards. 4.22. The 2025/2026 Internal Audit Plan is the first evidence of the application of the new Standards and is being presented alongside an updated Mandate and Charter and Audit Strategy. As the year progresses, the Board will receive a mid-year update on progress with complying with the new Standards. 4.23. The Board is asked to note the requirements of the new Standards, to approve the Internal Audit Mandate and Charter as reflecting their expectations of the internal audit service to be delivered to LVJB in 2025/2026 and to approve the Audit Strategy. 5. Internal Audit Plan 2025/2026 5.1. The Internal Audit Plan is designed to provide sufficient evidence to form an assessment of the overall adequacy and effectiveness of LVJB’s framework of governance, risk management and control arrangements. 5.2. The planning process for 2025/2026 has paid cognisance to the new Global Internal Audit Standards reflecting the requirements for organisational independence and confirming that the Chief Internal Auditor is suitably qualified and experienced (as defined by the Standards) to effectively deliver the service. 19
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5.3. Audit assignments undertaken in 2025/2026 and the Annual Report for this year (and going forward) will also reflect the requirements of the new Standards. 5.4. The Internal Audit Plan was designed to target priority issues and sought to align to strategic risks. The Plan reflects the assessment of LVJB’s top risks undertaken by South Lanarkshire Council’s Audit and Compliance Manager. Senior management has confirmed that the proposed plan reflects priorities for service delivery. The 2025/2026 Plan is attached at appendix 4. 5.5. Sources of assurance across LVJB’s activities will be mapped during 2025/2026 to assess the content and coverage of the Plan. 5.6. In 2025/2026, a total of 30 Internal Audit days are available as detailed in the appendix. The core assignment focuses on the process to issue civil penalties. The review will assess the controls in place to ensure compliance with guidance and support a good overall control environment and will test to provide assurance that declared controls are in place. The remaining days relate to standard audit deliverables, namely, audit management, follow-up of audit actions, the provision of the annual Internal Audit Report and preparatory work for future years’ plans. 5.7. The proposed programme of work includes the issue of an Internal Audit Annual Report for 2024/2025 by June 2025. 5.8. The LVJB Assessor and Electoral Registration Officer (ERO) will ensure that sufficient Internal Audit resources are available to provide the necessary assurance in respect of the adequacy and effectiveness of LVJB’s framework of governance, risk management and control arrangements for the year ended 31 March 2026. A mid-year progress report will be presented to the Board during the year. 5.9. The Board is asked to approve this Plan to be delivered during 2025/2026. It is anticipated that the 2025/2026 Annual Internal Audit Assurance report will then be presented to the Board around June 2026. 6. Employee Implications 6.1. Internal Audit has capacity to deliver 30 audit days to LVJB in 2025/2026 and this is considered sufficient resources to deliver the proposed Plan. 7. Financial Implications 7.1. Capacity planning has been based on the available budget for 2025/2026 which continues to be set around £10,000. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for Climate Change, sustainability or the environment in terms of the information contained in this report. 9. Other Implications 9.1. There are no additional risks associated with this report. The outcome of the Internal Audits undertaken in 2025/2026 will contribute to the mitigation of the following risks within the LVJB Register as follows:- failure to comply with statutory duties lack of adequate skills / training 20
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9.2. This report relates to LVJB outcomes as effective governance arrangements ensure that LVJB can fulfil its objectives. The contents of this report are material to the delivery of LVJB’s vision within the 2022-2025 Service Plan, notably in relation to:- ensuring services are delivered in accordance with statutory requirements service development and delivery in accordance with the principles of efficient government and continuous improvement 9.3. The approval of the Internal Audit Plan for 2025/2026 by the Board on 3 March 2025 will ensure compliance with best practice. 9.4. To mitigate against the risk of the non-delivery of the Internal Audit Plan, the progress of every assignment will be monitored using South Lanarkshire Council’s risk management software, Figtree. 9.5. Audit performance will require the co-operation of LVJB. The delivery of the Internal Audit Plan is dependent on assignments being finalised timeously. Officers, therefore, commit to assist with the delivery of the Internal Audit Plan as follows:- designated contacts will attend the opening meeting and the closing meeting a senior officer will be nominated to liaise with auditors during the field work draft reports will be reviewed for factual accuracy and agreed within four weeks of the issue of the report 9.6. There are no other issues associated with this report. 10. Integrated Impact Assessment and Consultation Arrangements 10.1. This report does not introduce a new policy, function or strategy or recommend a change to existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any further consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 4 February 2025 Previous References Board 3 June 2024 - Internal Audit Annual Assurance Report 2023/2024 List of Background Papers Global Internal Audit Standards Application Note: Global Internal Audit Standards in the UK Public Sector Governance of Internal Audit in Local Government | CIPFA Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Yvonne Douglas, Audit and Compliance Manager Telephone: 01698 452618 Email: yvonne.douglas@southlanarkshire.gov.uk 21
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Appendix 1 GIAS Domain III: Governing the Internal Audit Function – key points While the chief audit executive is responsible for the requirements in this domain, activities of the Board and senior management are essential to the internal audit function’s ability to fulfil the Purpose of Internal Auditing. These activities are identified as “essential conditions” in each standard and establish a necessary foundation for an effective dialogue between the Board, senior management, and the chief audit executive, ultimately enabling an effective internal audit function. Where references are made below to the “audit committee”, these are fulfilled by the Board themselves in LVJB. Extract from the draft Code of Practice for the Governance of Internal Audit in UK Local Government Code 1. Providing authority for internal audit 1.1 Internal audit’s mandate To be effective and to meet the requirements of professional standards, internal audit’s authority needs to be established. In local government in the UK, internal audit’s authority has statutory backing through the regulations issued by national UK governments. Authorities should familiarise themselves with the appropriate regulations that apply to them. Regulations also include internal audit’s rights of access. In GIAS (UK public sector) this is referred to as internal audit’s mandate, so the primary mandate comes from the regulations. In addition to internal audit’s mandate from regulations, each body may agree a wider statement of internal audit’s authority. In developing the mandate with the chief audit executive, senior management should consider their wider assurance framework. The framework ensures that those responsible for governance and the audit committee receive the assurances they need, including assurance from first and second lines, and clarifies how internal audit contributes. Development of the mandate will involve the chief audit executive, senior management and the audit committee. If the audit committee has the delegated power, it must approve the mandate. Alternatively, the audit committee should recommend approval to those charged with governance. If there are changes to the regulations, the mandate must be updated to reflect them. 1.2 Internal audit’s charter The chief audit executive has a responsibility to prepare a charter that conforms with GIAS (UK public sector). When reviewing the charter, the audit committee should be satisfied that it covers the governance arrangements for internal audit. It must include the mandate derived from the regulations, plus any additional agreed mandate, and include internal audit’s reporting line to the audit committee. The charter should include the administrative reporting arrangements for internal audit and the chief audit executive. 22
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Senior management must work with the chief audit executive to ensure that the charter sets out the arrangements the service needs to achieve internal audit’s purpose. In local government, internal audit’s role would normally include: Supporting the delivery of the authority’s strategic objectives by providing risk-based and objective assurance on the adequacy and effectiveness of governance, risk management and internal controls. Championing good practice in governance through assurance, advice and contributing to the authority’s annual governance review. Access to the authority's collaborative and arm’s-length arrangements. If the audit committee has the authority, it must approve the charter; alternatively, it should recommend approval to those charged with governance. Where there are significant changes to the governance of the authority, its risks or the internal audit service, the charter must be reviewed to ensure it is still fit for purpose and new formal approval given. A regular review is recommended to confirm the charter or update as required. 1.3 Support for internal audit Internal audit’s activities require access to and support from senior management, the audit committee and those charged with governance. Support allows internal audit to apply their mandate and charter in practice and meet expectations. Support means: Championing the role and work of internal audit to the staff within the authority and to partner organisations with whom internal audit will work. Facilitating access to senior management, the audit committee and the authority’s external auditor. Assisting, where possible, with access to external providers assurance such as regulators, inspectors and consultants. Engaging constructively with internal audit’s findings, conclusions and advice. Building awareness and understanding of the importance of good governance, risk management and internal control for the success of the authority, and of internal audit’s contributions. Support also means putting in place conditions to enable its work: ♦ When senior management and those charged with governance agree organisational structures, they must ensure that the reporting line of the chief audit executive is not lower than a member of the senior management team and has access to all members of the team. ♦ Where internal audit is outsourced or delivered through a partnership arrangement, senior management and those charged with governance should ensure there is a nominated chief audit executive, and client responsibility lies with a member of senior management. The audit committee can demonstrate its support for internal audit by: Enquiring of senior management and the chief audit executive about any restrictions on the internal audit’s scope, access, authority or resources that limit its ability to carry out its responsibilities effectively. Considering the audit plan or planning scope, and formally approving or recommending approval to those charged with governance. Meeting at least annually with the chief audit executive in sessions without senior management present. 23
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2. Positioning internal audit independently On behalf of those charged with governance and the audit committee, senior management establishes and protects the internal audit service’s independence and qualifications. 2.1 Organisational independence On behalf of those charged with governance, senior management need to establish and safeguard internal audit’s independence. These arrangements must include: ♦ Ensuring internal audit’s access to staff and records, as set out in regulations and the charter, operates freely and without any interference. ♦ Ensuring that the chief audit executive reports in their own right to the audit committee on the work of internal audit. ♦ Providing opportunities for the chief audit executive to meet with the audit committee without senior management present. ♦ Where there are actual or potential impairments to the independence of internal audit, senior management should work with the chief audit executive to remove or minimise them or ensure safeguards are operating effectively. ♦ Recognise that if the chief audit executive has additional roles and responsibilities beyond internal auditing, or if new roles are proposed, it could impact on the independence and performance of internal audit. The impact must be discussed with the chief audit executive and the views of the audit committee sought. Where needed, appropriate safeguards must be put in place by senior management to protect the independence of internal audit and support conformance with professional standards. In local government, matters around the appointment, removal, remuneration and performance evaluation of the chief audit executive will be undertaken by senior management, but these arrangements must not be used to undermine the independence of internal audit. The audit committee should provide feedback on the proposed job description and the performance evaluation of the chief audit executive should include feedback from the chair of the audit committee. The audit committee must support internal audit’s independence by reviewing the effectiveness of safeguards at least annually, including any issues or concerns about independence from the chief audit executive. The chief audit executive must have the right of access to the chair of the audit committee at any time. The audit committee can escalate its concerns about internal audit independence to those charged with governance. 2.2 Qualifications of the chief audit executive Ensuring effective leadership of the internal audit team requires a suitably qualified and experienced chief audit executive. The GIAS (UK public sector) sets out the qualification of and competencies expected of the chief audit executive. These must be taken into account by senior management when recruiting to the post. Where internal audit is fully outsourced, senior management should ensure that an appropriate individual from the provider is nominated as the chief audit executive and meets the qualification requirements. 3. Oversight of internal audit To ensure the effectiveness of internal audit, it should be overseen by the audit committee on behalf of those charged with governance. 24
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Some local authorities in the UK have legislation or statutory guidance on the responsibilities of their audit committees. CIPFA has established recommended practice for audit committees in local government and police, the Position Statement: audit committees in local authorities and police 2022 and its supporting guidance publication, Audit committees: practical guidance for local authorities and police (2022). The following principles are consistent with their recommended practices for the oversight of internal audit. 3.1 Audit committee interaction All audit committees should follow the CIPFA audit committee guidance for the oversight of internal audit. To ensure there is good interaction between the audit committee and internal audit, audit committees must agree its work plan with the chief audit executive to ensure there is appropriate coverage of internal audit matters within audit committee agendas. The audit committee workplan should provide for the internal audit mandate and charter, strategy, plans, engagement reporting and the annual conclusion, and quality reports. The audit committee must familiarise itself with the authority’s assurance framework, governance, risk management and internal control arrangements to facilitate its interactions with internal audit. Senior management should engage with the audit committee on significant changes to governance, risk and control arrangements and any concerns they may have on assurance. The audit committee should have oversight of the annual governance statement before final approval. Audit committee familiarity with these will support their effective interaction with internal audit. Where there is disagreement about the management of risks or agreed audit actions between internal audit and senior management, the audit committee must review and make their recommendation to either management or those charged with governance. 3.2 Resources The audit committee and senior management must engage with the chief audit executive to review whether internal audit’s financial, human and technological resources are sufficient to meet internal audit’s mandate as set out in the regulations and achieve conformance with GIAS (UK public sector). Where there are concerns about internal audit’s ability to fulfil its mandate or deliver an annual conclusion, the concerns should be formally recorded and reported to those charged with governance. If resource issues result in a limitation of scope on the annual conclusion, this should also be reported and disclosed in the annual governance statement. Decisions on internal audit resourcing by senior management and those charged with governance must take account of the longer-term risks to the governance and financial sustainability of the authority and internal audit’s role in supporting those objectives. Where there are temporary resource constraints, senior management must work with the chief audit executive to establish longer-term plans for sustainable internal audit resources. 25
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3.3 Quality Annually, the audit committee must review the results of the chief audit executive’s assessment of conformance against GIAS (UK public sector), including any action plan. The audit committee must review the chief audit executive’s annual report, including the annual conclusion on governance, risk management and control, and internal audit’s performance against its objectives. To meet the requirements of the regulations (the mandate) for internal audit, the audit committee must satisfy itself on the effectiveness of internal audit. They should take into account conformance with the standards, interactions with the committee, performance and feedback from senior management. Their conclusions should be reported to those charged with governance, for example, as part of the audit committee’s annual report. 3.4 External quality assessment On behalf of those charged with governance and the audit committee, senior management must ensure that internal audit has an external quality assessment at least once every five years of its conformance against GIAS (UK public sector), including this Code. Senior management and the chief audit executive should discuss the timing of the review and report the options and their recommendation to the audit committee. The proposals for the scope, method of assessment and assessor should be brought to the audit committee for agreement. The assessor must use this Code alongside the standards and be familiar with the sector. The audit committee must receive the complete results of the assessment and consider the chief audit executive’s action plan to address any recommendations. Progress should be monitored. Where the audit committee does not have delegated authority, the committee should report the overall results of the external quality assessment to those charged with governance. 26
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Appendix 2 LVJB Internal Audit Mandate and Charter Purpose Internal Audit is an independent assurance service that seeks to provide the Joint Board and senior management with independent and objective assurance and consultative guidance that meets professional standards. Internal Audit seeks to enhance governance, risk management and control processes within Lanarkshire Valuation Joint Board (LVJB) to support achievement of the organisation’s objectives and its ability to serve the public interest. The internal audit service aims to operate in a: • Professional and competent manner in compliance with Global Internal Audit Standards issued by the Internal Audit Standards Board and endorsed by the Chartered Institute of Internal Auditors effective from 1 April 2025. • Position of organisational independence with a direct accountability to the Board. • Environment that is free from undue influence and demonstrates a commitment to making objective assessments. This charter should be read in conjunction with the Service Agreement, which sets out the agreement between South Lanarkshire Council and LVJB around the delivery of internal audit services. Adherence to Global Internal Audit Standards The internal audit service will adhere to the mandatory elements of the Global Internal Audit Standards effective from 1 April 2025. Compliance with the Standards will be a self- assessment exercise using a quality assurance and improvement programme. Output from this programme will be reported by the Chief Internal Auditor on an annual basis to the Board and senior management. An external assessment of the internal audit functions compliance with the Global Internal Audit Standards will be undertaken on a periodic basis and in a manner that is compliant with the requirement of the Standards. The arrangements to appoint an external evaluator will be reported to the Board and senior management in advance of engaging and the output from their review will be reported timeously to the Board. Mandate Authority The Board grants the internal audit service the mandate to provide the Board and senior management with objective assurance, advice, insight and foresight. 27
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The authority of the service is established through its direct reporting relationship to the Board that allows for unrestricted access. The Board authorises the internal audit service to: • Examine all records, systems, cash, stores and other property, to obtain explanations and to enter property or land. Access is unrestricted and shall be granted on demand and not necessarily be subject to prior notice. • Allocate resources, formulate plans and communicate findings that deliver the service’s objectives. • Seek cooperation and assistance to deliver internal audit services within LVJB. A professional and objective Internal Audit Service arrangement has been established in accordance with recognised Internal Audit standards and practices in order to comply with section 12 of the Local Authority Accounts (Scotland) Regulations 2014. Independence, Organisational Position and Reporting Relationships Internal audit services will be provided under the direction of the LVJB Assessor and ERO. The Chief Internal Auditor is positioned within their organisation at a level that enables an internal audit service and responsibilities to be performed without interference from management and establishes the idependence of the internal audit service. The establishment structure of the internal audit function will comprise qualified and technician posts with a mix of professional specialisms. Structural reviews may take place from time to time and resource monitoring is reported to the Board. The Chief Internal Auditor reports directly to the Board. This Board assesses assurance on the soundness of the control environment and the adequacy of governance and risk management frameworks. It also delivers scrutiny and oversees external financial reporting processes. The Joint Board is comprised of Elected Members from its two constituent local authorities. Internal Audit reports plans, an annual conclusion and all significant audit findings to the Board. The Chief Internal Auditor has direct access and reports administratively to the LVJB Assessor and ERO, meeting with this officer on a regular one to one basis. This relationship will be the escalation route for issues arising within Internal Audit and for those matters where it is appropriate for the Convener of the Board to be briefed. The Chief Internal Auditor also has direct access to their organisation’s Monitoring Officer and will use this route to report as appropriate. The Chief Internal Auditor will confirm to the Board on an annual basis that the internal audit service is organisationally independent. Any factors that impact on independence will be disclosed to the Board along with any issues encountered relating to a limitation of scope, performance or communication of internal audit findings and conclusions. This disclosure will include an assessment as to the implication of this limitation and the impact on the internal audit service’s ability to fulfil its mandate. 28
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Changes to the Mandate and Charter Circumstances may require either or both the internal audit mandate or elements of the internal audit charter to be amended or updated. This could include a significant change in the Global Internal Audit Standards or material changes in organisational structure, operational environment or new laws or regulations that impact on the nature and scope of internal audit services. Where such a revision is required, a revised Internal Audit Mandate and Charter will be presented to the Board and senior management for approval. The role of the Board The Assessor and ERO and the Chief Internal Auditor should seek to maintain sound working relationships with appropriate members and ensure that good channels of communication are maintained. The Board will discuss with the Chief Internal Auditor the service’s mandate in terms of its role, responsibility, scope and services and will review and approve the Internal Audit Mandate and Charter on an annual basis. Members of the the Board and the Chief Internal Auditor are able to meet privately. Internal Audit report all findings from concluded assignments via the mid-year and annual reports to the Board. Lines of communication between the Convener of the Board and the Chief Internal Auditor will be open at all times. All members are free to raise concerns directly with the Chief Internal Auditor and input to the Internal Audit Charter and audit plan. Areas suggested for inclusion in the audit plan will be assessed in terms of risk prior to any audit work being undertaken. Enquiries from members will follow the organisational protocols and guidance that apply to the Chief Internal Auditor. The Board will approve a risk-based internal audit plan on an annual basis having satisfied itself around the adequacy of budgets, qualifications and comptencies of the internal audit service and of the Chief Internal Auditor to deliver the plan. The Board will also satisfy itself that a quality assurance and improvement programme has been established and review the results of the quality assurance and improvement programme on an annual basis. The Board will seek assurances that there has been no limitiation in scope or resources and receive regular updates in relation to performance to allow this to be assessed relative to the service’s objectives and individual roles and responsibilities. Chief Internal Auditor Role and Responsibilities The Chief Internal Auditor will ensure that internal auditors: • Comply with the Global Internal Audit Standards and the key principles of Ethics and Professionalism set out within the Standards. 29
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• Understand and embace the organisation’s legitimate and ethical expectations, recognising conduct that is contrary to those expectations. • Promote an ethics based culture. • Report organisational behaviour that does not conform with the organisation’s ethical expectations. Objectivity The Chief Internal Auditor has a responsibility to ensure that the internal audit service operates in an environment where the ability of auditors to carry out their responsibilities in an objective manner across all aspects of the audit engagement is not threatened. Any impairment in such will be disclosed to the approriate parties. Within South Lanarkshire Council, the Employee Code of Conduct provides guidance on the type and nature of interests that should be declared (including paid employment outside the Council and personal interests in contracts). Auditors must declare their interests in accordance with the Code of Conduct and with regard to the audit principle of independence, notifying the Chief Internal Auditor of any conflicts of interest which may arise. This formal declaration is required to be renewed on an annual basis but will be revisited should any conflicts arise. This disclosure extends to any impairments of independence either actual or perceived with an expectation that internal auditors will act with profesional objectivity in all aspects of the audit engagement, that this results in balanced assessments that considers all facts and circumstances and avoids bias and undue influence. Auditors will not be assigned to review or be involved in any activity where they have previously had operational or other involvement, usually within a period of one year. This includes instances where Internal Audit employees have been consulted during system, policy or procedural developments. Internal auditors will maintain an objective approach in the delivery of audit assignments, avoid compromising quality and retain overall authority over the presentation of audit findings. They will also ensure that they display professional objectivity in all aspects of their role, making informed and balanced assessments and avoiding conflicts of interest, bias and undue influence. Managing the Internal Audit function The Chief Internal Auditor has a responsibility to: • Prepare an annual plan for formal review and agreement by the Board and senior management. • Review the plan, amending to reflect significant changes in the organisation’s risks, operations or objectives and communicating these amendments to the Board and senior management. • Communicate the impact of any resource implications. • Ensure that all audit engagements are conducted in accordance with the Global Internal Audit Standards. • Deliver a range of audit assignments, as set out in the approved annual Audit Plan, and communicate assignment findings and conclusions to management. • Make recommendations for improvements and follow up on the delivery of these actions. 30
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• Communicate the results of each audit assignment to the Board and senior management (annually). • Ensure a system of close supervision of audit work, and maintain a review of audit files through the supervisory structure ensuring that the function possesses the knowledge, skills and competencies to meet the requirements of the Global Internal Audit Standards and fulfil the internal audit mandate. • Monitor trends, patterns and emerging issues, reporting to the Board and senior management as appropriate. • Consider and promote new approaches to internal audit service delivery. • Ensure adherence to wider organisation policies and procedures. Any conflict with such and either the Internal Audit Mandate and Charter or the Global Internal Audit Standards will require to be resolved and reported to the Board and senior management. • Consider extent to which reliance can be placed on the work of external auditors, inspectors and regulators. Communicating with the Board and Senior Management The Chief Internal Auditor will report to the Board and senior management, the internal audit service’s mandate; the Audit Plan and delivery of this Plan; significant revisions to the Plan; any potential impairments to independence; results of the quality assurance and improvement programme (including conformance with the Global Internal Audit Standards) and an action plan to address any gaps in compliance, if required. The Chief Internal Auditor will also convey any significant risk exposures and any mangement responses which are deemed to represent a level of risk contrary to LVJB’s risk management approach. All planned audit assignments will formally be reported and every assignment will be closed after review by audit management. All Internal Audit reports will be submitted to the LVJB Assessor and ERO and to recipients within the area being audited. The Chief Internal Auditor will plan for regular formal consultations with the Assessor and ERO, especially when preparing the formal audit plan. Feedback on performance and value of work undertaken will be sought. Auditees will be copied on every report affecting their area of responsibility. Effective relationships will be maintained by all parties and confidentiality of information will be protected, unless this would prevent the delivery of audit assurance. Quality Assurance and Improvement Programme The Chief Internal Auditor will develop, deliver and maintain a quality assurance and improvement programme that will assess all aspects of the internal audit service. This includes compliance with professional standards and applicable and relevant laws and regulations. In addition, a suite of performance measures will be reported to the Board and to senior management. All elements will be considered to assess internal audit service progress with the delivery of its objectives. Where required, an improvement plan will be developed to promote an ethos of continuous improvement. 31
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The quality and assurance programme will be internally assessed with an external inspection being completed once in each five-year period. The quality and assurance programme will be reported on an annual basis to the Board and to senior management. Scope and Types of Internal Audit Service Internal Audit covers the breadth of LVJB activities and operations to provide independent assurance and advisory services in relation to: • governance, risk management and control arrangements Where required, this will lead to recommended improvements in control, performance and productivity to support the achievement of corporate objectives. This may include an assessment of: • Risks that compromise achievement of organisational strategic objectives. • The extent of compliance with financial and operational procedures, policies, regulations and legislation and their impact on operation. • Contribution and the identification of opportunities. • Financial and operational controls in terms of their adequacy and application. • Compliance with all corporate standards and frameworks, ensuring that management information is produced accurately. The existence of Internal Audit does not diminish the responsibility of management to exercise sound systems of internal control. It is clearly and solely a management responsibility to ensure that activities are conducted in a secure, efficient and well-ordered manner and that finances are safeguarded and used to maximum effect. This includes identifying and managing risks including fraud. Managers are expected to provide requested information within reasonable timescales. 32
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Audit Strategy Appendix 3 Background The internal audit function within South Lanarkshire Council delivers a service to LVJB in compliance with Global Internal Audit Standards. The Purpose of the Internal Audit Strategy The purpose of the audit strategy is to direct the content of the annual audit plan providing assurance that a coherent and effective plan is delivered. The strategy directs a programme of work that covers significant risks that, in turn, informs an independent and objective assessment of the organisation’s governance, risk management and control frameworks. The strategy aims to align audit work with LVJB risks, strategic goals and objectives in line with recognised standards, guidance and other best practice. Strategic Objectives of Internal Audit The over-arching aims of the strategy is to ensure that the annual audit plan recognises and reflects: • The service’s objectives as set out in the Internal Audit Mandate and Charter. • The key objective of the service to provide assurance (as part of a rolling programme of work) in relation to the strategic risks that would prevent the organisation meeting its objectives and priorities. • Delivery of a risk-based and balanced plan that complies with the Global Internal Audit Standards utilising resources available and prioritising assignments to ensure key areas of work are completed in the year. • An investment in time to develop audit practices and skills within the teams. Audit Planning Process The annual audit plan is developed through: • A review of organisation-wide risk registers to ascertain key risks. • An analysis of and output from audit work over a rolling five-year period. • Consideration of proposals from Members, senior management and the internal audit functions. • An identification of residual gaps from previous audit planning reviews. In determining items for inclusion in a draft Plan, all proposed assignments generated from research and consultation are risk assessed to determine suitability. The risk of significant subsequent changes to the Plan, arising from a change in LVJB priorities or risks, are managed through a level of contingency time that provides a level of flexibility throughout the year. Significant amendments to the Plan will be presented to the Board for approval. 33
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Quality Control and Assurance The Audit Plan will be delivered in compliance with Global Internal Audit Standards. Progress against the audit strategy is reported to the Board as part of mid and end of year reports that are presented to the Board. Delivery of the strategy will be evidenced by the completion of the Internal Audit Plan in-year and will be monitored through the performance indicators reported to the Board. Revision The Internal Audit Strategy will be subject to an annual review and presented in conjunction with the annual audit plan to the Board. 34
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Proposed Internal Audit Plan 2025/2026 Appendix 4 Audit assignment Outline Scope Expected days Links to LVJB purpose and vision Risk areas Priority Risk assessed core programme of work Assessor Information Notice Non-Return – Civil Penalty Invoice Process Undertake a review of the process to issue civil penalties. Consider the controls that ensure compliance with guidance and support a good overall control environment and test to provide assurance expected controls in place. 20 Efficiency, completeness, accuracy Compliance with legislation / responding to changes High Shared systems Include LVJB samples in any other relevant ‘shared systems’ testing being undertaken as part of agreed audit work for SLC during 2025/2026. 4 Efficiency, completeness, accuracy Responding to change Medium Fraud Fraud Alerts React to fraud alerts through professional publications and network groups and disseminate information as appropriate to LVJB. 0.5 Good governance Fraud High GIAS requirements Informal Follow-up Advise LVJB of actions due each period. Collate responses for reporting and discussion at update meetings with client. 0.5 Good governance Continued exposure to risks identified in original audit reports Medium Formal Follow-Up Formal review and follow-up testing for recommendations made in the prior year audit reports. 0.5 Medium 35
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Audit assignment Outline Scope Expected days Links to LVJB purpose and vision Risk areas Priority Planning, Year End and Administration Audit Plan Undertake consultation, risk assessment, set scopes and objectives for 2026/2027 Plan and seek approval through preparation of reports for Lanarkshire Valuation Joint Board. 1 Good governance Insufficient reporting to those charged with governance High Annual Assurance Report Prepare annual assurance report for 2024/2025 for LVJB for presentation to Lanarkshire Valuation Joint Board. 2.5 High Administration Attend update meetings with LVJB as required. 1 Medium 30 36
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h??1 June Report Agenda Item Report to: Lanarkshire Valuation Joint Board Date of Meeting: 3 March 2025 Report by: Assessor and Electoral Registration Officer Subject: Duty to Report to the Scottish Parliament on the Number of Assessors and Availability of Resources 1. Purpose of Report 1.1. The purpose of the report is to:- request the Board’s approval of a draft report that will fulfil the duty of the Board to report to the Scottish Parliament on the number of assessors and the availability of resources 2. Recommendation(s) 2.1. The Board is asked to approve the following recommendation(s):- (1) that the report on the number of assessors and the availability of resources, attached as Appendix 1 to the report, be approved for submission to the Scottish Parliament. 3. Background 3.1. Under Section 24 of the Non-Domestic Rates (Scotland) Act 2020, valuation joint boards established by an order under section 27(7) of the Local Government etc. (Scotland) Act 1994, and valuation authorities, from whom functions have not been delegated to such a board by virtue of section 27(8) of that Act, must in each reporting year, prepare a report to the Scottish Parliament on:- 1. The number of assessors and depute assessors appointed by the board or authority holding office on 1st April in that year 2. Whether that number is sufficient for the proper exercise of the functions of those assessors and depute assessors in relation to non-domestic rates 3. Whether the board or authority has sufficient resources for the proper exercise of its functions in relation to non-domestic rates 4. Such other matters relating to non-domestic rates as the board or authority considers appropriate The report must be submitted to parliament by 31 May in the reporting year. The first reporting year is 2025 and reports are to be three yearly thereafter. 4. Report to the Scottish Parliament 4.1. A copy of the proposed report for submission to the Scottish Parliament is attached as Appendix 1 to the report. 5 37
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5. Employee Implications 5.1. No implications. 6. Financial Implications 6.1. No implications. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability, or environmental implications in terms of the information contained in this report. 8. Other Implications 8.1. The risk to the Board is that it does not meet its duty under Section 24 of the Non- Domestic Rates (Scotland) Act 2020 if it does not submit a report to the Scottish Parliament, including the information detailed at paragraph 3.1 of this report, by the deadline of 31 May 2025. 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 is no requirement for consultation in respect of this report. 10. Privacy Impact Assessment 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. Christine Maxwell BSc MRICS Assessor and Electoral Registration Officer 19 February 2025 List of Background Papers None Contact for Further Information If you require further information, please contact:- Christine Maxwell, Assessor and Electoral Registration Officer Phone: 01698 476078 E-mail: assessor@lanarkshire-vjb.gov.uk 38
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Appendix 1 DRAFT Report to the Scottish Parliament on the number of Assessors and Availability of Resources Background Under Section 24 of the Non-Domestic Rates (Scotland) Act 2020, valuation joint boards established by an order under section 27(7) of the Local Government etc. (Scotland) Act 1994, and valuation authorities, from whom functions have not been delegated to such a board by virtue of section 27(8) of that Act, must in each reporting year, prepare a report to the Scottish Parliament on:- 1. The number of assessors and depute assessors appointed by the board or authority holding office on 1st April in that year. 2. Whether that number is sufficient for the proper exercise of the functions of those assessors and depute assessors in relation to non-domestic rates 3. Whether the board or authority has sufficient resources for the proper exercise of its functions in relation to non-domestic rates 4. Such other matters relating to non-domestic rates as the board or authority considers appropriate The report must be submitted to parliament by 31 May in the reporting year. The first reporting year is 2025 and reports are to be three yearly thereafter. 1. The number of assessors and depute assessors appointed by the board or authority holding office on 1st April in that year. As of 1 April 2025, the Assessor Service for Lanarkshire retained one assessor and two statutory Assistant Assessors posts (although one Assistant Assessor post is currently vacant) each post being appointed under section 27 (2) of the Local Government etc. (Scotland) Act 1994. 2. Whether that number is sufficient for the proper exercise of the functions of those assessors and depute assessors in relation to non-domestic rates The number of assessors and Assistant Assessors positions appointed within the Assessor Service for Lanarkshire is sufficient for the size of the Service. However, there are challenges recruiting and retaining adequate staff numbers below and including at assistant assessor level. 39
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3. Whether the board or authority has sufficient resources for the proper exercise of its functions in relation to non-domestic rates Financial certainty is required for assessors beyond 2025-26. Assessors have amended staffing levels and other resource requirements to meet legislative change resulting from the Barclay Review. Certainty of the long-term funding position for assessors is required as it is not clear how assessors funding beyond 2025-26 will be identified within the grant settlement. There is a risk to the continued successful delivery of “Barclay” without the necessary funding of assessors. Barclay funding while welcome, only represents a small proportion of overall assessor budgets and core budgets have continued to be funded via the Local Government Settlement and are therefore subject to the same constraints. It is noted that the duty to Report to the Parliament is three yearly, however, Lanarkshire Valuation Joint Boards’ budget is currently only set for the financial year 2025/26. 4. Such other matters relating to non-domestic rates as the board or authority considers appropriate Consultations regarding further change to the current non-domestic rates (NDR) system, places further uncertainty and risk on the non-domestic rating process and consequently on Assessors’ staff. Future certainty would be welcomed. The Scottish Assessors Portal website: Scottish Assessors – Scottish Assessors Association website has been in existence since 2004 and provides a single point where the customer can access information on, for example, Council Tax Bands and Rateable Values for the whole of Scotland. It is also relied upon by Scottish Government statisticians. In the 20 years since the Portal’s inception, the site has been developed and improved by assessors to include online forms, valuations, improved resilience and data security. After 20 years the Portal is nearing end of life. The costs of this replacement project are significant and cannot be met from assessors’ current budgets. Reform of the Council Tax valuation system is a constant uncertainty for assessors and their staff. During February 2025 representatives from the Scottish Assessors’ Association attended a Local Government, Housing and Planning Committee evidence session on possible Council Tax Reform and they have also met with Scottish Government officials on the topic. The uncertainty over the future direction of Council Tax makes future planning difficult for assessors particularly as they now deliver three yearly non-domestic revaluations with a one-year tone (valuation) date. Early notice of any policy intent will be vital in ensuring assessors are suitably funded and can make the necessary workforce changes to deliver on their statutory functions. It is noted that it is only recently that the Local Taxation Chamber has begun citing appeal hearings for cases arising out of the 2023 Revaluation. It is important that the Taxation Chamber is adequately resourced to allow Revaluation appeals to be scheduled and heard within a suitable time after receipt and where possible well before the next Revaluation comes into force. 40
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Lanarkshire Valuation Joint Board Annual Audit Plan 2024/25 Prepared for Lanarkshire Valuation Joint Board February 2025 6 41
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Lanarkshire Valuation Joint Board Annual Audit Plan | 2 Contents Introduction 3 Audit scope and responsibilities 4 Audit of the annual accounts 6 Wider scope and Best Value 10 Reporting arrangements, timetable and audit fee 11 Other matters 14 Accessibility You can find out more and read this report using assistive technology on our website www.audit.scot/accessibility. 42
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Introduction | 3 Introduction Purpose of the Annual Audit Plan 1. The purpose of this Annual Audit Plan is to provide an overview of the planned scope and timing of the 2024/25 audit of Lanarkshire Valuation Joint Board’s annual accounts. It outlines the audit work planned to meet the audit requirements set out in auditing standards and the Code of Audit Practice, including supplementary guidance. Appointed auditor and independence 2. Pauline Murray, of Audit Scotland, has been appointed by the Accounts Commission as external auditor of Lanarkshire Valuation Joint Board for the period from 2022/23 until 2026/27. The 2024/25 financial year is therefore the third of the five-year audit appointment. 3. Pauline Murray and the audit team are independent of Lanarkshire Valuation Joint Board in accordance with relevant ethical requirements, including the Financial Reporting Council’s Ethical Standard. This standard imposes stringent rules to ensure the independence and objectivity of auditors. Audit Scotland has robust arrangements in place to ensure compliance with ethical standards. The arrangements are overseen by the Executive Director of Innovation and Quality, who serves as Audit Scotland’s Ethics Partner. 4. The Ethical Standard requires auditors to communicate any relationships that may affect the independence and objectivity of the audit team. There are no such relationships pertaining to the audit of Lanarkshire Valuation Joint Board to communicate. 43
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Audit scope and responsibilities | 4 Audit scope and responsibilities Scope of the audit 5. The audit is performed in accordance with the Code of Audit Practice, including supplementary guidance, International Standards on Auditing (UK), and relevant legislation. These set out the requirements for the scope of the audit which includes: • An audit of the financial statements and an opinion on whether they give a true and fair view and are free from material misstatement. • An opinion on statutory other information published with the financial statements in the annual accounts, the Management Commentary, and the Annual Governance Statement, and an opinion on the audited part of the Remuneration Report. • Concluding on the financial sustainability of the Lanarkshire Valuation Joint Board and a review of the Annual Governance Statement. • Reporting on Lanarkshire Valuation Joint Board’s arrangements for securing Best Value. • Provision of an Annual Audit Report setting out significant matters identified from the audit of the annual accounts and the wider scope areas specified in the Code of Audit Practice. Responsibilities 6. The Code of Audit Practice sets out the respective responsibilities of Lanarkshire Valuation Joint Board and the auditor. A summary of the key responsibilities is outlined below. Auditor’s responsibilities 7. The responsibilities of auditors in the public sector are established in the Local Government (Scotland) Act 1973. These include providing an independent opinion on the financial statements and other information reported within the annual accounts, and concluding on Lanarkshire Valuation Joint Board’s arrangements in place for the wider scope areas. Lanarkshire Valuation Joint Board’s responsibilities 8. Lanarkshire Valuation Joint Board has primary responsibility for ensuring proper financial stewardship of public funds, compliance with relevant legislation and establishing effective arrangements for 44
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Audit scope and responsibilities | 5 governance, propriety and regularity that enables it to successfully deliver its objectives. The features of proper financial stewardship include: • Establishing arrangements to ensure the proper conduct of its affairs. • Preparation of annual accounts, comprising financial statements and other information that gives a true and fair view. • Establishing arrangements for the prevention and detection of fraud, error and irregularities, and bribery and corruption. • Implementing arrangements to ensure its financial position is soundly based. • Making arrangements to secure Best Value. • Establishing an internal audit function. 45
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Audit of the annual accounts | 6 Audit of the annual accounts Introduction 9. The audit of the annual accounts is driven by materiality and the risks of material misstatement in the financial statements, with greater attention being given to the significant risks of material misstatement. This chapter outlines materiality, the significant risks of material misstatement that have been identified, and the impact these have on the planned audit procedures. Materiality 10. The concept of materiality is applied by auditors in planning and performing an audit, and in evaluating the effect of any uncorrected misstatements on the financial statements or other information reported in the annual accounts. 11. Broadly, the concept of materiality is to determine whether matters identified during the audit could reasonably be expected to influence the decisions of users of the financial statements. Auditors set a monetary threshold when determining materiality, although some issues may be considered material by their nature. Therefore, materiality is ultimately a matter of the auditor’s professional judgement. 12. The materiality levels determined for the audit of Lanarkshire Valuation Joint Board are outlined in Exhibit 1. Exhibit 1 2024/25 Materiality levels for Lanarkshire Valuation Joint Board Materiality LVJB Materiality – based on an assessment of the needs of users of the financial statements and the nature of Lanarkshire Valuation Joint Board’s operations, the benchmark used to determine materiality is gross expenditure based on the audited 2023/24 financial statements. Materiality has been set at 2% of the benchmark. £76,000 Performance materiality – this acts as a trigger point. If the aggregate of misstatements identified during the audit exceeds performance materiality, this could indicate that further audit procedures are required. Using professional judgement, performance materiality has been set at 75% of planning materiality. £57,000 46
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Audit of the annual accounts | 7 Materiality LVJB Reporting threshold – all misstatements greater than the reporting threshold will be reported. £3,500 Source: Audit Scotland Significant risks of material misstatement to the financial statements 13. The risk assessment process draws on the audit team’s cumulative knowledge of Lanarkshire Valuation Joint Board, including the nature of its operations and its significant transaction streams, the system of internal control, governance arrangements and processes, and developments that could impact on its financial reporting. 14. Based on the risk assessment process, one significant risk of material misstatement to the financial statements has been identified, which is presumed to be a significant risk in any audit and is summarised in Exhibit 2, page 8. A significant risk of material misstatement is a risk that has the greatest impact on the planned audit approach, and the planned audit procedures in response to the risks are outlined in Exhibit 2. 15. The risk assessment process is an iterative and dynamic process. The assessment of risks set out in this Annual Audit Plan and Exhibit 2 may change as more information and evidence is obtained over the course of the audit. Where such changes occur, these will be reported to Lanarkshire Valuation Joint Board and those charged with governance, where relevant. 47
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Audit of the annual accounts | 8 Exhibit 2 Significant risks of material misstatement to the financial statements Risk of material misstatement Planned audit response Fraud caused by management override of controls Per ISA (UK) 240, this is a presumed risk that applies to all entities due to the recognition that management is in a unique position to perpetrate fraud because of management’s ability to override controls that otherwise appear to be operating effectively. The audit team will: • Evaluate the design and implementation of controls over journal entry processing. • Make inquiries of individuals involved in the financial reporting process about inappropriate or unusual activity relating to the processing of journal entries and other adjustments. • Test journals entries, focusing on those that are assessed as higher risk. • Evaluate significant transactions outside the normal course of business. • Assess the adequacy of controls in place for identifying and disclosing related party relationships and transactions in the financial statements. • Assess changes to the methods and underlying assumptions used to prepare accounting estimates and assess these for evidence of management bias. Source: Audit Scotland Risks of material misstatement 16. As part of our assessment of audit risks, we have identified other areas where we consider there are also risks of material misstatement to the financial statements. Based on our assessment of the likelihood and magnitude of the risks, we do not consider these to represent significant risks. We will keep these areas under review as our audit progresses. 17. These are: • Valuation of the pension liability – there is significant complexity and subjectivity in the measurement of the pension liability included in the annual accounts as it requires estimation, involving a number of specialist assumptions. Changes in these assumptions can result in material changes to the measurement of the pension liability. Lanarkshire Valuation Joint Board engage an actuary, Hymans Robertson LLP, to provide expert assistance in arriving at the valuation of the pension liability for inclusion in the annual accounts. We will utilise the work of PwC, as an auditor’s expert, in assessing 48
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Audit of the annual accounts | 9 the reasonableness of the methodology and assumptions made by the actuary and confirm the information provided by the actuary is accurately reflected in the annual accounts in line with the applicable accounting requirements. • Implementation of IFRS 16 – Lanarkshire Valuation Joint Board implemented a new accounting standard, IFRS 16, for the first time from 1 April 2024. This represents a significant change in how lease arrangements are accounted for and disclosed in the annual accounts. We will review the accounting treatment of leases in the annual accounts, including associated disclosures, to ensure compliance with guidance. Key audit matters 18. The Code of Audit Practice requires public sector auditors to communicate key audit matters. Key audit matters are those matters, that in the auditor’s professional judgement, are of most significance to the audit of the financial statements and require most attention when performing the audit. 19. In determining key audit matters, auditors consider: • Areas of higher or significant risk of material misstatement. • Areas where significant judgement is required, including accounting estimates that are subject to a high degree of estimation uncertainty. • Significant events or transactions that occurred during the year. 20. The matters determined to be key audit matters will be communicated in the Annual Audit Report. Exhibit 2 outlines the significant risks of material misstatement to the financial statements that have been identified, including those that have greatest impact on the planned audit procedures and require most attention when performing the audit. 49
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Wider scope and Best Value | 10 Wider scope and Best Value Introduction 21. Reflecting the fact that public money is involved, the Code of Audit Practice requires that public audit is planned and undertaken from a wider perspective than in the private sector. The wider scope audit set out by the Code of Audit Practice broadens the audit of the annual accounts to include consideration of additional aspects or risks in four wider scope areas. 22. Due to the nature and size of Lanarkshire Valuation Joint Board and its limited financial activity, it is considered a less complex body for the wider scope audit. Therefore, the wider scope audit does not consider all four wider scope areas and is instead limited to concluding on the financial sustainability of Lanarkshire Valuation Joint Board. 23. Financial sustainability means looking forward over the medium and longer term in planning the services to be delivered and how they will be delivered effectively. This is assessed by considering Lanarkshire Valuation Joint Board’s medium- to longer-term planning for service delivery. The financial sustainability of Lanarkshire Valuation Joint Board will be reported in the Annual Audit Report. Best Value 24. Under the Code of Audit Practice, the duty on auditors to consider the arrangements an audited body has in place to secure Best Value applies to audited bodies that fall within section 106 of the Local Government (Scotland) Act 1973, which Lanarkshire Valuation Joint Board does. 25. Consideration of the arrangements Lanarkshire Valuation Joint Board has in place to secure Best Value will be carried out alongside the wider scope audit, and a conclusion on the arrangements Lanarkshire Valuation Joint Board has in place will be reported in the Annual Audit Report. Significant wider scope and Best Value risks 26. No significant risks in the wider scope areas or Best Value were identified from the risk assessment process. 50
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Reporting arrangements, timetable and audit fee | 11 Reporting arrangements, timetable and audit fee Audit outputs 27. The outputs from the 2024/25 audit include: • This Annual Audit Plan. • An Independent Auditor’s Report to Lanarkshire Valuation Joint Board and the Accounts Commission setting out opinions on the annual accounts. • An Annual Audit Report to Lanarkshire Valuation Joint Board and the Accounts Commission setting out significant matters identified from the audit of the annual accounts, conclusions from the wider scope and Best Value audit, and recommendations, where required. 28. The matters to be reported in the outputs will be discussed with Lanarkshire Valuation Joint Board for factual accuracy before they are issued. All outputs from the audit will be published on Audit Scotland’s website, apart from the Independent Auditor’s Report, which is included in the audited annual accounts. 29. Target dates for the audit outputs are set by the Accounts Commission. In setting the target dates for the audit outputs, consideration is given to the target date for approving the annual accounts, which is 30 September 2025 for local government bodies. 30. The Independent Auditor’s Report and Annual Audit Report are planned to be issued by the target date of 30 September 2025. Audit timetable 31. Achieving the timetable for production of the annual accounts, supported by complete and accurate working papers, is critical to delivery of the audit to agreed target dates. Exhibit 3 includes a timetable for the audit, which has been agreed with management. Agreed target dates will be kept under review as the audit progresses, and any changes required, and their potential impact, will be discussed with Lanarkshire Valuation Joint Board and reported to those charged with governance, where required. 51
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Reporting arrangements, timetable and audit fee | 12 Exhibit 3 2024/25 audit timetable Audit activity Lanarkshire Valuation Joint Board target date Audit team target date Relevant board date Issue of Annual Audit Plan 3 March 2025 3 March 2025 Annual accounts: • Consideration of unaudited annual accounts by those charged with governance 2 June 2025 2 June 2025 • Submission of unaudited annual accounts and all working papers to audit team 2 June 2025 • Latest date for audit clearance meeting 19 August 2025 19 August 2025 • Issue of draft Letter of Representation, proposed Independent Auditor’s Report, and proposed Annual Audit Report 20 August 2025 1 September 2025 • Agreement of audited and unsigned annual accounts 20 August 2025 20 August 2025 • Approval by those charged with governance and signing of audited annual accounts 1 September 2025 1 September 2025 • Signing of Independent Auditor’s Report and issue of Annual Audit Report 2 September 2025 Source: Audit Scotland Audit fee 32. Lanarkshire Valuation Joint Board’s audit fee is determined in line with Audit Scotland’s fee setting arrangements. The confirmed audit fee for the 2024/25 audit is set out in Exhibit 4. 33. In setting the audit fee, it is assumed that Lanarkshire Valuation Joint Board has effective governance arrangements in place and the complete annual accounts will be provided for audit in line with the agreed timetable. 52
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Reporting arrangements, timetable and audit fee | 13 The audit fee assumes there will be no significant changes to the planned scope of the audit. Where the audit cannot proceed as planned, for example, due to incomplete or inadequate working papers, the audit fee may need to be increased. Exhibit 4 Audit fee (including VAT) Fee component1 Fee (£) External auditor remuneration 21,910 Pooled costs 550 Sectoral Cap Adjustment (12,950) Total 2024/25 fee 9,510 Source: Audit Scotland 1 Information on the components that make up the total fee can be found in Audit Scotland’s Audit management and quality guidance. 53
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Other matters | 14 Other matters Internal audit 34. Lanarkshire Valuation Joint Board is responsible for establishing an internal audit function as part of an effective system of internal control. As part of the audit, the audit team will obtain an understanding of internal audit, including its nature, responsibilities, and activities. Lanarkshire Valuation Joint Board has a service level agreement with the internal audit function of the host authority, South Lanarkshire Council. 35. While internal audit and external audit have differing roles and responsibilities, external auditors may seek to rely on the work of internal audit where it is considered appropriate. The audit team concluded it will not rely on internal audit’s work. However, the audit team will review internal audit's reports and assess if there is any impact on the audit. Audit quality 36. Audit Scotland is committed to the consistent delivery of high-quality audit. Audit quality requires ongoing attention and improvement to keep pace with external and internal changes. Details of the arrangements in place for the delivery of high-quality audits is available from the Audit Scotland website. 37. The International Standards on Quality Management (ISQM) applicable to Audit Scotland for 2024/25 audits are: • ISQM (UK) 1, which deals with an audit organisation’s responsibilities to design, implement, and operate a system of quality management (SoQM) for audits. Audit Scotland’s SoQM consists of a variety of components, such as: governance arrangements and culture to support audit quality, compliance with ethical requirements, ensuring Audit Scotland is dedicated to high- quality audit through engagement performance and resourcing arrangements, and ensuring there are robust quality monitoring arrangements in place. Audit Scotland carries out an annual evaluation of its SoQM and has concluded it complies with this standard. • ISQM (UK) 2, which sets out arrangements for conducting engagement quality reviews, which are performed by senior management not involved in an audit, to review significant judgements and conclusions reached by the audit team, and the appropriateness of proposed audit opinions on high-risk audits. 54
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Other matters | 15 38. To monitor quality at an individual audit level, Audit Scotland carries out internal quality reviews on a sample of audits. Additionally, the Institute of Chartered Accountants of England and Wales (ICAEW) carries out independent quality reviews on a sample of audits. 39. Actions to address deficiencies identified by internal and external quality reviews are included in a rolling Quality Improvement Action Plan, which is used to support continuous improvement. Progress with implementing planned actions is monitored on a regular basis by Audit Scotland’s Quality and Ethics Committee. 40. Audit Scotland may periodically seek the views of Lanarkshire Valuation Joint Board on the quality of audit services provided. The audit team would also welcome feedback at any time. 55
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Lanarkshire Valuation Joint Board Annual Audit Plan 2024/25 Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 Email: info@audit.scot www.audit.scot AS.5.0 56
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Report Agenda Item Report to: Lanarkshire Valuation Joint Board Date of Meeting: 3 March 2025 Report by: Clerk to Lanarkshire Valuation Joint Board Subject: Change in Membership of the Board 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of a change to North Lanarkshire Council’s membership of the Lanarkshire Valuation Joint Board [1purpose] 2. Recommendation(s) 2.1. The Board is asked to approve the following recommendation(s):- [recs] (1) to note that Councillor Nicky Shevlin has replaced Councillor James McPhilemy as a North Lanarkshire Council member of the Lanarkshire Valuation Joint Board. [1recs] 3. Background 3.1. At the meeting of North Lanarkshire Council held on 19 December 2024, it was agreed that Councillor Nicky Shevlin replace Councillor James McPhilemy as a member of the Lanarkshire Valuation Joint Board. The change in membership was effective immediately. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. None. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability or environmental implications in terms of the information contained in this report. 7. Other Implications 7.1. There are no implications for risk in terms of the information contained in this report. 8. Integrated 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. There was no requirement for consultation in terms of the information contained in this report. 7 57
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Paul Manning Clerk to the Board 10 February 2025 Previous References None List of Background Papers Report to North Lanarkshire Council held on 19 December 2024 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Stuart McLeod, Administration Officer Ext: 4815 (Tel: 01698 454815 / 07385 370 117) E-mail: stuart.mcleod@southlanarkshire.gov.uk 58
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Report Agenda Item Report to: Lanarkshire Valuation Joint Board Date of Meeting: 3 March 2025 Report by: Assessor and Electoral Registration Officer Subject: Lanarkshire Valuation Joint Board - Service Plan – 1 April 2022 to 31 March 2025 – Annual Update 1. Purpose of Report 1.1. The purpose of the report is to: - provide members with an update on Lanarkshire Valuation Joint Boards (LVJB’s) Service Plan covering the period 1 April 2022 to 31 March 2025 2. Recommendation(s) 2.1. The Board is asked to approve the following recommendation(s):- (1) that the content of the report be noted. 3. Background 3.1. LVJB’s current Service Plan covers the period from 1 April 2022 through to 31 March 2025. This is the third update to that Service Plan. 4. Key Business Areas 4.1. The Service Plan sets out the key business areas identified for LVJB over a three- year period. The Plan assists in ensuring that LVJB’s services are delivered as effectively and efficiently as possible to service users. 4.2. LVJB’s Core Purpose and Vision statement reaffirms that we seek to achieve completeness and accuracy in all work undertaken. This includes producing:- complete Electoral Registers which include all eligible electors in Lanarkshire accurately named at their qualifying address a complete Valuation Roll which includes all relevant lands and heritages with accurate rateable values a complete Valuation (Council Tax) List which includes all dwellings with accurate bands 4.3. This report provides updates on key business areas and details progress on specific projects within the three key business areas of the Board, namely - Electoral Registration, Non-Domestic Rating and Council Tax. 5. Key Challenges 5.1. The key challenges faced by LVJB over the period of the Service Plan within its three main business areas were identified as follows:- 8 59
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Within Electoral Registration:- to plan for and ensure that individual electoral registration continues to be managed successfully; to respond to and implement changes which result from the electoral reform review process; to plan for and ensure service delivery for each election arising over the period of the Service Plan; to ensure the completeness and accuracy of the Electoral Registers. Within Non-Domestic Valuation:- to ensure the maintenance of the Valuation Roll between revaluations and that values accurately reflect changes to Valuation Roll entries; to ensure the disposal of all appeals received in accordance with statutory timescales; to plan for and ensure the completion of, in accordance with statutory timescales, the 2023 Revaluation and the future challenges as a result of the Barclay Review of Non-Domestic Rating. Within Council Tax:- to ensure that new houses are entered in the Valuation List as soon after completion as possible; to ensure that band changes relating to a material change of value of a dwelling, followed by its subsequent sale, are effected as soon as possible; to continue to deal with proposals to alter Council Tax bands as efficiently as possible. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. Financial issues in relation to the Service Plan are covered annually as part of the budgetary process and discussions with the Treasurer to the Board. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications in terms of the information contained in this report. 9. Other Implications 9.1. There are various risks associated with not either having or adhering to an organisational Service Plan. LVJB have in place a specific risk register which is monitored and reviewed by the management team. 10. Equality Impact Assessment and Consultation Arrangements 10.1. Such matters are referred to in the Service Plan. 11. Privacy Impact Assessment 11.1 Such matters are referred to in the Service Plan. Christine Maxwell BSc MRICS Assessor and Electoral Registration Officer 14 February 2025 Previous References Lanarkshire Valuation Joint Board - Service Plan - 1 April 2022 to 31 March 2025 report for Board meeting of 7 March 2022, 3 March 2023 and 4 March 2024 List of Background Papers None 60
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Contact for Further Information If you require further information, please contact: - Christine Maxwell, Assessor and Electoral Registration Officer Phone: 01698 476078 E-mail: assessor@lanarkshire-vjb.gov.uk 61
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1 The Office of the Assessor and Electoral Registration Officer SERVICE PLAN April 2022 – March 2025 62
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2 Our Core Purpose To prepare, maintain and update an accurate Valuation Roll, Valuation List (Council Tax) & Electoral Register having regard to statutory requirements. Our Vision Our vision is to deliver quality in the work which we undertake, provide efficient services to all service users, and ensure completeness and accuracy of the Electoral Register, Valuation Roll and the Valuation (Council Tax) List. In Order That We Achieve Our Vision We Will: Ensure that our services are delivered in accordance with all statutory requirements. Plan service development and delivery in accordance with the principles of efficient government and continuous improvement. Undertake customer care surveys to assist us in improving our service delivery. Recognise our employees as both stakeholders and our most important asset. Take individual and collective responsibility for the services provided by LVJB. Encourage innovation and recognise achievement within the organisation. Monitor and report performance levels to stakeholders. Integrate equalities issues into all aspects of our service provision. Undertake our duties having regard to sustainability. Build on our achievements to date. 63
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3 LANARKSHIRE VALUATION JOINT BOARD ASSESSOR AND ELECTORAL REGISTRATION OFFICER SERVICE PLAN PART ONE SERVICE FUNCTION 1.1 VALUATION ROLL The Valuation Roll is a list of all non-domestic properties, which are not excluded properties, along with the Net Annual and Rateable Values which the Assessor has established for each property. These annual values form the basis for non-domestic rates charges. The Roll is published annually and updated weekly. Assessors are now required to complete a Revaluation of all non-domestic properties within the Valuation Roll every 3 years, with the next Revaluation due to come into effect on 1 April 2023. As at 1 February 2022 there were a total 21,264 properties in the Valuation Rolls for North and South Lanarkshire Council areas, with a total rateable value of £1,024,919,840. Update February 2023: At 31 January 2023 there were a total of 21,345 properties in the Valuation Rolls for North and South Lanarkshire Council areas, with a total rateable value of circa £980,000,000. Update February 2024: At 31 January 2024 there were a total of 23,013 properties in the Valuation Rolls for North and South Lanarkshire Council areas, with a total rateable value of circa £1,093,778,000. Update February 2025: At 31 January 2025 there were a total of 23,492 properties in the Valuation Rolls for North and South Lanarkshire Council areas, with a total rateable value of circa £1,087,062,489. 1.2 VALUATION LIST The Valuation List is a list of all domestic properties upon which Council Tax charges are based. Each dwelling is placed in one of eight broad valuation bands according to their estimated market value as at 1 April 1991. As at 1 February 2022 there were a total of 315,096 council tax entries – excluding garages - in the Valuation Lists for the Lanarkshire area. 64
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4 Update February 2023: At 31 January 2023 there were a total of 317,865 council tax entries – excluding garages - in the Valuation Lists for the Lanarkshire area. Update February 2024: At 31 January 2024 there were a total of 319,990 council tax entries – excluding garages - in the Valuation Lists for the Lanarkshire area. Update February 2025: At 31 January 2025 there were a total of 321,926 council tax entries – excluding garages - in the Valuation Lists for the Lanarkshire area. 1.3 REGISTER OF ELECTORS The Register of Electors contains the names of all persons resident within the area and eligible to vote at UK Parliamentary, Scottish Parliamentary, European and Local Elections together with referenda. It is generally published annually, by 1 December, and updated regularly throughout the year. Prior to publication, the Register is updated by an annual canvass consisting of a postal canvass of all households, which is usually carried out during July - November each year, and a door-to-door canvass. As at 1 February 2022 the total electorate in Lanarkshire who are eligible to vote in Scottish Parliamentary elections was 516,624. Update February 2023: At 1 February 2023 the total electorate in Lanarkshire who are eligible to vote in Scottish Parliamentary elections is now 519,339 electors. Update February 2024: At 1 February 2024 the total electorate in Lanarkshire who are eligible to vote in Scottish Parliamentary elections is now 519,691 electors. Update February 2025: At 1 February 2025 the total electorate in Lanarkshire who are eligible to vote in Scottish Parliamentary elections is now 527,025 electors and (2310) attainers. 1.4 OTHER FUNCTIONS The Assessor carries out a range of functions in support of these primary services, and these are covered in Part Two, Core Objectives, below. 1.5 RISK OF THE CORONAVIRUS PANDEMIC ON THE FUNCTIONS OF LANARKSHIRE VALUATION JOINT BOARD Following the outbreak of the coronavirus pandemic, LVJB’s management team have continued to monitor advice from the UK and Scottish Governments, and also NHS Scotland. This has been an ongoing process whereby management has reacted to a fast paced, ever-changing situation during this health crisis whilst still endeavouring to meet service standards. 65
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5 Following a period in which all on-site inspections for both non-domestic and council tax purposes were paused, LVJB developed Risk Assessment and Safe Systems of Work documents to permit physical inspections to resume in the case of non- domestic subjects. The requirement for such inspections is minimised by the on- going use of receipt of electronic plans, photographs, leases, and other relevant information. In terms of non-domestic appeals, our organisation received circa 8,000 appeals material change of circumstances appeals. Negotiation and disposal of this unexpected volume of appeals could place an onerous burden on the organisation’s resources. In respect of the Council Tax business area, physical inspections are currently undertaken on a limited basis. However, statutory duties continue to be undertaken with plans to introduce full return to survey undertakings. In terms of Electoral Registration matters, the annual canvass of electors will commence on, or around July, of each year. As referred to at 2.3.1, the number of canvasser household visits is now lower than previous years, due to canvass reform, however risk assessments will continue to be undertaken before embarking on such visits. In terms of the welfare of staff, risk assessments remain under review, with plans for a blended working arrangement being rolled out throughout the organisation. Update February 2023: Whilst the previous level of threat to core business from the effects of the coronavirus have to some extent subsided, the management team remain vigilant to any changing advice issued by the UK and Scottish Governments, and also NHS Scotland. In respect of non-domestic valuation, a full return to on-site surveys has been established with the exception of certain care setting properties such as Hospitals and Care Homes. With regard to the voluminous number of appeals lodged on the grounds that the coronavirus had caused a material change of circumstance affecting the value of the properties, the vast majority of these remain outstanding although some professional agents have now submitted withdrawals of all such appeals lodged (see Section 2.1.3 below) In respect of council tax matters, a full return to on-site surveys has resumed. Certain practices established during the period of homeworking have been retained. In respect of Electoral Registration, the door-to-door element of the canvas re- commenced in September 2022. Update February 2024: We continue to be vigilant in relation to any advice from the Scottish Government or NHS Scotland. Whilst good progress has been made in respect of reducing numbers of outstanding number of appeals lodged on the grounds that the coronavirus had caused a material change of circumstance affecting the value of the properties, there still remains a substantial number to be settled (see Section 2.1.3 below) 66
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6 Update February 2025: We continue to be vigilant in relation to any advice from the Scottish Government or NHS Scotland. Following a number of write outs by the LTC and a spate of tribunal hearings almost all of the appeals lodged on the grounds that the coronavirus had caused a material change of circumstance affecting the value of the properties have now been dealt with. 67
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7 LANARKSHIRE VALUATION JOINT BOARD ASSESSOR AND ELECTORAL REGISTRATION OFFICER SERVICE PLAN PART TWO CORE OBJECTIVES 2.1 THE VALUATION ROLL 2.1.1 Maintenance of the Valuation Roll Maintenance of the Valuation Roll, including the addition of new subjects, the deletion of subjects and the amendment of existing subjects, will continue, year-on- year, in accordance with the Joint Board's established procedures for completion within the statutory timescales and annual targets. Valuation Notices will be issued to all Proprietors, Tenants and Occupiers and all relevant changes will be notified to the billing authorities timeously. Update February 2023: In the period 1 April 2022 to 31 January 2023, some 777 value changes had been made to the Valuation Roll. 65% of these changes were made within 3 months of their effective alteration date (performance target for period 2022/23 set at 77%). Update February 2024: In the period 1 April 2023 to 31 January 2024, some 2,434 value changes had been made to the Valuation Roll. 79.58% of these changes were made within 3 months of their effective alteration date (performance target for period 2023/24 set at 77%). Update February 2025: In the period 1 April 2024 to 31 January 2025, some 846 value changes had been made to the Valuation Roll. 53.66 % of these changes were made within 3 months of their effective alteration date (performance target for period 2024/25 set at 77%). 2.1.2 Revaluation Proposals & Appeals All Revaluation 2017 appeals were timeously disposed of by the statutory date of 31 December 2021, leaving 207 which have been referred to the Lands Tribunal for Scotland (LTS) for determination. LVJB staff continue to negotiate with ratepayers and their professional representative in connection with these appeals to attempt to reach a settlement without need for recourse to the LTS. The next Revaluation appeals to be received will be those relating to Revaluation 2023. Legislation governing the administration of these appeals has yet to be enacted and LVJB will require to adapt IT systems accordingly. These changes will be considered in terms of undertaking business processing re-engineering where deemed appropriate. Following a review, the existing Valuation Appeal Committee structure will now be transferred to the Scottish Courts & Tribunal Service (SCTS) throughout the country with effect from 1 January 2023. 68
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8 Where values are deemed to be correct, then they will continue to be robustly defended. Historical decisions of cases which have proceeded to a Valuation Appeal Committee hearing can be viewed at www.lvap.org. More recent decisions are hosted on a Scotland wide website which can be viewed at https://scotvac.org/ Update February 2023: Following amended legislation enacted by the Scottish Parliament, the transfer of existing appeals to the Scottish Courts & Tribunal Service (SCTS) has been delayed from 1 January 2023 until 1 April 2023. In respect of the 2023 Revaluation, valuation notices will be issued on or around 1 April 2023 and it is expected that several thousand proposals will be lodged against the issued values. LVJB remain in dialogue with software suppliers to ensure that IT systems are suitably amended to allow the logging and maintenance of these proposals. Update February 2024: Following the 2023 Revaluation LVJB received 1,403 proposals deemed to be complete. The management team has now prepared a schedule of Proposal Determination Dates for each of these subjects. In respect of Revaluation 2017 there remains some 56 appeals outstanding which have been transferred to the Upper Tribunal for determination. We await final confirmation of this figure from the Tribunal in due course. Update February 2025: Following the 2023 Revaluation LVJB received 1,403 proposals deemed to be complete. The management team has now prepared a schedule of Proposal Determination Dates for each of these subjects. In respect of Revaluation 2017 there remains some 21 appeals outstanding which have been transferred to the Upper Tribunal for determination. We await final confirmation of this figure from the Tribunal in due course. 2.1.3 Running Roll Appeals Our organisation will include running roll appeals in the ongoing programme for the disposal of non-domestic appeals in accordance with statutory disposal dates for each appeal received. However, as the current outstanding running roll appeals number circa 8,000 - mainly as a result of the pandemic - with a disposal date of 31 December 2022, there is a significant challenge ahead for all Assessors’ offices to ensure that such appeals are disposed of timeously; the matter has been raised with the Scottish Government. Update February 2023: Non Covid-19 Running Roll Appeals: as at 31 January 2023, 1,620 running roll appeals have been settled since 1 April 2017 leaving 148 appeals outstanding. It is expected that many of these appeals have been lodged on the grounds of Covid-19 but have not stated that explicitly in the notice of appeal. In continued efforts to seek disposal of these appeals, they have all been cited for the four remaining Valuation Appeal Committee hearings in February and March 2023. 69
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9 Covid-19 Running Roll Appeals: LVJB have received 7,873 running roll appeals explicitly on the grounds of Covid 19 constituting a material change of circumstance affecting value. Thus far, 1,246 of these have now been withdrawn. All Running Roll appeals which remain outstanding as at 31 March 2023 will be transferred to the Scottish Courts & Tribunal Service (SCTS). At the present time it is understood that the SCTS will write to each appellant seeking to establish if they wish to continue with the appeal. Update February 2024: Good progress has been made in the previous 12 months in respect of the disposal of running roll appeals. Covid-19 Running Roll Appeals: some 3,649 have been settled in the previous 12 months leaving a further 2,977 appeals outstanding which, by statute, require to be settled by 31 December 2024. To assist with this disposal programme, we are currently liaising with ratepayers and their professional agents to identify those which can now be settled. Additionally, the appellants and their professional agents have been written to by the Local Taxation Chamber (LTC) to establish which appeals are not being maintained. At the present time we await confirmation of such appeals from the LTC. Non Covid-19 Running Roll Appeals: in the previous 12 months, 145 such appeals have been settled with a further 191 remaining outstanding. Update February 2025: Excellent progress has been made in the previous 12 months in respect of the disposal of running roll appeals. All of the Covid 19 MCC appeals were dealt with before the cut-off date of 31/12/2024. In addition, 236 non-covid Running Roll Appeals have also been dealt with in the previous 12 months. 2.1.4 Appeals to the Lands Tribunal for Scotland and Lands Valuation Appeal Court Our organisation will allocate resources as appropriate to deal with appeals which are referred to the Lands Tribunal for Scotland and appeals to the Lands Valuation Appeal Court. Timetabling of such appeals is generally set by the respective appellate bodies. Update February 2023: Significant progress has been achieved in this area of business with 201 appeals referred to the Lands Tribunal for Scotland (LTS) having been settled in the period 1 April 2022 to 31 January 2023. Some 71 such appeals remain outstanding. Update February 2024: Since the previous update, all outstanding appeals lodged with the Lands Tribunal for Scotland have now been transferred to the Upper Tribunal for Scotland (part of the Scottish Courts and Tribunal Service). LVJB remain active in attempting to reach agreement of these appeals and remain in dialogue with the professional agents acting on the appellants’ behalf. There are now 56 such appeals outstanding. Update February 2025: A number of the appeals that had been lodged at the Upper Tribunal for Scotland (part of the Scottish Courts and Tribunal Service) have now been settled. LVJB remain active in attempting to reach agreement on these appeals and remain in 70
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10 dialogue with the professional agents acting on the appellants’ behalf. There are now only 21 such appeals outstanding. 2.1.5 Designated Assessor Responsibility Under the terms of The Non-Domestic Rating (Valuation of Utilities) (Scotland) Order 2005 the Assessor for Lanarkshire is designated as being responsible for the conventional valuation of the majority (in rateable value terms) of the Electricity Utilities for all of Scotland. This has had a significant impact on the functions and structure of the office. The Assessor will continue to allocate resources as appropriate to deal with these additional legislative duties which are specific to the position of the Lanarkshire Assessor. The Assessor will raise the resourcing of these duties with the Treasurer to the Board where it is envisaged that their undertaking is either onerous in terms of resourcing, or where they may affect other service delivery areas. Currently, the total value in the Valuation Roll of Electricity subjects is over £470m. There are currently 63 appeals outstanding against these subjects with the majority referred to Lands Tribunal for Scotland (LTS) for determination. Update February 2023: With regards to the 2017 non-domestic revaluation, further progress has been achieved in this area of business with LVJB leading the national agreement of wind farms. Consequently, as at 31 January 2023, 54 appeals in respect of Electricity Generation subjects remain outstanding (both 2017 Revaluation and Running Roll). Of these 38 have been referred to the Lands Tribunal for Scotland for determination. Notwithstanding such referrals, LVJB staff remain in dialogue with appellants and their professional representatives to explore whether settlement is possible without recourse to the Lands Tribunal. In respect of Revaluation 2023, LVJB are again the national lead for the valuation of wind farms. Discussions have commenced with professional agents in respect of wind farms, and also electricity transmission and distribution values for the 2023 revaluation. Update February 2024: In respect of Revaluation 2023, LVJB are again the national lead for the valuation of wind farms. Discussions have commenced with professional agents in respect of proposals that have been submitted for wind farms. All such subjects have been allocated a Proposal Determination Date of 8 March 2024. Proposals submitted with regard to electricity transmission and distribution values for the 2023 Revaluation have now been settled. Update February 2025: In respect of the Revaluation 2023, LVJB undertook the lead on the national discussions in respect of the windfarm valuation entries, successfully defending the SAA practice note. 2.1.6 2023 Revaluation Currently, LVJB staff are in the early phase of undertaking the 2023 Revaluation. This is the first 3-yearly revaluation following the recommendations of the Barclay review on non-domestic rating. 71
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11 As with the 2017 Revaluation, there is the creation of a Revaluation Strategy Group comprising members of staff from within LVJB’s management and senior management teams to set targets, monitor progress, and review certain valuations. This group will meet monthly, or more regularly as required. LVJB will engage with landlords, tenants, and other relevant parties to ensure that all rental information required to complete the revaluation is sought. Valuation staff will participate in meetings of the Scottish Assessors Association to ensure that consistency in valuation approach is achieved. Certain staff will also be required to draft valuation practice notes to be applied throughout Scotland. The values produced for the 2023 Revaluation will come into effect on 1 April 2023 and reflect levels of value as at 1 April 2022 (the “tone date”). This is the first revaluation which has a tone date 1 year prior to the revaluation. Previously, the tone date was 2 years prior to the date of the revaluation. This shortened time between tone date and completion of the revaluation creates practical challenges for our organisation in relation to ingathering appropriate rental information, analysing, and setting resultant values. Whilst, as noted above, the values will come into force on 1 April 2023, it is expected that the Scottish Government will require draft values to be published some time before that. The Scottish Assessors Association (SAA) awaits final guidance on that matter. Update February 2023: Following the enactment of the Non-Domestic Rates (Scotland) Act 2022, Assessors were required to publish a draft revaluation roll on the Scottish Assessors Association portal on 30 November 2022 with accompanying notices issued to all proprietors, tenants, and occupiers shortly thereafter. Under the terms of this legislation, which put into law certain recommendations of the Barclay Review, Assessors were also required to publish on the Scottish Assessors Association portal a list of rented subjects which informed the basic rate applied to each of subject of a legislatively prescribed genus. These new requirements have been met by LVJB. New legislative undertakings also require Assessors to value and enter certain parks, recreation grounds, pleasure grounds and associated building (e.g. Golf Courses). LVJB staff entered into dialogue with both constituent authorities to identify the majority of these subjects from their asset list. All recipients of draft valuation notices have the opportunity to make representations to the Assessor. All such representations are currently being dealt with. Where the representation is well founded, the draft value will be amended prior to the publication of the final Valuation Roll. Final valuations will be posted on the Scottish Assessors Association portal on 1 April 2023. All interested parties will be issued with valuation notices providing details of the entry together with the procedure and timescales for lodging a proposal against the valuation roll entry. Update February 2024: Revaluation notices were timeously issued at the end of March 2023. Some 1,403 revaluation proposals were received before the 31 August 2023 deadline; the disposal date for any appeals which result from these proposals being September 72
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12 2025. As stated earlier, the management team have prepared a schedule of Proposal Determination Dates for each of the proposals received. Update February 2025: Of the 1,403 revaluation proposals received before the 31 August 2023 deadline; 74.3% have now been either dealt with or had Assessors decision notices issued. Of the remaining, a Proposal Determination Date (PDD) has been allocated to each to ensure that they are either dealtwith or issued a decision notice before the last date for disposal, 30 September 2025. 2.2 THE VALUATION LIST 2.2.1 Maintenance of the Valuation List Maintenance of the Valuation List, in particular the addition of new subjects, will continue, year-on-year, in accordance with the Joint Board's established procedures for completion within annual targets. Banding Notices will be issued to all interested parties and all relevant changes will be notified to the billing authorities timeously. Update February 2023: In the period from 1 April 2022 to 31 January 2023 some 2,350 new houses were added to the Valuation List; 91% of these additions have been made within three months of their effective completion date (performance target for period 2022/23 set at 87%). The volume of new housing is returning to pre-pandemic levels and in an effort to ensure new housing continues to be added promptly to the valuation list, LVJB staff have maintained good communication channels with sales staff of housing construction sites in North and South Lanarkshire and with individual house builders. Update February 2024: In the period from 1 April 2023 to 31 January 2024 some 2,183 new houses were added to the Valuation List; with over 95% of these additions having been made within three months of their effective completion date (performance target for period 2023/24 set at 87%). Update February 2025: In the period from 1 April 2024 to 31 January 2025 some 1842 new houses were added to the Valuation List; with over 93.78% of these additions having been made within three months of their effective completion date (performance target for period 2024/25 set at 87%). 2.2.2 Alterations to Bands Band changes following alteration and subsequent sale will continue in accordance with relevant legislation and the Joint Board's established procedures for completion within annual targets. Update February 2023: In the period from 1 April 2022 to 31 January 2023 some 141 Council Tax bands have been increased as a result of the property being altered and subsequently sold, the alteration being deemed significant enough to warrant an increase in band. 73
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13 Update February 2024: In the period from 1 April 2023 to 31 January 2024 some 150 Council Tax bands have been increased as a result of the property being altered and subsequently sold, the alteration being deemed significant enough to warrant an increase in band. 82% of these increases were undertaken within 6 months of the date of sale (LVJB KPI target is 52%). Update February 2025: In the period from 1 April 2024 to 31 January 2025 some 94 Council Tax bands have been increased as a result of the property being altered and subsequently sold, the alteration being deemed significant enough to warrant an increase in band. 78.73% of these increases were undertaken within 6 months of the date of sale (LVJB KPI target is 52%). 2.2.3 Proposals & Appeals Council Tax proposals and appeals will continue to be considered, whether invalidly made or not, to ensure that dwellings are entered in the Valuation List at the correct band. When a band is considered to be incorrect, then our organisation will correct it, either upwards or downwards, under current legislative powers. Whilst Council Tax appeals have continued to be cited for hearing by the Secretary to the LVAP, all physical hearings since the outbreak of the pandemic have been paused, which has impacted on the disposal of a number of council tax appeals. It has been agreed with the Panel Secretary and Chair that hearings will now recommence via MS Teams, and that this will continue until 1 May 2022, when the matter is to be reviewed. Additional hearings have been scheduled throughout 2022 in efforts to dispose of as many of these appeals as possible. Update February 2023: As at 31 January 2023 some 59 proposals and appeals remain outstanding with 4 remaining Council Tax valuation appeal hearings having been arranged for the remainder of this financial year as part of a strategy to deal with these as efficiently as possible. Of this number, 31 have been identified as having been validly made. All proposals and appeals outstanding on 31 March 2023 will be transferred to the SCTS to administer. Update February 2024: In respect of proposals deemed to have been validly made 58 remain live and 1 has been formally appealed to the FTT for determination as of 31 January 2024. In respect of proposals deemed to have been invalidly made, some 56 remain live and a further 4 have been formally appealed to the FTT for determination as of 31 January 2024. Update February 2025: In respect of proposals deemed to have been validly made 67 remain live and 1 has been formally appealed to the FTT for determination as of 31 January 2025. There is also 1 appeal cisted at the Upper Tribunal. In respect of proposals deemed to have been invalidly made, some 32 remain live and a further 2 have been formally appealed to the FTT for determination as of 31 January 2025. 74
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14 2.3 REGISTER OF ELECTORS 2.3.1 The Register of Electors will be published by 1 December in each year following an annual canvass of electors, unless legislation dictates otherwise. The objective of the canvass will be to ensure the maximum possible response to canvass communications and that the register accurately reflects the updated information. Canvass Reform has allowed Electoral Registration Officers (EROs) to data match the existing electoral register against data sets held by the Department for Work & Pension (DWP) (known as national matching), and also against the Council Tax data sets held by the constituent authorities (known as local matching). Where a household is fully matched through this process an ERO is no longer required to issue a canvass form (CF) to these households, but rather will issue a Canvass Communication A (CCA) to advise the household of the details held on the register. CFs are only required to be issued to households which do not fully match during national and local matching process. Reminders and subsequent household visits are only required to be carried out to those households who received a CF. Additionally, canvass reform permits an ERO to obtain current electors’ details from certain categories of properties (e.g., Care Homes, Halls of Residence etc) from a single, responsible individual. The Statutory Review of Polling Districts and Polling Places is required to be carried out between October 2023 and February 2024 by the Returning Officer. Boundary Reviews are required to be carried out at certain times as laid down in legislation. The next UK Parliamentary Boundary Review is due to be completed by 1 July 2023; the Scottish Parliamentary Boundary Review must be completed by May 2026; and the Scottish Local Government Boundary Review by December 2028. The Scottish Boundary Commission will decide the scheduling of these in due course. Update February 2023: The 2022 canvass commenced on 1 August 2022 and was completed successfully under canvass reform with local and national data matching carried out before the initial issue of communications. The household visit element of the canvass was also completed with canvassers calling at around 44,000 properties. A telephone canvass was also conducted where a telephone number was known, and e-communications were issued where an email address was held. The revised register was published on 1 December 2022. The Boundary Commission for Scotland completed their final consultation of the 2023 Review of UK Parliamentary Constituencies on 5/12/22 and their final recommendations will be submitted by 1 July 2023. Update February 2024: The 2023 canvass commenced on 1 August 2023 and was completed successfully under canvass reform with local and national data matching carried out before the initial issue of communications. 75
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15 The household visit element of the canvass was also completed with canvassers calling at around 41,000 properties and a telephone canvass was also conducted where a telephone number was known. The revised register was published on 1 December 2023 after completion of the 2023 Review of UK Parliamentary Constituencies. Update February 2025: The 2024 canvass commenced on 14 August 2024 and was completed successfully under canvass reform with local and national data matching carried out before the initial issue of communications. The household visit element of the canvass was also completed with canvassers calling at around 36,600 properties and a telephone canvass was also conducted where a telephone number was known. The revised register was published on 1 February 2025. 2.3.2 The Register will be updated on a monthly basis between annual canvasses. All statutory notices and lists will be timeously provided to relevant parties. This includes updates in October and November, during the annual canvass of electors period. Update February 2023; Monthly updates to the electoral registers continue to be published timeously apart from December when the revised registers are published. Update February 2024: Monthly updates to the electoral registers continue to be published timeously apart from December when the revised registers are published. Update February 2025: Monthly updates to the electoral registers continue to be published timeously apart from February when the revised registers are published. 2.3.3 Election Registers and Lists of Absent/Postal/Proxy voters etc will be produced as required by statute and by agreement with Returning Officers. 2.3.4 The Electoral Administration Act 2006 introduced a number of duties on EROs, including a duty to maximise registration and to collect personal identifiers for electors wishing to vote by post or by proxy. 2.3.5 Individual registration was implemented in Scotland on 19 September 2014. Processes and procedures have been developed to assist in managing this fundamental change to electoral registration, in particular to ensure that individual registration does not compromise the completeness and accuracy of the Electoral Register. Discussions will continue with the Cabinet Office and the Treasurer to the Board where it is envisaged that their undertaking is either onerous in terms of resourcing, or where they may affect other service delivery areas. 76
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16 2.3.6 The implementation of canvass reform has resulted in a reduction in volume for both paper communication and door to door canvassing. IER continues to be actively pursued by LVJB who issue ITRs to potential electors where names have been received from a variety of sources, such as Council Tax information, telephone calls and canvass forms. There is the requirement, for EROs to continue the process of refreshing personal identifiers collected in relation to absent voting. This exercise will be repeated annually in January of each year. Those electors who fail to return the refresh form or reminder will have their postal vote expired. Update February 2023: After the local and national data matching steps in July 2022, 80% of properties were matched and circa 254,000 letters were issued to these properties. Some 62,000 canvass forms were issued to the unmatched properties, with a further circa 50,800 reminders issued. Thereafter circa 37,800 house visits were required to those who had not responded. A refresh of personal identifiers was carried out in January 2023 which involved a write out to circa 9,130 electors requesting a refresh of their signature. Reminder letters are issued to those who have not responded. Update February 2024: After the local and national data matching steps in July 2023, 79.5% of properties were matched and circa 253,500 letters were issued to these properties. Some 65,000 canvass forms were issued to the unmatched properties, with a further 52,000 reminders issued. Thereafter approx. 41,000 house visits were required for those who had not responded. A refresh of personal identifiers was carried out in January 2024 which involved a write out to circa 14,200 electors requesting a refresh of their signature. Reminder letters are issued to those who do not respond. Update February 2025: Due the snap UK General Election the Annual canvass was delayed. Local and national data matching steps were undertaken in July 2024, 80.8% of properties were matched and circa 259,500 letters were issued to these properties. Some 60,800 canvass forms were issued to unmatched properties, with a further 50,000 reminders issued. Thereafter approx. 36,600 house visits were required for those who had not responded. A refresh of personal identifiers was carried out in January 2025 which involved a write out to circa 9,600 electors requesting a refresh of their signature. Reminder letters are issued to those who do not respond. 2.3.7 Following the extension of the franchise allowing 16 and 17-year-olds to vote in Scottish elections, LVJB Assistant Assessors & EROs continue to work in partnership with their respective contacts within the Local Authorities Departments of Education and Further Education establishments to encourage young persons in Lanarkshire to register to vote. LVJB continues to liaise with the education authorities to record relevant details of “attainers” – i.e., young people who are currently 14 and 15 years old. 77
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17 Contact is also made with liaison officers who deal with travelling people and refugees to promote registration within these groups. Following the enactment of the Scottish Elections (Franchise and Representation) Act 2020, LVJB is now adding prisoners with a sentence of 12 months or less, and foreign nationals with a right to reside in Scotland, to the electoral register. These electors can now vote in Scottish elections. Update February 2023: In terms of prisoners LVJB continue to issue registration forms to prisoners from a monthly list provided by the Scottish Prison Service. Update February 2024: In terms of prisoners LVJB continue to issue registration forms to prisoners from a monthly list provided by the Scottish Prison Service. Update February 2025: In terms of prisoners LVJB continue to issue registration forms to prisoners from a monthly list provided by the Scottish Prison Service. 2.3.8 The next scheduled election is the Scottish Local Government election on 5 May 2022. It is not possible to predict if there will be another rise in postal vote figures for these elections, however LVJB continue to monitor the situation, and have issued Household Notification Letters (HNLs) in February 2022, in advance of the elections to highlight and promote the early uptake of postal voting and registration. Dialogue continues with South Lanarkshire Council (IT Services) and LVJB’s software application provider to ensure that system performance requirements are met. Update February 2024: The next scheduled election is the Scottish Parliamentary Elections on 7 May 2026. The next Local Government election will be held on 6 May 2027. However, a UK Parliamentary election must be called before 24 January 2025, so preparations are currently underway to ensure that we are prepared for this. Update February 2025: The next scheduled election is the Scottish Parliamentary Elections on 7 May 2026. The next Local Government election will be held on 6 May 2027. A UK Parliamentary election was called on 4 July 2024 with all of the associated duties being undertaken successfully. 2.3.9 The Elections Bill is currently progressing through Parliament and should be in effect by May 2023 elections. This Bill has extensive changes to the current UK Parliamentary elections legislation, such as extending the voting for overseas electors from 15 years to life, the introduction of voter identification at polling stations (Voter ID to be provided by the ERO), with the refreshing of signatures for absent voting proposed to reduce from 5 years to every 3 years. This Bill will have a major impact on the work of the ERO. 78
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18 Update February 2023: The Elections Act 2022 received Royal Assent in April 2022. Voter ID will be required to be shown at polling stations from 4 May 2023 onwards for UK by- elections and recall petitions, and from October 2023 for UK Parliamentary elections. For those electors who do not have a form of photographic ID, an application can be made for a Voter Authority Certificate to be provided by the ERO via a new Government website, and accessed through the new ERO Portal which went live on 16 January 2023. Other changes introduced by this legislation as detailed above will not come into force until July 2023. Update February 2024: The Elections Act 2022 has introduced a number of new measures in addition to Voter ID. The postal and proxy vote requirements came into force on 31 October 2023 and included the gradual move to 3 yearly renewals and the ability to apply online via the new ERO portal for UK Parliamentary elections. The Act also removed the 15-year time limit for overseas electors enabling all British citizens living abroad to register to vote if they have ever lived in the UK; this change came into effect from 16 January 2024. The ERO portal has been updated to allow new overseas elector applications to be made online, although renewals are still required in paper form, for the time being, with a gradual move to a 3 yearly application process (rather than the current yearly process). Update February 2025: Elections Act 2022 All measures have now been implemented as a result of the Elections Act 2022. The UK Government (MHCLG) continue to improve the ERO Portal after feedback from stakeholders and various post-election reviews. The Scottish Assessor’s Association have been working with partners at the Electoral Commission and with their own electoral management system providers to ensure that the user journey is as simple and as informative as possible. Electoral reform (UK) The UK Government is conducting a review of electoral registration and conduct processes which commenced in October 2024 and will conclude by April 2025, as well as delivering on manifesto commitments (such as voter ID amendments, votes at 16 and improving registration) . This review looks to identify the biggest challenges and pain-points in the current system for both electors and electoral practitioners and identify practical and pragmatic approaches to address them. Electoral reform (Scottish Parliament) The Scottish Elections (Representation and Reform) Bill changes the law affecting Scottish Parliament and local government elections in respect of a number of measures such as, disqualification orders, democratic engagement and election pilots to name a few. (most items relate to the RO, not ERO). The Bill was introduced on 23 January 2024, stage 3 ended on 17 December 2024, the Bill was then passed by Parliament, received Royal Assent and became an Act of the Scottish Parliament on the 29 January 2025. Private member bill – Absent Voting (Elections in Scotland and Wales) Bill This Bill was introduced to the House of Commons on 16 October 2024 and the second reading was on 17 January 2025. The Bill makes provision for and amends existing legislation to make it easier and more convenient for voters in Scotland and 79
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19 Wales to apply for postal and proxy voting. It will allow for devolved applications to be made online via the UK digital service, include an identity check element, and align renewal cycles in line with reserved elections. 2.4 CORPORATE GOVERNANCE 2.4.1 The Valuation Joint Board will ensure that the Assessor and Electoral Registration Officer is adequately resourced to perform his statutory functions. It will meet to discuss and approve budgets, policies and practices as is deemed necessary and the members will act in accordance with the Code of Conduct for Councillors. 2.4.2 The officers of the Valuation Joint Board will act in accordance with the relevant Schemes of Delegation, Financial Regulations, Standing Orders and Codes of Conduct. Further, reference will be made to such good practice and good governance guidance as provided by Audit Scotland. 2.4.3 The Service Plan and other relevant plans will be maintained and actioned. The Service Plan will cover a three-year period. Such plans will be reviewed in a manner which integrates with budget planning. Updates will be provided to Board meetings where deemed appropriate. Update February 2023: A new service plan was presented to the Board at the 7 March 2022 meeting. This covers the period 2022 to 2025, to which this report is the first update. Update February 2024: This report is the second update of the service plan presented to the Board on 7 March 2022. Update February 2025: This report is the third and final update of the service plan first presented to the Board on 7 March 2022. A new 3-year Service Plan will be drafted and presented to the board at a future meeting to be held on the 2 June 2025. 2.4.4 A Code of Corporate Governance has been developed and implemented. This was based on the framework established by The Chartered Institution of Public Finance and Accountancy (CIPFA) and The Society of Local Authority Chief Executives (SOLACE) in the publication Delivering Good Governance in Local Authority Government Framework (2016 Edition). Fraud prevention measures will be implemented in accordance with South Lanarkshire Council guidance. 2.4.5 The strategic objectives will be laid down and monitored by the Senior Management and Management Teams, and both strategic and operational matters will be considered by the LVJB’s Senior and Management Teams. Actions will be communicated to staff by means of team meetings and written bullet points. Organisational strategic objectives will be set/reviewed at LVJB’s monthly management team meetings, bulleted, and relayed to staff via core briefs and section meetings. They will also be set/reviewed at regular meetings of the senior management team and cascaded down through the monthly management meetings. 80
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20 Update February 2023: Meetings of the Senior Management Team continue to be held weekly and the Management Team meetings monthly, utilising MS Teams as appropriate. Bullet points from Management Team meetings are disseminated to all staff. Update February 2024: Meetings of the Senior Management Team continue to be held weekly and the Management Team meetings monthly. Bullet points from the Management Team meetings are disseminated to all staff. Update February 2025: Meetings continue to be held on a regular basis, with the bullet points from the Management Team meetings being disseminated to all staff. 2.4.6 Effective performance management systems have been implemented and monitored via monthly Management Team meetings and regular Senior Management meetings, such meetings being identified as the principal forums for matters relating to performance management, planning, and reporting. Update February 2023: Performance management continues to be monitored at Management and Senior Management meetings, which are held in person or utilising MS Teams. Update February 2024: Performance management continues to be monitored at Management and Senior Management meetings, which are normally held in person. Update February 2025: Performance management continues to be monitored at Management, Senior Management meetings and Valuation Forum meetings, which are held in person. 2.4.7 Specific operational matters will be within the remit of the various scheduled meetings set up to ensure that operational procedures are reviewed, updated and implemented, and also that best practice is shared between working partners, such as parties responsible for election management issues and non-domestic rates and Council Tax billing. Additional groups, such as The Health and Safety Working Group will also contribute towards ensuring that appropriate procedures and processes are adhered to. These groups in turn will report to the LVJB’s Management Team. 2.4.8 Senior management will liaise as and when required with staff representatives. 2.4.9 Where deemed appropriate the Valuation Joint Board will align its personnel and other related policies with those of South Lanarkshire Council. 2.4.10 The financial management and operations of the Valuation Joint Board will be subject to internal and external audit (see later). 81
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21 2.4.11 LVJB is fully committed to the principles and practice of Best Value. 2.4.12 LVJB’s Records Management Plan was approved by the Keeper of Records of Scotland on 9 August 2016. LVJB will continue to adhere to the agreed plan to meet its full obligations under the Public Records (Scotland) Act 2011. The most recent invitation to submit our Progress Update Review (PUR) was received by LVJB in August 2021. Following submission, the final report on LVJB’s PUR by the Public Records (Scotland) Act 2011 Assessment Team was received in January 2022. The Assessment Team evaluated the submission and agreed that the proper record management arrangements outlined in LVJB’s plan continue to be properly considered. LVJB have been scheduled by the Keeper to submit its next PUR in August 2022. Update February 2023: Following receipt of LVJB’s invite to submit the Progress Update Review (PUR) on 4 August 2022, this was timeously provided to the Keeper of Records on 20 September 2022. A draft version of the final report was received 8 December 2022 seeking clarification on 4 elements this was provided and resubmitted before 31 January 2023 deadline. The Assessment Team evaluated LVJB’s submission and considered that LVJB continue to take their statutory obligations seriously and are working towards bringing all elements of their Records Management Plan into full compliance with the Act. Update February 2024: Following receipt of LVJB’s invite to submit the Progress Update Review (PUR) on 2 August 2023, this was timeously provided to the Keeper of Records on 14 November 2023. A draft version of the final report is expected to be received by 14/02/2024 but to date has not. Update February 2025: The Progress Update Review (PUR) Final Report was received on the 2 April 2024. Following receipt of LVJB’s next invite to submit the Progress Update Review (PUR) this was duly done on the 26 November 2024. A draft version of the final report is expected to be received by the end of April 2025. 2.4.13 LVJB will undertake an annual review of the Risk Register. Update February 2023: The Risk Register was reviewed by LVJB’s Management Team and is the subject of a report to the Board at the meeting of 6 March 2023. Update February 2024: The Risk Register was reviewed by LVJB’s Management Team in January 2024 and is the subject of a report to the Board at the meeting of 4 March 2024. 82
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22 Update February 2025: The Risk Register was reviewed by LVJB’s Management Team in January 2025 and is the subject of a separate report to the Board at the meeting of 3 March 2025. 2.5 HEALTH AND SAFETY 2.5.1 Lanarkshire Valuation Joint Board will take all reasonable steps to ensure the health, safety, and welfare of all its employees, and all persons likely to be affected by its operations. Lanarkshire Valuation Joint Board has a general duty to ensure, so far as is reasonably practicable, the health, safety, and welfare at work of all employees under the Health and Safety at Work Act 1974. The Management of Health and Safety at Work Regulations 1999 require all employers to assess the risks to their employees while they are carrying out their daily duties. Employees whose job requires them to deal with the public can be at risk from violence. In line with South Lanarkshire Council’s OHSMS, Lanarkshire Valuation Joint Board have developed their own Personal Safety System. The Personal Safety System has two objectives: • To reduce the risk of aggressive or violent behaviour from service users. • To ensure that service users with various requirements retain a sense of personal safety when using our services. 2.5.2 LVJB have adopted, use and participate in South Lanarkshire Council's Occupational Health and Safety Management System (OHSMS). LVJB’s Management Team will ensure that this function is adequately resourced to meet legal obligations and ensure that health and safety is an integral part of the overall management culture. LVJB’s in-house H&S committee meets quarterly. LVJB H&S representatives will attend and participate in meetings of South Lanarkshire Council’s Finance and Corporate Health and Safety Group. Both meetings are minuted, actions undertaken as appropriate and all information relevant to LVJB is disseminated to staff. H&S is a standing item on the agenda of LVJB Senior and Management Team meetings. 2.5.3 Health and Safety Officers will be appointed to actively participate in South Lanarkshire Council’s, Finance and Corporate Health and Safety Group meetings so that Risk Assessments, Safe Systems of Work and PUWER assessments continue to be relevant as South Lanarkshire Council’s OHSMS changes. 2.5.4 A Fire Action Plan has been developed in line with the OHSMS to ensure the safe evacuation of employees and service users. 2.5.5 Risk Assessments and Safe Systems of Work are developed, reviewed, and updated in line with the OHSMS to ensure the safety of all employees. 2.5.6 Relevant training will be identified and provided to all staff in line with the OHSMS to ensure the safety of all employees. New employees will be given information and 83
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23 training on health and safety as part of Lanarkshire Valuation Joint Board’s staff induction procedure. H&S instruction is included in LVJB Induction Procedures. 2.5.7 All matters relating to health and safety will be communicated to staff by email, management bullet points, LVJB health and safety group minutes and training. Any matters relating to individual members of staff will be communicated through email, Personal Development Review meetings, and training. 2.5.8 LVJB have adopted the traffic management plan for David Dale House, Blantyre which they moved to in February 2021. 2.5.9 LVJB have recently updated the Surveying Safely guidance note which is available to all staff. Updated February 2023: LVJB’s Surveying Safely guidance note incorporates advice from the OHSMS and guidance published by the Royal Institution of Chartered Surveyors. 2.5.10 Since the Coronavirus pandemic began LVJB have put the safety of their staff first to reduce the risk of them contracting the virus when working. Throughout the two years since news of the virus emerged Risk Assessments and Safe Systems of Work have been regularly altered to conform with Scottish Government and NHS (Scotland) guidance. Working practices have been altered to allow for home working when there have been lockdowns. While the safety of the staff has been paramount, services have continued to be delivered to LVJB’s stakeholders. Updated February 2023: Risk Assessments and Safe Systems of Work have been regularly updated to conform with Scottish Government and NHS (Scotland) guidance. Whilst working practices were initially altered to allow for home working, where necessitated by lockdowns, these have been further adapted latterly where the organisation have adopted a blended working model. While the safety of the staff has been paramount, services have continued to be delivered for LVJB’s stakeholders. Updated February 2024: LVJB have implemented steps to deal with the Scottish Fire and Rescue Service’s Unwanted Fire Alarm Signals (UFAS) procedures. A number of new floor controllers have been appointed along with a fire investigation team which has been fully trained in accordance with the guidance provided by SLC Health and Safety team. 2.6 ACCOUNTABILITY 2.6.1 Annual Accounts will be submitted for external audit and published in accordance with the requirements of Audit Scotland. 2.6.2 The procedures and practices of the Valuation Joint Board will also be subject to external audit. 84
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24 2.6.3 A Service Level Agreement has been entered into with the Internal Audit Services of South Lanarkshire Council, and an audit strategy encompassing the requirements of the external and internal auditors devised. 2.6.4 Detailed Annual audit plans will, likewise, be agreed with Internal Audit Services of South Lanarkshire Council. 2.6.5 Performance will be monitored and reported internally and externally. Accordingly, a schedule of performance reports has been developed and reported at monthly Management Team meetings and also other scheduled meetings where deemed appropriate. In response to changing external requirements and management need, this schedule will be subject to continuous review. 2.6.6 Decisions of the Management Team will be minuted. 2.7 BEST VALUE 2.7.1 LVJB recognises its duty, under Section 1 of The Local Government in Scotland Act 2003, to make arrangements to secure Best Value. The Valuation Joint Board is committed to the principles and practices of Best Value and to the integration of this theme into all areas of operation. Update February 2023: LVJB continues to be represented at SAA Governance Committee meetings via MS Teams, and Governance remains a standing item on the agendas of meetings of both the Senior Management Team and the Management Team Update February 2024: LVJB continues to be represented at SAA Governance Committee meetings via MS Teams, and Governance remains a standing item on the agendas of meetings of both the Senior Management Team and the Management Team Update February 2025: LVJB continues to be represented at SAA Governance Committee meetings via MS Teams, and Governance remains a standing item on the agendas of in house Management Team Meetings. 2.7.2 Performance will be planned and targeted. Key Performance Indicators have been agreed in conjunction with the Scottish Government and the Scottish Assessors Association and reported to the Scottish Government and other key service users annually. Targets will however have to be set mindful of the continued budgetary constraints which public local authority bodies are experiencing, including LVJB. Update February 2023: LVJB continues to monitor performance through a suite of statistics and performance continues to be considered at both Senior Management Team meetings and Management Team meetings. 85
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25 Update February 2024: LVJB continues to monitor performance through a suite of statistics and performance continues to be considered at both Senior Management Team meetings and Management Team meetings. Update February 2025: LVJB continues to monitor performance through a suite of statistics and performance continues to be considered at the Management Team Meetings and Valuation Forum meetings. 2.7.3 Performance Indictors will be used for year-on-year comparisons as well as comparisons with other bodies where deemed appropriate. 2.7.4 In accordance with Section 13 of The Local Government in Scotland Act 2003, the performance of LVJB in relation to its functions will be reported to all service users of the Valuation Joint Board, including staff, in the most appropriate manner. These statistical measures are placed on the LVJB website under the heading Public Performance Reports. Update February 2023: LVJB’s Public Performance Report for the period 2021/22 was presented to the Board at the meeting of 27 June 2022. Update February 2024: LVJB’s Public Performance Report for the period 2022/23 was presented to the Board at the meeting of 5 June 2023. Update February 2025: LVJB’s Public Performance Report for the period 2023/24 was presented to the Board at the meeting of 3 June 2024. 2.7.5 Service User Consultations will be continually developed and implemented, and the outcomes taken account of in-Service Planning. This consultation includes a Customer Care Policy and Customer Comments and Complaints procedures, together with initiatives co-ordinated via the Scottish Assessors Association such as consultation on future development of the SAA Portal (www.saa.gov.uk). Users of LVJB’s services are sampled at random for their comments on the service LVJB provides and complaints are reported to the Board quarterly and summarised in the annual Public Performance Report. Update February 2023: After a refresh of LVJB’s Customer Care strategy, users of LVJB’s services are sampled at random for their comments on the service LVJB provides. Complaints are reported to the Board quarterly and summarised to the Board annually. 2.7.6 A Service Plan will be produced and annually updated in light of changing priorities and external factors. 86
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26 Update February 2023: See 2.4.3. 2.7.7 LVJB recognises its duty under the Government’s ‘Efficient Government’ initiative and will prepare and monitor plans to ensure compliance. LVJB will prepare annual efficiency statements and report to the Board. Update February 2023: LVJB’s annual Efficiency Statement for the period 2021/22 was presented to the Board at the meeting of 27 June 2022. Update February 2024: LVJB’s annual Efficiency Statement for the period 2022/23 was presented to the Board at the meeting of 5 June 2023. Update February 2025: LVJB’s annual Efficiency Statement for the period 2023/24 was presented to the Board at the meeting of 3 June 2024. 2.8 EQUAL OPPORTUNITIES 2.8.1 LVJB recognises its duties under Equalities Legislation and is committed to eliminating discrimination, harassment, and victimisation, advancing equality of opportunity and fostering good relations. 2.8.2 LVJB has published an Equal Opportunity Policy setting out a summary of policy objectives. 2.8.3 Regulation 3 of The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 requires a listed authority to publish a Mainstreaming Equalities Report and Equality Outcomes. LVJB will publish such outcomes on our website. 2.8.4 Regulation 4 in accordance with Section 6 of The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 and 2016 LVJB as a listed authority has a duty to gather and use employee information on the composition of its employees and the recruitment, development and retention of employees. LVJB will undertake this duty and publish outcomes, where deemed appropriate, on our website. 2.8.5 Relevant training on equality and diversity will continue to be provided to all staff. 2.9 STAFFING AND PERSONNEL MATTERS 2.9.1 Appropriate training will be provided to all members of staff in accordance with both Lanarkshire Valuation Joint Board’s and staff training needs. Such needs will be assessed at annual and interim Performance Development Reviews (PDR’s). In addition to training being built into PDR’s, LVJB also have comprehensive training guides for trainee valuers and trainee technicians, which are reviewed and updated to reflect changes made to the Assessment of Professional Competence (APC) by the Royal Institution of Chartered Surveyors (RICS) when such changes are undertaken. 87
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27 Update February 2023: LVJB continues to provide training to staff as appropriate to their individual needs. This training is identified by managers at each employee’s Personal Development Review (PDR). Additionally, the trainee valuers and trainee technicians training guides are at present being updated following a raft of new legislation and case law. Update February 2024: Due to new legislation and personnel shortages LVJB have delivered rigorous training to trainee valuers, in relation to valuation of properties for non-domestic rating. Recent and imminent changes relating to electoral registration legislation also highlighted the need for additional training and sharing of knowledge. In conjunction with in-house training, LVJB are also supporting an employee through the Royal Institution of Chartered Surveyors Diploma in Rating course, whilst another employee is undertaking study towards the Association of Electoral Administrators Certificate. LVJB recognise the need for personal development and are committed to working alongside their employees improving the knowledge and skill set of the joint board. Update February 2025: LVJB continue to provide in-house training to trainee valuers and trainee technicians, in relation to the valuation of properties for non-domestic rating and council tax purposes. In conjunction with this training, LVJB recognise the need for personal development and are committed to working alongside their employees improving the knowledge and skill set of the joint board. 2.9.2 Staffing requirements continue to be monitored via LVJB’s management team with respect to matters such as previous year’s performance, anticipated workload, staffing levels, and budgetary constraints. LVJB has developed a Workforce Plan to ensure that the right number of people with the right skills are in the place to deliver our short- and long-term objectives. This plan will be reviewed annually. Update February 2023: Whilst the management team remain committed to filling key posts, the recruitment of experienced chartered surveyors remains challenging in the current climate. Update February 2024: LVJB have been unable to recruit a sufficient number of qualified chartered surveyors, the staffing crisis has been exacerbated due to several employees tendering their resignations. The retention of our existing employees is priority, and as such we have undertaken a review of duties and tasks in conjunction with training and re-appraisal of the salary placements for existing trainee surveyors. It has become apparent we must work to improve the skill set we currently have and introduce new staff at a lower tier with the intention of advancement through training. Update February 2025: LVJB continue to have issues recruiting a sufficient number of qualified chartered surveyors, and the staffing crisis has once again been exacerbated due to several employees tendering their resignations. As ever the retention of our existing employees is priority. The duties and tasks of all staff, in conjunction with training and re-appraisal of the salary placements for existing trainee surveyors has been undertaken. LVJB continue to encourage and support staff to advance, by offering training on available college and university courses. 88
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28 2.9.3 The Valuation Joint Board has adopted SLC’s Competence Initiative Scheme, including an annual Performance and Development Review process. This encompasses a range of procedures for managing both organisational and employee performance and is a process which links the Joint Board's strategies and service objectives to tasks and employees. It provides a systematic approach to management which is based on setting objectives, assessing performance, appraising achievement, and identifying ways to improve, through training and development, at both an organisational and individual level. Following South Lanarkshire Council amending their PDR process to include a behaviours framework, LVJB likewise now conduct their PDRs (both the annual appraisal and 6-monthly review) using the revised framework. Update February 2023: Following the adoption of South Lanarkshire Council’s PDR behaviours framework, LVJB managers have undertaken the annual review and 6-monthly assessment with staff remotely using a mix of face-to-face meetings and MS Teams during the previous 12-months of hybrid working. Update February 2024: LVJB continue to carry out PDR assessments bi-annually, in the main these are carried out within the office at David Dale House. Update February 2025: LVJB continue to carry out PDR assessments bi-annually, these meetings are carried out within the office at David Dale House 2.9.4 LVJB remains committed to offer an interview to disabled people and veterans of the armed forces who meet the minimum criteria for the job. Update February 2023: In the most recent recruitment and selection process for trainee technicians, one applicant declared themselves to be disabled and had the minimum requirements for the position. The applicant was therefore guaranteed an interview and indeed was successful in securing one of the posts. Update February 2024: Our commitment to recruitment remains unchanged. Update February 2025: Our commitment to recruitment remains unchanged. 2.10 FINANCE AND BUDGETING 2.10.1 The officers of the Valuation Joint Board will act in accordance with the relevant Financial Regulations and Standing Orders, which will be regularly reviewed. 2.10.2 In partnership with the Finance and IT Resources of South Lanarkshire Council, budgets will be prepared annually for approval by the Joint Board. A three-year financial plan is produced by the Treasurer to the Board on an annual rolling basis. The first of these was approved by the Board in March 2018. 89
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29 Update February 2023: A new 3-year financial strategy for the financial years 2023/24 to 2025/26 was presented to, and approved, at the Board meeting of 27 June 2022. Update February 2025: Discussions are scheduled to take place in early summer 2025, to agree a new 3- year financial strategy for the financial years 2026/27 to 2028/29. 2.10.3 Appropriate procedures for procurement, authorisation and payment have been implemented in accordance with guidance from SLC. Adequate training in respect of these procedures will be provided to relevant staff. 2.10.4 Financial monitoring reports are received and verified on a monthly basis with variations in expenditure being reported both to management and to the Joint Board. Update February 2023: The staff of the Treasurer to the Board and LVJB staff liaise regularly in respect of financial monitoring and planning matters, and discuss the various reports produced by the Treasurer for each Board meeting, including the Annual Accounts. Update February 2024: The staff of the Treasurer to the Board and LVJB staff continue to liaise regularly in respect of financial monitoring and planning matters, and discuss the various reports produced by the Treasurer for each Board meeting, including the Annual Accounts Update February 2025: The staff of the Treasurer to the Board and LVJB staff now meet on a monthly basis to liaise in respect of financial monitoring and planning matters, and discuss the various reports produced by the Treasurer for each Board meeting, including the Annual Accounts. 2.11 INFORMATION TECHNOLOGY & INFORMATION MANAGEMENT 2.11.1 The provision of Information Technology assets, systems and services by South Lanarkshire Council is managed through regular liaison with the Business Systems Manager and Project Manager allocated to LVJB. An Assistant Assessor & ERO holds monthly meetings with two of SLC IT’s business managers, who also attend LVJB’s monthly management team meetings. Update February 2023: An Assistant Assessor continues to hold monthly meetings with the Business Systems Manager and Project Manager allocated to LVJB, and both managers attend LVJB’s monthly management team meetings via MS Teams. Update February 2024: An Assistant Assessor continues to hold monthly meetings with the Business Systems Manager, Project Manager & Team Leader allocated to LVJB. All the managers attend LVJB’s monthly management team meetings via MS Teams 90
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30 Update February 2025: Currently, the Assessor holds monthly meetings with the Business Systems Manager, Project Manager & Team Leader allocated to LVJB. Thereafter the SLC IT representatives attend LVJB’s monthly management team meetings via MS Teams to present the current service provision and discuss any IT projects, or issues. 2.11.2 A Service Level Agreement (SLA) with SLC (IT) is in place and will be updated as and when deemed appropriate. Update February 2023: An update to the existing SLA was agreed in February 2023 Update February 2025: An update to the existing SLA was agreed in October 2024. 2.11.3 Assets will be refreshed in accordance with the Service Level Agreement between SLC and their hardware suppliers. A desktop PC refresh to ensure Windows 10 functionality, is anticipated to be carried out late March/early April 2022. Update February 2023: To achieve Windows 10 functionality, and in particular to ensure service delivery in LVJB’s key business areas, a refresh of the desktop PCs was undertaken in July 2022. Further, a refresh of laptop devices is due around July 2023. Update February 2024: The scheduled refresh of LVJB laptop devices is now due circa June 2024 Update February 2025: The refresh of LVJB’s laptops was completed successfully by the end of August 2024. 2.11.4 LVJB adheres to the principles of Data Protection and regularly reviews its Notification to the Information Commissioner. Privacy Impact Assessments will continue to be undertaken for new policies prior to implementation. Formal data sharing agreements will be entered into with other parties were deemed appropriate to do so. Update February 2023: LVJB’s privacy notice is periodically reviewed and updated when deemed appropriate to do so. 2.11.5 Procedures are in place to enable compliance with the requirements of the Freedom of Information (Scotland) Act 2002. In October 2017 both LVJB and the Assessor adopted the SIC Model Publication Scheme which we are only required to do once. Thereafter, the Joint Guide to Information has been continually reviewed to ensure compliance with guidance issued by the SIC and is published on the LVJB website. An Assistant Assessor & ERO is a member of the SAA FOI Practitioners Group, which shares knowledge and good practice throughout the SAA. Data Protection Officer arrangements are in place with the SAA. 91
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31 Update February 2023: LVJB’s staff continue to comply with the requirements of the FOISA Act 2002, responding to information requests in line with legislative requirements. 2.11.6 Satellite systems to support primary functions and reporting requirements will be maintained and developed as required. Update February 2023: Systems continue to be adapted as required in order to facilitate direct and remote working. Update February 2024: Whilst a hybrid model of working continues to be available to all members of staff, there may be instances where due to the nature of the task, management will require staff to work solely from David Dale House for a period of time. Update February 2025: To continue to allow staff to work on a hybrid basis, and to ensure service delivery is not compromised, a more formal method of the recording of arrival/departure times has been introduced. The recording of times is currently manual, but it is anticipated that this will move to an electronic recording system once a suitable system has been sourced. Although currently full-time staff are required to attend the office 3 out of 5 days, there are instances where due to the nature of the tasks, management will require staff to work solely from David Dale House for certain periods of time. 2.11.7 LVJB will play an active role in the development of the SAA Portal with a view to continuing the provision of this web based joined up service delivery initiative. Update February 2023: The display of valuations at the Portal in respect of Self-Catering Units, Shootings and various Contractors based valuations including Schools are now available to view. It is intended that the development work necessary to have the Burial Grounds and Wastewater Treatment Works valuations also added will continue. The provision of Portal Rented Property Lists, to allow public view of the properties used to help determine the basic rate within the valuation of certain subjects, was completed on schedule for the issue of draft valuations on 30 November 2022. Update February 2024: Work is continuing on the expansion of the categories of non-domestic valuations that are available at the SAA portal. Update February 2025: Development work had been undertaken by LVJB to allow the expansion of the categories of non-domestic valuations that are available at the SAA portal. LVJB continue to work with the SAA Portal team and support the redevelopment/refresh of the SAA Portal that is currently being scoped. 2.11.8 The LVJB website remains under constant review. The content of the website will be monitored to ensure that it remains current. 92
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32 Update February 2023: LVJB’s website content remains under continual review with the announcement’s facility being used regularly following discussions at each LVJB Management Team meeting. Update February 2024: LVJB’s website was reviewed and updated to reflect the changes to the non- domestic proposals and appeals procedures. The announcements facility is used to highlight in the main, election news. 2.11.9 LVJB will continue to utilise the most appropriate PC Operating System and desktop applications as advised by SLC IT. Update February 2023: The refresh of the office PCs to models that are capable of supporting the Windows 10 operating system was carried out successfully in July 2022. 2.11.10 Information Technology initiatives shall be continually considered by LVJB’s Management Team in terms of their possible contribution to delivering services more efficiently and effectively. LVJB will continue with the programme to digitise paper-based records. With the exception of Architect’s plans, LVJB’s non-domestic files have now been digitised. An arrangement to digitise these large-scale plans has been reached with our service provider and this will commence in April 2022. Update February 2023: The large-scale architects’ plans have now been digitised and are available for staff to view as necessary. 2.12 KEY PARTNERSHIPS 2.12.1 The support services provided by South Lanarkshire Council will continue to be managed by regular liaison meetings with relevant persons in each of the supporting resources. Update February 2023: Regular meetings continue to be undertaken between SLC staff and LVJB officers in relation to business areas such as Personnel matters, Health and Safety, Equal Opportunities, and Information Technology. These meetings are undertaken in a mix of face-to-face and via MS Teams settings. Update February 2024: Regular meetings continue to be undertaken between SLC staff and LVJB officers in relation to business areas such as Personnel matters, Health and Safety, Equal Opportunities, and Information Technology. Update February 2025: Regular meetings continue to be undertaken between SLC staff and LVJB officers in relation to business areas such as Personnel matters, Health and Safety, Equal Opportunities, Information Technology and Building Issues. 93
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33 2.12.2 Being the primary recipients of operational outputs (Valuation Rolls, Councils Tax Valuation Lists and Electoral Registers), LVJB recognises both North and South Lanarkshire councils as key stakeholders and will consult with these bodies in all areas relating to these matters. Update February 2023: Such matters are managed via identified officers from each organisation who maintain dialogue on a number of areas of mutual interest, in recognition that both North and South Lanarkshire councils are key stakeholders. 2.12.3 LVJB will continue to commit resources to the workings of the Scottish Assessors Association. In this respect, it will participate in Plenary, Committee and Working Group meetings and fully engage in the exchange of information, ideas and knowledge provided by this association with a view to continuing the process of sharing services where possible and sharing best practice. In preparation for the 2023 Revaluation LVJB has undertaken a review of its staff representatives and Practice Note authors in all SAA Committees and Working Groups. Update February 2023: LVJB staff continue to participate in all relevant SAA Committees and working groups. Update February 2024: Following the departure of a number of staff from LVJB, a full review has recently been undertaken to ensure that LVJB continue to participate in all relevant SAA Committees and working groups. Update February 2025: A full review has recently been undertaken to ensure that LVJB continue to participate in all relevant SAA Committees and working groups- effective 22/01/2025. 2.12.4 Through the SAA, LVJB will maintain liaison with bodies such as the Valuation Office Agency (England and Wales), the Valuation and Land Agency (Northern Ireland), the Valuation Office of Ireland, The Royal Institution of Chartered Surveyors and The Institute of Revenues, Rating and Valuation. The Assessor is currently the President of the SAA and accordingly attends harmonisation meetings with the Valuation Office Agency (England and Wales), the Valuation and Land Agency (Northern Ireland), and the Valuation Office of Ireland. Update February 2023: The Assessor continues to attend these meetings. Update February 2024: The Assessor continues to attend these meetings. 94
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34 Update February 2025: The Lanarkshire Assessor continues to attend these meetings as required and contribute to the Annual Harmonisation Report in their capacity as Utility Committee chair. 2.12.5 Similarly, Joint Board staff participate in the workings of the Association of Electoral Administrators were deemed appropriate. 2.12.6 LVJB recognises the role of, and support provided by, The Electoral Commission (EC) in respect of Electoral Registration matters and will continue to participate in EC events. Update February 2023: LVJB staff attend the SAA Electoral Registration Committee meetings with the Electoral Commission (EC) in attendance. LVJB staff continue to receive bulletins and attend relevant EC events. Update February 2024: LVJB staff attend the SAA Electoral Registration Committee meetings with the Electoral Commission (EC) in attendance. LVJB staff continue to receive bulletins and attend relevant EC events and undertake appropriate training. Update February 2025: LVJB staff attend all SAA Electoral Registration Committee meetings with the Electoral Commission (EC) in attendance. LVJB staff continue to receive bulletins and attend relevant EC events and undertake appropriate training. LVJB also provide in-house training as and when required. 2.12.7 Staff are recognised as both key assets of the Valuation Joint Board and primary stakeholders and will be consulted on matters such as improving service delivery both via team meetings and through representative organisations where appropriate. Scheduled section/team meetings will continue to be undertaken and act as forums for staff to be consulted on improving service delivery. Update February 2023: Staff continue to be consulted in matters affecting them and the future of the organisation, most recently in responding to a consultation which resulted in the formalisation of a hybrid working arrangement. Update February 2025: Staff continue to be consulted in matters affecting them and the future of the organisation, most recently in responding to a consultation with regards to flexible working. 2.12.8 Relationships with external suppliers of systems and services are subject to contract conditions and/or Service Level Agreement and are managed through liaison with the relevant account manager or similar representative. Senior staff monitor the bulk mailing and printing contract ensuring that deadlines are met. The current bulk mailing contract was renewed by South Lanarkshire Council’s procurement team and runs until 31 March 2023. 95
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35 Update February 2023: Dialogue with South Lanarkshire Council’s procurement team is currently ongoing to keep LVJB abreast of developments with the bulk mailing contract. Update February 2024: LVJB were advised that the bulk mailing contract had been awarded. 2.13 MISCELLANEOUS 2.13.1 The Valuation Joint Board is committed to various initiatives, not covered above but which have significant implications for Service Planning, priorities and actions. These tend to be of an ad-hoc nature and demand variable commitment. LVJB will respond, either directly or through its relevant associations, to pertinent legislative and other consultations. Update February 2023: The SAA continue to make representations to the Scottish Government on new and amended legislation relating to the new proposals and appeals system. 2.13.2 Any future local authority boundary or electoral constituency changes will require resource allocation and planning. The Boundary Commission for Scotland has published a proposed review of boundaries for future UK parliamentary elections. It is currently at public consultation stage and the final recommendations will be submitted to the UK government in July 2023. Update February 2024: The 2023 Review of UK Parliamentary Constituencies has been completed, and the new constituencies will take effect at the next UK Parliamentary election. The 1 December registers were published under the new constituencies, however EROs are still required to retain existing polling districts to allow the registers to be published on either the old or new constituencies in case of a by-election. 2.13.3 LVJB is committed to the development and implementation of both North and South Lanarkshire Councils’ Corporate Property Gazetteer and Property Database, and through these initiatives the formation of a National Gazetteer and use of National Unique Property Reference Numbers. Update February 2023: LVJB continue to download CAG data from One Scotland Gazetteer which is populated into core systems facilitating consistent property referencing across a number of data sets. 2.13.4 LVJB is committed to ensuring that environmental sustainability is considered when delivering our services. Part 4 of the Climate Change (Scotland) Act 2009 requires that a public body must, in exercising its functions, act: in a way best calculated to contribute to delivery of the Act’s emissions reduction targets; in a way best calculated to deliver any statutory adaptation programme; and in a way that it 96
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36 considers most sustainable. In complying with its duties, LVJB have developed an Environmental Action Plan, which is reviewed monthly at management team meetings, with any environmental initiative implemented within LVJB being subsequently reviewed. Update February 2023: The LVJB management team continue to consider environmental improvements on a monthly basis as part of a standing agenda item. Update February 2024: The LVJB management team continue to consider environmental efficiencies on a monthly basis as part of a standing agenda item. Update February 2025: The LVJB management team continue to consider environmental efficiencies on a monthly basis as part of a standing agenda item. The latest initiative being to change all our standard letters to include a digital logo header so that they can be easily emailed to recipients, rather that printed on to headed paper and then scanned to be attached to an email. 97
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Report Agenda Item Report to: Lanarkshire Valuation Joint Board Date of Meeting: 3 March 2025 Report by: Assistant Assessor and Electoral Registration Officer Subject: Lanarkshire Valuation Joint Board - Risk Register Update 2025 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Board’s Risk Register for 2025/2026 provide an update on the Board’s high risks and the employee implications 2. Recommendation(s) 2.1. The Board is asked to approve the following recommendation(s):- (1) that the content of the report be noted. 3. Background 3.1. The report is titled ‘Lanarkshire Valuation Joint Board – Risk Register Update 2025’ and the Risk Register is attached as Appendix 1. The Risk Scoring Matrix is also attached, as Appendix 2. 3.2. Lanarkshire Valuation Joint Board’s (LVJB) Risk Register has been fully reviewed by LVJB’s management team and updated to reflect a reassessment of risks. Each risk within the register has been allocated to members of the management team to monitor on an ongoing basis. The Risk Scoring Matrix explains how the Inherent and Residual Risks are decided. 3.3. LVJB’s management team identifies risks which LVJB are exposed to and documents the controls in place to help mitigate each risk. At the review in January 2025, 39 risks were identified, and they can be summarised as follows:- Residual Risk Score Number High (7 – 9) 4 Medium (4 – 6) 18 Low (1 – 3) 17 9 99
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The high risks are:- Risk reference number Classification Key risk Residual risk score LVJB/03/25 Operational, Continuity and Performance Lack of central IT support 7 LVJB/15/25 Financial Insufficient budget from South Lanarkshire Council/North Lanarkshire Council 7 LVJB/22/25 People Failure to recruit and or retain valuation staff 7 LVJB/38/25 Financial Lack of funding for new duties associated with the Barclay review into non-domestic rates 9 4. Employee Implications 4.1. Regards the third risk above, failure to recruit and or retain valuation staff, this remains an ongoing risk to Lanarkshire Valuation Joint Board. Recruitment drives are ongoing, however, to date there are 11.5 vacancies within a team of 37. Unfortunately, there is no immediate feasible solution. The management team continue to monitor workflows and statutory demands, and where possible redeployment of clerical and administration staff towards valuation work alleviates some of the pressures faced by the valuation team. The ability to recruit qualified surveyors remains a concern. We have recently undertaken a recruitment drive to employ additional Trainee Valuers, however, this brings additional pressure as it will be necessary to train those recruited. In addition, our current team of graduate surveyors are being guided through their professional assessment by the Assistant Assessor, and it is hoped by the end of 2025 we will have 2 newly qualified surveyors. 5. Financial Implications 5.1. Financial issues in relation to the Risk Register are covered annually as part of the budgetary process and in discussions with the Treasurer to the Board. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability, or environmental implications in terms of the information contained in this report. 7. Other Implications 7.1. Failure to demonstrate that risk is actively considered and managed can not only lead to avoidable financial loss but could also adversely affect delivery of services and could affect LVJB’s reputation. 100
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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. There is no requirement for consultation in respect of this report. 9. Privacy Impact Assessment 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. Jacqueline Dell BSc MRICS Dip Rating AEA (Cert-Scotland) Assistant Assessor and Electoral Registration Officer 12 February 2025 Previous References Report to Board for 4 March 2024 meeting titled – Risk Register Update 2024 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jacqueline Dell, Assistant Assessor and Electoral Registration Officer Phone: 01698 476078 E-mail: assessor@lanarkshire-vjb.gov.uk 101
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1 LVJB Risk Register Appendix 1 Reviewed January 2025 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/01/25 NW/SL Operational, Continuity and Performance Large reductions in rating valuations. Large reductions in rating valuations. 6 1) Ensure adequate checking and authorising procedures are in place in relation to valuations of non-domestic subjects, including for when staff are undertaking home working. 2) Actively participate within Scottish Assessors Association to ensure consistency. 3) All value reductions more than 10% or which relate to a reduction in a rate are passed to a member of management team for approval. 3 LVJB/02/25 NW/SL Operational, Continuity and Performance Inability to deal with increase in non- domestic proposals and appeals activity. Dealing with voluminous levels of proposals against the non-domestic revaluation in a 3 yearly revaluation cycle. Greater time spent by LVJB staff handling proposals and appeals. Dealing with appeals cited by the Scottish Courts and Tribunals at very short notice. 8 1) Structured non-domestic proposal disposal programme. 2) Regular case review meetings as required. 3) Follow Scottish Assessors Association’s (SAA) agreed disposal strategy of non- domestic proposals where appropriate. 4) Monitored by all valuation managers. 5) Liaising with the Scottish Government and the Tribunal via the Scottish Assessors Association, on proposal and appeal volumes and statutory disposal deadlines. 6) Liaising with agents regards the prospect of pre-agreements on proposals and appeals. 5 102
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2 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/03/25 CM Operational, Continuity and Performance Lack of central IT support. Lack of central IT support for LVJB provided by constituent authorities. 9 1) Service Level Agreement (SLA) with constituent authority in place. 2) IT Business Systems Manager and an IT Team Leader attend relevant part of LVJB monthly Management Team meetings. 7 LVJB/04/25 CM Operational, Continuity and Performance Lack of comprehensive business continuity programme includes loss of services (gas, water, electricity). Lack of comprehensive business continuity programme, includes damage to building, loss of services (gas, water, electricity). 4 1) Business Continuity Plan in place and reviewed annually. 2) SLA with SLC IT in place. 2 LVJB/05/25 CM Operational, Continuity and Performance Failure to revise/maintain/ update service plan. Failure to revise/maintain/update service plan on an annual basis. 4 1) Service plan reviewed annually and reported to Board. 2 LVJB/06/25 MW Operational, Continuity and Performance SLC payroll staff make changes. SLC payroll staff make changes to salaries including deductions without prior LVJB authorisation. Incorrect or no salary payment to employees, due to new system being implemented. Failure to provide monthly monitoring reports for audit purposes. 6 1) Audit of the monthly payroll and establishment list, if provided. 2) Budget Monitoring Process, check of monthly salaries output to estimates, review of monthly salaries against PDRs and requests for higher grade forms. 3) New payroll/personnel system in place, management working closely with personnel to resolve issues. 3 103
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3 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/07/25 CM/JD/AB Operational, Continuity and Performance Comply with boundary reviews as determined by the Boundary Commission. Properties and or electors in wrong wards and or polling stations. Non-domestic properties in the Valuation Roll. and dwellings within The Council Tax List in wrong wards. 8 1) All boundary reviews to be managed via specific project, consisting of a Project Manager and a Project Team. 2) Project Manager to report directly to Management Team. 3) Working in conjunction with constituent authority GIS teams to identify mismatches on a regular basis. 4) New boundary changes run on test system and audited by both RO and ERO, prior to implementation. 2 LVJB/08/25 CM Operational, Continuity and Performance, Political, Financial Insufficient funding from constituent authorities to undertake Electoral Registration duties. Failure to obtain adequate funding for delivery of Electoral Registration duties. 7 1) 1) Continue to make representations to the Treasurer to the Joint Board where it is felt that funding is inadequate to deal with Electoral Registration. 2) 2) Make justification led bids due to electoral reform. 3 LVJB/09/25 CM Operational, Continuity and Performance, Political, Financial Failure to comply with Public Service Network (PSN) criteria, and effect on ability of LVJB staff to carry out their duties. Failure to comply with PSN requirements and thus losing accreditation. 2 1) Ongoing dialogue with SLC IT Business Systems Manager. 2) Continuous monitoring of PSN compliance for LVJB. 3) South Lanarkshire Council PSN was certified through to 21st February 2024. However, LVJB have been advised their current PSN status is classed as ‘deferred’ pending the upgrade or removal of legacy operating systems, including Windows 2008/2012 and older versions of Linux. 1 104
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4 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score SLC IT have an active critical programme of work to address this issue and continue to make progress. Cyber Essentials recertification has therefore been delayed due to the above LVJB/10/25 JD Operational, Continuity and Performance, Political, Financial Failure to fully comply with Disclosure Scotland and effect on ability of LVJB staff to carry out their duties. Complying with Disclosure Scotland requirements. 4 1) All existing staff disclosed. 2) Disclosure for new staff part of recruitment process. 3) LVJB staff are required to notify senior management of any criminal charges or convictions per section 3 of the Code of Conduct for Employees which is issued by South Lanarkshire Council. On behalf of LVJB, prior to commencement of employment. 4) Reminder issued yearly to all employees of the need to inform senior management of the above. 1 LVJB/11/25 JD Operational, Continuity and Performance, Political, Financial Failure to comply with the Public Service Network (PSN) requirement that canvassers fully comply with Disclosure Scotland and the subsequent effect on ability of LVJB to recruit sufficient canvassers to carry out their duties. Complying with Disclosure Scotland requirements. 4 1) All new canvass staff disclosed. 2) Re-employed canvassers required to supply a completed criminal convictions form. 1 105
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5 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/12/25 CM Operational, Continuity and Performance, Political, Financial Failure to deliver Electoral Registers and data exports in time for elections. Inability to deliver Electoral Registers to ROs in connection with elections, and other data extracts, such as for Absent Vote and Poll Card files. 9 1) Election plan, including a specific risk register, in place for each election. 2) Meeting with RO staff in run- up to elections, to agree file production timetable. 3) Attendance at ERCOM, AEA and EC meetings. 4) Rigorous software testing. 5) Staff training. 6) Continuing reviews with SLC IT and Idox support service to ensure optimal efficiency in processing and file production. 7) Implementation of Election protocol with constituent authorities. 6 LVJB/13/25 CM Operational, Continuity and Performance, Political, Financial Inability to process registration applications due to voluminous levels received in the run up to an election. Inability to process voluminous postal vote applications. Inability to process voter authority certificate applications due to voluminous levels received in the run up to a UK Parliamentary Election. Receipt of voluminous registration and postal vote applications, prior to a major or snap election or referendum, leading to difficulties in timeously processing. Exacerbated by the inability of the Digital Service to provide a registration look-up service, which can lead to a significant increase in duplicate applications. Receipt of voluminous voter authority certificate applications prior to a UK election or snap election, leading to difficulties in timeously processing. 9 1) LVJB’s Management Team will consider the use of other staff, out with Electoral Registration staff, to deal with spikes in registration applications. 2) Election plan, including a specific risk register, in place for each election. 3) Facilitate overtime for staff at an early stage in the election process. 4) Continuous workload monitoring meetings. 5) Increase in frequency of send and fetch to DWP. 6) Improved e-communication including web, telephone and emails, including FAQs. 6 106
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6 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score All applications are submitted via a government portal, called the ERO Portal. 7) Continuing reviews with SLC IT and Idox support service to ensure optimal efficiency in processing and file production. 8) Recruitment of additional staff to assist with spike in workload. 9) Training of all staff to assist with electoral duties. 10) Use of printing, posting and mail opening contractor to assist in workload distribution. 11) Issue of Household Notification Letter to each household in relation to postal voting where funding provided by central government. 12) Training in connection with the ERO Portal and increase in IT support surrounding it. 13) Use of surge support provided by the cabinet office, if required. LVJB/14/25 JD Operational, Continuity and Performance, Political, Financial Failure to comply with statutory duties due to the inability to source adequate bulk mailing, printing and scanning supplier. Unable to source supplier for printing, mailing and scanning. 7 1) New bulk printing/mailing contract in place from 1 May 2023. 4 LVJB/15/25 CM Financial Insufficient budget from SLC/NLC. Insufficient budget from SLC/NLC could lead to statutory duties not being undertaken. 9 1) Realignment of budgets. 2) Quarterly meeting with Treasurer to the Board to discuss budgetary matters. 3) Notification to Clerk as part of budget planning. 7 107
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7 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score Uncertainty over Barclay funding going forward, inability to continue with duties following the reform of non-domestic rating. 4) Notification to the board as part of budget planning. 5) Monitor revenue budget at monthly management meetings. 6) Three-year budgetary planning. LVJB/16/25 CM Financial Lack of control over non-controllable costs. Lack of control over the costs of Scottish Courts and Tribunal services, central recharges, print contracts, property and additional workload due to legislative changes. Refer also to risk 38. 9 1) Realignment of budgets. 2) Quarterly meeting with Treasurer to the Board to discuss budgetary matters. 3) Notification to the board as part of budget planning. 4) Monitor Revenue budget at monthly management meetings. 5) Three-year budgetary planning. 6) Continued representations made to Scottish Government officials through the SAA Executive re adequate funding aligned to Barclay recommendations. 5 LVJB/17/25 CM Financial Lack of funding to deal with appeals relating to electricity subjects. Current LVJB budget does not include funding for appeal cases which proceed to the Scottish Courts and Tribunal Services in relation to electricity subjects. Refer also risk 38. 9 1) Regular meetings of LVJB’s in house Utilities Team to ensure values are robust. 2) Continue dialogue with relevant agents and companies in relation to the valuation of electricity subjects. 3) A fee structure has been agreed with various chambers for representation by counsel. 4) Discussions with industry representatives undertaken prior to the issue of the 2026 Non-Domestic Revaluation. 5 108
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8 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score 5) Dialogue with the SAA Utilities Committee. 6) Funding to reflect workload associated with electricity related duties. 7) Pre-agreements with agents representing high value electricity subjects. LVJB/18/25 CM Financial Lack of funding for valuation of electricity subjects. Lack of funding for the valuation of electricity subjects which fall under the non-domestic ratings (Valuation of Utilities) (Scotland) Order 2005. Failure to comply with the statutory duty could lead to a potential loss of income for the Scottish Government. Refer also risk 38. 9 1) Liaising with the Scottish Government through SAA executive to ensure adequate funding is received. 2) Liaising with constituent authorities regards funding in the event of a shortfall from Scottish Government. 5 LVJB/19/25 MW Financial Lack of adequate insurance cover in place for LVJB. Lack of adequate insurance cover in place for LVJB. 8 1) Annually review levels of insurance cover. 2) Insurance policies subject to tender process. Five-year agreement currently in place, until April 2026. 3) LVJB consults with SLC Insurance Risk Section to obtain professional advice on level of cover. 4) Annual check to ensure cover is continued and premiums paid on time. 2 109
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9 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/20/25 CM People Industrial action. Industrial action by staff because of, for example, Government budget savings, pension changes, tax rises, pay freezes etc. 8 1) Partnership working with stakeholders. 2) Joint Trades Union Committee participation. 3) Joint Consultative Committee Structures. 4 LVJB/21/25 AB People Difficulty in recruiting canvassers (temporary staff). Difficulty in recruiting canvassers. If fees paid are insufficient to attract temporary canvassers. 7 1) Ensure payment structure is adequate. 2) Regular meetings with SLC/NLC, canvassing all Council employees if additional canvassers required. 3) Contact Returning Officers’ staff if additional canvassers required. 4) Regular meetings with Personnel Services regards recruitment policies. 5) Canvasser assessment framework ensures effective canvassers re-employed. 6) Use of in-house staff to undertake canvass. 4 LVJB/22/25 JD People Failure to recruit and or retain valuation staff. Failure to retain or recruit staff, including those with appropriate qualifications. Inability to match work life balance, conditions of service, personnel policies, salaries of other valuation joint boards, local authorities, constituent authorities or private sector. 9 1) Work life balance, conditions of service, personnel policies and job families regularly reviewed. 2) PDR process in place. 3) Recruitment of trainee valuers employed when appropriate, with structured training plan in place. 4) Existing staff offered appropriate training, including training towards professional qualifications where deemed appropriate. 7 110
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10 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score 5) Ongoing monitoring of grading matrix alongside key duties to ensure fair and equal pay with lead authority to retain staff. 6) Review of structure, to deploy employees effectively to ensure statutory duties are met. 7) Ongoing discussions with Personnel in relation to recruitment issues. LVJB/23/25 JD People Health pandemic/epidemic. Health pandemic/epidemic could lead to staff shortages and reduction in service provided. 9 1) Personnel circulars monitored and reported to management team meetings and bulleted to staff. 2) Provision of controls as advised by Scottish Government, HSE (e.g. personal protective equipment). 3) Information distributed to staff via email, management team bullet points. 4) Promotion by SLC of healthy living. 5) Availability of appropriate vaccines. 6) Use of laptops to facilitate working from home. 7) Development of Risk Assessments and Safe Systems of Work. 8) Use of printing, posting, mail opening contractor to assist in workload and risk management. 5 111
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11 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/24/25 NW/SL People Injury, death, physical or verbal assault of staff or service users. Injury, death, assault of staff whilst undertaking duties, or of service users. 6 1) Risk assessments carried out. 2) Personal Safety Policy in place. 3) Occupational Health and Safety Management System in operation. 4) Training and instruction provided to staff. 5) Communication with SLC in relation to common areas. 6) Implementation of Traffic Management Plan. 7) Surveying Safely Guidance Note has been reviewed and issued to staff. 3 LVJB/25/25 JD People Changes to conditions of service. Changes to conditions of service, pensions, holidays, etc. could cause general staffing issues. 7 1) Regular contact with SLC Personnel in relation to any changes. 2) Maintain awareness of such issues across industry in general. 3) Maintain effective communication with staff and staff representatives (industrial relations). 4) Allow staff time to attend briefings on legislative changes likely to impact conditions of service (e.g. pension changes). 5) Personnel Bulletins and team briefing notes provided to all employees. 5 112
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12 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/26/25 JD People Lack of adequate skills, qualifications, training Lack of adequate skills, qualifications, training in existing workforce. 7 1) Personal Development Review Process. 2) RICS Diploma in Rating training. 3) APC/RICS training, including RICS APC CPD package provided. 4) Continual appraisal of organisational structure. 5) AEA training. 6) Training guide for both trainee technicians and trainee valuers in place. 7) Identification of suitable training. 8) Structured regular in-house training for both valuation and electoral procedures. 9) Funded attendance at University or College. 4 LVJB/27/25 MW Regulatory/ Legislative Failure to comply with FOI and Data Protection legislation. Failure to comply with legislation. Data protection concerns linked to increase in home working. Failure to appoint a suitable Data Protection Officer. 6 1) FOI Policy and Procedures in place. 2) Data Protection Policy and Procedures in place. 3) Monitored by LVJB managers. 4) Staff training and employee guide on UK GDPR and FOI. 5) Retention Schedules in place. 6) Privacy Impact Assessments procedure in place. 7) Adhere to SLC’s Information Security Policy. 3 113
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13 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score 8) Disclosure Scotland procedure in place. Conditions of Service require that staff notify management of any criminal convictions. 8) Office wide clear desk procedure implemented. 9) Manager to be qualified as a Certified Data Protection Practitioner. 10) Data protection privacy statement on LVJB website. 11) Review of appointment of a Data Protection Officer. LVJB/28/25 CM Regulatory/ Legislative Failure to comply with Part 1 of the Public Records (Scotland) Act 2011 to prepare and submit a records management plan for approval by the Keeper of Records and to ensure that LVJB’s public records are managed in accordance with the agreed plan. Failure to prepare a Plan that is agreed by the Keeper of Records and ensuring that LVJB’s public records are managed in accordance with the agreed plan. Plan approved by Keeper of Records. 6 1) Dedicated Records Manager. 2) Business Classification Scheme and Retention Schedules in place. 3) Approved Records Management Policy and Plan in place. 4) Records management issues monitored via monthly Management Team meetings. 5) Manager to be qualified as a Certified Data Protection Practitioner. 6) Adhere to SLC’s Information Security Policy. All staff subject to Disclosure Scotland checks. 7) Business Continuity Plan. 8) Data Protection Policy. 9) Office wide clear desk procedure implemented. 10) Comply with Progress Update Review requests. 3 114
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14 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score 11) Progress Update Report to be submitted to the Keeper of Records by late 2025. LVJB/29/25 AB Information and Technology Failure of Eros Software during canvass or election. Failure of ERO Portal in the lead up to a UK Parliamentary election or by- election, to process voter authority certificate applications, absent vote applications and overseas elector applications Failure of Eros Software during canvass or election. Failure of ERO Portal in the lead up to a UK Parliamentary election or by- election. 9 1) Attend software provider workshops. 2) Software support and maintenance agreement in place. 3) Regular back-ups of system data taken. 4) Testing prior to elections and canvass to ensure system resilience, on test server. 5) Regular dialogue with software suppliers, attendance at supplier run events. 6) Regular software updates. 7) IT support in place for elections, including dedicated server monitoring by a third- party company. 8) SLC IT involvement with testing performance issues. 9) Regular communications with Cabinet Office to ensure ERO Portal system resilience. 10) Workload monitoring by electoral managers. 6 LVJB/30/25 CM Information and Technology Total computer, communications failure. Total computer, communications failure could cause disruption to the services provided. 9 1) Disaster recovery in place for servers. 2) Backup copy of data is retained off-site. 3) Re: SLC datacentre at DataVita building- data is also copied to the standby datacentre located in Edinburgh. 4 115
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15 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score 4) Backup processes have been tested to work in the event of server or infrastructure failure within Datavita, to ensure the requirements of the Business Continuty Plan are met in such scenarios. A plan to test full failover to the Edinburgh backup site is being formulated by SLC. 5) All SLC servers were successfully migrated to Data Vita. 6) SLA with constituent authority was reviewed October 2024 and remains in place till October 2025. LVJB/31/25 CM Information and Technology Failure of the Scottish Assessors’ Association portal web site. Failure of the Scottish Assessors’ Association portal web site could lead to a significant increase in enquiries from service users to LVJB. 5 1) Portal suppliers have documented procedures for dealing with such situations. 2) Participate in SAA Portal Management Committee meetings to keep abreast of security development issues. 3) Consultation ongoing with SAA regards provision of a new supplier. 3 LVJB/32/25 MW Reputation Claims submitted against LVJB. Claims submitted against LVJB for negligence or failure to comply with legislation. 7 1) Service Plan identifies responsible officers for key undertakings to ensure ownership. 2) Monitor via team meetings. 4 116
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16 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score 3) Provision of training guidance to employees and managers on appropriate legislative matters such as Equality and Diversity legislation, FOI and Data Protection. 4) Compliance with statutory duties as determined by relevant legislation. 5) Ensure adequate Public Liability insurance is in place. LVJB/33/25 JD Environmental Severe weather. Severe weather could result in surveys and canvassing etc. being unable to be carried out due to unsafe conditions or staff unable to travel to workplace. 5 1) Skeleton staff availability. 2) Comply with Occupational Health and Safety Management System (OHSMS). 3) Winter Awareness/Adverse Weather Statement in place. 4) Surveying Safely Guidance Note reviewed and issued to staff. 5) Ability for staff to undertake home working. 3 LVJB/34/25 LVJB Mgt Team Operational, Continuity and Performance, Political, Financial Implementation of recommendations set out in Barclay Review, and in turn the Non-Domestic Rates (Scotland) Act 2020. Implementation of 3 yearly revaluations, with a one-year tone date, in conjunction with the publication of draft roll and ratepayer representations. Requirement to achieve consistency between Assessors. Requirement to enter subjects in the Valuation Roll that are currently excluded by legislation. 9 1) SAA Action Plan developed. 2) SAA Issues log in place to promote consistency. 3) SAA Executive meet with Scottish Government officials and are involved in various forums formed because of the Barclay Review. 4) Funding bids made to the Scottish Government for the additional workload. 5) Three-year budgetary planning. 6) Meetings of LVJB’s Utilities Group. 5 117
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17 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score Requirement to publish rented property lists and more detailed valuations in connection with 3 yearly non- domestic revaluations. Refer also risk 38. 7) Meetings of LVJB’s Valuation Forum. 8) Ongoing Project Plan developed by the SAA for each Revaluation and monitored at regular SAA meetings. 9) Availability of resources to allow overtime to enable completion of each revaluation. LVJB/35/25 LVJB Mgt Team Operational, Continuity and Performance, Political, Financial Inadequate staff numbers to undertake all statutory duties. Statutory functions not undertaken. Change to pension regulations which now allow staff to have access to their pensions at 55 years old, and in turn potentially retire from the service. Recruitment and retention of staff. 9 1) Workforce Plan implemented and reviewed annually. 2) Flexible Retirement Policy and Flexible Working Policy available and utilised to retain experienced staff. 5 LVJB/36/25 LVJB Mgt Team Operational, Continuity and Performance, Political, Financial Vulnerability of LVJB assets to attack by third parties. Possibility of cyber or and physical attack on LVJB assets. 7 1) South Lanarkshire Council were PSN certified through to 21 February 2024. SLC’s current status is classed as ‘deferred’ pending the upgrade or removal of legacy operating systems, including Windows 2008/2012 and older versions of Linux. SLC have an active critical programme of work to address this issue and continue to make progress. The Cyber Essentials recertification has therefore been delayed due to the above 4 118
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18 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score 2) “Run, hide, tell” guidance must be undertaken as a mandatory training course. 3) Responding to Suspect Items and Threatening and Suspicious Behaviour guidance issued to staff. 4) Business Continuity Plan in place. 5) Buildings have secure access. LVJB/37/25 LVJB Mgt Team Operational, Continuity and Performance, Political, Financial Fraudulent actions within LVJB. Fraudulent actions being undertaken by LVJB staff. 4 1) Review and implementation of fraud policies:- 2) Fraud Response Plan and Procedures 3) Fraud Whistleblowing for third parties 4) Confidential reporting procedures 5) Counter Fraud, Bribery and Corruption Policy Statement and Strategy 6) Conflict of Interest Declaration Completed by all staff annually. 2 LVJB/38/25 JD/CM Financial Lack of funding for new duties associated with the Barclay review into non-domestic rates. Insufficient funding for new duties could lead to difficulties in delivery of statutory undertakings. There is no detail on future years’ funding from the Scottish Government for such duties. 9 1) Risk to the new statutory duties has previously been raised and continues to be discussed with Scottish Government officials, and directly with the Minister for Public Finance. 2) Three yearly budget planning assists with the identification of when funding levels become critical to service delivery. 9 119
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19 Risk reference number Allocated to Classification Key risk Description of risk Inherent risk score Controls in place Residual risk Score LVJB/39/25 LVJB Mgt Team Operational, Continuity and Performance, Political, Financial Implementation and divergence of new measures introduced by the Election Act 2022 Implementation of 3 yearly absent vote process and overseas electors’ applications. Requirement to achieve consistency between EROs. Requirement to enter electors in the Electoral Register that are currently excluded by legislation. Requirement to process all changes via the ERO Portal and download into Eros EMS system for UK election applications only. Dealing with divergence in Electoral law between UK and Scotland. 5 1)SAA ERCOM monthly meetings to promote consistency. 2) SAA Executive meet with Scottish Government officials and are involved in various forums formed as a result of the Elections Act. 3) Funding bids made to the Scottish Government for the additional workload. 4) Three yearly budgetary planning. 5) Meetings of LVJB management team. 6) Meetings of Electoral Managers. 7) Guidance produced by the Electoral Commission and AEA. 3 120
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Appendix 2 Risk Scoring Impact 1 to 3 1. Will cause some problems but could be managed. 2. Will cause significant delay or interruption to our service. 3. Could cause our service to fail. Likelihood 1 to 3 1. Unlikely but could happen. 2. Likely to happen. 3. Very likely or already happening. Scoring matrix I M P A C T 3. Could cause our service to fail 4 7 9 2. Will cause significant delay or interruption to our service 2 5 8 1. Will cause some problems but could be managed 1 3 6 1. Unlikely but could happen 2. Likely to happen 3. Very likely or already happening likelihood Initial scoring is without controls or mitigation. Residual score reflects outcome after controls are in place and tested. For new risks controls/mitigation is normally being put in place. Residual scores should therefore still be high until these are fully in place and tested. 121
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h??1 June Report Agenda Item Report to: Lanarkshire Valuation Joint Board Date of Meeting: 3 March 2025 Report by: Assessor and Electoral Registration Officer Subject: Progress Update 1. Purpose of Report 1.1. The purpose of the report is to:- provide an overview of the service to members outline current issues and service priorities provide an update on performance highlight issues affecting the future direction of the Joint Board highlight the Assessors delegated powers in relation to staffing 2. Recommendation(s) 2.1 The Board is asked to approve the following recommendation(s):- (1) that the content of the report be noted. 3. Service Overview and Priorities 3.1. Electoral Registration 3.1.1. Annual Canvass The revised register of electors was published on 1 February 2025 to include the ‘Review of Polling Districts and Polling Places’ conducted by the Returning Officers in both North and South Lanarkshire Councils. 3.1.2. Boundary Reviews The consultation on further proposals for the Scottish Parliament constituency boundaries and provisional proposals for regions has been undertaken. This had a closing date of 26 October 2024. Boundaries Scotland will now submit their final recommendations to Scottish Ministers by 1 May 2025. If subsequently approved by the Scottish Parliament, the new boundaries will be effective at the next Scottish Parliament election, which is expected in May 2026. 3.1.3. Elections Act 2022 All measures have now been implemented as a result of the Elections Act 2022. The UK Government’s Ministry of Housing, Communities and Local Government (MHCLG) continues to improve the ERO Portal after feedback from stakeholders and various post-election reviews. 10 123
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The Scottish Assessor’s Association has been working with partners at the Electoral Commission and with their own electoral management system providers to ensure that the user journey is as simple and as informative as possible. 3.1.4. Electoral Reform (UK) The UK Government is conducting a review of electoral registration and conduct processes which commenced in October 2024 and will conclude by April 2025, as well as delivering on manifesto commitments (such as voter ID amendments, votes at 16 and improving registration). This review looks to identify the biggest challenges and pain-points in the current system for both electors and electoral practitioners and identify practical and pragmatic approaches to address them. 3.1.5. Electoral Reform (Scottish Parliament) The Scottish Elections (Representation and Reform) Bill changes the law affecting Scottish Parliament and local government elections in respect of a number of measures such as, disqualification orders, democratic engagement and election pilots to name a few. It should be noted that most items relate to the Returning Officer and not the Electoral Registration Officer (ERO). The Bill was introduced on 23 January 2024, stage 3 ended on 17 December 2024, the Bill was then passed by Parliament, received Royal Assent and became an Act of the Scottish Parliament on 29 January 2025. 3.1.6. Private Member Bill – Absent Voting (Elections in Scotland and Wales) Bill This Bill was introduced to the House of Commons on 16 October 2024 and the second reading was on 17 January 2025. The Bill makes provision for and amends existing legislation to make it easier and more convenient for voters in Scotland and Wales to apply for postal and proxy voting. It will allow for devolved applications to be made online via the UK digital service, include an identity check element, and align renewal cycles in line with reserved elections. 3.1.7. Elections Held Since Last Board Meeting There have been no elections since the last board meeting. 3.2. Non-Domestic Valuation A summary of information in this area can be found in Appendices 1.1 to 1.6. 3.2.1. Changes to the 2023 Valuation Roll (Running Roll) These are highlighted in Appendices 1.1 and 1.2 for the period 1 April 2024 to 1 February 2025 3.2.2. 2005 Valuation Roll Appeals (Revaluation and Running Roll) A summary of the position regarding the 2005 Revaluation and Running Roll appeals is contained in Appendix 1.3. It should be noted that all of the outstanding appeals from this revaluation period (Telecommunication subjects) have now all been settled by the relevant parties. 3.2.3. 2010 Valuation Roll Appeals (Revaluation and Running Roll) As in previous progress update reports, for completeness a summary of the position with regard to the 2010 Revaluation and Running Roll appeals is contained in Appendix 1.4. It should be noted that all appeals relevant to the 2010 revaluation period have been settled. *Going forward Appendices 1.3 and 1.4 will be removed from the statistics. 124
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3.2.4. 2017 Valuation Roll Appeals (Revaluation and Running Roll) A summary of the position with regards to 2017 Revaluation and Running Roll appeals is contained in Appendix 1.5. Since the last board meeting in December 2024, the First-tier tribunal provided a spreadsheet listing all transferred R2017 appeals and their current status (whether they were now deemed to have been dealt with or whether they were still outstanding). Our valuation system was then updated with this new information and the status of all the outstanding appeals crosschecked against our own records. A number of appeals required further investigation, before they were dealt with and correctly disposed of in advance of the 31 December 2024 statutory deadline. Therefore, with regard to the R2017 appeals, the appeals outstanding are those that have been referred to the Upper Tribunal for future hearing and determination, of which there are 21. 3.2.5. 2023 Valuation Roll Proposals (Revaluation and Running Roll) Appendix 1.6, Table 1 shows the number of 2023 Revaluation proposals received by the final date to lodge such an appeal, 31 August 2023, as 1406. To ensure that they are disposed of by the statutory deadline of 30 September 2025, proposals are allocated a “proposal determination date” (PDD); the date by which the Assessor’s staff must issue a written decision to the proposer. Following this part of the process any dissatisfied proposer can lodge a formal appeal with the First-tier Tribunal. To date we have made excellent progress having disposed of just over 75% (1080) of the 2023 Revaluation proposals that were received. By 1 February 2025 we have received 17 appeals against an issued Assessors decision notice. This currently shows a proposal to appeal conversion factor of under 2%. 3.3. Council Tax A summary of information in this area can be found in Appendices 2.1 to 2.4. 3.3.1. New Houses A summary of the position for the period 1 April 2024 to 1 February 2025 is contained at Appendix 2.2. 3.3.2. Proposals and Appeals Appendices 2.3 and 2.4 contain information on the outstanding Council Tax proposals and appeals. 4. Staffing 4.1. Recruiting, Departures and Arrivals As has been previously reported, the recruitment of qualified valuation staff has been extremely difficult for a number of years and remains a real challenge today. Since the last Board meeting the following recruitment and selection processes have been undertaken. 125
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Adverts for 13 roles including Trainee Technicians, Trainee Valuers, Valuers, Principal Valuers and Divisional Valuers have been placed for positions within the valuation section, in addition 3 Clerical Assistants and an Audit and Information Management Team Leader position have been recently posted to the ‘MyjobScotland’ website. Several posts have now reached their closing dates, candidates have been shortlisted, and interviews have taken place or are scheduled. In respect of the Audit and Information Management Team Leader, an internal candidate has been successful and has taken up their new post, and 3 Clerical Assistant posts have been filled by external candidates. Within the valuation section, we have recruited one external candidate as a Divisional Valuer, however, we have lost a Divisional Valuer during the same period. Therefore, unfortunately, 3 Divisional Valuer posts remain unfilled. An internal applicant has been promoted to Principal Valuer, however, there are a further 3 Principal Valuer posts which remain vacant. One Trainee Technician has been recruited internally, however, the recruitment drive did not allow us to fill the remaining vacant Trainee Technician post. 5 Trainee Valuer/Valuer posts are currently vacant, including one due to a recent resignation which is disappointing given the time and effort invested by LVJB in to training. Our latest recruitment drive will see applicants for both Divisional Valuers and Trainee Valuers interviewed in the coming weeks, thereafter, we will advertise for a number of Trainee Technicians. 4.2. Future Review of Structure The recruitment strategy to date has been, where qualified staff are not available in the marketplace, to recruit trainee valuers and trainee technicians and fund, if necessary, their studies on day release courses. Whilst this strategy has been fruitful with the recent cohort of students making excellent progress through university, college and within the workplace, we are finding that the challenges due to the recent legislative changes to the proposal / appeals system, along with the delivery of 3 yearly revaluations, means that the current staffing structure does not adequately meet the needs of the organisation. As well as the work streams that surround the preparations for the 2026 Revaluation, and the providing of over 2000 valuation estimates, by the end of March 2025, to the Scottish Government, we are completing the first stage of the disposal of the 1406 R2023 proposals. In conjunction to this the administration work in respect of issuing Assessors Information Notices, Civil Penalty (CP) Notices and the invoicing of ratepayers in respect of the issued CPs has risen greatly. All these duties must be undertaken alongside our ‘normal’ running roll work and our duty to maintain the Council Tax Valuation List. Therefore, due to the ongoing issues that we are experiencing with regards to the recruitment of qualified staff and the increased workload in relation to changes introduced by The Non-Domestic Rates (Scotland) Act 2020 (and associated Regulations), the management team will over the next few months, with the assistance of the Head of Personnel Services, South Lanarkshire Council, undertake 126
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a review of the existing staffing structure to ensure that we have the relevant resources available to effectively undertake our statutory duties. The outcome of this review will be reported to a future meeting of the Board. 4.3. Staff absence levels for the last rolling year are summarised in Appendix 3.1. 5. Other Matters 5.1. Complaints Received and Dealt with Since Last Progress Update Report Since the last update provided to the Board, there have been no complaints received by the organisation. 5.2. Complaints to the Ombudsman No decisions have been received from the Scottish Public Services Ombudsman (SPSO) since the last meeting of the Board. 6. Employee Implications 6.1. Please see item 4 above. 7. Financial Implications 7.1. No implications. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability, or environmental implications in terms of the information contained in this report. 9. Other Implications 9.1. There are no implications for risk in terms of the information contained in this report. 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. There is no requirement for consultation in respect of this report. 11. Privacy Impact Assessment 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. Christine Maxwell BSc MRICS Assessor and Electoral Registration Officer 13 February 2025 Previous References Progress Update Report for Board meeting of 2 December 2024 List of Background Papers None 127
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Contact for Further Information If you require further information, please contact: - Christine Maxwell, Assessor and Electoral Registration Officer Phone: 01698 476078 E-mail: assessor@lanarkshire-vjb.gov.uk 128
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Alterations made to the Valuation Roll (including appeal adjustments) between 01/04/2024 and 01/02/2025 Area AS AT 01/04/2024 ADDED DELETED ALTERED AS AT 01/02/2025 SUBJECTS RV SUBJECT S RV SUBJECTS RV SUBJECTS RV SUBJECTS RV North Lanarkshire 11,359 308,428,575 241 3,101,655 120 1,500,720 447 -4,383,945 11,477 305,645,565 South Lanarkshire 11,886 782,677,809 225 5,227,025 106 892,880 319 -5,595,030 12,015 781,416,924 LVJB total 23,245 £1,091,106,384 466 £8,328,680 226 £2,393,600 766 - £9,978,975 23,492 £1,087,062,489 Appendix 1.1 129
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Summary of time taken to make alterations (excluding appeal adjustments) to the Valuation Roll Period : 1 April 2024 to 1 February 2025 Area Total altered altered < 3 months altered 3 to 6 months altered > 6 months No. No. %age No. %age No. %age North Lanarkshire 448 148 33.04% 193 43.08% 107 23.88% South Lanarkshire 398 306 76.88% 35 8.79% 57 14.32% LVJB totals 846 454 53.66% 228 26.95% 164 19.39% Appendix 1.2 130
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Valuation Roll Appeals: Revaluation and Running Roll 2005 1. Revaluation Appeals Area Appeals received since 2005 Valuation Roll Appeals resolved as at 1 February 2025 Appeals heard but awaiting stated case for appeal to Lands Valuation Appeal Court (historic) Rateable Value of Appeals in process of appeal to LVAC (historic) Appeals outstanding awaiting determination of Upper Tribunal Rateable Value of Outstanding Appeals awaiting determination of Upper Tribunal Appeals Outstanding as at 1 February 2025 North Lanarkshire 3,921 3,921 0 £0 0 £0 0 South Lanarkshire 3,148 3,148 0 £0 0 £0 0 LVJB total 7,069 7,069 0 £0 0 £0 0 2. Running Roll Appeals Area Appeals received since 2005 Valuation Roll Appeals resolved as at 1 November 2024 Appeals heard but awaiting stated case for appeal to Lands Valuation Appeal Court (historic) Rateable Value of Appeals in process of appeal to LVAC (historic) Appeals outstanding awaiting determination of Upper Tribunal Rateable Value of Outstanding Appeals awaiting determination of Upper Tribunal Appeals Outstanding as at 1 February 2025 North Lanarkshire 2,023 2,023 0 £0 0 £0 0 South Lanarkshire 1,695 1,695 0 £0 0 £0 0 LVJB total 3,718 3,718 0 £0 0 £0 0 Appendix 1.3 131
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Valuation Roll Appeals: Revaluation and Running Roll 2010 1. Revaluation Appeals Area Appeals received since 2010 Valuation Roll Appeals resolved as at 1 February 2025 Appeals heard but awaiting stated case for appeal to Lands Valuation Appeal Court Rateable Value of Appeals in process of appeal to LVAC Appeals outstanding awaiting determination of Lands Tribunal for Scotland Rateable Value of Outstanding Appeals awaiting determination of LT Appeals Outstanding as at 1 February 2025 North Lanarkshire 4,460 4,460 0 £0 0 £0 0 South Lanarkshire 3,103 3,103 0 £0 0 £0 0 LVJB total 7,563 7,563 0 £0 0 £0 0 2. Running Roll Appeals Area Appeals received since 2010 Valuation Roll Appeals resolved as at 1 February 2025 Appeals heard but awaiting stated case for appeal to Lands Valuation Appeal Court Rateable Value of Appeals in process of appeal to LVAC Appeals outstanding awaiting determination of Lands Tribunal for Scotland Rateable Value of Outstanding Appeals awaiting determination of LT Appeals Outstanding as at 1 February 2025 North Lanarkshire 5,480 5,480 0 £0 0 £0 0 South Lanarkshire 6,727 6,727 0 £0 0 £0 0 LVJB total 12,207 12,207 0 £0 0 £0 0 Appendix 1.4 132
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Valuation Roll Appeals: Revaluation and Running Roll 2017 1. Revaluation Appeals Area Appeals received since 2017 Valuation Roll Appeals resolved as at 1 February 2025 Appeals heard but awaiting stated case for appeal to Lands Valuation Appeal Court (historic) Rateable Value of Appeals in process of appeal to LVAC (historic) Appeals outstanding awaiting determination of Upper Tribunal for Scotland Rateable Value of Outstanding Appeals awaiting determination of Upper Tribunal for Scotland Appeals Outstanding as of 1 February 2025 North Lanarkshire 4,726 4,717 0 £0 9 £2,681,850 9 South Lanarkshire 4,553 4,547 0 £0 6 £714,350 6 LVJB total 9,279 9,264 0 £0 15 £3,396,200 15 2. Running Roll Appeals Area Appeals received since 2017 Valuation Roll Appeals resolved as at 1 February 2025 Appeals heard but awaiting stated case for appeal to Lands Valuation Appeal Court (historic) Rateable Value of Appeals in process of appeal to LVAC (historic) Appeals outstanding awaiting determination of Upper Tribunal for Scotland Rateable Value of Outstanding Appeals awaiting determination of Upper Tribunal for Scotland Appeals Outstanding as of 1 February 2025 North Lanarkshire 4,672 4,670 0 £0 2 £16,250 2 South Lanarkshire 5,044 5,040 0 £0 4 £5,015,000 4 LVJB total 9,716 9,710 0 £0 6 £5,031,250 6 Appendix 1.5 133
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Valuation Roll Proposals: Revaluation and Running Roll 2023 1. Revaluation Proposals Area Proposals received since 2023 Revaluation Proposals Determined by Assessor Proposals now Appealed to Local Taxation Chamber Rateable Value of appeals at Local Taxation Chamber Appeals awaiting determination at Upper Tribunal Rateable Value of Outstanding Appeals awaiting determination at Upper Tribunal Proposals / Appeals Outstanding as at 1 February 2025 North Lanarkshire 759 612 12 £9,603,700 0 0 147 South Lanarkshire 647 468 5 £7,731,500 0 0 179 LVJB total 1406 1080 17 £17,335,200 0 0 326 2. Running Roll Proposals Area Proposals received since 2023 Revaluation Proposals Determined by Assessor Proposals now Appealed to Local Taxation Chamber Rateable Value of appeals at Local Taxation Chamber Appeals awaiting determination at Upper Tribunal Rateable Value of Outstanding Appeals awaiting determination at Upper Tribunal Proposals / Appeals Outstanding as at 1 February 2025 North Lanarkshire 117 47 0 0 0 0 70 South Lanarkshire 119 68 0 0 0 0 51 LVJB total 236 115 0 0 0 0 121 Appendix 1.6 134
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Council Tax Subjects as at 01/02/2025 ENTRIES AS AT 01/04/2024 ADDITIONS DELETIONS CURRENT ENTRIES BAND 'D' EQUIVALENT BAND NORTH SOUTH TOTAL NORTH SOUTH TOTAL NORTH SOUTH TOTAL NORTH SOUTH TOTAL NORTH SOUTH TOTAL A 52496 36093 88589 39 35 74 33 55 88 52502 36073 88575 35003 24050 59053 B 38086 30909 68995 92 40 132 5 11 16 38173 30938 69111 29691 24064 53755 C 20553 27105 47658 159 55 214 5 16 21 20707 27144 47851 18406 24128 42534 D 18337 22441 40778 285 253 538 5 4 9 18617 22690 41307 18617 22690 41307 E 17533 20938 38471 149 203 352 2 9 11 17680 21132 38812 23230 27765 50995 F 10508 14025 24533 216 295 511 5 5 10 10719 14315 25034 17418 23262 40680 G 3165 7174 10339 37 111 148 1 4 5 3201 7281 10482 6269 14258 20527 H 170 590 760 2 4 6 0 2 2 172 592 764 421 1450 1871 TOTAL 160848 159275 320123 979 996 1975 56 106 162 161771 160165 321936 149055 161667 310722 'D' EQIV. 147956 160434 308390 1148 1330 2478 48 96 144 149055 161667 310722 JOINT BOARD TOTALS 01/04/2024 01/02/2025 Increase TOTAL CHARGEABLE ENTRIES North 160848 161771 923 South 159275 160165 890 Total 320123 321936 1813 BAND 'D' EQUIVALENT North 147956 149055 1100 South 160434 161667 1234 Total 308390 310722 2334 Appendix 2.1 135
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Summary of time taken to enter new houses in Valuation (Council Tax) List Period : 1 April 2024 to 1 February 2025 Area Total added added < 3 months added 3 to 6 months added > 6 months North Lanarkshire 968 894 92.36% 36 3.72% 38 3.93% South Lanarkshire 996 948 95.18% 19 1.91% 29 2.91% LVJB totals 1964 1842 93.79% 55 2.80% 67 3.41% Appendix 2.2 136
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Summary of Council Tax Proposals/Appeals received and dealt with as at 1 February 2025 Valid Proposals/Appeals outstanding @ 1 April 2024 Proposals/Appeals received since 1 April 2024 Proposals/Appeals completely resolved 01/04/2024 to 01/02/2025 North Lanarkshire 26 25 30 South Lanarkshire 35 73 59 LVJB total 61 98 89 Invalid Proposals/Appeals outstanding @ 1 April 2024 Proposals/Appeals received since 1 April 2024 Proposals/Appeals completely resolved 01/04/2024 to 01/02/2025 North Lanarkshire 26 67 80 South Lanarkshire 46 79 88 LVJB total 72 146 168 Combined Proposals/Appeals outstanding @ 1 April 2024 Proposals/Appeals received since 1 April 2024 Proposals/Appeals completely resolved 01/04/2024 to 01/02/2025 North Lanarkshire 52 92 110 South Lanarkshire 81 152 147 LVJB total 133 244 257 Appendix 2.3 137
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Summary of resolution of Council Tax Proposals/Appeals Between 1 April 2024 and 1 February 2025 Valid Proposals/Appeals completely resolved 01/04/2024 to 01/02/2025 Number withdrawn Number abandoned Number adjusted Number dismissed by VAC/LTC Number adjusted by VAC North Lanarkshire 30 2 24 4 0 0 South Lanarkshire 59 18 33 5 3 0 LVJB total 89 20 57 9 3 0 Invalid Proposals/Appeals completely resolved 01/04/2024 to 01/02/2025 Number withdrawn Number abandoned Number adjusted Number dismissed by VAC/LTC Number adjusted by VAC North Lanarkshire 80 0 59 3 18 0 South Lanarkshire 88 3 84 1 0 0 LVJB total 168 3 143 4 18 0 Combined Proposals/Appeals completely resolved 01/04/2024 to 01/02/2025 Number withdrawn Number abandoned Number adjusted Number dismissed by VAC/LTC Number adjusted by VAC North Lanarkshire 110 2 83 7 18 0 South Lanarkshire 147 21 117 6 3 0 LVJB total 257 23 200 13 21 0 Appendix 2.4 138
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Appendix 3.1 ABSENCE MANAGEMENT STATISTICS Self-Certified Medically Certified Unauthorised Total Total Month Absence No of Days Work days available No of Days % No of Days % No of Days % No of Days Work Days Avail % Month % February 2024 38 3.2% 133 11.3% Nil 0% 171 1174 14.6% February 2023 50 1226 4.1% March 2024 22 1.9% 111 9.5% Nil 0% 133 1166 11.4% March 2023 57 1397 4.1% April 2024 20 1.7% 191 15.% Nill 0% 211 1206 17.5% April 2023 36 1225 2.9% May 2024 13 1.0% 140 11.2 Nil 0% 153 1249 12.2% May 2023 32 1417 2.3% June 2024 10 0.9% 107 9.6% Nil 0% 117 1109 10.6% June 2023 30 1306 2.3% July 2024 9 0.7% 104 8.3% Nil 0% 113 1247 9.1% July 2023 24 1240 1.9% August 2024 15 1.3% 99 8.5% Nill 0% 114 1169 9.8% August 2023 32 1336 2.4% September 2024 8 0.7% 96 7.9% Nil 0% 104 1217 8.5% September 2023 38 1216 3.1% October 2024 0 0.0% 125 9.5% Nil 0% 125 1313 9.5% October 2023 68 1318 5.2% November 2024 0 0.0% 94 8.2% Nil 0% 94 1153 8.2% November 2023 97 1293 7.5% December 2024 0 0.0% 128 10.7% Nil 0% 128 1192 10.7% December 2023 133 1226 10.8% January 2025 0 0.0% 69 5.5% Nil 0% 69 1246 5.5% January 2024 154 1301 11.8% Averages for 12 months 11 0.9% 116 9.7% Nil 0% 128 1196 10.7% 63 1341 4.7% 139
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