Agenda Document Pack - Executive Committee - 20/05/2026
South Lanarkshire Council · 20 May 2026
Back to Executive Committee — 20 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Tuesday, 12 May 2026 Dear Councillor Executive Committee The Members listed below are requested to attend a meeting of the above Committee to be held as follows:- Date: Wednesday, 20 May 2026 Time: 10:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Joe Fagan (Chair/ex officio), Gerry Convery (Depute Chair), Alex Allison, John Anderson, Robert Brown, Andy Carmichael, Maureen Chalmers, Ross Clark, Margaret Cooper, Andrea Cowan, Maureen Devlin, Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Susan Kerr, Ross Lambie, Eileen Logan, Katy Loudon, Ian McAllan, Catherine McClymont, Davie McLachlan, Richard Nelson, Norman Rae, Mo Razzaq, Kirsten Robb, John Ross, David Shearer, Margaret B Walker Substitutes Walter Brogan, Poppy Corbett, Margaret Cowie, Celine Handibode, Graeme Horne, Martin Hose, Cal Johnston-Dempsey, Hugh Macdonald, Kenny McCreary, Elaine McDougall, Mark McGeever, Graham Scott, David Watson 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Executive Committee held on 1 April 2026 submitted for approval as a correct record. (Copy attached) 5 - 10 Monitoring Item(s) 3 Update to Funding Report dated 15 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 11 - 14 Item(s) for Decision 4 2026/2027 Investments – Updates Report dated 13 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 15 - 28 5 Review of Petitions Process Report dated 5 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 29 - 44 6 Statutory Review of the Byelaws Prohibiting the Consumption of Alcohol in Designated Public Places Report dated 30 March 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 50 7 Representation on International Children’s Games Report dated 22 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 51 - 52 8 Recommendation Referred by Finance and Corporate Resources Committee Report dated 6 May 2026 by the Chief Executive. (Copy attached) 53 - 56 9 Representation on Outside Bodies – Business Loans Scotland Report dated 15 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 57 - 58 10 South Lanarkshire’s State of the Environment Report 2025 Report dated 28 April 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 59 - 70 11 The Housing Promise Joint report dated 5 May 2026 by the Director, Health and Social Care and Executive Director (Housing and Technical Resources). (Copy attached) 71 - 76 12 Land and Property Transfers and Disposals Report dated 27 April 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 77 - 82 2
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13 Summer of Sport Report dated 29 April 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 83 - 88 14 Amendments to Memberships of Committees Report dated 30 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 89 - 90 Item(s) for Noting 15 Update on Corporate Asset Management Plan Report dated 24 April 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 91 - 110 16 Integration Joint Boards - Extension of Voting Rights Report dated 29 April 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 111 - 114 Urgent Business 17 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 3
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EXECUTIVE COMMITTEE Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 1 April 2026 Chair: Councillor Joe Fagan (ex officio) Councillors Present: Councillor Alex Allison, Councillor John Anderson, Councillor Robert Brown, Councillor Andy Carmichael, Councillor Maureen Chalmers, Councillor Ross Clark, Councillor Gerry Convery (Depute), Councillor Andrea Cowan, Councillor Margaret Cowie (substitute for Councillor Margaret B Walker), Councillor Maureen Devlin, Councillor Gladys Ferguson-Miller, Councillor Elise Frame, Councillor Lynsey Hamilton, Councillor Susan Kerr, Councillor Ross Lambie, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Lesley McDonald, Councillor Davie McLachlan, Councillor Richard Nelson, Councillor Norman Rae, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor John Ross, Councillor David Shearer Councillors’ Apologies: Councillor Margaret Cooper, Councillor Margaret B Walker Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources K Carr, Executive Director Education Resources L McRoberts, Executive Director Finance and Corporate Resources J Taylor, Executive Director; K McLeod, Administration Assistant; T Slater, Administration Adviser; I Strachan, Head of Administration and Legal Services Housing and Technical Resources S Gibson, Executive Director Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 4 March 2026 were submitted for approval as a correct record. The Committee decided: that the minutes be approved as a correct record. 2 5
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3 Revenue Budget Monitoring for Period 12 - 1 April 2025 to 20 February 2026 and Probable Outturn A report dated 11 March 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the overall financial position of the General Fund Revenue Account and the Housing Revenue Account for the period 1 April 2025 to 20 February 2026 and the projection for the year to 31 March 2026. The report and associated appendices:- summarised the 2025/2026 Probable Outturn position for the Council’s General Fund Revenue Account to 31 March 2026, following agreed transfers to reserves, which showed a breakeven position provided details of the position on the General Fund Account and the Housing Revenue Account respectively for the period 1 April 2025 to 20 February 2026 advised that the Council was due to receive a share of the reserves that had been accumulated by Clydeplan, following its termination on 31 March 2025 provided the Housing Revenue Account position The Executive Director (Finance and Corporate Resources) responded to a member’s questions in relation to various aspects of the report. The Committee decided: (1) that the Council’s breakeven Probable Outturn position after transfers to reserves, as detailed in section 4 of the report, be noted; (2) that the current forecast on the General Fund Revenue Account for 2025/2026, as detailed in section 5.1 of the report, and the actual spend as at 20 February 2026, as detailed in appendices 1 and 2 of the report, be noted; and (3) that the projected breakeven position on the Housing Revenue Account for 2025/2026, and the actual spend as at 20 February 2026, as detailed in section 6 and Appendix 3 of the report, be noted. [Reference: Minutes of 4 March 2026 (Paragraph 3)] 4 Capital Budget 2025/2026 and Monitoring for Period 12 - 1 April 2025 to 20 February 2026 A report dated 11 March 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the progress of the General Fund Capital Programme and Housing Capital Programme for the period 1 April 2025 to 20 February 2026. The revised programme for the General Fund for 2025/2026, as summarised in Appendix 1 to the report, was £67.712 million. This included carry forward projects and previous adjustments approved by this Committee. The forecast for the financial year was £65.962 million and actual spend incurred as at 20 February 2026 totalled £42.034 million. Actual funding received up to 20 February 2026 was £43.620 million. This was detailed in Appendix 2 to the report. The revised Housing Capital Programme for 2025/2026 amounted to £87.740 million. Programme funding for the year also totalled £87.740 million. The funding sources were detailed in Appendix 3 to the report. Budget for the period amounted to £63.563 million and, as at 20 February 2026, £63.563 million had been spent. 6
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The position on the General Fund Capital Programme and the Housing Capital Programme would be monitored by the Financial Resources Scrutiny Forum. The Committee decided: (1) that the position of the General Fund Capital Programme, as detailed in appendices 1 and 2 of the report, and the Housing Capital Programme, as detailed in Appendix 3 of the report, as at 20 February 2026, be noted; and (2) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. [Reference: Minutes of 4 March 2026 (Paragraph 4)] 5 Update to Funding A report dated 3 March 2026 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £0.150 million, which had been made available to the Council by the Scottish Government and other external sources. The funding had been allocated as follows:- Revenue Funding Resource 2025/2026 (£m) Community and Enterprise 0.150 Total 0.150 The Committee decided: that the report be noted. [Reference: Minutes of 4 March 2026 (Paragraph 5)] 6 Pride in Place Programme – Hamilton Town Centre A report dated 18 March 2026 by the Executive Director (Community and Enterprise Resources) was submitted providing an update on the Pride in Place Programme in respect of the appointment of the Independent Chair and Neighbourhood Board. The recruitment process for the Independent Chair commenced at the end of January 2026 and 6 expressions of interest were received. Following shortleeting and interview, Ronnie Smith was appointed as the Independent Chair, and this was notified to the UK Government on 31 March 2026. The Independent Chair, supported by the local MP, would now lead on the recruitment of the Neighbourhood Board, ensuring an inclusive and representative selection of people from across the community. Information was provided on the:- criteria that would be followed in agreeing the Board membership process for seeking expressions of interest for Board membership governance arrangements timescales for completion of Board membership and submitting the Pride in Place Plan for Hamilton Town Centre to the UK Government 7
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A further report would be submitted to this Committee on 24 June 2026 to approve the Neighbourhood Board, which must be established by 17 July 2026. Councillor Fagan, seconded by Councillor Convery, moved the recommendations in the report. Councillor Clark, seconded by Councillor Shearer, moved as an amendment that a request be made by the Chief Executive to the new Chair of the Neighbourhood Board for all 3 Ward 17 councillors to be members of the Board. On a vote being taken using the electronic voting system, 15 members voted for the motion and 13 voted for the amendment. The motion was declared carried. The Committee decided: (1) that the appointment of Ronnie Smith as Independent Chair for the Pride in Place Programme for Hamilton Town Centre – An Anchor for the Hamilton Area be noted; (2) that the process for the recruitment of the Hamilton Town Centre Neighbourhood Board, as set out in section 5 of the report, be approved; and (3) that the timeline and next steps, as set out in section 6 of the report, be noted. [Reference: Minutes of 4 February 2026 (Paragraph 9)] 7 Land and Property Transfers and Disposals A report dated 25 February 2026 by the Executive Director (Housing and Technical Resources) was submitted on proposed actions in respect of land and property transactions. The recommendations had been made in terms of agreed procedures for dealing with surplus land and property. Councillor Nelson, seconded by Councillor Clark, proposed that the decision in relation to land adjacent to 51 Machan Road, Larkhall be continued to a future meeting to allow further engagement with all local members, clarification on pedestrian and road safety implications including any mitigation measures, consideration of the impact on remaining open greenspace and a further explanation regarding previous interest in the land. Following discussion, the proposal was agreed by the Committee. The Committee decided: (1) that the land detailed in Appendix A, with the exception of land adjacent to 51 Machan Road, Larkhall, be declared surplus to Council requirements; (2) that it be noted that the land declared surplus to requirements would be the subject of negotiated transactions; and (3) that the decision in relation to land adjacent to 51 Machan Road, Larkhall be continued to a future meeting. 8 After School Provision in South Lanarkshire A report dated 12 March 2026 by the Chief Executive was submitted providing a timeline for reporting on after school provision in South Lanarkshire. 8
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At the full Council meeting on 11 March 2026, the following motion, as amended, was agreed:- ‘The Council notes the range of after-school care provided across South Lanarkshire, including provision on the Council estate, and considers that good-quality after-school care can enhance communities, support families and improve outcomes for children and young people. The Council further notes the range of providers and models of provision available across Scotland, including not-for-profit provision. The Council commits to working with partners, including South Lanarkshire Leisure and Culture, to create a supportive environment for after-school provision to emerge across South Lanarkshire, subject to legal and commercial constraints, and requests that a report be brought forward to a future meeting of the Executive Committee addressing:- 1. The extent and mix of after school provision across South Lanarkshire. 2. Current and emerging issues in the development of after school provision. This should include consideration of the following; - A plan for engagement with our employability partners such as Routes to Work South for example, who offer “Making it Work for Parents”, to understand more about the barriers faced by parents, and how services can and do support them. - Consideration of the work and research of agencies such as One Parent Families Scotland and Parenting Across Scotland, to understand more about the particular needs of one-parent families. - Inclusion of the experiences of childminders, including our partnership childminders, to recognise their place in the after-school care landscape - Exploration of how any work in this area could tie into the wider Marmot Place work being carried out by the Council, both in terms of data-gathering and strategic planning, since research has shown that there are socioeconomic variations in the use of after- school provision.” 3. Steps the Council can take to support the development of after school provision, including on the Council-owned estate. 4. The potential for Community Wealth Building approaches to support new after-school provision. Any report which recommends engagement exercises to understand the after-school landscape in South Lanarkshire must clearly state how the views and lived experience of children and young people will be captured, to meet our obligations to include their voices in the Council’s planning and delivery of services.’ The Chief Executive undertook to provide an update to this Committee on the timeline, which was outlined at paragraph 4.2 of the report. Following a member’s request, it was agreed that an interim update would be provided to members, either through a report to committee, or a briefing note, on the nature of the engagement with young people, prior to the intended date for the submission of initial findings in October 2026. 9
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The Committee decided: (1) that, further to the motion, as amended, agreed at the full Council meeting on 11 March 2026, the timeline for reporting on after school provision in South Lanarkshire be noted; and (2) that an interim update be provided to members on the nature of engagement with young people prior to the submission of the initial findings in October 2026. [Reference: Minutes of South Lanarkshire Council of 11 March 2026 (Paragraph 8)] 9 Urgent Business There were no items of urgent business. 10
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Update to Funding 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise members of additional funding that has been made available to the Council by the Scottish Government and other external sources since the last report to this Committee (1 April 2026) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £2.118 million, detailed in appendices 1 and 2, be noted. 3. Background 3.1. In year funding can change, and this can be in relation to funding for specific purposes or funding expected and already included in our budget planning. 3.2. Additional funding may either be paid through the General Revenue/Capital Grant mechanism or by the completion of appropriate grant claims. 3.3. Details of the additional funding is attached in appendices 1 and 2 of the report. The report details additional funding that has been reported by Resources as part of the additional resources’ notification process, as well as any additional funding that has increased the Council’s budget by more than £0.100 million. 4. Employee Implications 4.1. None. 5. Financial Implications 5.1. Additional Revenue funding of £1.368 million has been identified across 2026/2027 (£1.044 million) and 2027/2028 (£0.324 million). This is detailed in Appendix 1. 5.2. Additional Capital funding of £0.750 million has been identified for 2026/2027. This is detailed in Appendix 2. 5.3. Resource budgets will be updated to reflect this additional funding. Where appropriate, details of spending plans will be presented to Resource Committees for approval. 3 11
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 7. Other Implications 7.1. There are no other implications in terms of the information contained in this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. 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. 8.2. There was also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers Additional Funding Grant Awards Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O’Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 12
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Appendix 1 Additional Revenue Funding Resource Description 2026/2027 £m 2027/2028 £m Total £m Method Communities and Enterprise Summer of Sport This one-off grant funding is to be used to invest in providing free or low-cost, inclusive opportunities for children and young people aged 3–26 to get active, stay active and improve their lives, with a particular focus on reducing barriers to participation and addressing poverty-related inequality. The investment is designed to support activity during summer 2026, including the period around the Glasgow 2026 Commonwealth Games, and to create a lasting impact through to March 2027 by strengthening pathways into sustained participation in school, club and community sport. The South Lanarkshire Leisure and Culture Programme is included in a separate report to this Committee (20 May 2026). Activity includes World Cup inspired football sessions, Commonwealth Games multi-sports, Golf, Ice Skating and Swimming. 0.713 - 0.713 Sports Scotland Education The Hidden Stakes This is a programme focused on preventing gambling-related harms among Children and Young People and families through targeted education (P7–S4), capacity-building for staff and volunteers, awareness-raising with parents, and early-intervention approaches such as peer-support groups delivered both in person and online. 0.331 0.324 0.655 Scottish Government TOTAL REVENUE FUNDING 1.044 0.324 1.368 13
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Appendix 2 Additional Capital Funding Resource Description 2026/2027 £m 2027/2028 £m Total £m Method Communities and Enterprise Glassford Village Hall Redevelopment Refurbish and extend the existing Glassford Community Hall in rural South Lanarkshire creating a larger, welcoming space that will be the heart of the community. This funding was awarded via the Scottish Government Regeneration Capital Grant Fund, which requires the lead applicant to be a Local Authority. Glassford Community Group will deliver the project with the Council passing on the funding after verified spend is made by the group. 0.750 - 0.750 Scottish Government TOTAL CAPITAL FUNDING 0.750 - 0.750 14
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Report Agenda Item Report to: Executive Committee Date: 20 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: 2026/2027 Investments – Updates 1. Purpose of Report 1.1. The purpose of the report is to:- provide information on the 2026/2027 Investment plans and detail the process for each of the following investment areas: Galas and Festivals, Third Sector and Local Action Fund 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the details of the 2026/2027 Investments, as detailed in section 4, be noted; (2) that information on the Galas and Festivals Fund, as outlined in section 5, and the Third Sector allocation, as detailed in section 6, be noted; and (3) that the proposed approach for the Local Action Fund, as outlined in section 7, be approved. 3. Background 3.1. As part of the Budget setting process on 25 February 2026, an amendment was approved which allocated recurring investment monies of £3.534 million and one-off investment monies of £33.300 million. This paper will provide a summary of the investment proposals (section 4) and will detail the specific distribution arrangements for three of the investment areas namely Galas and Festivals, Third Sector and Local Action Fund (sections 5 to 7). 4. Investment Monies 2026/2027 Update 4.1. As noted in section 3.1, the total recurring Investment Budget available for 2026/2027 is £3.534 million and one-off monies totalling £33.300 million. These are summarised in Table 1: Table 1: 2026/2027 Investments Recurring Revenue Expenditure £m Spend on our Grounds Service 1.700 Reinstating a second hedge cut 0.144 Expand Business grants 0.400 Free swimming for under 16s 0.250 Addition to devolved school budget 0.500 Funds to third sector 0.300 Reinstate citizens advice funding 0.040 Galas and festivals fund 0.200 Total Recurring Revenue Expenditure 3.534 4 15
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One-Off Investments £m Investment in environment and infrastructure 12.000 Supporting and developing Local Business 3.500 Investing in energy efficiency 1.000 Estate improvements 0.500 Care Experienced Young People: Accommodation 0.500 Visual equipment for schools 2.100 Additional Support Needs school estate improvements 0.500 Country Parks 7.300 Outdoor Investment 4.000 Local Action Fund 1.000 Culture Strategy 0.800 Community Engagement Team 0.100 Total One-Off Investments 33.300 4.2. All of the recurring monies of £3.534 million will spend on an annual basis commencing in 2026/2027. Table 2 summarises the £33.300 million one-off monies and the initial indications of how this is expected to spend across the next 3 years. Table 2: Spend Across Years (One-Off) 2026/2027 2027/2028 2028/2029 TOTAL £m £m £m £m Project Spend 12.130 9.555 11.615 33.300 4.3. A high-level summary of the recurring investments is provided in Appendix 1, with the One-Off investments in Appendix 2. 4.4. Following the approval of these Investments, 2 separate reports were provided to Committee, which gave further information on the investments. The paper to the Community and Enterprise Resources Committee (17 March 2026) focussed on key Infrastructure and Investment activity for that Resource, highlighting how the spend will improve services, infrastructure and community outcomes, while the Housing and Technical Resources paper (18 March 2026) provided an overview of the One-Off Investments allocated to the Central Energy Efficiency Fund and the Estate Improvement Fund. 5. Galas and Festivals Fund (£0.200m) 5.1. The total Galas and Festivals funding available is £0.275 million. This includes the £0.200 million of new investment monies, as well as in-kind support previously available to support galas (£0.055 million) and the allocation remaining for Lanimers and Landemer Day (£0.007 million) and all other Gala grants (£0.013 million), as outlined in the Third Sector Partnership Review to Executive Committee in November 2025. 5.2. The in-kind budget previously available to support galas (£0.055 million of in-kind support) was not taken as a saving and sits within the Community and Enterprise Resources’ budget. 16
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5.3. The purpose of the fund is to recognise that each community has its own history, identity and traditions they wish to share and celebrate. The funding invests in the Council’s Connect Plan commitment to deliver caring, connected and sustainable communities and will directly contribute to the outcome: More people reporting a strong sense of community. The investment ensures an equitable approach to grant funding for these local events through the establishment of a new open process Galas and Festivals Grant Programme. The Galas and Festivals grant programme is set out in line with the Council’s new Grant Policy. 5.4. Any constituted community group or organisation which provides community benefit with public liability insurance for their activities is eligible to apply. Due diligence will be undertaken to verify their group and bank account in line with the grant policy. 5.5. Organisers of events are able to bid for this new funding which enables the Council to widen the number and range of galas and festivals that are supported and bring more parity to the support being made available for different communities. 5.6. The fund will support place based, geographic communities within South Lanarkshire to run local community events throughout the year that are open and inclusive of all members of that community. A place is defined as a town, village or neighbourhood. 5.7. Grants of up to £5,000 will be offered for each event which will equate to approximately 40-45 events that can be funded. The number of events funded depends on how many applicants request the full amount and requested levels of in-kind support for the events. 5.8. As noted in section 5.2, in-kind support has previously been available from the Council’s Grounds/Roads services. This previously provided support to local events was valued at £55,000 per year and, while this is now part of the overall fund of £275,000, it is intended that the previous support continues, and any additional in-kind support requested will be charged against the overall fund. 5.9. The fund opened for applications on 30 April 2026, with a view to awarding grants by 29 May 2026, in time for the summer gala season. It is proposed that if additional funds remain after this first exercise, a second run of the fund would open in August for autumn and winter events, although these could be bid for in the first run too. 6. Third Sector (£0.300m) 6.1. This permanent funding is to reflect the Council’s commitment to work to make South Lanarkshire the best environment for the local third sector to operate in Scotland, by supporting security of funds for the third sector. Officers will continue to work with VASLan (as the Third Sector Interface) and the sector to build on this investment to boost funding available. 6.2. In line with the Third Sector Partnership Agreement approved by Executive Committee in November 2025, discussions have taken place with VASLan, as South Lanarkshire's Third Sector Interface, as to how best to utilise the investment approved in the 2026/2027 budget. These discussions have included how VASLan might build on the monies available by attracting match funding from national funding organisations, entrepreneurs and benefactors. 17
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6.3. Discussions are underway around a South Lanarkshire Third Sector Fund where the Council will work with VASLan to promote the fund, and invite and assess applications, and make recommendations for grants, which will be announced and publicised jointly, with payments issued by the Council. 6.4. Joint terms of reference are being developed which will establish how the fund will be governed, as well as development of criteria for applications and scoring mechanisms, and the make-up of scoring panels. All grants awarded will follow the terms agreed in the Third Sector Grants Policy, which was also approved at Executive Committee in November 2025, and will be listed on the South Lanarkshire Council online Grants Register. 6.5. The South Lanarkshire Third Sector Fund will build on the Community Can Do Fund, through which £0.200 million in grants was approved by Finance and Corporate Resources Committee in February 2026. This fund was heavily over-subscribed, with 92 applications seeking a total of £1.126 million in funding. 6.6. Given the scale of demand identified in that exercise, which took place as recently as December 2025 and January 2026, and the timescales to agree the joint terms of reference, it is proposed that the applications received and scored through the Community Can Do Fund should be used to disperse the £0.300 million available from the South Lanarkshire Third Sector Fund for 2026/2027 only. The Council, in discussions with VASLan, will review those applications who scored highest without receiving funding to ensure the condition within 6.7 below are met prior to inviting the applicant to update and confirm details of their bid. Following the same process that was used for the original funds, we would bring back to Finance and Corporate Resources Committee the list of recipients for approval. 6.7. To ensure a broad spread of the funding available to the third sector in south Lanarkshire, we would not offer funding to applicants who are already in receipt of Council or community mental health or wellbeing funding for similar provisions and services. 6.8. Beyond 2026/2027, the South Lanarkshire Third Sector Fund will then operate fully as described in section 6.4 above, in line with the terms or reference, for 2027/2028 onward. 7. Local Action Fund (LAF) (£1.000m) 7.1. The proposed approach for the 2026/2027 LAF monies builds on that adopted in the previous financial year and that for 2026/2027, the Council would build on existing knowledge about the priorities expressed by local communities. 7.2. This includes the 10 Neighbourhood Plans which, following consultation, list the priorities for Blantyre, Burnhill, Cambuslang East, East Kilbride South, Fernhill, Hamilton South, Hillhouse, Udston and Burnbank, Springhall and Whitlawburn, Strutherhill and Birkenshaw, and Whitehill. These priorities have been engaged on annually with a wide range of stakeholders through Participatory Budgeting. 18
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7.3. Not all areas have Neighbourhood Plans, and those plans that do exist are generally not established on a single or whole ward basis. However, additional knowledge of local priorities can be gathered from the discussions of Community Planning Partnerships. There are four locality partnerships, for Cambuslang/Rutherglen, Clydesdale, East Kilbride and Hamilton, where community representatives, Neighbourhood Planning areas, community councils and other community bodies come together to discuss common issues and report to the Community Planning Partnership on the discussions and look at improvement actions/options. 7.4. The Community Engagement Team can provide elected members with an analysis of the local views, together with other community feedback received through stakeholder groups. Officers would be available to support elected members in each ward on how they use this information. Members may agree their own proposals but if not, then further engagement with stakeholder groups could be carried out to provide a list of potential LAF Fund projects. Appropriate communication with the wider public on the funding and process will be made available 7.5. Based upon that feedback, ward members would then finalise and submit their proposals for review by officers, to ensure deliverability within the agreed budget, and for compliance with Council policy and procedure. Ward members would also be free to engage in their own community engagement to inform their LAF proposals, alone or with other ward members. Subject to those checks, suggestions will be reported to the Executive Committee for consideration and approval. 7.6. The following additional guidance will be provided to members: as with last year, in line with the Council’s multi-member ward guidance, ward members will be encouraged to discuss possible suggestions with their fellow ward members and, if able, to agree a single proposal for their ward in the usual way, Council procedures/policies need to be followed for use of the LAF funding, including the Standing Orders on Contracts, the Financial Regulations and the Scheme of Delegation the proposals could be for capital or revenue spend. Given the funds are one off, members should look to spend on areas where recurring spend is not required suggestions should ideally be capable of commencing delivery in 2026/2027 if a member was considering suggesting that the LAF be used for the issuing of a grant, then officers can assist in ensuring that the issuing of the grant complies with the Code of Guidance on Funding External Bodies and Following the Public Pound, as well as the Council’s Grants Policy members are encouraged to contact relevant senior officers in advance of the closing date should they have any questions on possible suggestions, estimated costings and whether they would be appropriate for the LAF 7.7. Joint working between ward members is recommended to arrive at consensus on proposed projects. If there is more than one submission per ward (if consensus cannot be reached) then all forms submitted for a ward will be shared with all ward members following the closing date for suggestions. As noted above, suggestions will be reported to the Executive Committee for consideration and approval. In this way, the Council’s investment will be shown to be focused on community plans and priorities, informed by communities and local members. 19
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7.8. Starting with this report to the Council’s Executive Committee on 20 May 2026, it is proposed that the LAF would be taken forward as outlined in the timetable below. . Following the allocation of funds this year, officers review the process to inform any future iterations of funding: Executive Committee 20 May 2026 Guidance issued to members on Local Action Fund for 2026/27 21 May 2026 Members briefing session on process and existing Community Priorities shared with Ward Members w/c 25 May 2026 Engagement with Community Partnerships if necessary Through June 2026 Members’ proposals to be submitted to officers 14 August 2026 Report to Executive Committee with spend proposals 16 September 2026 Future reporting as required to Executive Committee for any remaining spend proposals As required 8. Employee Implications 8.1. None. 9. Financial Implications 9.1. As detailed in sections 4 to 7 of the report. 10. Climate Change, Sustainability and Environmental Implications 10.1. Any implications for climate change, sustainability or the environment in terms of the items covered in this report are included in the Budget Investments IIA (noted in section 12). 11. Other Implications 11.1. The main risk associated with any of the Investment opportunities is that there is an overspend. 12. Integrated Impact Assessment and Consultation Requirements 12.1. 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. However, an IIA was completed for the Budget Investments: Budget Amendment 2026 IIA Plans and policies - South Lanarkshire Council 12.2. There is also no requirement to undertake any consultation in terms of the information contained in this report – section 7.4 details the process for the LAF and highlights the use of existing analysis of the local views and other community feedback received through stakeholder groups. Members may agree their own proposals based on this information, but if not, then further engagement with stakeholder groups could be carried out to provide a list of potential LAF projects. Jackie Taylor Executive Director (Finance and Corporate Resources) 13 April 2026 20
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O’Hagan, Head of Finance (Strategy) Ext: 2601(Tel: 01698 452601) E-mail: lorraine.o’hagan@southlanarkshire.gov.uk 21
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Appendix 1 2026/2027 Recurring Investments 1.1. A summary of each of the recurring investments is provided below for information. 1.2. Spend on Our Grounds Service (£1.700m): Increased investment provides an uplift in the Council’s capacity to manage and improve our streets and community green spaces. Additional frontline staff (increased arboriculture team, town centre/high footfall teams and introduction of apprenticeships) will allow for more regular maintenance cycles, quicker response times, and greater attention to detail across parks, verges, and shared open spaces: This will help deliver cleaner, safer, and more welcoming environments, improving the visual appearance of neighbourhoods and contributing to local pride. The enhanced service will also support biodiversity, better manage seasonal growth, and help ensure that green spaces are accessible and enjoyable for all residents throughout the year. Plans are now progressing for the recruitment of additional staff. 1.3. Reinstating a second hedge cut (£0.144m): The reinstatement of an annual second hedge cut is expected to provide noticeable improvements to the look and feel of public areas. A second cut which will be undertaken will enhance visibility along footways and roads, supporting road safety and pedestrian confidence. It also prevents hedges from becoming overgrown, reducing obstructions, and ensuring that paths remain accessible. Hedge cutting is generally undertaken during bird nesting season and operatives are expected to check for nesting birds before they undertake any work on hedges or trees. If a nest is found, then work would not start, or it would cease at that location until the birds had left later in the season. The re-introduction of the second hedge cut would mean the first cut would be undertaken over June and July, and the second cut over September and October. This additional maintenance cycle improves overall appearance and helps keep communities tidy, particularly during peak growing seasons. 1.4. Expand Business grants (£0.400m): The expansion of business grants will provide a boost to the local economy. At present grant awards are up to £5,000, increasing this to £20,000 will support a wider range of businesses to invest in growth, modernisation, and sustainability measures. This may include upgrading premises, adopting digital technologies, purchase of equipment or supporting expansion into new markets. Increased access to funding strengthens the resilience of local enterprises, helps attract and retain jobs and contributes to the long-term economic vitality of South Lanarkshire. It will also further connect businesses with Business Gateway. 1.5. Free swimming for under 16s (£0.250m): Working in partnership with South Lanarkshire Leisure and Culture, the investment will provide free swimming for all under 16s. This initiative removes financial barriers to participation and encourages children and young people to engage in regular physical activity. Increasing access to swimming supports physical wellbeing, builds confidence in water, and promotes healthy habits from an early age. It also aligns with wider ambitions to improve health, reduce inequalities in access to sport and create more inclusive leisure opportunities for families across the area. 22
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1.6. Addition to devolved school budget (£0.500m): This will provide for extra devolved school classroom budget for all our schools in South Lanarkshire, increasing the ability for schools to provide essential supplies and equipment and learning experiences including outdoor learning, and also resources and supplies required for children with additional support needs. Investment monies will be devolved to schools budgets using current school roll distribution and spent through normal DSM procedures managed at school level. 1.7. Funds to Third Sector (£0.300m): Permanent funding to provide security of funds for the third sector. We will continue to work with the sector to build on this investment to boost funding available. 1.8. Reinstate Citizens Advice Funding (£0.040m): Reinstate the Citizens Advice Bureau funding to previous levels, removing the planned reduction in 2026/2027. Each CAB will receive £0.010 million to replace the planned reduction in core funding for 2026/2027 allowing continuation of current service levels. 1.9. Galas and Festivals Fund (£0.200m): Each community has its own history, identity and traditions. The investment ensures an equitable approach to grant funding for local community events. 23
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Appendix 2 2026/2027 One-Off Investments 1.1. A summary of each of the one-off investments is provided for information. Each investment is taken in turn. 1.2. Investment in Environment and Infrastructure (£12.000m): Investment in roads and environmental infrastructure, complementing existing capital funding streams will provide a dedicated funding package for key asset groups. Investment areas include street lighting, traffic signal and pedestrian crossings, bridges, open spaces, signage, underpasses, drainage, and flood prone areas. Specific projects and programmes are being developed and prioritised in line with their known condition and relevant Asset Management Plans priorities and are expected to be delivered over the next 3 years. This investment is expected to ease pressure on other investment areas (e.g. carriageways), in turn, allowing greater investment in these areas also. The investment will strengthen local infrastructure, improve safety, and create more pleasant and resilient environments. Collectively, this investment will result in safer, better maintained, and more sustainable environments for residents, businesses, and visitors. 1.3. Supporting and Developing Local Business (£3.500m): Support for local business growth is strengthened through a total investment of £3.5m. £1.0m is identified for a new business grant programme which will target the retrofit of private sector industrial properties enabling companies to modernise properties and invest in decarbonisation and energy efficiency with grant awards of up to £50,000. This investment will help businesses remain competitive while contributing to wider net zero ambitions. Guidance for applicants is currently being prepared, and the business grant application portal is being revised and will be launched in spring 2026. 1.4. Investment in improving commercial property stock both Council owned and privately held supports the development of modern, fit for purpose business environments. £2.0m funding to allow for £11.0m of investment for the development of new commercial spaces will help meet growing demand locally, allowing businesses to start up and expand within South Lanarkshire rather than relocating elsewhere. These combined measures stimulate economic growth, attract new investment, create employment opportunities, and help sustain a thriving local business base. A feasibility study will be undertaken to scope out development opportunities for the Council’s Canderside site in Larkhall as well as other sites across the area. 1.5. £0.5m is also identified for improvements to the Council’s business centres which will also consider the delivery model for providing this service. 1.6. Investing in Energy Efficiency (£1.000m): Investment to expand the energy efficiency programme (CEEF - Central Energy Efficiency Fund) investing to improve energy efficiency in Council facilities and allowing a recurring investment pot to deliver future projects. To allow detailed assessment and feasibility work to be conducted, as well as building in sufficient time to accommodate the procurement process, it is noted that spend is likely to be profiled as follows: £0.350 million in 2026/2027 and £0.650 million in 2027/2028. 24
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1.7. Property Services have considered specific projects across education, leisure and corporate assets within the two-year period, with the aim of maximising the benefits achieved from the enhanced level of funding now available, these are detailed in the tables below along with the indicative cost and the indicative payback period in years. Project Indicative cost £m Indicative payback in years PV installation plus BEMS upgrades Hamilton Palace Sports Ground 0.074 5.7 Lifestyles Fairhill 0.081 4.7 Lifestyles Stonehouse 0.076 4.9 Murray Owen Centre 0.081 6.3 Sub Total 0.312 LED lighting and controls plus BEMS upgrades Burgh Primary School 0.100 9.6 Cathkin Primary School 0.110 5.8 Chatelherault Primary School 0.110 6.0 Glenlee Primary School / Hamilton School for the Deaf 0.100 7.8 Netherburn Primary School 0.058 8.4 St Cuthbert's Primary School 0.105 8.7 St John's Primary School – Hamilton 0.105 7.8 Sub Total 0.688 TOTAL 1.000 1.8. Progress and outcomes relating to CEEF is reported to this Committee as part of the Resource Plan, as well as to the Climate Change and Sustainability Committee as part of the Local Heat and Energy Efficiency Strategy and Sustainability and Climate Change Strategy updates. 1.9. Estate Improvements (£0.500m): Housing Services co-ordinate an annual Estate Improvement Budget as part of the wider Housing Investment Programme. The budget is £0.080 million, allocated evenly across each of the four housing divisions and spent on priority projects identified in conjunction with tenants. The funding is allocated to small scale improvement projects on land or assets owned by the Housing Revenue Account. 1.10. Alignment with the council’s Participatory Budgeting approach is a key aspect of how the funds are allocated, with tenants and other customers consulted on where and how the funds are spent. An annual report is provided to the relevant Area Committee for each division, setting out projects delivered and tenant or other customer consultation undertaken as part of these. Projects delivered to date through this budget include: ▪ improvements to bin provision and storage ▪ upgrades to communal drying areas ▪ renewing fencing ▪ improvements to parking provision ▪ lock up investment 25
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1.11. Within the Council’s budget for 2026/2027, a one-off investment of £0.500 million has been allocated to the Estate Improvement Budget with the purpose of further improving areas surrounding the Council’s housing estate, improving the environment including drying areas and railings. A variety of estate improvements projects will be carried out across the 4 localities including lock up investment and demolition, drying green upgrades, green spaces (that require old shrubs to be replaced, or area turfed) and upgrades to open plan land. 1.12. Tenant representatives across each division will be informed of the additional funding available for this purpose and continue to be involved in agreeing the allocation of the funds through a continued participatory budgeting approach, alongside a review of the priority projects as set out within the future housing investment plan. 1.13. Progress and outcomes relating to the Estate Improvement Budget is reported to the relevant Area Committee on an annual basis, with summary updates also provided to Housing and Technical Resources Committee as part of the Resource Plan, and the Executive Committee as part of the Local Housing Strategy and Participatory Budgeting updates. Due to these additional funds being allocated to the Estate Improvement Budget, a follow up report will be presented to this Committee in June 2026, confirming the detail of the additional projects and associated timescales for completion 1.14. Housing Services will commence a review of the housing investment plan considering priority estate improvements alongside engagement with tenant representatives for each of the four housing localities to advise of the additional funding and agree priority areas for spend. 1.15. Care Experienced Young People: Accommodation (£0.500m): Through investing in accommodation units, this will support delivery of The Promise by enabling young people to gain experience of living independently, with support, prior to moving to their own home. Investment monies will provide additional local accommodation capacity for care experienced young people through 5 modular accommodation units within the curtilage of South Lanarkshire children’s houses. 1.16. Visual Equipment for Schools (£2.1m): This will allow visual equipment to be replaced and updated to ensure all of our schools across South Lanarkshire have the modern equipment they need to deliver quality education to our young people. A survey has recently completed to assess the estate and a planned programme of purchase will take place imminently and be completed across the session 2026/2027. 1.17. Additional Support Needs School Estate Improvements (£0.500m): Provision for secondary aged young people within Sanderson High School and Rutherglen High School will be improved, providing adaptations to ensure the needs of young people are sufficiently met, including accommodating increased wheelchair use, and requirements for feeding and personal care. The investment will enable works to be completed at both sites and also facilitate adaptations to a current secondary SEBN Base to support planned changes for learners. A survey has been undertaken on both secondary ASN provisions with work due to begin prior to the summer. 1.18. Country Parks (£7.3m): Investment of £7.3m in our two main country parks will progress key elements of existing masterplans and significantly improve the visitor experience across these much valued assets. Planned projects include the £1.2m expansion of the playpark at Chatelherault, delivering new facilities that will cater to a wider age range and increase visitor capacity. 26
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1.19. At Calderglen, enhanced access infrastructure, upgraded active travel routes, improved wayfinding, improved footpath infrastructure and new lighting at a total cost of £5.6m will make the park more accessible, more secure, and easier to navigate. These developments will support local tourism and ensure that the parks continue to offer high quality, family friendly recreation. Strengthening the infrastructure within country parks will also assist in attracting new business and events, protect natural environments while encouraging sustainable access for future generations. 1.20. A further £0.5m is identified to support the design development of these projects which will take place during 2026/2027 with works programmed to commence from 2027/2028. 1.21. Outdoor Investment (£4.000m): Investment of £4.0m will allow upgrades to outdoor and recreational spaces to ensure that more people can enjoy accessible, high-quality facilities within their own communities. Accelerated refurbishment of Multi Use Games Areas (MUGAs), including those within school estates, will improve opportunities for sport and play while reducing maintenance issues associated with ageing surfaces. It is proposed to allocate £1.0m towards the upgrade of these facilities with the first of these enhancements being undertaken at Hareleeshill Primary School, Lanark Primary School, Robert Smillie Primary School and St Vincent’s Primary School. 1.22. Our communities also have a number of other assets which would welcome investment such as former tennis courts, 5 aside pitches, features within parks as well as general enhancements such as pathway improvements, new lighting, to make recreational spaces safer and more inclusive, particularly for children, older adults, and those with mobility challenges. An allocation of £2.0m is proposed for this activity with initial projects identified as Bothwell Road Park Bandstand and Overtoun Park Bandstand. 1.23. The intention to bring unused or underutilised spaces back into community use has the potential to revitalise neighbourhoods, unlock local volunteering and community involvement. It is proposed that £1.0m is allocated to support community groups upgrade outdoor spaces and pitches which will also unlock external funding opportunities and support Community Asset Transfers potentially including community projects at Eddlewood Park in Hamilton and Raploch in Larkhall. 1.24. Local Action Fund (£1.000m): Building on last year’s investment in all wards, £0.050 million is available for each ward. Section 7 of this paper provides a proposed approach to identifying where the Community Engagement Team provide Elected Members with an analysis of the local views, together with other community feedback received through stakeholder groups. Officers would be available to support elected members in each ward on how they use this information. Members may agree their own proposals, but if not then further engagement with Stakeholder Groups could be carried out to provide a list of potential Local Action Fund projects. The planned timeline for proposals is detailed in section 7.8. 1.25. Culture Strategy (£0.800m): The one-off investment in a cultural strategy represents a valuable opportunity to strengthen the cultural identity of South Lanarkshire’s towns and communities. Delivered in partnership with South Lanarkshire Leisure and Culture, this funding will support locally driven cultural activities, events and initiatives that celebrate heritage, highlight creativity, and widen access to arts and culture. It will also help develop a place-based approach that recognises the important role of libraries, museums, and community organisations in shaping local identity and participation. 27
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1.26. Community Engagement Team (£0.100m): This investment will allow for an additional community engagement officer, helping our communities, including organisations looking to progress community asset transfers. 28
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Review of Petitions Process 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of the outcome following a review of the petitions process [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that, following a review of the petitions process, consideration be given to whether the criteria for petitions be amended:- to allow for the submission of petitions from businesses entered on the Valuation Roll for the South Lanarkshire Council area to make it clearer that any petitions that relate to a current or recent proposal that is subject to a specific Council consultation/engagement exercise will be passed to the relevant Resource for consideration and response to make it clear that the Head of Administration and Legal Services will determine any matters of dispute in respect of the petitions process, including as to whether a petition is valid to make it clear that, should a petitioner be dissatisfied with their petition being determined as invalid, they have the option of asking that it be considered under the Council’s formal complaints procedures (2) that, subject to the Committee’s decision, authority be delegated to the Executive Director (Finance and Corporate Resources) to update the current petitions procedures and associated guidance, to reflect the Committee’s decision; and (3) that the proposed promotion of the petitions process, as outlined at paragraph 7.1, be noted. 3. Background 3.1. In June 2018, the Council approved the establishment of a Petitions Committee following on from the recommendations of a cross-party Task and Finish Group which had considered the following areas in detail:- to what extent the establishment of a Petitions Committee would improve the ability of local communities/residents to engage with the Council the development of a set of guidance and criteria for the public on how to submit a petition and how the process of validating and considering a petition would work in practice within the Council when a petition was submitted 5 29
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a Terms of Reference for the Petitions Committee the development of a communications plan via the Council’s website, local newspapers or other digital mediums to raise public awareness of the establishment of the Petitions Committee 3.2. The Group had produced a “Guidance on Sending a Public Petition” document which formed the basis of the criteria and approval process. A copy of the approved guidance is attached as Appendix 1 to the report. 3.3. A link to the report can be accessed here. 3.4. At its meeting on 10 December 2025, the Council agreed that a review be conducted on the effectiveness of the petitions process, with a view to expanding democratic engagement by considering factors such as the expansion of the criteria for petitions to be considered by the Petitions Committee and a greater promotion of the petitions system online and on social media. A copy of the motion is attached as Appendix 2 to the report. 4. Current Process 4.1. Since its establishment, the Petitions Committee has met 9 times. There have been 24 petitions received to date, 9 of which were reported to the Committee. 15 petitions were not taken forward to the Petitions Committee for various reasons, based on the Council’s current criteria, with a breakdown provided as follows:- 2 related to an individual or personal issues (this concurs with the criteria applied by a number of other local authorities, such as Edinburgh, Renfrewshire and West Dunbartonshire) 1 related to a committee decision taken during the preceding 6 months (this concurs with the criteria applied by a number of other local authorities, such as Edinburgh, North Lanarkshire, Renfrewshire) 1 had used a platform that did not provide addresses and did not respond to advice given on how to make a valid petition 1 had not been progressed by the lead petitioner 5 related to matters that were subject to a specific consultation/engagement exercise which had not concluded 1 related to a matter that was not competent from a financial perspective in terms of capital investment 1 related to a matter that was subject to ongoing discussions between the lead petitioner and the Resource and had used a platform that did not provide addresses. Advice given to the lead petitioner in terms of what was required to take the petition forward 1 related to a matter that had not gone through the Council’s complaints process (this concurs with the criteria applied by a number of other local authorities, such as Aberdeenshire, Renfrewshire and West Dunbartonshire) 1 related to a matter that had not gone through the Council’s complaints process, was subject to ongoing consultation, as well as a committee decision taken during the preceding 6 months 1 related to a matter that was subject to an ongoing consultation and was outwith the authority of the Council but was passed to SLLC officials 5. Comparison with Other Scottish Local Authorities 5.1. Of the 32 Scottish local authorities, 25 have some form of petitions process. Some councils have a specific committee to deal with petitions, while others consider petitions via their Risk and Audit Scrutiny Committee or via the appropriate committee, depending on the subject matter. 30
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5.2. In terms of some councils with a specific Petitions Committee, in the same period since this Council established its petitions process, Midlothian Council’s has met 3 times, East Lothian 7 times, Renfrewshire 15 times and Inverclyde 32 times. Clackmannanshire Council established a specific petitions committee in 2023 which has met once since then. 5.3. Some councils have 2 versions of the petitions form, one for individuals and one for local businesses, voluntary organisations, social enterprise companies or Community Planning partners. 5.4. The minimum number of signatories for individual petitions varies across local authorities, as shown in the table below, and, in general, this Council is towards the lower end, given its size:- Council No of Signatories Aberdeen City 100 Angus 50 Clackmannanshire 250 Falkirk 50 Fife 21 Glasgow City 25 Inverclyde 100 (50 if submitted by a community group) Moray 50 Scottish Borders 10 Shetland Islands 20 South Lanarkshire 50 (although for small communities, the Chair of the Petitions may lower the minimum number of signatures needed) Stirling 40 The City of Edinburgh 200 (50 if submitted by a community group) The Highland 50 West Dunbartonshire 200 5.5. For those authorities which accept petitions from businesses, the minimum number of signatories varies, although those businesses must be entered in the Valuation Roll for the Council area. Aberdeen City Council, Inverclyde Council and The Highland Council set it at 10, with Clackmannanshire Council, Glasgow City Council, Scottish Borders Council and Stirling Council setting it as 5. The City of Edinburgh Council sets the level at 20. This Council’s current procedures do not specifically permit or prohibit such petitions. As far as officers are aware, this has not prevented such petitions coming forward, but the position could be clarified. 5.6. The criteria used by local authorities in terms of issues that can/cannot be considered is broadly similar. Similar to this Council, Midlothian Council, Moray Council and North Lanarkshire Council do not consider petitions that relate to a current or recent proposal that is subject to a specific council consultation/engagement exercise. In those circumstances, the consultation process is the mechanism to allow all parties to express their views. 5.7. Save as commented on above, the Council’s current petitions processes are similar to those adopted by those local authorities that have a formal petitions process. 31
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6. Potential Changes to the Current Criteria 6.1. It is proposed that consideration be given to whether the petitions criteria be amended:- to allow for the submission of petitions from businesses entered on the Valuation Roll for the South Lanarkshire Council area, with a minimum of 10 signatories, ie 10 businesses or organisations on the Valuation Roll to make it clearer that any petitions that relate to a current or recent proposal that is subject to a specific Council consultation/engagement exercise will be passed to the relevant Resource for consideration and response to make it clear that the Head of Administration and Legal Services will determine any matters of dispute in respect of the petitions process, including as to whether a petition is valid to make it clear that, should a petitioner be dissatisfied with their petition being determined as invalid, they have the option of asking that this be considered under the Council’s formal complaints procedures 7. Promotion of Petitions Process – Online/Social Media 7.1. Work will be undertaken to raise public awareness of the petitions process through the Council’s news website www.southlanarkshireview.scot and social media channels such as Facebook and Bluesky. 8. Employee Implications 8.1. Should there be an increase in the number of petitions received by the Council, there might be a requirement to convene more meetings of the Petitions Committee. 9. Financial Implications 9.1. None. 10. Climate Change, Sustainability and Environmental Implications 10.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 11. Other Implications 11.1. There are no risk implications in terms of the information contained in this report. 12. Integrated Impact Assessment and Consultation Requirements 12.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 12.2. When reviewing the current process, comparison was made with other Scottish local authorities. Jackie Taylor Executive Director (Finance and Corporate Resources) 5 May 2026 32
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Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council of 10 December 2025 and 27 June 2018 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan, Head of Administration & Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk 33
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Appendix 1 South Lanarkshire Council Guidance on Sending a Public Petition Our Values One of South Lanarkshire Council’s key values is that we are focused on people and their needs. People and communities are at the very heart of this vision, which is to improve the quality of life of everyone in South Lanarkshire. The Council aims to work with all sections of the community to ensure South Lanarkshire remains a great area for residents to live, and an attractive place for others to visit and in which to invest. 1 Introduction 1.1 South Lanarkshire Council aims to provide you with good quality services which are easy to access and meet your needs as a citizen of South Lanarkshire. 1.2 The public petitions’ process plays a key part in these aims by encouraging you to participate fully in the decision making process, either by yourself or as part of a group. 1.3 If you would like to send the Council a petition, please read the following guidance and instructions carefully before preparing and submitting a petition. 2 Issues which we will consider 2.1 Your petition should refer to services provided by South Lanarkshire Council or issues that affect your community that the Council is involved in. You should clearly explain the purpose of the petition and what result you expect to achieve. 3 Issues we will not consider ♦ If your petition is a comment or a complaint you should send it through the Council’s well established complaints process. The link to the comments and complaints form is provided below:- https://www.southlanarkshire.gov.uk/info/200170/comments_complaints_and_consultations/ 579/comments_compliments_and_complaints_procedure ♦ Petitions that refer to any current court, legislative or regulatory proceedings, for example planning or licensing applications ♦ Petitions that are the same or very similar to petitions the Council has already considered within the previous twelve months ♦ Petitions submitted by Councillors ♦ Petitions that relate to a current or recent proposal that is subject to a specific Council consultation/engagement exercise ♦ Petitions that relate to individual or personal issues 4 Action you should take before you send us a petition 4.1 Before submitting a petition, you should have:- ♦ raised the issue with the Council, in the first instance, ie as a comment/complaint/email to the relevant Resource/Service ♦ it is desirable that you have raised the issue with one of your local elected members or the relevant Community Council 4.2 Please ensure copies of your correspondence on the above are attached with your petition. 5 Submitting a Petition 5.1 You can submit a petition by email, by post or by hand 5.2 For all petitions submitted by email, post or by hand there are some basic requirements. 5 35
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5.3 The petition should be titled and include a statement of no more than 250 words which covers the purpose of the petition and details the results you would expect to achieve by presenting the petition to the Petitions Committee. 5.4 Your Petition must have a minimum of 50 signatories who must live within the South Lanarkshire area or be directly affected by the issue that the petition is raising. (Note: Fewer signatories may be accepted at the discretion of the Petitions Committee Chair, where the issue concerns a small community which could not be reasonably be expected to raise 50 signatories). The petition must include the following:- ♦ Your name or the name of the principal petitioner who must live within the South Lanarkshire Council area; (we may check your eligibility). ♦ You or the principal petitioner’s address to which all communications will be sent ♦ The name, address and signature of any person(s) supporting the petition 5.5 Names and addresses can be gathered both online and by paper. If you are going to use both a paper and online version, we ask that you remove any repeat names before submitting it to the Council. 5.6 For paper petitions, it would be helpful if your petition is typewritten or completed using a black pen. If you have any difficulty in filling in the form, please contact the Clerk to the Committee for assistance. 5.7 If your petition is endorsed by a Community Council, a Community Council Office Bearer must countersign the petition at part two. Where relevant, you should also attach a copy of the minutes of the Community Council meeting, when the support was approved. 5.8 A form for petitions is included within these Guidance Notes. You can also download the form from the Council’s website at www.southlanarkshire.gov.uk You can also request a paper copy by contacting the:- Clerk to the Public Petitions Committee South Lanarkshire Council Council Offices Almada Street Hamilton ML3 0AA 6 Online Petitions 6.1 The Council has a dedicated webpage where you can set up your petition and people can sign up to your petition. 6.2 Online petitions can be hosted on the website, once approved, for one month. During this time, people wishing to support the petition can do this online by registering the following details: ♦ Name ♦ Address ♦ Email address 6.3 Supporting signatories must live within the South Lanarkshire Council area or be directly affected by the issue that the petition is raising. 6.4 You can also collect paper signatures alongside online signatures. Only the principal Petitioner can submit paper signatures to the Committee Clerk to update the number on the website. 36
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6.5 Online Petitions will display: ♦ Title/subject of the Petition ♦ Principal Petitioner’s name ♦ Start and closing date 6.6 The Clerk to the committee will notify the person who registered the petition (the principal petitioner) once a petition has reached the required number of signatures. 6.7 Once submitted, South Lanarkshire Council will endeavour to validate online petitions within 10 working days. This time will be used to ensure that petitions are valid and meet the eligibility criteria. Principal Petitioners are advised to take this into account before proceeding. 6.8 Once the petition has been accepted, it will become a public document available to view on the Council’s website. 7 Privacy Policy and Content of Petitions 7.1 Information about any individual will not be used for any other purpose other than in relation to the petition. Our Privacy Statement sets out how we collect information and what we do with it. 7.2 For your part, you must make sure the information you send does not include: ♦ false or insulting statements ♦ information that is protected by an interdict or court order ♦ information that is commercially sensitive, confidential or that may cause personal distress or loss ♦ the names of individual officers of public bodies ♦ the names of other individuals or information whereby they may be easily identified ♦ offensive language, for example swear words, insulting, sarcastic or provocative language or other terms that could reasonably be considered as offensive by the reader ♦ duplicate signatures 8 Support and help with a petition 8.1 We will accept petitions in community languages and other formats. We will also arrange for interpretation and translation services, including British Sign Language if you need it. We will take account of your needs when making arrangements to hear petitions. If you need any support, you or your representative, should discuss these with the Clerk to the Committee. 9 How to send in your petition 9.1 If you complete your petition using our online petition system, we will confirm your petition is submitted once you reach the required level of signatures or support. Email, post or hand-delivery 9.2 When you are satisfied your petition meets the conditions outlined in this guidance, you should submit the petition to:- Clerk to the Public Petitions Committee South Lanarkshire Council Council Offices Almada Street Hamilton ML3 0AA 9.3 You can also email your petition to a generic Petitions inbox which will be set up for this purpose. The Clerk will let you know your petition has been received. 37
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10 What happens next 10.1 Once your petition has been checked (validated) that it meets the criteria set out at section 2 to 5 as being completed correctly, a committee date will be allocated. This will depend both on the workload of the Committee and also the time taken to complete the validation process. 10.2 The Chair of the Committee may invite petitioners to appear before the committee to speak in support of their petition to help the committee reach a decision. As a petitioner, you should indicate on the form if you want to make a statement to the committee. 10.3 Subject to the discretion of the Chair of the Committee, you as a petitioner can speak for up to 10 minutes. You may bring up to two supporters to the Committee who may speak on your behalf. 10.4 Councillors on the Committee may ask you questions relating to the issue or issues that have been raised in the petition. 10.5 If you as a petitioner need any help making a statement to the Committee – for example translation and or interpretation – please contact the Clerk to the Committee in advance. 10.6 Following the consideration of a petition, the Public Petitions Committee will take a decision on action to be taken as follows:- (a) Agree the issue(s) raised deserves further action and agree to refer the petition to another Council Committee, officer or other organisation (b) Agree the issue(s) raised does not merit further action; or (c) Refer, with recommendations, for further action 10.7 You, as the petitioner, will be advised of the committee’s decision in writing within 10 working days of the Petition Committee meeting. 11 Further Information 11.1 All letters and enquiries should be sent to:- Clerk to the Public Petitions Committee South Lanarkshire Council Council Offices Almada Street Hamilton ML3 0AA 38
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Please refer to the Guidance on Submission of Public Petitions before filling in this form. If you need more information or advice, please contact the Clerk to the Committee at the address provided in Paragraph 11 of the guidance or on 01698 455652 or email carol.lyon@southlanarkshire.gov.uk Details of principal petitioner Please enter the name of person and organisation (if this applies) raising the petition. Please include a contact address where correspondence will be sent, a phone number and email address if available Name: Address: Phone No: Email: Petition Statement Title of Petition ……………………………………………………………………………………………...... Please write in no more than 250 words ♦ the purpose of your petition; and ♦ the result you are looking to achieve from your petition Action taken, if any, to resolve issues of concern before submitting the petition Please enter below details of any individuals or organisations approached. You should attach copies of correspondence, including any responses. This information will be made available to the Public Petitions Committee before it considers the petition. Appearance before Committee The Chair of the Public Petitions Committee may invite petitioners to appear before the committee to speak in support of their petition Please indicate below whether you would like to make a brief statement to the committee when it is considering your petition *I do wish the opportunity to make a statement to the committee **I do not wish to make a statement to the committee Please tick as appropriate 39
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Signature of principal petitioner When you are satisfied the petition meets all the conditions outlined in the Guidance on Submission of Petitions, you, as the principal petitioner, should sign and date the form in the box below. Signature…………………………………………………………….…. Date…………………………….. Name in block capitals……………………………………………………………………..……………… Form A Petition submitted by citizens A petition must be supported by ♦ a minimum of 50 signatures from people living in the South Lanarkshire Council area ♦ or, if submitted by a community where it could not reasonably expected to raise 50 signatures, this will be determined by the Chair If gathering signatures please complete this part of the form Name Address Signature 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21 22 23 24 25 40
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Appendix 2 Notice of Motion to Council on 10 December 2025 “Council firmly believes in the principle of local residents having the ability to influence decision making on matters which affect them and their communities. Council acknowledges the importance of having a formal petitions system to this principle and the associated benefits to democratic engagement and public participation in local governance. However, Council regrets that the Petitions Committee has only considered a very limited number of petitions since its establishment. Further to this, Council recognises that improvements could be made to the existing petitions process. Council therefore requests that officers conduct a review of the effectiveness of the petitions process with a view to expanding democratic engagement. The review will consider factors such as the expansion of the criteria for petitions to be considered by the Petitions Committee and a greater promotion of the petitions system online and on social media. Council subsequently requests that a report be brought to the Executive Committee containing the outcomes of this review and recommendations for decision.” 5 43
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Statutory Review of the Byelaws Prohibiting the Consumption of Alcohol in Designated Public Places 1. Purpose of Report 1.1. The purpose of this report is to:- advise Committee of the statutory requirement to review the South Lanarkshire Council byelaws which prohibit the consumption of alcohol in designated public places, and to seek authorisation for how the review will be undertaken seek authorisation for the continuation of the existing byelaws as presently constituted until such time as the review is complete 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) to note that a statutory review of the South Lanarkshire Council byelaws which prohibit the consumption of alcohol in designated public places requires to be undertaken; (2) to agree that a statutory review be undertaken, as outlined in Section 4 of this report; (3) to note that, following the statutory review, a report will be presented to the Committee on 16 September 2026 to approve the results of the review and seek such further authority as necessary, and (4) to agree that the present byelaws shall continue in effect as presently constituted pending the completion of the review. 3. Background 3.1. The current byelaws prohibiting the consumption of alcohol in designated public places came into force in South Lanarkshire in March 2010 and were updated in April 2014. The areas subject to the byelaws are described in the schedule to the 2010 byelaws with reference to named areas and plans of the areas covered, with further information being available on the Council’s website here: Byelaws and management rules - South Lanarkshire Council. The named areas are also included in the Appendix to this report. 3.2. The byelaws were introduced to reduce the nuisance and disorder that can be associated with public drinking. The South Lanarkshire byelaws prohibit the consumption of alcohol in certain designated public places with reference to specified areas and plans. The byelaws also make it an offence for a person to have in their possession an open container of alcohol in certain designated public places. Further guidance on such byelaws is also available from the Scottish Government. According to the Scottish Government, more than 480 towns and villages across Scotland, including Glasgow and Edinburgh, have such byelaws. 6 45
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3.3. The Local Government (Scotland) Act 1973 (the 1973 Act) Section 202A requires local authorities to review byelaws within 10 years of the date they came into force. As the byelaws were last reviewed by the Council and confirmed by the Scottish Government in 2014, they require to be reviewed. The byelaws are still in force without the review having been conducted, but the Council should now carry that out, to verify the ongoing need for the byelaws. For completeness, Committee’s approval is sought to confirm the continuation of the existing byelaws as presently constituted until such time as the review is complete. 3.4. There is no prescribed procedure for reviewing byelaws. It is, therefore, proposed that a consultation is undertaken with the public and relevant stakeholders. If the review results in a recommendation to the Council to amend or revoke the byelaws, further statutory procedure requires to be followed. 4. Proposals 4.1. It is recommended that the consultation process, led by the Council’s Legal Services team with input from the Community Engagement Team, involves consultation with the following groups in addition to the general public: Elected Members South Lanarkshire MPs and MSPs Police Scotland The Procurator Fiscal NHS Lanarkshire South Lanarkshire Community Councils South Lanarkshire Council’s Planning Service South Lanarkshire Council’s Anti-Social Behaviour Team South Lanarkshire Community Safety and Planning Partnerships 4.2. Consultees will be asked:- whether they consider the byelaws are still necessary and appropriate to prevent the problems that can be experienced with nuisance, disorder and antisocial behaviour which can be related to drinking in public places if they consider any amendment is required to the byelaws or the areas covered. Given the passage of time, there may be new housing developments or other considerations which consultees believe require to be taken into account and reflected in the byelaws, should they be retained 4.3. It is proposed that the results of the Council consultation will then be reported to the Executive Committee in September to determine whether the byelaws should continue in their current form, be amended or be revoked. 4.4. If amendment of the byelaws is required, then the following steps will be taken: (1) The Committee will be asked to approve the new draft byelaws and approve that confirmation of the new draft byelaws be sought from the Scottish Government, once the process below has been undertaken. (2) Should the Committee approve the new draft byelaws, they will not come into effect until they are confirmed by the Scottish Government. The existing byelaws will continue in force until such times as the new draft byelaws are confirmed by the Scottish Government. 46
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(3) At least one month before an application for confirmation of the byelaws to the Scottish Government is made, a notice must be placed in local newspapers informing the public of the Council’s intention to apply to the Scottish Government for confirmation of the byelaws. The notice will specify where a copy of the byelaws can be inspected and how any objections to the confirmation can be made. (4) Objections to the confirmation of the byelaws can be made to the Scottish Government within one month of the public notice being published. Before confirming the byelaws, the Scottish Government are obliged to take into consideration any objections received and may, if they consider it necessary or desirable, require a local inquiry to be held. (5) The Scottish Government may confirm, with or without modification, or refuse to confirm, any byelaws submitted for confirmation. If the byelaws are confirmed, the Scottish Government will fix the date on which the byelaws are to come into operation. (6) As soon as practicable after receiving the confirmation of the byelaws from the Scottish Government, the Council requires to give notice in local newspapers informing the public of the date on which the byelaws will come into operation and where a copy of the confirmed byelaws can be inspected. Notice of the revocation of the existing byelaws will also be made at that time, with the revocation coming into effect at 11.59 pm on the day prior to the new byelaws coming into effect. 5. Next Steps 5.1. If the recommendations above are approved by the Committee, the Head of Administration and Legal Services will progress with the review as proposed. 6. Employee Implications 6.1. There are no employee implications arising from the proposals within this report. 7. Financial Implications 7.1. Any costs associated with consultation and promoting the new byelaws will be met from existing budgets. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no climate change, sustainability or environmental implications arising from this report. 9. Other Implications 9.1. There are no risk or other implications associated with the content of this report. 10. Integrated Impact Assessment and Consultation Requirements 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. However, an integrated impact assessment will be conducted as part of the review. 10.2. Information on the consultation proposals is provided at paragraph 4 of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 30 March 2026 47
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Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality Caring, connected, sustainable communities Previous References Corporate Resources Committee Report, 1 October 2008 Corporate Resources Committee Report, 4 March 2009 Corporate Resources Committee Report, 28 October 2009 Corporate Resources Committee Report, 2 June 2010 Executive Committee Report, 10 March 2010 Executive Committee Report, 26 March 2014 Executive Committee Report, 11 February 2015 List of Background Papers The South Lanarkshire Council Prohibition of Consumption of Alcohol in Designated Public Places Byelaws 2010 The South Lanarkshire Council Prohibition of Consumption of Alcohol in Designated Public Places (Amendment) Byelaws 2014 Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan, Head of Administration and Legal Services Tel: 01698 454658 E-mail : Iain.Strachan@southlanarkshire.gov.uk 48
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Appendix Map No Location 1 Abington 2 Ashgill & Shawsburn 3 Biggar 4 Blackwood & Kirkmuirhill 5 Carluke & Braidwood 6 Carnwath 7 Carstairs, Carstairs Junction & Westend 8 Chapelton 9 Coalburn 10 Crawford 11 Crossford 12 Douglas 13 East Kilbride 14 Ferniegair 15 Forth 16 Glassford 17 Hamilton 18 Hazelbank 19 Kirkfieldbank 20 Lanark 21 Larkhall 22 Law 23 Leadhills 24 Lesmahagow 25 Netherburn 26 Rigside 27 Rosebank 28 Rutherglen & Cambuslang 29 Sandford 30 Stonehouse 31 Strathaven 32 Symington 33 Thankerton 49
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Representation on International Children’s Games 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek the Committee’s approval to make a nomination for representation on the General Assembly and related committees of the International Children’s Games [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Mr Hugh Waters be nominated by the Council as its representative on the International Children’s Games’ General Assembly, and as Executive Committee Secretary General, but also for the Committee should he not be appointed to the Executive Committee. [1r 3. Background 3.1. The International Children’s Games (ICG) is an event recognised by the International Olympic Committee, which first took place in Slovenia in 1968, for children aged 12 to 15 years. According to the ICG website, there have been over 55 International Children’s Summer Games and 8 International Children’s Winter Games, across over 300 events spanning over 40 sports, with delegations from more than 600 cities representing over 100 countries. 3.2. A delegation from South Lanarkshire has previously taken part in the games, but not since 2022, when it was held in the UK. That was reported to the Executive Committee on 1 December 2021. With this previous involvement, Lanarkshire is listed as a member city of the ICG. The next games are taking place in August this year, in Taiwan. 3.3. More information can be found on the ICG website. History – International Children's Games 3.4. As a member city, the ICG has written to the Chief Executive seeking confirmation if Lanarkshire wishes to be represented on the ICG’s General Assembly. As a member city, Lanarkshire is entitled to one representative on the General Assembly, but can nominate up to two for positions on its Executive Committee and/or its Committee. The closing date for nominations is 17 June 2026. The ICG Committee consists of the 6 Executive Committee positions and 12 other members. 7 51
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4. Representation on International Children’s Games General Assembly 4.1. Lanarkshire is already represented on the General Assembly by Mr Hugh Waters, who holds the position of Secretary General of its Executive Committee. Mr Waters wishes to continue his involvement on both the General Assembly, and as Secretary General. 4.2. Given the Council’s historic support for the ICG, and Mr Waters’ knowledge of Lanarkshire, it is proposed that the Council nominate Mr Waters as its representative on the ICG’s General Assembly, and as Secretary General, but also for the Committee should he not be appointed to the above. Mr Waters has advised that he has already secured North Lanarkshire Council’s agreement to his nomination. 4.3. Subject to the Committee’s decision, a letter will be issued to the ICG confirming the Council’s decision. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. There are no costs for the Council associated with this, and Mr Waters has confirmed that he will meet any costs himself. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications as a result of this report. 8. Other Implications 8.1. There are no issues in terms of risk arising from this report. 9. Integrated Impact Arrangements 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. Mr Waters has been consulted on the contents of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 22 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee, 1 December 2021 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 52
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Chief Executive Subject: Recommendation Referred by Finance and Corporate Resources Committee 1. Purpose of Report 1.1. The purpose of the report is to:- request approval of the undernoted recommendation referred to this Committee by the Finance and Corporate Resources Committee at its meeting on 6 May 2026 in relation to the introduction of a Disability Policy 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the proposed Disability Policy be approved. 3. Background 3.1. Recommendations Referred by Finance and Corporate Resources Committee of 6 May 2026 – Disability Policy – Extract of Minute A report dated 24 March 2026 by the Executive Director (Finance and Corporate Resources) was submitted proposing the introduction of a Disability Policy to enhance and support the Council’s duties under the Equality Act 2010. The Council is a Disability Confident Scheme member, which was awarded by the Department for Work and Pensions in recognition of the Council’s commitment to successfully retaining and employing disabled people and those with health conditions. Information was provided on:- the Council’s current polices that addressed improving inclusion the improvements that would be introduced through the implementation of the Disability Policy The Head of Personnel Services advised that, in response to feedback received, Step 9 of Sections 1 and 2 in Appendix C of the Policy would be amended as follows:- “If an employee leaves the Council, the manager must ensure that all Council-owned equipment is returned to the Council. All specialist equipment funded through Access to Work, remains the property of the individual employee.” 8 53
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Following consideration by this Committee, the draft Disability Policy, attached as Appendix 1 to the report, would be submitted to the Executive Committee for approval. The Committee decided: (1) that the proposed Disability Policy be endorsed and referred to the Executive Committee for approval, subject to the amendment, as detailed. [Reference: Minutes of the Employee, Equalities, Diversity and Inclusion Forum of 4 March 2026 (Paragraph 7)] 3.2. A link to the report submitted to the Finance and Corporate Resources Committee of 6 May 2026 is provided for information. Disability Policy 4. Employee Implications 4.1. The Disability Policy provides clear guidance to employees and managers on how they will be supported should they declare that they have a disability or a health condition which needs reasonable adjustments, installing confidence not only in employees but also applicants in terms of the Policy underlining the Council’s inclusive recruitment practices. 4.2. Having this Policy will enable employees to be more open when they need support and reasonable adjustments and, in turn, this may also reduce or remove some workplace stress and potentially absences and increase support around return to work. 4.3. The Policy provides employees with greater reassurance that disclosures relating to disability or health conditions will be managed sensitively and confidentially - and importantly without risk of stigma, discrimination or disadvantage. 4.4. With this new Policy, employees may feel more valued and included, which can lead to improved morale and job satisfaction. 5. Financial Implications 5.1. There are no financial implications, as at present, where reasonable adjustments do incur a cost for the service, this is normally met via the Access to Work grants process. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no implications for climate change, sustainability or the environment. 7. Other Implications 7.1. There are no risk or other implications linked to the content of this report. 8. Integrated Impact Assessment and Consultation Arrangements 8.1. An integrated impact assessment Plans and policies - South Lanarkshire Council has been carried out in relation to this Policy, which will enhance existing arrangements and provide clear guidance and support to employees and managers on the Council’s approach to disability. 8.2. The development of the Disability Policy has been encouraged and fully supported by the trade unions. Feedback from trade unions and colleagues within equalities and diversity, have contributed to the creation of this Policy. 54
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Paul Manning Chief Executive 6 May 2026 Link(s) to Council Values/Priorities /Outcomes Focussed on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Excellent employer Ambitious, self-aware and improving We will work with people first and reduce inequality People live the healthiest lives possible Previous References Employee, Equalities, Diversity and Inclusion Forum of 4 March 2026 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 55
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Representation on Outside Bodies – Business Loans Scotland 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on member representation on Business Loans Scotland (formerly the West of Scotland Loan Fund Limited) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Councillor Devlin replace Councillor Fagan as the Council’s representative on Business Loans Scotland. [1r 3. Background 3.1. The Council, at its meeting on 18 May 2022, approved its representation on certain statutory joint boards and outside bodies. A report, which provided an update on arrangements which were delegated to the Chief Executive to finalise, was submitted to the Council on 15 June 2022. A further report to consider representation on a number of other bodies was submitted to the Executive Committee on 29 June 2022 at which time, in respect of the remaining vacancies, delegated authority was given to the Chief Executive, in consultation with the Leaders of the relevant Groups, to confirm nominations. 4. Representation on Business Loans Scotland 4.1. At the meeting of the Executive Committee held on 29 June 2022, Councillor Fagan was appointed as the Council’s representative on Business Loans Scotland. 4.2. Following notification of the intention of Councillor Fagan to step down from this position, a request was received that Councillor Devlin replace Councillor Fagan as the Council’s representative on Business Loans Scotland. 5. Employee Implications 5.1. None. 6. Financial Implications 6.1. None. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no climate change, sustainability or environmental implications as a result of this report. 9 57
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8. Other Implications 8.1. In taking on such a role with an external organisation, an elected member will be accepting additional duties and responsibilities, and they should ensure they are familiar with those and able to fulfil them. Further information can be found in this Standards Commission Advice Note for Councillors on ALEOs. 9. Integrated Impact Arrangements 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. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective and efficient Previous References South Lanarkshire Council 18 May and 15 June 2022 Executive Committee, 29 June 2022 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 58
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: South Lanarkshire’s State of the Environment Report 2025 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the Committee of the completion of the South Lanarkshire State of the Environment Report 2025 highlight the key findings from the Report [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the State of the Environment Report 2025 be approved and disseminated across the Council and to relevant Council partners and external agencies for use in the preparation of plans, policies, programmes and strategies and their Strategic Environmental Assessment and as an information resource. [1recs] 3. Background 3.1. The Environmental Assessment (Scotland) Act, 2005 requires all public bodies, including the Council, to undertake Strategic Environmental Assessments (SEAs) of all plans, policies, programmes and strategies (plans). A wide range of Council led plans have, or are undergoing, SEA including the Community Plan, Council Plan, Local Development Plan and the Sustainable Development and Climate Change Strategy. 3.2. An integral part of the SEA process is the identification and monitoring of a wide range of environmental issues. The South Lanarkshire State of the Environment Report is the body of data used to monitor and report Council activity against key environmental indicators. It is the recognised source for the core data which allows SEAs on our plans to be undertaken. 3.3. With the declarations of ecological and climate emergencies, the State of the Environment Report is a vital resource in outlining South Lanarkshire’s progress in reducing its contribution to global warming and associated impacts from climate change on communities, the natural environment and inclusive growth and for protecting and enhancing the area’s biodiversity assets. 3.4. Alongside these crises, the cost-of-living crisis, the housing emergency, and recovery from the global Covid-19 pandemic have had significant impacts on people and communities in South Lanarkshire, as elsewhere. The State of the Environment Report provides an invaluable insight to these environmental impacts. 10 59
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3.5. The first comprehensive State of the Environment Report was prepared in 2009 and has been reviewed biennially to support SEAs and to fulfil the Council’s monitoring obligations. The Report provides an effective means of tracking changes in the local environment. This ensures that the Council not only has a clear understanding of the current condition of the local environment but also has the accurate environmental baseline data needed to allow its statutory SEA and monitoring work to be undertaken. The Report also helps to promote awareness of local environmental issues and priorities. 3.6. The Report itself provides and analyses data across a suite of SEA environmental issues and reports the findings in ten chapters. These chapters are: • Population and human health • Biodiversity, fauna and flora • Historic and cultural heritage • Material assets and landscape • Waste • Soil • Air, noise and light • Water • Climate change • Transport The trends identified across these issues allow the Council to assess the overall condition of South Lanarkshire’s environment. The Report captures these as key indicators to consistently identify where there is an opportunity to improve environmental issues and the progress being made towards a sustainable South Lanarkshire. 3.7. Officers from Community and Enterprise and Education Resources have ‘converted’ the State of the Environment Report to Glow, the digital platform used by all South Lanarkshire Council’s schools to be used as a teaching resource. The State of the Environment Glow site was launched in May 2019 and will be further updated following approval of this report. 4. Development of the Report 4.1. The 2025 edition of the State of the Environment Report has been prepared by the Council’s Planning Officer (SEA) within Community and Enterprise Resources with data and other contributions sourced from across the Council, partners, government bodies and external agencies. Development of the Report has been overseen by the Corporate SEA Working Group. 4.2. A healthy environment provides us with natural resources like clean air, clean water, fertile soils, food, energy, medicine and building materials. Our long term economic and social wellbeing ultimately depends on the environment and our natural resources. Sustainable development is about achieving economic and social development in a way that also enables us to protect and enhance our environment both now and for the future. 4.3. Sustainable development is a set of fundamental values by which we make decisions and how we chose to live. These values are outlined in the 17 Global Sustainable Development Goals of the United Nations 2030 Agenda for Sustainable Development. The relevant Sustainable Development Goal(s) are assigned to each chapter of the 2025 edition of the State of the Environment Report to support understanding of how South Lanarkshire can contribute to achieving the goals at both a national and global level. 60
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4.4. The Report requires to be formally approved by the Executive Committee as its approval has not been delegated to officers. The Report and its findings will be promoted to a wide range of stakeholders including the Community Planning Partnership Board in June 2026 and presented to other groups and forums upon request. 5. Key Findings 5.1. The 47 indicators in the 2025 Report have each been assigned a status of ‘good’, ‘fair’ or ‘poor’, and traffic lighted as green, amber and red, respectively. Each of these indicators also has a directional trend of either ‘improving’, ‘no change’ or ‘deteriorating’. The basis for the status identified within the tables, and accorded to each indicator along with its trend, is demonstrated by the information contained within the explanation column included as part of Appendix 1. The status of each indicator is based on an opinion agreed by the Corporate SEA Working Group. 5.2. The findings from the Report are illustrated in the following table and summarised in Appendix 1. Status/Trend Improving Unchanged Deteriorating Total Good 11 7 0 18 38.3% Fair 7 15 0 22 46.8% Poor 4 3 0 7 14.9% Total 22 25 0 47 100% 5.3. The Report highlighted that 18 (38.3%) of the 47 key indicators had ‘good’ status and that 11 of these have a trend that is improving. There has been a significant improvement in local air quality, with no areas currently in excess of national limits set to protect human health and all Air Quality Management Areas have now been revoked. There has been a continuous reduction in our greenhouse gas emissions and an increase in our renewable energy capacity. Household waste generated and collected is the lowest per household in two decades and the number of complaints received about airborne nuisance have also significantly fallen. In terms of road safety, the Council continues to make a positive contribution towards national casualty targets. The number of child fatalities due to road traffic collisions has remained at zero for the past six years. 5.4. Seven of the indicators with a ‘good status’ had an ‘unchanged’ trend from the previous edition. These include the number of various historic and cultural assets in South Lanarkshire and the number of people who have not experienced traffic congestion has remained constant over recent years. Similar to the 2023 Report, none of the indicators with a ‘good’ status show a deteriorating trend. 5.5. There are 22 (46.8%) indicators with a ‘fair’ status, seven of which have an improving trend. These cover a wide range of environmental issues and indicators, including improvements to our woodlands, greenspace and recreational land. Despite the housing emergency, we continue to deliver new homes across all tenures. The number of people using public transport has increased since the last Report, supported by improved park and ride facilities and concessionary bus passes. However, patronage has yet to return to pre-pandemic levels. 5.6. The Report identifies 15 indicators with a ‘fair’ status which have an ‘unchanged’ trend. This is because some environmental issues have stabilised or where there are limitations on available data. None of the indicators with a ‘fair’ status have a ‘deteriorating’ trend. 61
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5.7. Seven (14.9%) of the indicators, based on an assessment of the information contained in the State of the Environment Report, are judged to be of ‘poor’ status. Of these, four are ‘improving’. These include an increase in fuel consumption and kilometres travelled for both personal and freight vehicles, although personal vehicles have yet to reach pre-pandemic levels. Active travel uptake remains low but higher than pre- pandemic levels. Active travel amongst school pupils remains constant and the uptake of cycling continues to improve due to initiatives in schools such as Bikeability. Premature deaths in South Lanarkshire remain significant across a range of parameters, particularly cancer and coronary heart disease. There has been a reduction in the number of deaths from alcohol, drugs and suicide in recent years. Severe weather events continue to impact and have resulted in flood incidents across the area. The Council’s approach to flood management continues to develop and improve. 5.8. Three indicators with a poor status have a trend which is ‘unchanged’. These include tree canopy cover and peatland which remain poor. Work to improve these indicators is ongoing but progress is not likely to be evident in the short to medium term. The level of deprivation in South Lanarkshire remains high, although available data suggests that these levels have remained broadly stable over time. 5.9. There are no indicators with a ‘poor’ status and a ‘deteriorating’ trend. 5.10. Ten indicators have seen a change in either status or trend since the 2023 edition of the State of the Environment Report. These are set out in Appendix 2. There is an improving trend in five of these indicators, particularly for local air quality which also saw a change in status from fair to good. Five of the indicators have shown a stabilisation since the 2023 Report. 5.11. Following Committee approval, the State of the Environment Report will be uploaded to the Council’s website. It is the intention to develop infographics to relay the key messages from the Report to the general public. 6. Employee Implications 6.1. None. 7. Financial Implications 7.1. None. 8. Climate Change, Sustainability and Environmental Implications 8.1. The State of the Environment Report is a valuable resource for the Council and partners in strategic planning. It provides the environmental baseline used in the Strategic Environmental Assessment of all Council led plans, policies, programmes and strategies. Strategic Environmental Assessment helps to safeguard South Lanarkshire’s natural and built environment and raises awareness of climate change impacts and directs climate action. 9. Other Implications 9.1. There are no significant risks associated with the recommendations contained in this report. 10. Integrated Impact Assessment and Consultation Requirements 10.1. This report does not introduce a new policy, function or strategy or recommend a significant change to an existing policy, function or strategy, and therefore, no impact assessment is required. 62
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10.2. The draft State of the Environment Report has been subject to internal consultation, facilitated through the Corporate SEA Working Group. Comments received have been reviewed, and where appropriate, the Report has been amended. Following approval by the Executive Committee it is intended to further disseminate the Report to relevant partners and stakeholders and to make it available to the general public through the corporate website. Kevin Carr Executive Director (Community and Enterprise Resources) 28 April 2026 Link(s) to Council Values/Priorities/Outcomes Good quality, suitable and sustainable places to live Caring, connected, sustainable communities People live the healthiest lives possible Thriving business, fair jobs and vibrant town centres Previous References None List of Background Papers South Lanarkshire State of the Environment Report 2025 South Lanarkshire Council Sustainable Development and Climate Change Strategy 2022 - 2027 Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Jennifer Murphy, Advanced Planning Officer (SEA) E-mail: jennifer.murphy@southlanarkshire.gov.uk 63
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Appendix 1 Key findings from State of the Environment Report 2025 Current status: Good Environmental Issue Indicator Status and Trend Explanation Biodiversity, fauna and flora Local Nature Reserves The council continues to monitor and improve the LNRs within South Lanarkshire for people and nature. This has been supported by accessing national funding. Material assets and landscape Vacant and derelict land The remediation and redevelopment of vacant and derelict land continues to be a priority for the council. The number and area of vacant and derelict land sites continue to decrease through re-development and greening, Waste Household waste management Despite a steady increase in the number of households, the amount of household waste generated and collected by the council is the lowest per household in two decades. Household recycling and composting rates continue to improve but have yet to return to pre-pandemic levels. The tonnage of waste sent to landfill has significantly decreased compared to the baseline figures. Waste Environmental waste Street cleanliness in the area continues to improve and satisfaction levels remain above the Scottish average. The occurrences of flytipping and the number of reported abandoned cars have increased in recent years. Air, noise and light Local air quality Air quality across South Lanarkshire is generally good and improving with no areas in excess of national limits set to protect human health. As of November 2025, all three Air Quality Management Areas in South Lanarkshire have been revoked. Air, noise and light Airborne nuisance The number of airborne nuisance complaints received has decreased significantly over recent years and is now at the lowest level since this data was collected. Odour and garden bonfires are the main nuisances reported to the council. Water Water pollution There has been continuous improvement in the treatment of sewage and effluent discharges, however, point source pollution remains a threat to the quality of the water environment. This is closely monitored by SEPA. Climate change Greenhouse gas emissions Carbon emissions continue to decrease in South Lanarkshire across all sectors year on year. Emissions per capita remain below the Scottish average. Climate change Renewable capacity South Lanarkshire’s renewable energy capacity continues to increase year on year mainly due to wind energy developments. There has been a twelvefold increase since 2011. There is growing interest in other renewable technologies within the area. South Lanarkshire is an energy exporter. Climate change Environmental awareness The council is implementing its Sustainable Development and Climate Change Strategy. Initiatives such as the Youth Forum, Beat the Street and Eco-schools continue to help raise environmental awareness in schools. Transport Road safety The council is making a positive contribution towards the Scottish Government’s 2030 casualty reduction targets. The number of child fatalities as a result of road traffic collisions has remained at zero for the past six years. Historic and cultural heritage Gardens and Designed Landscapes The number of Gardens and Designed Landscapes areas in South Lanarkshire remains unchanged since 2016. 64
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Environmental Issue Indicator Status and Trend Explanation Historic and cultural heritage Historical heritage The area has a wealth of historic and tourist attractions, including the New Lanark World Heritage Site. These continue to attract large numbers of visitors to South Lanarkshire. Material assets and landscape Built facilities There are a wide range of education, academia, sport, leisure and cultural facilities in South Lanarkshire. A number of halls and community centres across the area have been subject to Community Asset Transfer. Material assets and landscape Landscape The importance of quality landscapes in the area continues to be recognised and protected through the local planning process. Soils Soil quality and capacity Current data indicates good soil quality in a Scottish or regional context. At present there is limited data on soil quality specifically within South Lanarkshire. Transport Traffic growth Road traffic growth is increasing since the last Report but has yet to return to pre-pandemic levels. Transport Congestion The number of residents who did not experience congestion in the area has remained consistent over recent years Improving No change Deteriorating 65
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Current status: Fair Environmental issue Indicator Status and trend Explanation Biodiversity, fauna and flora Native woodland Although total native woodland cover is increasing, further work is required to improve connectivity of habitats, expanding native broadleaf woodland cover. Historic and cultural heritage Archaeological sites The number of archaeological sites recorded across the area continues to increase year on year, as does the number of applications approved with archaeological conditions. Material assets and landscape Recreational land Investment in greenspace will be informed by the Open Space Strategy that is under preparation. The number of community allotments and plot holders has increased considerably from previous years. Material assets and landscape Housing Good progress is being made in delivering the Local Housing Strategy with 77% of indicators on track or fully delivered by December 2025. The housing stock across tenures has increased to 159,645 homes since the last Report. Air, noise and light Noise The number of noise complaints, particularly residential noise complaints, received by the council has decreased since the last report. However, noise complaints about commercial premises have increased. Climate change Energy consumption Gas and electricity consumption has significantly decreased compared to the baseline. This is notable for both South Lanarkshire and Scotland overall from 2021 related to the cost-of-living crisis and the elevated retail gas and electricity prices. Transport Public transport The number of park and ride facilities increased to help facilitate an uptake in public transport. Although the numbers of train and bus passengers have increased since the last report, these have not yet fully recovered from the impacts of Covid19. A large number of residents are using concessionary bus passes, particularly secondary school pupils. Population and human health Demographic The area’s population is growing at a slower rate than the Scottish average, with a proportionally higher growth rate of people aged over 65 years. The population of people aged less than 16 years is declining. Population and human health Morbidity The morbidity status and trend remain unchanged, reflecting stable levels of long-term conditions and multimorbidity across recent years. Population and human health Economy While the Scottish and UK economies continue to experience a period of uncertainty and fragile confidence, driven by rising costs and recent government policy changes, the South Lanarkshire economy is demonstrating notable resilience. Demand for industrial property currently exceeds available supply, and there is growing demand for support from prospective and current entrepreneurs seeking to start or grow their businesses. Biodiversity, fauna and flora Designated areas More sites have been surveyed since the previous report as part of NatureScot’s drive to improve nature networks and meet biodiversity commitments for 2030. Although there has been some isolated improvement, in general the condition of the designated features remains similar to previous reports. Biodiversity, fauna and flora Ancient woodland There is no change in the area of ancient semi-natural woodland cover. There is limited data on the overall condition of this habitat. 66
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Environmental issue Indicator Status and trend Explanation Historic and cultural heritage Built heritage There has been minimal change in the number of designated built heritage features in South Lanarkshire. The number of Conservation Areas remain constant. Material assets and landscape Countryside and outdoor access There is an extensive path network across South Lanarkshire. Investment to maintain and improve the condition and standards of paths and other access infrastructure is kept under review. Material assets and landscape Minerals Minerals remain an economically important resource across South Lanarkshire. Mineral recycling is being further developed. Soils Contaminated land Approximately 82% of contaminated land sites have been investigated and remediated since 2000 under the Environmental Protection Act 1990. Air, noise and light Point source emissions The number of permits issued for industrial activities in South Lanarkshire has remained relatively consistent over recent years. Air, noise and light Light Complaints about artificial light pollution have remained relatively consistent over recent years. Water Water quality The overall status of rivers under the Water Framework Directive (WFD) has remained consistent over recent years. Water River flow The annual water flow rates in the rivers across the region have remained similar to previous years with the exception of 2020. The high level is closely linked to the increase in annual precipitation rates, associated with severe weather events. Water Groundwater and wetlands The number of groundwater bodies with a good status in South Lanarkshire has remained the same since the previous Report. The data available on ponds and wetlands remains limited. Transport Road network condition The condition of the road network has slightly regressed in recent years although it remains better than the Scottish average. Further deterioration in the road network is expected in the short term. However, it is anticipated that this will stabilise in the coming years due to a modest increase in capital funding. Population and human health Economy South Lanarkshire’s economy is experiencing uncertainty, with fragile confidence and weakening growth driven by rising costs, subdued local demand, and wider structural pressures. Additional strain from recent policy changes, such as higher labour costs, increased taxes, and more complex employment regulations, is further intensifying financial and planning uncertainty for businesses. Improving No change Deteriorating 67
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Current status: Poor Environmental issue Indicator Status and trend Explanation Population and human health Mortality Premature deaths in South Lanarkshire remain significant across a range of parameters, particularly cancer and coronary heart disease. There has been a reduction in the number of alcohol specific deaths, drugs related deaths and deaths related to probable suicide over recent years. Water Flooding Severe weather events continue to impact and have resulted in flood incidents across the council area. The council’s approach to flood management continues to develop and improve as available resources permit. Climate change Transport emissions Fuel consumption and kilometres travelled for both personal and freight vehicles have increased since the pandemic, but personal vehicles have yet to reach pre- pandemic levels. This may be linked to the numbers of people who continue to work from home. Work continues to promote the use of electric vehicles and other sustainable transport modes. Transport Active travel Although the number of people walking and cycling remains low these remain higher than pre-pandemic levels. Active travel amongst school pupils remains constant and the uptake of cycling continues to improve due to initiatives in schools such as Bikeability. Population and human health Deprivation While deprivation remains high, available data suggests deprivation levels have remained broadly stable over time. Biodiversity, fauna and flora Tree canopy cover There is no significant change in the area of tree canopy cover or urban tree canopy cover. However, work is ongoing at a regional level through Clyde Climate Forest to increase canopy cover in the longer term. Soils Peatland The overall condition of raised and blanket bogs across the area is relatively poor with a number of designated sites recorded as unfavourable. Improving No change Deteriorating 68
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Appendix 2 Changes from 2023 SOE Report Indicator Status and trend Comment 2011 2013 2015 2017 2019 2021 2023 2025 Environmental issue: Population and human health Deprivation Not avail Not avail Not avail Not avail Not avail Not avail Improving Poor Poor Economy Not avail Not avail Not avail Not avail Not avail Not avail Stabilised Fair Fair Mortality Not avail Not avail Not avail Not avail Not avail Not avail Improving Poor Poor Environmental issue: Material assets and landscape Built facilities Stabilised Good Good Good Good Good Good Good Good Environmental issue: Soils Peatland Not avail Not avail Not avail Not avail Not avail Not avail Stabilised Poor Poor Environmental issue: Air, noise and light Local air quality Improving Fair Fair Fair Fair Fair Fair Fair Good Light Not avail Not avail Not avail Not avail Not avail Not avail Stabilised Fair Fair Environmental issue: Water Water quality Stabilised Fair Fair Fair Fair Fair Fair Fair Fair Environmental issue: Climate change Energy consumption Improving Fair Fair Fair Fair Fair Fair Fair Fair Environmental issue: Transport Public transport Not avail Not avail Not avail Not avail Not avail Not avail Improving Fair Fair 69
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Director, Health and Social Care Executive Director (Housing and Technical Resources) Subject: The Housing Promise 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] describe and seek approval for a Housing Promise for Care Experienced young people, consolidating and formalising existing activity already being delivered and progressed by the Council [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) to approve a Housing Promise for Care Experienced young people as set out in section 4.2 of the report, noting that this consolidates and formalises existing activity already being delivered across Housing, Social Work and partner services, and complements the previously approved Employability Promise. ([1recs] 3. Background 3.1. In 2016, the Scottish Government commissioned an independent Care Review to identify changes needed in Scotland’s care system. The Review’s seven reports, published in February 2020, set out improvements to be achieved by 2030 to ensure children and young people grow up loved, safe, and respected. These conclusions, known as The Promise, received cross‑party support and the Government committed to full implementation by 2030. 3.2. The Promise is a universal commitment across public bodies and political parties to deliver meaningful change for Care Experienced people and families. Five years on, Audit Scotland has published a performance audit report drawing on national progress and offering recommendations for improvement. 3.3. Audit Scotland’s report identifies persistent challenges in clarity, accountability, and planning. Roles and responsibilities across organisations remain unclear, while national plans lack direction, making it difficult to establish collective accountability. The absence of a strategic assessment of resources, combined with complex governance structures involving multiple bodies, has weakened oversight and slowed progress. Efforts by the Scottish Government to streamline governance have not yet delivered the necessary shift. 11 71
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3.4. The report also highlights gaps in embedding the voices of Care Experienced people into service design, alongside shortcomings in defining, measuring, and monitoring progress. Disparate and short‑term funding streams hinder effective planning and impact assessment, while national oversight of local activity remains inconsistent. Despite these barriers, the workforce is strongly committed to delivering The Promise but requires greater support to fully realise its potential. 3.5. Within South Lanarkshire Council, The Promise is embedded as a key theme in the Children’s Services Plan, supported by the Promise Board and the young people‑led Champions Board. 3.6. The Promise Board is chaired by the Chief Executive and attended by Chief Officers from across partner agencies. It oversees all the work being undertaken across the partnership to achieve progress within the Children’s Services Plan. To do so, this Board has developed a corporate parenting strategy to hold all partners to account based on the principles within The Promise. 3.7. The Promise Board works closely with South Lanarkshire’s Champions Board. This is a group of care experienced individuals supported by The Promise Development Team, a collaboration between Who Cares? Scotland and South Lanarkshire. This group engages with all partners to place the lived experiences of care experienced people at the heart of decision making and resource allocation. The Champions Board has the following aims in relation to Care Experienced People: lifelong support for Care Experienced people in South Lanarkshire the voice of the Care Experienced person is at the heart of all decision-making processes at all levels Care Experienced people are supported into long term, suitable housing Care Experienced people experience positive mental wellbeing Care Experienced people gain successful employment and further/higher education opportunities 3.8. A range of innovative local initiatives are driving significant progress for Care Experienced young people and families, for example: primary schools surpassing national stretch aims in attendance and attainment Family Support Hubs – recently recognised with a COSLA award - are reducing inequalities and achieving notable outcomes through the Whole Family Wellbeing Approach, including a 67% reduction in pre‑birth investigations and support for 87% of families at the pre‑birth stage complementary projects such as Birth Roots are assisting women affected by adoption and reducing substance‑related harm, while dedicated Care Experience teachers are strengthening educational outcomes the establishment of a Continuing Care and Aftercare Hub provides streamlined access for young people leaving care, alongside enhanced support for transitions into further and higher education, collectively demonstrating a preventative, family‑focused model of care and opportunity 3.9. In this context, South Lanarkshire Council has adopted a deliberate and practical approach to implementing The Promise through the consolidation of clear, deliverable commitments within existing service structures. This approach was reflected in the Executive Committee’s approval, on 30 April 2025, of an Employability Promise for Care Experienced young people. 72
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3.10. Building on that decision, this report seeks approval to formally affirm a Housing Promise for Care Experienced young people in South Lanarkshire, that aligns with and complements the Employability Promise; and that consolidates and formalises activity already being delivered and progressed by the Council. 4. Building on Strong Foundations: A Housing Promise 4.1. The Council will, as a corporate parent, deliver a flexible and person‑centred approach, drawing together and formalising existing work already being delivered across services, to ensure that all Care Experienced young people have access to safe, suitable, and sustainable housing options. 4.2. The core commitments of the South Lanarkshire Housing Promise are that:- Lay Foundations - the Council will strive to ensure that all Care Experienced young people have an individual Housing Pathway Plan, jointly developed with Social Work and Housing Services, to support informed choices and smooth transitions Open Doors - the Council will strive to provide every Care Experienced young person with a dedicated Throughcare Housing Officer from six months prior to leaving care until at least age 24 (and beyond if required) to offer advice, guidance, and practical support Secure Place - the Council will strive to make sure every Care Experienced young person leaving care in South Lanarkshire has safe, secure accommodation without the need to navigate homelessness services Step Inside - the Council will strive to offer transitional options for Care Experienced young people preparing for independent living that build confidence and readiness for a permanent tenancy Tailor Solutions - the Council will strive to work with partners to develop supported housing models for Care Experienced young people with ongoing high-level needs, offering a family-style environment with on-site support Stay Independent - the Council will strive to put appropriate supports in place for Care Experienced young people moving into their own tenancy, helping them sustain housing and build confidence to live independently, with a trauma- informed approach that respects individual circumstances 4.3. Rather than signalling a future ambition, affirming a South Lanarkshire Housing Promise explicitly confirms, consolidates and strengthens the Council’s ongoing commitment, building on established work since December 2023; and reinforcing a unified and strategic approach to delivering better outcomes for Care Experienced young people. 4.4. Affirming and advancing the Housing Promise positions this activity and these developments as a key element of South Lanarkshire Council’s enduring commitment to young people, ensuring they can transition safely, confidently, and successfully into adulthood. Guided by the values of The Promise, the Council is embedding a comprehensive pipeline of opportunities that unlocks access to secure housing and tailored support. From enabling care leavers to step into their own homes to providing reassurance for those not yet ready for independent living, this integrated approach seeks to deliver stability, guidance, and resources for every young person to thrive. By championing these pathways, the Council aims not only to meet immediate housing needs but to foster lasting confidence, resilience, and opportunity for the future. Below are examples of initiatives already being advanced. 73
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4.5. Barnardo’s South Lanarkshire Futures is a key development project initially funded by the Big Lottery Fund for a two-year period. The initiative involves South Lanarkshire Council Housing, Social Work and Barnardo’s working together to provide good quality transition housing and support to enable young people to successfully move to independent living when they are ready. The project started in 2024 and initially supported four Care Experienced young people in transitions flats, with outreach housing support being provided by Barnardo’s. During inception of this project, it quickly became apparent that outreach support, prior to moving to transition flats would be beneficial for young people identified for the project. This allowed an opportunity for the Barnardo’s worker to build trust and relationships with the young people, answer questions and ensure they were confident to take the next step into the transition flat. The project showed early signs of success with several young people successfully moving on within one year to their own tenancy. A further success relates to the young people who were initially identified and who then felt unsure about the move, through the outreach work carried out by Barnardo’s and the Throughcare Housing Officer a number of those who did not feel ready to move were ready to move when the transition flats became available again. 4.6. The impact of these developments are illustrated by the following live-experience testimony: “My experience in the transition flat has been the best. It’s taught me how to be more independent, and the support I’ve received through Barnardos has been so heartwarming and helpful and they’re very resourceful. If they don’t know anything specifically, they will learn more about it just to help you.” My experience with Barnardos has been nothing short of amazing, they have assisted and supported me so much. Supporting me to make phone calls, encourage me to keep my space clean and tidy and sharing helpful tips and tricks along the way. I wouldn’t be where I am today since moving out of the care system without this outreach support.” “Living within the flat was scary at first, I’m used to having a lot of noise around me, so it was different when I closed my door and there was silence. I got a chance to see that being alone can be a good thing.” “I would ask anybody to give this a try it is the best thing that I have ever done. I have learnt a lot about myself and things that I worried about I can now see that I can do them on my own. Your support has shown me what I can do and feel more confident now.” 4.7. Based on the early success, it was agreed by all the partners involved to expand the project in 2025. The project now has capacity to support a total of eight young people in transition flats as well as to provide outreach support to young people identified as potential participants in the project. This outreach support is essential in helping build confidence and to ensure young people make informed choices and decisions about their future. This collaborative approach ensures that young people are not only given a safe place to live but also the structured support they need to transition successfully into independence. Good quality housing combined with ongoing, personalised support is essential, as it provides stability and nurtures the confidence and resilience required for young people to thrive in adulthood. 74
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4.8. South Lanarkshire Housing and Technical Resources and the Health and Social Care Partnership / Social Work Resources have strengthened their approach to supporting Care Experienced young people and now have in place a Throughcare and Aftercare Protocol to ensure no young person leaving care in South Lanarkshire needs to present as homeless. The Protocol makes provision for Housing and Social Work to jointly assess the needs and aspirations of young people and to provide them with the necessary information, guidance and support to make informed choices about their future housing options. There are 1.5 Full-time Equivalent dedicated Throughcare Housing Officers working with Care Experienced young people to provide them with detailed housing options advice and assistance. These officers help support young people from initial contact right through to them signing up for their tenancy. This consistent, dedicated resource has significantly improved outcomes for care experienced young people with 100% of all applicants now receiving a Housing Pathway Plan. 4.9. At its meeting of 6 May 2026, the Social Work Resources Committee was updated on Social Work Children and Families’ Care Close to Home approach, and then approved:- progression of a partnership agreement with Barnardo’s Gap Homes Project to build five homes in the proposed site in Blantyre and the associated programme (subject to the lease agreement being approved by the Housing and Technical Resources Committee); and the programme to install five independent modular homes within the grounds of four Council children’s homes (Langlea, Hillhouse, Station Road and Hunters Crescent), using funding approved by Council in February 2026 to help Care Experienced young people prepare for living independently before moving into their own home. 4.10. These developments provide a co-ordinated approach to expanding high‑quality, local accommodation for care‑experienced young people. The Gap Homes Project will introduce a new supported living model for young people with higher‑level needs who require an alternative to traditional residential or transitional provision; while modular homes would offer a complementary route for those in South Lanarkshire’s children’s houses who need a gradual, supported transition towards independence. Taken together, these initiatives respond to distinct but interconnected priorities identified by Care Experienced young people and will strengthen local capacity, reduce reliance on external placements, and support smoother, relationship‑based transitions into adulthood. 4.11. South Lanarkshire Council and key partners will continue to develop options for young people leaving care and for young people who do not wish to remain in continuing care placements in line with the key principles of safe and supportive transitions for young people moving on as a key aspect of South Lanarkshire’s Housing Promise. 5. Employee Implications 5.1. There is no employee implications associated with this report. 6. Financial Implications 6.1. As part of the 2026/2027 revenue budget setting on 25 February 2026, the Council approved £0.500m of one‑off funding for accommodation to help Care Experienced young people prepare for living independently before moving into their own home. This allocation underpins the modular homes development (4.9), which was approved by the Social Work Resources Committee on 6 May 2026. 75
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6.2. There are no other financial implications associated with this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environmental implications in terms of the information contained in this report. 8. Other Implications 8.1. There are no other implications. 9. Integrated Impact Assessment and Consultation Requirements 9.1. The South Lanarkshire Housing Promise builds on work already in place since December 2023 and articulates how the authority is deepening and formalising its approach to deliver greater consistency and outcomes. As such no integrated impact assessment is required in respect of this report. 9.2. Dialogue and engagement have taken place with the South Lanarkshire Champions Board, and the multi-agency South Lanarkshire Promise Board. Professor Soumen Sengupta Director, Health and Social Care Stephen Gibson Executive Director (Housing and Technical Resources) 5 May 2026 Link(s) to Council Values/Priorities/Outcomes Our children and young people thrive Previous References Executive Committee of 30 April 2025 Social Work Resources Committee of 6 May 2026 List of Background Papers Audit Scotland (2025) Improving care experience: Delivering The Promise https://audit.scot/publications/improving-care-experience-delivering-the-promise Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Aine McCrea, Head of Children & Justice Services and Chief Social Work Officer Telephone: 01698 454887 Email: aine.mccrea@southlanarkshire.gov.uk Sharon Egan, Head of Housing Services Telephone: 01698 454595 E-mail: sharon.egan@southlanarkshire.gov.uk 76
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Land and Property Transfers and Disposals 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Executive Committee of the actions required in respect of land and property transactions 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the land detailed in Appendix A, which will be the subject of a negotiated transaction, be declared surplus to Council requirements. [1recs] 3. Background 3.1. Details of land and property, which is potentially suitable for redevelopment or disposal, are circulated to all Resources and Community Planning Partners to establish if they are suitable for alternative operational use. 3.2. Recommendations are made following the consideration of planning, title and other legal constraints. Any assets with competing interests are judged against Council priorities, including the need for capital receipts. 3.3. Transactions out with the Property Bulletin process, where there is a requirement to reallocate or declare property surplus as part of minor/adjoining sales, or to facilitate a Council project, are not circulated through the Property Bulletin, however the details are included in this report. 3.4. Transactions are only included in the report after successful consultation with the holding Resource(s) and Planning. 4. Non Bulletin Disposals 4.1. Appendix A details an area of land adjacent to 51 Machan Road, Larkhall which is the subject of the proposed sale to the owner of the adjacent property to allow the land to be incorporated into the proposed subdivision and redevelopment of a former nursery for commercial use. The proposal has a planning consent (ref P/25/1121) and the Council’s land is required for additional parking. 12 77
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4.2 The land was included in the Land and Property Transfers and Disposals report at the Executive Committee on 1 April 2026, where the Committee decided it was to be continued to a future meeting to allow further engagement with all local members, clarification on pedestrian and road safety implications including any mitigation measures, consideration of the impact on remaining open greenspace and further explanation regarding previous interest in the land. 4.3 Through further discussions with the local members, clarification on the extent of the consultation process both in respect of the request to acquire the land and the planning application was provided and discussed. These discussions allayed concerns raised and a consensus was obtained to progress the proposed negotiated sale, subject to Committee approval to declare the land surplus. 5. Employee Implications 5.1. There are no employee implications. 6. Financial Implications 6.1. A capital receipts for the General Services Account will be secured through the disposal identified in this report. 7. Climate Change, Sustainability and Environmental Implications 7.1. There were no climate change, sustainability or environmental implications as a result of this report. 8. Other Implications 8.1. There is a low risk that the capital receipt anticipated, as a result of declaring this land surplus, may not be realised if, for reasons out with the Council’s control, the purchasers choose not to proceed with the transactions. However, the procedures and consultations described in Sections 3 and 8 of this report have been implemented to minimise this risk. 8.2. There are no significant issues in terms of sustainability arising from this report. 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. Consultation was undertaken with Planning, Roads, Legal, and the respective holding resource prior to the inclusion in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 27 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References Executive Committee of 1 April 2026 78
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List of Background Papers Plans of the land and property referred to in this report Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Gerry McParland, Property Services Manager (Assets and Estates) Ext: 5177 (Tel: 01698 455177) E-mail: gerry.mcparland@southlanarkshire.gov.uk 79
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APPENDIX A - Land NON BULLETIN DISPOSALS Area Description Holding Account Proposal Value Band 579 sq m Land adjacent to 51 Machan Road, Larkhall Community and Enterprise Car parking for redevelopment of former nursery 4 Value Bands 1 – over £1 million 2 – £500,000 to £999,999 3 – £100,000 to £499,999 4 – less than £100,000 80
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Summer of Sport 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] inform the Executive Committee of the draft programme of events being proposed across South Lanarkshire using the Summer of Sport funding from Sportscotland [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the programme of planned events, as shown in Appendix 1, be approved. [1recs] 3. Background 3.1. Following the recent confirmation of the Scottish Government Budget on 25 February 2026, sportscotland will be allocating local partners a one-off, single-year investment for the Summer of Sport. 3.2. This £12 million budget will be distributed across all 32 local authorities to celebrate and capitalise on a spectacular Summer of Sport, providing accessible and inclusive sporting opportunities for children and young people. 3.3. South Lanarkshire Council will be allocated £713,000 for the 2026/2027 financial year. This allocation is based on a funding formula agreed by sportscotland, the Scottish Government and COSLA. Funding should be utilised from June 2026 to March 2027. 3.4. The intent of the policy is to provide free or reduced cost activity, inclusive opportunities for children and young people aged 3-26 to get active, stay active and improve their lives, with a particular focus on reducing barriers to participation and addressing poverty-related inequality. At present, it is envisaged that the activities across South Lanarkshire will be free. The investment is designed to strengthen pathways into sustained participation in school, club, and community sport. The key principles of the funding centre on partnership, co-creation, inclusion and sustainability. 3.5. Clubs affiliated with South Lanarkshire Leisure and Culture’s (SLLC’s) Club SL programme will have the opportunity to apply for grants to deliver to targeted groups in line with the guidance supported by sportscotland. 13 83
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4. Programme of Events 4.1. SLLC, as the Council’s lead partner in sport and physical activity, have played a key role in developing a draft programme of events, in partnership with officers within Education Resources, which aligns with the priorities set out within the Summer of Sport guidance. A copy of the draft programme is attached as Appendix 1. 4.2. Programme communications will be delivered by the SLLC marketing team in conjunction with the Council’s communications team, connected directly with the Summer of Sport Marketing via sportscotland to ensure branding and one-off funding aligned. 5. Governance 5.1. Arrangements will fall in line with the existing sportscotland reporting framework which consists of both a financial performance tracker, which is signed off by South Lanarkshire Council’s Head of Finance, and the Active Schools Monitoring Outcomes Report. This is in addition to both South Lanarkshire-specific and regional liaison meetings with the SLLC sportscotland Partnership Manager. 6. Monitoring of Performance 6.1. To understand the impact of the Summer of Sport funding, local authorities will be asked to use existing data collation methods to provide information on a focussed set of data relevant to the funding. Information such as, but not limited to: number and range of delivery partners number and range of sessions delivered number of children and families engaged (including % from target groups) number of new coaches and volunteers engaged. 6.2. This will be supported by a national participant survey and a proposed wider externally commissioned evaluation which partners may be asked to engage in. 7. Employee Implications 7.1. There are no employee implications. It is anticipated that the rollout will be mainly handled from within the current SLLC structure. However, there will be a number of fixed term contracts in addition to assist with both programming and delivery. 8. Financial Implications 8.1. There is an allocation of £713,000 from the Scottish Government for the Summer of Sport rollout in South Lanarkshire. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate change, sustainability and environmental implications. 10. Other Implications 10.1. There are no risks or other implications as a result of this report. 11. Integrated Impact Assessment and Consultation Requirements 11. There are no impact assessment or consultation requirements as a result of this report. 84
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Kevin Carr Executive Director (Community and Enterprise Resources) 29 April 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Caring, connected, sustainable communities People live the healthiest lives possible Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Kevin Carr, Executive Director (Community and Enterprise Resources) kevin.carr@southlanarkshireleisure.co.uk 85
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Appendix 1 Activity Target Group Key contact Partner Ice skating Universal Stephen Fisher SLLC Heritage Park (Boating activities and education sessions with raft building, water activities/water safety) Universal/Care Experienced YP Garry Rodmell SLC Outdoor Learning & Adventure (Kayaking, abseiling, water sports, camping) Targeted -Referral basis via social work/YCFL referral Scott Russell YCFL World Cup Inspired Football sessions Universal - SIMD/Rural focus Active Schools Education Commonwealth Games multi-sports Universal /Club focused Sports Development Scottish Governing Bodies/Residents groups/3rd sector Golf Universal /Targeted Colin Girvan YCFL Coach Education Universal /Targeted Barbara Clark Steven Percy Employability/ Scottish Governing bodies Employability opportunities Lifeguard Swim Teacher Dancer Leader Lead Sports Coach Active Schools Sports Development Leadership enhancement PE Departments/ Education Local Club memberships through CubSL (affiliation/governance process) Targeted Clubs & Communities team Clubs Scottish Governing Bodies Club funding grants /Our Place our Plan Groups Universal Clubs & Communities team Sportscotland Scottish Governing Bodies OPOP groups Sporting Equipment to all schools in South Lanarkshire Universal Active Schools Education Youth Family Community Learning offering to widen service offer Access to wide range of service for free Michelle Turnbull YCFL Bespoke offering via mapping Utilising our current data to ensure areas of low income, ASN and care experienced groups have activities located within communities. Focus on activities utilising spaces connected to communities Memberships Libraries/Leisure Centre/community halls SLLC Communities and Education team Our Place Our Plan groups 86
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Activity Target Group Key contact Partner Leadership Enhancing our current offer: Sports Coach Academy Dance Leaders Netball Academy Sports Leaders Young Peoples Sport Panel Volunteering Active Schools PE departments /Scottish Governing Bodies ASN Offering Enhancement Enhancing our current programme ASN ACE Offering Holiday club support for families Christmas holiday support for families Considering wider offering to ensure equipment/staff training can ensure all ASN pupils have opportunities Active Schools/Sports Development /Health Team Education /Social work /NHS Development Officer Administration Officer Casual (non- contracted) recruitment where needed (9months) Ensuring compliance with ClubSL Adding clubs/Groups as suppliers on Fusion Monitoring and evaluation in line with Sportscotland Funding criteria. The funding will be manged by Michelle Turnbull (Active Schools and Outdoor Learning and Adventure Manager) SLLC Youth Community Family Learning Health (NHS) Education Social Work Scottish Governing Bodies Sportscotland Fire and Rescue Our Place Our Plan groups Additional partners tbc Wider experiences Away day experiences for targeted groups Education Outdoor Recreation Assistance with football pitch openings (on grass) to ensure nets/lines are available Andy House Housing & Tech 87
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Amendments to Membership of Committees 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] request approval for a proposed change in the membership of the Education Resources Committee and Social Work Resources Committee [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Councillor Brown replace Councillor McGeever on the Education Resources Committee; and (2) that Councillor McGeever replace Councillor Brown on the Social Work Resources Committee, with Councillor Brown becoming a substitute member. 3. Background 3.1. Following a request received from the Leader of the Liberal Democrat Group on 30 April 2026, it is proposed that Councillor Brown replaces Councillor McGeever on the Education Resources Committee and that Councillor McGeever replaces Councillor Brown on the Social Work Resources Committee, with Councillor Brown becoming a substitute member. 4. Employee Implications 4.1. There are no employee implications in terms of this report. 5. Financial Implications 5.1. There are no financial implications in terms of this report. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability or environmental implications in terms of this report. 7. Other Implications 7.1. There are no implications in terms of risk. 14 89
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8. Integrated Impact Assessment and Consultation Arrangements 8.1. There was no requirement to carry out an integrated impact assessment or formal consultation process. Jackie Taylor Executive Director (Finance and Corporate Resources) 30 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tracy Slater, Administration Adviser Tel: 07385 370089 E-mail: tracy.slater@southlanarkshire.gov.uk 90
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Report Agenda Item Report to: Executive Committee Date of Meeting: 20 May 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Update on Corporate Asset Management Plan 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] update Committee in respect of the Corporate Asset Management Plan 2021 to 2026, including the Local Government Benchmarking Framework (LGBF) indicator outcomes for Property Condition and Suitability [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the update of the Corporate Asset Management Plan 2021 to 2026, including the Local Government Benchmarking Framework (LGBF) Iidicator outcomes for Property Condition and Suitability, be noted; (2) that the proposal to bring forward a new 10-year Estates Strategy 2026 to 2036, be noted; and (3) that the Property Asset Management Plan 2025 update, attached at Appendix 1 be noted. 3. Background 3.1. The Executive Committee, at its meeting held on 22 September 2010, approved the implementation of an extended model for Corporate Asset Management from 2011. This included developing Asset Management Plans (AMPs) across a number of service areas, in line with Chartered Institute of Public Finance and Accountancy (CiPFA) guidance and summarised, under an overarching Corporate Asset Management Plan, which demonstrates how each asset type supports the Council’s corporate objectives. The Service areas included within the Corporate Asset Management Plan are Property and Housing, Roads Infrastructure, Fleet and Information and Communication Technology. 3.2. The Corporate Asset Management Plan details the objectives which direct asset management and the structures which support it. The detail of the strategies and priorities for individual asset groups can be obtained from the detailed plan which has been prepared for each category, and which are linked to the Corporate Plan. 4. Corporate Asset Management Plan 2021 4.1. The 2021 Corporate Asset Management Plan is the seventh full Corporate Plan and detailed the objectives which have directed asset management and the structures which support it during 2021 to 2026. The details of the strategies and priorities are covered in their respective plans, and summaries are provided below. 15 91
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4.2. Property and Housing Asset Management 4.2.1 The Property Asset Management Plan 2025 update is attached at Appendix 1. Property Asset Management is divided into two key sections: direct operational property and the lease portfolio for which a separate management plan has been prepared. The operational property portfolio currently comprises 328 establishments from which a Council service is delivered. These are recognised establishments within the Council, which may comprise more than one building or accommodate multiple Resources and uses. 4.2.2 Within the Property Asset Management Plan, operational properties are assessed on Core Facts for Condition and Suitability. Condition is assessed on an establishment basis and provides an overall rating for the property based on an elemental assessment carried out by qualified surveyors. Suitability is an assessment by Resources of how well the property supports current service delivery in terms of design, layout and location. The number of service interests within the operational establishments is 498. 4.2.3 Property Services also manages a tenanted, non-residential, lease portfolio, known as the ‘Estates Portfolio’, which consists of 715 properties. The role of this portfolio, which comprises of a wide range of property interests from ground rents for major retail developments through to business centres, is to support the economic and social objectives of the Council as well as meeting corporate financial targets. 4.2.4 A 10-year Estate Strategy is currently being finalised and will inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets, taking account of community, financial and service considerations. It should be stressed that the process of estates assessment will be ongoing and iterative over the lifetime of the Strategy and will promote a strategic and outcome focussed methodology to Asset Management and the new Corporate Asset Strategy. 4.2.5 The Housing Asset Management Plan was developed to complement and inform the Housing Business Plan and to set out priorities for the physical care and improvement of the housing stock and related assets. The Plan details the priorities for the current housing portfolio which extends to 26,169 homes (as at 31/3/2026). This is a movement from the previous year’s total of 25,825 homes and reflects 111 New Build properties and 133 Purchases. 4.3 Roads Asset Management Plan 4.3.1 The Road Asset Management Plan (RAMP) is a strategic framework that outlines the key principles and practices for the effective management, maintenance, and enhancement of our road network and related infrastructure. The development of RAMPs across Scotland is an excellent example of collaborative working across all 32 councils. 4.3.2 The five key principles of an effective RAMP are:- 1. Lifecycle Approach: Manage assets from over the asset's entire life. 2. Prioritisation Based on Risk: Assess and manage risks related to safety, performance, and financial impact ensuring critical assets are maintained to prevent failures and service disruptions. 3. Informed Decision Making: Utilise accurate, up-to-date data to inform maintenance schedules and investment decisions. 92
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4. Cost-Effectiveness: Focus on achieving the best possible value from investments, considering both short-term maintenance needs and long-term capital investment. 5. Sustainability and Resilience: Integrate sustainability by minimising environmental impacts, promoting resource efficiency, and ensuring roads are resilient to climate change and extreme weather events. 4.4 Fleet Asset Management Plan 4.4.1 The Fleet Asset Management Plan provides a key source of information and direction on vehicles and is key in determining strategic decisions and defining how the fleet assets are efficiently and effectively utilised. This will ensure that vehicles provide resilient services to meet the changing needs of the Council. 4.4.2 As part of ongoing transformational workstreams, a new Fleet Strategy is under development and will be completed in August 2026, and is planned to be presented to the Community and Enterprise Resources Committee on 1 September 2026. An opportunity is being taken to dovetail the annual Fleet Asset Management Plan with this new Strategy. The proposed Fleet Asset Management Plan 2026/2027 will set out the Council’s current fleet position, principal risks and priorities for action. 4.4.3 The Council operates 1,357 vehicles across more than 40 vehicle types, including 172 vehicles above 3.5 tonnes managed within statutory Operator’s Licence requirements. Fleet assets, therefore, support both frontline service delivery and the Council’s legal, financial and reputational responsibilities. The most significant strategic pressure is the age and replacement profile of the fleet. 4.4.4 The Council has strong foundations for improvement, and this will form the basis of the Fleet Strategy and annual Asset Management Plans and the central requirement for 2026/2027 and beyond is to translate those foundations into tighter control over replacement, compliance, utilisation, avoidable revenue pressures and operationally viable decarbonisation. 4.5 Information and Communication Technology (ICT) Asset Management Plan 4.5.1 The ICT Asset Management Plan aims to put in place effective ICT asset management processes which enable high quality ICT services to be provided to meet the needs of the Council. The Plan outlines the priorities and strategies required to develop and support the ICT asset estate whilst ensuring business and service continuity. The plan highlights the key actions planned annually, ensuring that the Council’s ICT Assets are fit for purpose. 4.5.2 The key actions identified in the 2025/2026 plan can be summarised as follows:- 1. Upgrade legacy software versions: This involves updating software versions that have reached the end of their lifecycle to ensure continued support and functionality. 2. Replace legacy servers: This action focuses on replacing servers that are no longer supported to maintain system reliability and performance. 3. Rollout Windows 11: This entails upgrading desktop equipment from Windows 10 to Windows 11 to comply with security mandates and enhance user experience. 4. Replace remaining analogue lines: This involves replacing analogue lines with digital ones in line with the Digital changeover 2025 to ensure continued service. 5. Replace smartphones no longer under support: This entails refreshing smartphones that are no longer supported to ensure they can receive the latest operating system and security patches. 93
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5. Employee Implications 5.1 There are no employee implications. 6. Financial Implications 6.1 The details of the plans have influenced investment decisions, and formation of financial plan to support these asset strategies, but there are no direct Financial Implications from the production of the AMP. 7 Climate Change, Sustainability and Environmental Implications 7.1 There are no implications for climate change, sustainability or the environment in terms of the information contained within the report. 8 Other Implications 8.1 The Asset Management Plans assist the Council in managing its assets, efficiently and effectively to deliver best value. It also helps manage risk across its asset base. 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 was no requirement to undertake any consultation in terms of the information contained in this report. Stephen Gibson Executive Director (Housing and Technical Resources) 24 April 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Previous References Executive Committee of 22 September 2010 Executive Committee of 7 September 2016 List of Background Papers Appendix 1 - The Property Asset Management Plan 2025 update Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Jardine, Head of Property Services Ext: 4073 (Tel: 01698 454073) email: craig.jardine@southlanarkshire.gov.uk 94
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Housing and Technical Resources Executive Director: Stephen Gibson Property Asset Management Plan 2021-2026 2025 Update Appendix 1 15 95
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PART 1: PERFORMANCE UPDATE Table 1: Condition Core Fact 2025 2024 Condition Category Number of properties by category Percentage by category Number of properties by category Percentage by category Direction of Travel Comment A Good - Performing well and operating effectively. 101 30.8% 116 35.2% The table demonstrates that 86.9% of properties are in satisfactory condition, an increase from 85.8% in 2024. Despite the current financial climate and reduced funding to Scottish Local Authorities, the figures show that, through programmes of Prioritised Capital Investment, Lifecycle Maintenance, Planned Preventative Maintenance and Rationalisation, performance remains positive for the majority of categories of property. B Satisfactory - Performing adequately but showing minor deterioration. 184 56.1% 167 50.6% C Poor - Showing major defects and/or not operating adequately 39 11.9% 43 13.0% D Bad - Economic life expired and/or risk of failure 4 1.2% 4 1.2% Totals 328 100% 330 100% 96
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Table 2: Suitability Core Fact 2025 2024 Suitability Category Number of properties by category Percentage by category Number of properties by category Percentage by category Direction of Travel Comment A Good - Performing well and operating effectively. 282 56.6% 283 54.7% The table demonstrates that 95.4% of properties support delivery of services in terms of suitability, a slight decrease from 95.8% in 2024. Continued implementation of the council’s asset management strategy and plans has resulted in a clear focus in optimising council buildings to ensure they are suitable. B Satisfactory - Performing well but with minor problems. 133 26.7% 144 27.8% C Poor - Showing major problems and/or not operating optimally 60 12.1% 69 13.3% D Bad - Does not support the delivery of services 23 4.6% 22 4.2% Totals 498 100% 518 100% 97
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Table 3: Local Government Benchmarking Framework Indicators: Condition Measure 2025 2024 Direction of Travel Comment Gross Internal Floor Area of Operational Buildings (m2) 694,199 699,174 The table indicates 90.3% of properties are in a satisfactory condition, no change from the previous year. The restrictions placed on budgets will provide challenges to sustained performance going forward. However, measures are in place through our Asset Management Strategy to mitigate any risks and sustain service delivery. Proportion of GIA that is in Satisfactory Condition (m2) 626,800 631,190 Percentage of Internal Floor Area of Operational Buildings in Satisfactory Condition 90.3% 90.3% Table 4: Local Government Benchmarking Framework Indicators: Suitability Measure 2025 2024 Direction of Travel Comment Total Number of Operational Buildings 498 518 The table indicates 95.4% of properties support delivery of services in terms of suitability, a slight decrease from 95.7% in 2024. Continued implementation of the Council’s asset management strategy and plans has resulted in a clear focus in optimising Council buildings to ensure they are suitable. Number of Operational Buildings that are Suitable for Their Current Use 475 496 Percentage of Operational Buildings that are Suitable for Their Current Use 95.4% 95.7% 98
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Table 5: Property Costs Measure 2025 2024 Direction of Travel Comment Gross Property Costs of the Operational Estate as a percentage of the Council’s Gross Revenue Budget. 7.58% 6.30% Compared to FY 2023/24, the average cost per kWh for gas increased by 9.1% for FY 2024/25 and for electricity the average cost per kWh increased by 11.7%. Total cost of Repairs and Maintenance £7.237m £7.643m Energy/Carbon Costs £24.913m £23.440m Table 6: Estates Management Measure 2025 2024 Direction of Travel Comment Percentage of lease portfolio properties that are void 11.7% 10.3% Demand for industrial properties and ground remains high. Retail is similarly strong in smaller traditional units (e.g. tenemental properties) in areas out with shopping centres. There is an increasing turnover in business centres/ offices as tenants adjust to post covid hybrid working arrangements. Percentage debt of invoiced income 8.16% 8.4% Total Value of Capital Receipts £7.572m £1.837m 99
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Table 7: Energy Management • A means to gauge a building’s energy efficiency is by its Energy Performance Certificate (EPC) rating which provides an energy rating of the building on a sliding scale from A to G, where A is very efficient and G is the least efficient. The better the EPC rating, the more energy efficient the building’s design and construction is, and the lower its carbon emissions and energy costs are likely to be. The table below summarises the 2025 position 2025 2024 EPC Rating Number Number A+ 1 7 A 18 29 B+ 11 24 B 15 42 C+ 21 23 C 7 11 D+ 9 1 D 8 13 E+ 6 7 E 2 10 F+ 9 1 F 9 17 G 73 60 Carbon Neutral 1 0 No Rating 138 85 Total 328 330 • Central Energy Efficiency Fund (CEEF) was launched in 2004 by the Scottish Government as a new Public Sector Energy Efficiency Initiative. The funding has been used to establish a revolving fund continues to drive an energy efficiency investment programme. • Energy efficiency is essential to meeting the ambitious targets of the Climate Change (Scotland) Act 2009. All new builds are to meet Building Standards Section 6 and 7 (Silver Sustainability Label). The energy running costs of our older less efficient building stock is a key consideration when programming buildings’ disposals and sales. • These are considerations which will be integral to the Estates Strategy Review and the Net Zero journey. 100
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Table 8: Community Asset Transfer Measure 2025 2024 Direction of Travel Comment Total number of applications received 16 8 Community Asset Transfer is reported annually to the Scottish Government at the end of June. South Lanarkshire Council has promoted Community Asset Transfer through the council and community planning websites. Number of successful applications determined 9 5 Number received and yet to be determined 4 1 Number of unsuccessful applications determined 2 1 Number of applications withdrawn 1 1 101
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PART 2: ACTION PLAN A, Action Plan – Strategic Action No. Action Description Key Asset Management Strategy Objective Outcome Progress A1 Development of a 10-year Office Accommodation Strategy. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Develop proposals to further reduce the office portfolio. Ongoing identification of potential surplus accommodation to reduce occupational space. A2 Complete a review on impact of agile working on office requirements. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Develop proposals that ensure working arrangements within the Council are based on service need. Following guidance on the agile working at Executive Committee, an audit of current workspace and potential Resource requirements is underway to align office provision in advance of implementation in October 2025. A3 Implement the Council’s sustainable development and carbon management plans and strategies, ensuring the Council’s properties are fully accessible and contribute to short, medium- and long-term carbon reduction targets. Ensure our current property and future estate is as sustainable as possible in design, construction, operation and final disposal. The council will continue to maximise opportunities to enhance sustainability within its new domestic and non-domestic buildings within the budget parameters available and through identifying appropriate external funding opportunities. Regular updates provided to the Climate Change and Sustainability Committee. 102
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Action No. Action Description Key Asset Management Strategy Objective Outcome Progress A4 Continue to implement the Council’s 10-year Capital Investment Strategy. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Planned investment in core assets. New priorities identified and Investment Strategy updated. A5 Asset Review and Challenge – Rationalisation of the Council’s asset portfolio. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Identification of sites for new build social housing, co-location and disposal. Ongoing feasibility assessments of surplus land/property and underutilised land for potential new build housing sites. A6 Review of homeless accommodation. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Identification of sites to support the newly emerging homelessness accommodation model. The former Clydesdale Hotel has been identified for acquisition for the provision of First Stop homeless accommodation. A site at Harriet Street, Rutherglen has been identified for a partnership project with Social Bite. A7 Partnership working Promote joint working where it will provide benefit for service delivery and in securing efficiencies. Explore options for co- location across South Lanarkshire with Police Scotland. Ongoing. A8 Produce an energy demand reduction plan for council buildings. Ensure our current property and future estate is as sustainable as possible in design, construction, operation and final disposal. The new plan outlines key actions to promote behavioural change across council departments alongside considering physical changes required to Progress reported through the Climate Change and Sustainability Committee - latest update provided February 2024. 103
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improve council building efficiency. B. Action Plan – Operational/Service Improvement Action No. Action Description Key Asset Management Strategy Objective Outcome Progress B1 Identify a future programme of disposals in line with the Capital Receipts targets. Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Agreed Capital Receipt programme with Finance. Capital Receipts target for 2024/25 achieved and exceeded. 2025/26 - Continue identification of Capital Receipts opportunities and disposal of existing surplus property. B2 Develop an Integrated Housing and Property Management System. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Move towards a single system and removal of outdated separate systems. Property Services (Assets & Estates) progressing Property Management system to replace all existing systems for non-housing properties. B3 Lifecycle Replacement – Schools. Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Develop a programme of replacement for major elements of infrastructure. 5-year programme developed. Priorities will be reviewed at the start of each financial year. 104
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Action No. Action Description Key Asset Management Strategy Objective Outcome Progress B4 Develop a demolition programme and identify funding options. Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Removal of outstanding liabilities. Demolitions to date include Crawford and Leadhills Public Toilets and Forth Shelter. B5 Completion of the 1140 Hours Early Learning and Childcare Programme Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Completed June 2024. Complete. B6 Review the approach to reporting on Common Good assets. Plan and manage property as a corporate resource to deliver the Council’s outcomes. Implement agreed reporting model Ongoing. B7 Consult and engage with community groups who have indicated an active interest in community asset transfer. Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property. Support a minimum of 2 community organisations to achieve successful Community Asset Transfer. Community Asset Transfer Fund used to support community organisations develop proposals. 105
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Action No. Action Description Key Asset Management Strategy Objective Outcome Progress B8 Review of Community and Enterprise Depots, civic amenity sites and salt barn facilities to identify best investment options. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Service requirement brief and identification of funding options. Potential Capital Bid The depot review is operating as a sub-group of the overarching Estates Strategy. Review extended to include H&TR Business Units. The emerging data from the depot review supports the proposal to explore a rationalisation opportunity within the Clydesdale area. B9 Review of day care centres. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Implement actions identified through review being undertaken by Social Work. Reduction in the number of Day Centres to 9 sites. Jenny McLachlan closed and handed back to Hanover, September 2024. Whitehill’s lease ended 31 October 2025 when the building will be handed back to Hanover. St Andrew’s, Saltire and Ashley Grant were decommissioned and a request made to add all 3 properties to the Council’s property bulletin. Parkhall, previously Older People’s Day Centre, is now the East Kilbride Family Support Hub. The Nisbet Centre has been demolished. McClymont was decommissioned in November 2024 and now subject to a proposed Community Asset Transfer Assess works to be undertaken to maintain the remaining Day Centres. 106
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Action No. Action Description Key Asset Management Strategy Objective Outcome Progress B10 Review of proposed care home replacement programme including investment in those being retained. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Implement actions identified through review being undertaken by Social Work. McClymont House was decommissioned in November 2024 and added to the Council’s property bulletin. The property is now subject to a proposed Community Asset Transfer to Healthy Valleys for a Community Hub. Assess works to be undertaken to maintain the remaining 3 Residential Care Homes (McKillop, Meldrum and David Walker Gardens). B11 Red Deer Centre Decommission the Red Deer premises once alternative premises have been found for all existing groups using the building, inclusive of the Bowling Club. Decommission building and site to be considered as a future social housing development as part of SHIP Plans No activities in Red Deer since September 2024 with the building fully decommissioned and demolished. B12 Children’s Houses Manage and maintain property effectively and efficiently, together with optimising financial return and commercial opportunities from the rationalisation and disposal of property Undertake assessment of the current 6 children’s houses to project any potential future work that may require to be factored in future plans Undertake audit of the condition of the 6 children’s houses. B13 Review investment required in Universal Connections facilities to Provide the right property, fit for purpose, in the right place, to Service requirement brief and identification of funding options. Project to upgrade and improve Rutherglen Universal Connections 107
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maximise their potential in delivering the Councils Community Learning and Development Initiatives. meet current service needs and to plan for the future. being developed and funding opportunities identified. Action No. Action Description Key Asset Management Strategy Objective Outcome Progress B14 Plan and Manage Early years, Primary School and Secondary School expansions to meet the education needs of the new SLC Community Growth Areas and other large scale housing developments. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Completion by March 2026 Ongoing. B15 Undertake adaptations and extensions to Educational Property to meet planned growth and changing requirements of pupils. Provide the right property, fit for purpose, in the right place, to meet current service needs and to plan for the future. Programme of capital works to be developed. Adaptations complete at Holy Cross, St Andrews and St Brides, St John Ogilvie and Stonelaw (Stonelaw completion date October 2025) to increase capacity. Extensions to Holy Cross and St Andrew’s and St Bride’s are currently at design/tender stage. Target construction date early 2026. Extension to Calderglen on hold as current pupil projections indicate extension not required in short term. Expansion at Uddingston. Design to be developed for March 2026. 108
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Phone: 0303 123 1015 Email: equalities@southlanarkshire.gov.uk www.southlanarkshire.gov.uk 109
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Report Agenda Item Report to: Executive Committee Date: 20 May 2026 Prepared by: Executive Director (Finance and Corporate Resources) Subject: Integration Joint Boards – Extension of Voting Rights 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025, which has been made by the Scottish Ministers and is scheduled to come into force on 1 September 2026 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the update provided on the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025 be noted; and (2) to note that officers will provide further engagement and reporting to the Integration Joint Board as appropriate to support implementation. 3. Background 3.1. The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025 (SSI 2025/405, the 2025 Order) was made by the Scottish Ministers on 17 December 2025 under powers contained in sections 12(1) and 69(1) of the Public Bodies (Joint Working) (Scotland) Act 2014. 3.2. The purpose of the 2025 Order is to extend voting rights on Integration Joint Boards (IJBs) to include members appointed to represent the third sector, service users and unpaid carers (referred to in accompanying documentation as “lived experience” representatives). The instrument also makes related amendments concerning the resignation of members and proxy arrangements. 4. Update 4.1. The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025 amends The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Order 2014 to make targeted changes to the composition and voting arrangements of Integration Joint Boards. 16 111
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4.2. In summary, the instrument:- extends voting rights on IJBs to include members appointed to represent the third sector, service users and unpaid carers, in addition to existing voting members appointed by the NHS Board and the local authority provides for proxy arrangements for all voting and non-voting members, setting out who may act as a proxy and confirming that proxies attending under the relevant provisions for voting members may also vote clarifies requirements in relation to the resignation of members, ensuring consistency with the revised voting and membership arrangements 4.3. The instrument is procedural in nature, focusing on governance and decision‑making arrangements within IJBs. It does not alter the statutory accountability of the NHS Board or the local authority, nor the overall integration framework established under the Public Bodies (Joint Working) (Scotland) Act 2014. 4.4. The statutory instrument was accompanied by a Policy Note, which was published at the point the instrument was laid before the Scottish Parliament on 19 December 2025. Policy Notes are published alongside Scottish Statutory Instruments to provide a non‑binding explanation of the purpose of the instrument, the policy objectives being pursued, the consultation and engagement undertaken, and any anticipated impacts, in order to assist parliamentary scrutiny and wider understanding. 4.5. In line with parliamentary procedure, the instrument was subject to scrutiny by the Delegated Powers and Law Reform Committee on technical grounds and by the Health, Social Care and Sport Committee, as the lead committee, on policy grounds during the 40‑day period following laying. The instrument will take effect from 1 September 2026. 4.6. The Policy Note states that, to support implementation, the Scottish Government intends to review and update the statutory guidance Integration Joint Board: roles, responsibilities and membership to reflect the change to voting membership. 4.7. An update was provided to the IJB at its meeting on 31 March 2026. Officers will continue to monitor national developments and provide further engagement or reporting to the IJB as appropriate to support effective implementation and support for local members. In particular, it might be the case that the Integration Scheme and the IJB’s Standing Orders will both need updated to reflect the changes resulting from the 2025 Order. In respect of the Integration Scheme there are national discussions underway, and officers will update further on this once the position is clearer, noting that the 2025 Order takes effect in September 2026. 5. Employee Implications 5.1. The Standards Commission for Scotland’s Advice Note for Members of Health and Social Care Integration Joint Boards describes the role of the Standards Officer as ensuring that appropriate training is provided to IJB members on the ethical standards framework, the IJB’s Code of Conduct and associated guidance. The Advice Note also highlights the importance of supporting members to understand and manage conflicts of interest and to understand differing organisational cultures across councils and NHS boards. 112
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5.2. Locally, the South Lanarkshire IJB has an adopted a Code of Conduct, based on the Model Code of Conduct for Members of Devolved Public Bodies issued by Scottish Ministers, with a revised version adopted in September 2024 following updates to the Model Code. 5.3. Any additional training or induction requirements arising from the changes to IJB voting membership will be considered in line with updated national guidance and existing local governance arrangements. 6. Financial Implications 6.1. The Policy Note states that no Business and Regulatory Impact Assessment has been prepared, on the basis that the instrument has no financial effects on the Scottish Government, local government or on business. 6.2. The Policy Note further states that the extension of voting rights does not change the statutory accountability of the local authority or health board, nor change existing financial effects associated with the operation of IJBs. 7. Climate Change, Sustainability and Environmental Implications 7.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 8. Other Implications 8.1 The Policy Note states that, to support implementation, the Scottish Government intends to review and update the statutory guidance on IJB: roles, responsibilities and membership to reflect the change to voting membership. 8.2. The Policy Note accompanying the instrument records that issues raised during engagement included:- appointment and recruitment processes training, development and ongoing support requirements accessibility and practical support arrangements potential conflicts of interest the resource implications associated with supporting those members who will have voting rights when they did not previously 8.3. The Scottish Government have convened a working group to consider implementation and the statutory guidance on IJB Roles, Responsibilities and Membership. 9. Integrated Impact Assessment and Consultation Requirements 9.1. The statutory instrument was accompanied by an Equality Impact Assessment and Children’s Rights and Wellbeing Impact Assessment documentation at national level. 9.2. The Policy Note accompanying the instrument records the consultation process undertaken by the Scottish Government in preparation of the instrument. This consultation took place between 24 November and 5 December 2025, building on exploration of the issue of voting rights over the previous 4 years, as detailed in the Policy Note. 113
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Jackie Taylor Executive Director (Finance and Corporate Resources) 29 April 2026 Link(s) to Council Values/Priorities/Outcomes Working with and respecting others Accountable, effective, efficient and transparent Fair, open and sustainable Previous References None Background Papers Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025 (SSI 2025/405) https://www.legislation.gov.uk/ssi/2025/405/made Policy Note: The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025 (SSI 2025/405) https://www.legislation.gov.uk/ssi/2025/405/pdfs/ssipn_20250405_en_001.pdf Integration Joint Board: Roles, Responsibilities and Membership: Statutory Guidance https://www.gov.scot/publications/roles-responsibilities-membership-integration-joint- board/pages/0/ Standards Commission for Scotland’s Advice Note for members of Health and Social Care Integration Joint Boards https://www.standardscommissionscotland.org.uk/uploads/files/1743176335250328Ad viceNoteforMembersofHealthandSocialCareIntegrationJointBoards2025v2.pdf Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Iain Strachan, Head of Administration and Legal Services Tel: 01698 454658 E-mail : Iain.Strachan@southlanarkshire.gov.uk 114