Agenda Document Pack - Executive Committee - 24/06/2026
South Lanarkshire Council · 24 June 2026
Back to Executive Committee — 24 June 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, 16 June 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, 24 June 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 Maureen Devlin (Chair/ex officio), Gerry Convery (Depute Chair), Alex Allison, John Anderson, Robert Brown, Andy Carmichael, Maureen Chalmers, Ross Clark, Margaret Cooper, Andrea Cowan, Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Gavin Keatt, 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 20 May 2026 submitted for approval as a correct record. (Copy attached) 5 - 14 Monitoring Item(s) 3 Revenue Budget Year-End 2025/2026 Report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 15 - 30 4 Revenue Budget Monitoring for Period 2 - 1 April 2026 to 15 May 2026 Report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 31 - 36 5 Capital Budget Monitoring Final Outturn - 2025/2026 Report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 37 - 44 6 Capital Budget 2026/2027 and Monitoring for Period 2 - 1 April 2026 to 15 May 2026 Report dated 2 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 45 - 54 7 Update to Funding Report dated 3 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 55 - 60 8 Employee Workforce Monitoring Information - 1 April 2025 to 31 March 2026 Summary Report dated 19 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 61 - 82 Item(s) for Decision 9 2027/2028 to 2028/2029 Revenue Budget Strategy Report dated 12 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 83 - 106 10 Larkhall Leisure Centre Replacement – Full Business Case Glasgow City Region City Deal - Larkhall Community Growth Area Report dated 10 June 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 107 - 116 11 Pride in Place Programme Hamilton Town Centre Report dated 10 June 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 117 - 122 12 Local Action Fund Approach for 2026/2027 Report dated 1 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 123 - 126 2
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13 Statutory Consultation on Proposed Primary School Catchment Changes Report dated 5 June 2026 by the Executive Director (Education Resources). (Copy attached) 127 - 138 14 Council of Sanctuary Accreditation Report dated 19 May 2026 by the Executive Director (Housing and Technical Resources). (Copy attached) 139 - 142 15 Recommendation Referred by Licensing Committee Report dated 1 June 2026 by the Chief Executive. (Copy attached) 143 - 146 16 Appointment of Trustees to South Lanarkshire Leisure and Culture Board Report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 147 - 150 Item(s) for Noting 17 Investment Challenge Motion Joint report dated 12 May 2026 by the Executive Directors (Finance and Corporate Resources) and (Community and Enterprise Resources). (Copy attached) 151 - 166 18 Transformational Review Programme – Summary of Outcomes Report 2025/2026 and Future Pipeline Report dated 29 May 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 167 - 184 19 Update on Scotland’s Climate Change Plan 2026 to 2040 Report dated 1 June 2026 by the Executive Director (Community and Enterprise Resources). (Copy attached) 185 - 194 20 Good Food Nation Plan Report dated 4 June 2026 by the Chief Executive. (Copy attached) 195 - 200 21 Membership of Committees, Forums and Trusts - Update Report dated 4 June 2026 by the Executive Director (Finance and Corporate Resources). (Copy attached) 201 - 208 22 Scottish Fire and Rescue Service - Service Delivery Review Recommendations Verbal update by the Executive Director (Housing and Technical Resources). Urgent Business 23 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 20 May 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 Andrea Cowan, Councillor Margaret Cowie (substitute for Councillor Gerry Convery), Councillor Maureen Devlin, Councillor Elise Frame, Councillor Lynsey Hamilton, Councillor Graeme Horne (substitute for Councillor John Ross), Councillor Martin Hose (substitute for Councillor Richard Nelson), Councillor Susan Kerr, Councillor Ross Lambie, Councillor Eileen Logan, Councillor Katy Loudon, Councillor Ian McAllan, Councillor Catherine McClymont, Councillor Davie McLachlan, Councillor Norman Rae, Councillor Mo Razzaq, Councillor Kirsten Robb, Councillor David Shearer, Councillor Margaret B Walker Councillors' Apologies: Councillor Gerry Convery (Depute), Councillor Margaret Cooper, Councillor Gladys Ferguson-Miller, Councillor Richard Nelson, Councillor John Ross Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy Community and Enterprise Resources K Carr, Executive Director; F Carlin, Head of Planning and Regulatory Services Education Resources L McRoberts, Executive Director Finance and Corporate Resources J Taylor, Executive Director; K McLeod, Administration Assistant; M Milne, Head of Personnel Services; T Slater, Administration Adviser; I Strachan, Head of Administration and Legal Services Housing and Technical Resources C Jardine, Head of Property Services Health and Social Care/Social Work Resources S Sengupta, Director, Health and Social Care Chair’s Opening Remarks The Chair noted that this was the first meeting of the Committee since the sad death of Councillor Lesley McDonald and the thoughts of all present were with Councillor McDonald’s family at this time. 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Executive Committee held on 1 April 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 Update to Funding A report dated 15 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted on additional funding, totalling £2.118 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 2026/2027 2027/2028 (£m) (£m) Community and Enterprise 0.713 Education 0.331 0.324 Total 1.044 0.324 Capital Funding Resource 2026/2027 (£m) Community and Enterprise 0.750 Total 0.750 Overall Total 2.118 The Committee decided: that the report be noted. [Reference: Minutes of 1 April 2026 (Paragraph 5)] 4 2026/2027 Investments – Updates A report dated 13 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing information on the 2026/2027 investment plans. Following approval by the Council, as part of the budget setting process at its meeting on 25 February 2026, information was provided on:- the allocation of 2026/2027 recurring investments of £3.534 million, and one-off investments of £33.300 million, as detailed in section 4 of the report the process for the allocation of the Galas and Festivals Fund, which included £0.200 million of investment monies and in-kind support which amounted to a £0.055 million allocation, as detailed in section 5 of the report the allocation of Third Sector funding of £0.300 million, as detailed in section 6 of the report the proposed approach for the allocation of Local Action Fund monies, as outlined in section 7 of the report Following a request by Councillor Chalmers and discussion on various aspects of the report, it was agreed that the decision on the proposed approach for the Local Action Fund be deferred to the next meeting of the Committee. This would allow the planned Members’ Awareness Session to take place and further discussion on the various issues raised. The Committee decided: (1) that the details of the 2026/2027 Investments, as detailed in section 4 of the report, be noted; 6
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(2) that information on the Galas and Festivals Fund, and the Third Sector allocation, as detailed in sections 5 and 6 of the report, be noted; and (3) that the decision on the proposed approach for the Local Action Fund be deferred to the next meeting of the Committee. [Reference: Minutes of South Lanarkshire Council of 25 February 2026 (Paragraph 2)] 5 Review of Petitions Process A report dated 5 May 2026 by the Executive Director (Finance and Corporate Resources) was submitted advising of the outcome of a review of the petitions process. Following a motion to Council on 10 December 2025, it was agreed that a review be conducted on the effectiveness of the petitions process. A copy of the motion was attached as Appendix 2 to the report. Information was provided on:- the current criteria/guidance for submitting a petition, as detailed in Appendix 1 to the report the number of petitions received to date, including a breakdown of those not taken forward in terms of the current criteria how this Council’s petitions process compared with other local authorities proposed changes to the current criteria, as detailed in section 6 of the report the work that would be undertaken to raise public awareness of the petitions process The Head of Administration and Legal Services responded to members’ questions and, following discussion, it was proposed that, when determining any matters of dispute in respect of the petitions process, the Head of Administration and Legal Services would do this in consultation with the Chair of the Petitions Committee. The Committee decided: (1) that, following a review of the petitions process, 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 related to a current or recent proposal that was subject to a specific Council consultation/engagement exercise would be passed to the relevant Resource for consideration and response to make it clear that the Head of Administration and Legal Services, in consultation with the Chair of the Petitions Committee, would determine any matters of dispute in respect of the petitions process, including as to whether a petition was valid to make it clear that, should a petitioner be dissatisfied with their petition being determined as invalid, they had the option of asking that it be considered under the Council’s formal complaints procedures (2) that 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 of the report, be noted. [Reference: Minutes of South Lanarkshire Council of 27 June 2018 (Paragraph 5) and 10 December 2025 (Paragraph 13)] 7
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6 Statutory Review of the Byelaws Prohibiting the Consumption of Alcohol in Designated Public Places A report dated 30 March 2026 by the Executive Director (Finance and Corporate Resources) was submitted:- advising of the statutory requirement to review the South Lanarkshire Council byelaws which prohibited the consumption of alcohol in designated public places, and to seek authorisation for how the review would be undertaken seeking authorisation for the continuation of the existing byelaws as presently constituted until such time as the review was complete The current byelaws prohibiting the consumption of alcohol in designated public places in South Lanarkshire came into force in March 2010 and were updated in April 2014. The areas subject to the byelaws were listed in the appendix to the report. The Local Government (Scotland) Act 1973 required local authorities to review byelaws within 10 years of the date they came into force. Although the byelaws would remain in force without a review, it was requested that Committee approve the continuation of the byelaws, as presently constituted, until the review was complete. Information was provided on:- the consultation process that would be undertaken as part of the review the steps that would require to be taken should the byelaws be amended, which would require confirmation by the Scottish Government The Committee decided: (1) to note that a statutory review of the South Lanarkshire Council byelaws which prohibited the consumption of alcohol in designated public places required to be undertaken; (2) to agree that a statutory review be undertaken, as outlined in section 4 of the report; (3) to note that, following the statutory review, a report would be submitted to this 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 should continue in effect as presently constituted, pending the completion of the review. [Reference: Minutes of 11 February 2015 (Paragraph 15)] 7 Representation on International Children’s Games A report dated 22 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted seeking the Committee’s approval to make a nomination for representation on the General Assembly and related committees of the International Children’s Games (ICG). The ICG was an event recognised by the International Olympic Committee for children aged 12 to 15 years. A delegation from South Lanarkshire had previously taken part in the Games, and South Lanarkshire was listed as a member city of the ICG. The next Games would take place in August 2026, in Taiwan. 8
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As a member city, the ICG had written to the Chief Executive seeking confirmation if Lanarkshire wished to be represented on the ICG’s General Assembly. Lanarkshire was already represented on the General Assembly by Mr Hugh Waters, who held the position of Secretary General of its Executive Committee. Given the Council’s historic support for the ICG, and Mr Waters’ knowledge of Lanarkshire, it was proposed that he be nominated as Lanarkshire’s representative on the ICG’s General Assembly and as Executive Committee Secretary General, but also for the Committee, should he not be appointed to the role of Secretary General on the Executive Committee. Mr Waters had already secured North Lanarkshire Council’s agreement for this nomination. Mr Waters had confirmed that he would meet any costs associated with this, therefore, there would be no cost to the Council. The Committee decided: 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 role of Secretary General on the Executive Committee. [Reference: Minutes of 1 December 2021 (Paragraph 7)] 8 Recommendation Referred by Finance and Corporate Resources Committee A report dated 6 May 2026 by the Chief Executive was submitted on a recommendation which had been referred to this Committee by the Finance and Corporate Resources Committee of 6 May 2026. The recommendation of the Finance and Corporate Resources Committee was that the proposed Disability Policy be approved, subject to the amendment to Step 9 of Sections 1 and 2 in Appendix C of the Policy, as detailed in the report. The Committee decided: that the proposed Disability Policy, as amended, be approved. [Reference: Minutes of the Employee, Equalities, Diversity and Inclusion Forum of 4 March 2026 (Paragraph 7) and Minutes of the Finance and Corporate Resources Committee of 6 May 2026 (Paragraph 9)] 9 Representation on Outside Bodies – Business Loans Scotland A report dated 15 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on member representation on Business Loans Scotland (formerly the West of Scotland Loan Fund Limited). 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. The Committee decided: that Councillor Devlin replace Councillor Fagan as the Council’s representative on Business Loans Scotland. [Reference: Minutes of 29 June 2022 (Paragraph 8)] 9
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10 South Lanarkshire’s State of the Environment Report 2025 A report dated 28 April 2026 by the Executive Director (Community and Enterprise Resources) was submitted on South Lanarkshire’s State of the Environment Report 2025. The report had been prepared using data from across the Council, partner agencies and government bodies. The findings, detailed in Appendix 1 to the report, showed that:- 18 indicators had a ‘Good’ rating, with 11 of those showing improvement 22 indicators had a ‘Fair’ rating, with 7 of those showing improvement 7 indicators had a ‘Poor’ rating, with 4 of those showing improvement If approved, the full State of the Environment Report would be made available on the Council’s website. Officers responded to members’ questions in relation to various aspects of the report. The Committee decided: 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 Assessments, as well as for an information resource. [Reference: Minutes of 26 June 2024 (Paragraph 13)] 11 The Housing Promise A joint report dated 5 May 2026 by the Director, Health and Social Care and Executive Director (Housing and Technical Resources) was submitted on the Housing Promise for care experienced young people, consolidating and formalising existing activity already being delivered and progressed by the Council. Following the independent Care Review commissioned by the Scottish Government in 2016, the conclusions, known as The Promise, provided a universal commitment across public bodies and political parties to deliver meaningful change for care experienced people and their families. Within South Lanarkshire, The Promise was embedded as a key theme in the Children’s Services Plan, supported by The Promise Board and the young people-led Champions Board. Building on the work already undertaken by the Council to implement The Promise, it was proposed that a Housing Promise be formally approved. This would deliver a person-centred approach, drawing together and formalising existing work already being delivered across services, to ensure that all care experienced young people had access to safe, suitable and sustainable housing options. Information was provided on:- the core commitments of the Housing Promise Barnardo’s South Lanarkshire Futures, which was a key development project between Barnardo’s and the Council to provide good quality transition housing and support some of the experiences of the young people involved the Throughcare and Aftercare Protocol Social Work Resources’ Close to Home approach 10
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The Committee decided: that the Housing Promise for care experienced young people, as set out in section 4.2 of the report, which would consolidate and formalise existing activity already being delivered across Housing, Social Work and partner services, and complemented the previously approved Employability Promise, be approved. [Reference: Minutes of 26 June 2024 (Paragraph 13)] 12 Land and Property Transfers and Disposals A report dated 27 April 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. At its meeting on 1 April 2026, the Committee agreed to continue consideration of the site at 51 Machan Road, Larkhall 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. Further discussions had taken place with the local members, and a consensus was reached to progress the proposed negotiated sale, subject to Committee approval to declare the land surplus. In response to a member’s question in relation to a recent arson attack on the property, the Head of Property Services undertook to check with the relevant officers and provide an update on any damage. The Committee decided: that the land detailed in Appendix A, which would be the subject of a negotiated transaction, be declared surplus to Council requirements. [Reference: Minutes of 1 April 2026 (Paragraph 7)] 13 Summer of Sport A report dated 29 April 2026 by the Executive Director (Community and Enterprise Resources) was submitted advising of a draft programme of events being proposed across South Lanarkshire using the Summer of Sport funding from sportscotland. As part of the Summer of Sport funding provided by sportscotland, the Council had been allocated £713,000 for the 2026/2027 financial year. The aim of the initiative was to provide free or reduced cost activity and inclusive opportunities for children and young people aged 3 to 26 years to get active, stay active and improve their lives, particularly focusing on reducing barriers to participation and addressing poverty-related inequality. Clubs affiliated with South Lanarkshire Leisure and Culture’s Club SL programme would have the opportunity to apply for grants to deliver to targeted groups, in line with the guidance supported by sportscotland. The proposed programme of events was attached as Appendix 1 to the report. 11
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The Executive Director (Community and Enterprise Resources) responded to members’ questions in relation to various aspects of the report. The Committee decided: that the programme of planned events, as detailed in Appendix 1, be approved. 14 Amendments to Memberships of Committees A report dated 30 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted on a proposed change to the membership of the Education Resources Committee and Social Work Resources Committee. Following a request received from the Leader of the Liberal Democrat Group on 30 April 2026, it was proposed that Councillor Brown replace Councillor McGeever on the Education Resources Committee and that Councillor McGeever replace Councillor Brown on the Social Work Resources Committee, with Councillor Brown becoming a substitute member. The Committee decided: (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. 15 Update on Corporate Asset Management Plan A report dated 24 April 2026 by the Executive Director (Housing and Technical Resources) was submitted providing an update on the Corporate Asset Management Plan 2021 to 2026, including the Local Government Benchmarking Framework indicator outcomes for Property Condition and Suitability. The Corporate Asset Management Plan detailed the objectives which directed asset management and the structures that supported it. A summary of the strategies and priorities in the following service areas included in the Corporate Asset Management Plan was provided in section 4 of the report:- Property and Housing Management Roads Asset Management Plan Fleet Asset Management Plan Information and Communication Technology Asset Management Plan The Property Asset Management Plan 2025 update was attached as Appendix 1 to the report. It was also highlighted that a 10-year Estate Strategy was currently being finalised which would inform future land and property decisions on the investment, rationalisation, co-location and disposal of assets, taking account of community, financial and service considerations. In response to members’ questions:- the Head of Property Services undertook to provide members with a list of properties that came under the C and D condition category the Executive Director (Finance and Corporate Resources) undertook to provide information on the increase in capital receipts from 2024 to 2025 12
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The Committee decided: (1) that the update on the Corporate Asset Management Plan 2021 to 2026, including the Local Government Benchmarking Framework (LGBF) indicator outcomes for Property Condition and Suitability, be noted; (2) that the proposal to bring forward a new 10-year Estate Strategy 2026 to 2036 be noted; and (3) that the Property Asset Management Plan 2025 update, attached at Appendix 1, be noted. [Reference: Minutes of 7 September 2016 (Paragraph 10)] 16 Integration Joint Boards - Extension of Voting Rights A report dated 29 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Amendment Order 2025, which had been made by the Scottish Ministers and was scheduled to come into force on 1 September 2026. The purpose of the Order was to extend voting rights on Integration Joint Boards (IJBs) to include members appointed to represent the third sector, service users and unpaid carers. The Order also made related amendments in relation to the resignation of members and proxy arrangements. Councillor Walker expressed concerns about how these significant changes in the governance of IJBs, which risked blurring the lines of accountability, had been processed through secondary legislation and negative instruments, therefore, avoiding full parliamentary debate. It had also avoided debate with elected members in the wider community. Councillor Loudon advised that the Policy Note: The Public Bodies (Joint Working) (Integration Joint Boards (Scotland) Amendment Order 2025 (SSI 2025/405), listed as a background paper in the report, provided an evidence base on why this was brought forward, ensuring that people with lived experience had equal rights on IJBs. It also provided a list of engagements that had taken place. The Committee decided: (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 would provide further engagement and reporting to the Integration Joint Board as appropriate to support implementation. Councillor Frame left the meeting during this item of business 17 Urgent Business There were no items of urgent business. Chair’s Closing Remarks The Chair advised that this would be his last meeting as Chair of the Executive Committee and noted that his time as Chair had been during a challenging time for local government. 13
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The Council had, however, made some very forward-thinking decisions during that period which he was proud to have been part of, noting, in particular, the Marmot Initiative, town centre masterplans, the establishment of Family Support Hubs and the best paid Home Care workforce in Britain. The Chair recognised the Council workforce and partners for all they did to provide essential and excellent public services. He thanked the Trade Unions for their constructive partnership, the Corporate and Senior Management teams, Administration Services and Members’ Services that had supported him over the last 4 years. The Chair also thanked the councillors and political groups and, in particular, Councillors Devlin, Convery and Brown, and the Chief Executive for his corporate leadership and dedication to South Lanarkshire Council. 14
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Report Agenda Item To: Executive Committee Date of Meeting: 24 June 2026 Prepared By: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Year-End 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the overall financial position of the Council’s General Fund Revenue Account and Housing Revenue Account for the period 1 April 2025 to 31 March 2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that across Resources, Corporate Items, Loan Charges and Council Tax, the Council is showing a year-end underspend of £3.131 million after proposed Transfers to Reserves (Section 4 and Appendix 1), be noted; (2) that the increase in the Probable Outturn Transfers to Reserves to £60.206 million (previously £58.026 million) (Appendix 3), be approved; (3) that the additional year-end Transfers to Reserves totalling £1.886 million (Appendix 4), be approved; (4) that the additional non-recurring underspend of £1.356 million in the delegated budget to the IJB be held in Reserves for their use in future years (sections 4.13), be approved; (5) that the proposed use of £3.131 million underspend for 2025/2026 as set out in section 4.22, be approved; (6) that this results in a breakeven position for the Council for 2025/2026 (section 4.23), be noted; and (7) that the breakeven position on the Housing Revenue Account (Section 5), be noted. 3. Background 3.1. This overview report will summarise the 2025/2026 year-end position for the Council’s General Fund Revenue Account and Housing Revenue Account. 3.2. Section 4 details the final position for the financial year, as well as the movement from the previously reported Probable Outturn position for the Council. The Housing Revenue position is shown in Section 5. 3.3. Appendix 1 to the report details the overall spend position for the current year. This position includes new proposed Transfers to Reserves since the Probable Outturn was approved. The Transfers to Reserves approved at Probable Outturn (Executive Committee, 4 February 2026) are shown in Appendix 3 for reference, along with some changes to these transfers to reflect final spend achieved during the year. 3 15
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3.4. There are also some new Transfers to Reserves proposed at the end of the year, and these are shown in Appendix 4. This includes proposals for the overall underspend of £3.131 million outlined in Appendix 1. 4. 2025/2026 General Services Year End Position 4.1. This report and appendices provide a detailed analysis of the Council’s financial position. A summary position including the key highlights is detailed in sections 4.3 – 4.21 with the full detail included in Appendix 2. 4.2. For reference, the Council’s overall Probable Outturn after approved Transfers to Reserves was a forecast break-even (Executive Committee, 4 February 2026). 4.3. The year-end outturn position is showing an underspend of £3.131 million. This is after proposed Transfers to Reserves at year-end. Table 1 shows the movement from the Probable Outturn break-even position to the underspend position of £3.131 million at financial year-end which includes new proposed Transfers to Reserves at the year- end. Table 1 – General Services Year-End 2025/2026 Probable Outturn Including Approved Transfers £m Year-End Before New Proposed Transfers £m Movement from Probable to Year-End £m Year-End Proposed Transfers £m Year-End After Transfers £m Community and Enterprise Resources (4.6 – 4.7) 0.348 1.438 1.090 (1.091) 0.347 Education Resources (4.8 – 4.9) 0.000 1.189 1.189 (1.189) 0.000 Finance and Corporate Resources (4.10) 0.578 0.674 0.096 (0.096) 0.578 Housing and Technical Resources (4.11) 0.000 0.000 0.000 0.000 0.000 Social Work Resources (4.12 – 4.16) 0.000 1.047 1.047 (1.047) 0.000 Joint Boards (4.17) 0.000 0.000 0.000 0.000 0.000 Resources Underspend 2025/2026 0.926 4.348 3.422 (3.423) 0.925 Loan Charges (section 4.18) 2.101 4.006 1.905 0.000 4.006 Corporate Items (section 4.19 – 4.20) 0.422 2.308 1.886 (0.635) 1.673 Council Tax (section 4.21) 0.130 0.114 (0.016) (0.008) 0.106 PO Transfer to Reserves (3.579) (3.579) 0.000 0.000 (3.579) Total Underspend 2025/2026 0.000 7.197 7.197 (4.066) 3.131 4.4. This report and appendices provide a detailed analysis of the Council’s financial position at the end of financial year 2025/2026. Appendix 1 shows the position in full, including the outturn before and after transfers to reserves. A summary is included in sections 4.5 to 4.21 which details the movement from the Probable Outturn, with the detail across spend areas included in Appendix 2. 4.5. Resources: As covered in Table 1, Resources are reporting a combined underspend position of £0.925 million. This position across Resources is after £3.423 million of additional proposed Transfers to Reserves. These are detailed in Appendices 3 and 4. A summary of each Resource is provided below with the detail included in Appendix 2. 16
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4.6. Community and Enterprise Resources are showing a year end underspend of £1.438 million after their previously approved Transfers to Reserves. The Resource are proposing that the Transfers to Reserves approved at Probable Outturn are increased to reflect the to the anticipated timing of spend and are shown in Appendix 3. The underspend is made up of a number of variances including increased fee income for Planning and Building Standards (£0.5 million) and a net reduction in costs within Roads Construction reflecting type and volume of works (£1.2 million). 4.7. In addition, new Transfers to Reserves are proposed for the increased lease costs for Waste Services Vehicles moving forward (£0.605 million) and funds to support planned IT Developments in Planning and Building Standards (£0.100m). This would take the Resource to an underspend of £0.347 million, which is in line with their Probable Outturn. 4.8. Education Resources are showing a year-end underspend position of £1.189 million after their previously approved Transfers to Reserves. This mainly relates to underspends on specific funding including Pupil Equity Fund, Additional Support for Learning and schools’ Devolved Management Scheme budgets. 4.9. The Resource are proposing new Transfers to Reserves which include an increase to the previously approved Transfers and are shown in Appendix 3. In addition, further Transfers to Reserves are requested to support ASN adaptations (£0.125 million), and which would take place next financial year, and also for funding from schools’ Devolved Management Scheme (£0.325 million) which can be carried forward in line with the scheme. Taking account of these year-end transfers would leave the Resources in a break-even position, which is in line with their Probable Outturn. 4.10. Finance and Corporate Resources are showing an underspend of £0.674 million after previously approved Transfers to Reserves. Additional Transfers to Reserves are proposed at the year-end for Discretionary Housing Payment (DHP) funding that was received later in the year, and which can be carried forward to spend next year (£0.081 million) and for Place Based funding committed for projects in 2026/2027 (£0.015 million). After these Transfers to Reserves, the Resource position would be an underspend of £0.578 million. This is in line with their Probable Outturn position. 4.11. Housing and Technical Resources are showing a breakeven position after the previously approved Transfers to Reserves. The year-end position includes a £0.373 million underspend in relation to an element of the Resource budget delegated to the Integrated Joint Board (IJB) for the Centralised Adaptations Service for aids and adaptations, which is based on Social Work assessments. It is proposed that this underspend of £0.373 million be retained by the IJB within their reserves earmarked for future costs. After this commitment, the year-end position is break-even, which is in line with the Resource’s Probable Outturn position. 4.12. Social Work Resources is showing a year-end underspend of £1.047 million after previously approved Transfers to Reserves / commitments. 17
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4.13. The Adults and Older People position at the year-end also includes a further £0.983 million commitment in relation to the element of the budget delegated to the IJB – this is effectively a further underspend on the delegated budget, and mainly reflects the level of service demand and the financial impact of financial assessments for new and existing service users. It is proposed that this additional non-recurring underspend of £0.983 million also be retained by the IJB within their reserves earmarked for future costs. Including the £0.373 million for aids and adaptations outlined in section 4.11, this takes the total additional amount being proposed to be retained by the IJB to £1.356 million. 4.14. The Social Work Resources non-delegated Services position is showing an underspend of £1.047 million after previously approved Transfers to Reserves. This is mainly due to reduced costs for anticipated residential placements, lower than anticipated costs of respite and increased turnover in staff across the Services. At year-end, a Transfer to Reserves is requested for residual pressures within the Children and Families Service which are anticipated to continue into 2026/2027 while the budget recovery plan continues to be implemented. The year-end Transfer to Reserves would take the non-delegated budget to break even, in line with their Probable Outturn. 4.15. The Resources’ Approved Probable Outturn Transfers to Reserves are shown in Appendix 3 with their additional Proposed Transfers at year-end shown in Appendix 4). 4.16. Joint Boards: There is a break-even position within Joint Boards in relation to the requisition budgets. The Probable Outturn position was break-even. 4.17. Loan Charges: There is an underspend of £4.006 million after the Transfers to Reserves approved at Probable Outturn (Appendix 3). The underspend is an improved position of £1.905 million from the £2.101 million reported at Probable Outturn and reflects the level of deposit interest received in year being greater than anticipated, as well as the benefit of interest on Revenue Balances. 4.18. Corporate Items: There is an underspend at year end of £2.308 million, after taking into account approved Transfers to Reserves. This is a movement of £1.886 million which reflects recent confirmation of the date the new pension contributions were to be applied (£1.200 million), and 2025/2026 investment monies to be carried forward for commitments in 2026/2027 (£0.566 million). These are covered further in Appendix 2. 4.19. Two year-end Transfers to Reserves are proposed from the Corporate Items budget. These are for 2025/2026 investment monies noted above, to be carried forward (£0.566 million) to complete the programmes of work, and Fairer Futures funding received (£0.069 million) that was unable to spend before the end of the financial year and is committed for supporting the development of the new children’s service plan and a performance framework. This takes the Corporate Items position to an underspend of £1.672 million. 4.20. Council Tax: The over recovery for the year, after the transfer to the HRA reserve in line with the approved Council Tax Second Homes Policy (100% surcharge), is £0.106 million, representing a minor adverse movement of £0.024 million since the Probable Outturn. 18
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4.21. Summary and Proposals: As noted in Table 1, within section 4.3, there is an overall underspend of £3.131 million. This year-end underspend of £3.131 million is after adjustments to the Transfers to Reserves approved at Probable Outturn (Appendix 3), and the new proposals detailed in Appendix 4. 4.22. In terms of this £3.131 million, the following is proposed: that £1.000 million of the underspend be transferred to reserves to allow the Council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. The NHS and the IJB have already set aside funds of £2.000 million each. This additional £1.000 million will allow the Council to match these monies (as we have a previous amount of £1.000 million in Reserves agreed at Probable Outturn) and contribute towards the cost of taking forward activity to progress Marmot findings including any required staffing and implementation costs that an allocation of £0.030 million be Transferred to Reserves for commitments in Youth, Family and Community Learning Services in 2026/2027 that an amount of £1.000 million be Transferred to Reserves and set aside to fund the Local Government Elections into 2027/2028 that the remaining £1.101 million underspend be Transferred to Reserves to support future year’s budget strategies 4.23. If this proposal is agreed, then these monies will be transferred to Reserves and will result in the Council returning a break-even position for financial year 2025/2026. 4.24. Year-end Accounting Adjustments: As part of the year-end process, expenditure is reviewed to identify whether it is Revenue or Capital spend. Any spend that should be classed as Capital has been removed from these monitoring figures. This has no impact on the bottom-line position of the Resources. 5. Housing Revenue Account Year-End 2025/20256 5.1. As at 31 March 2026, the Housing Revenue Account (HRA) is a showing a break-even position. 5.2. This break-even position is after a transfer from the HRA Reserve of £3.988 million. This Transfer from Reserves is £0.375 million less than the Probable Outturn Transfer from Reserves of £4.363 million. The main reasons for this reduction are increased income from house rents, less than anticipated void rent loss and the less than anticipated Loan Charges reflecting the level of deposit interest received in year being greater than anticipated, as well as the benefit of interest on Revenue Balances. 5.3. These are partially offset by the planned drawdown from reserves for the implementation costs associated with the new Housing Management system which went live in early 2026, One Housing. As a result of the underspends mentioned above, this spend can now be accommodated within the overall outturn, without increasing the use of reserves. 5.4. The details of the variances across the HRA are shown in Appendix 5. 6. Employee Implications 6.1. None. 19
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7. Financial Implications 7.1. As detailed in sections 4 and 5 of the report. 8. Climate Change, Sustainability and Environmental Implications 8.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 9. Risk and Other Implications 9.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the Probable Outturn exercise ensures early warning for corrective action to be taken where appropriate. 9.2. There are no implications for sustainability in terms of the information 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 change to an existing policy, function or strategy and, therefore, no impact assessment is required. 10.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 2 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Executive Committee, 4 February 2026 List of Background Papers Financial Ledger and budget monitoring results to 31 March 2026 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 20
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Appendix 1 21
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Appendix 2 Detail of Year-End Position Across Resources and Centrally Held Budgets 1. Community and Enterprise Resources are showing a year end underspend of £1.438 million after their previously approved Transfers to Reserves. This reflects increased fee income for Planning and Building Standards (£0.5 million), increased turnover of staff within Regeneration, Support and Facility Services (£0.4 million) and reduced materials costs within Roads Construction (£1.4 million). These are partially offset by increased vehicle leasing (£0.4 million), and casual hire costs (£0.2 million) within Waste and Grounds Services, increased plant and equipment costs within Grounds (£0.7 million) and reduced income for works within Roads Construction (£0.2 million). The Resource are proposing that the Transfers to Reserves approved at Probable Outturn are increased to reflect the to the anticipated timing of spend: spend on Front Line First (£0.046 million), contributions to the Strategic Waste Fund for planned works (£0.275 million) and works to upgrade air conditioning for Refuse Collection Vehicles (£0.065 million). In addition, new Transfers to Reserves are proposed for the increased lease costs for Waste Services Vehicles moving forward (£0.605 million) and funds to support planned IT Developments in Planning and Building Standards (£0.100m). The Resource is showing an underspend of £0.347 million after proposed Transfers to Reserves, in line with the Probable Outturn position. 2. Education Resources are showing a year-end underspend position of £1.189 million after their previously approved Transfers to Reserves. This mainly relates to underspends on specific funding including Pupil Equity Fund, Additional Support for Learning and schools’ Devolved Management Scheme budgets. The Resource are proposing an increase to the previously approved Transfers to Reserves for these areas as spend will be incurred by the end of the school year, but which falls into financial year 2026/2027. Also, a Transfer to Reserves is requested for funding from schools’ Devolved Management Scheme (£0.325 million) which can be carried forward in line with the scheme. The overall Resource position allows a further transfer requested to support ASN adaptations required following recent inspection outcomes, and which would take place next financial year. This totals £0.125 million and is included in Appendix 3. 3. Finance and Corporate Resources are showing an underspend of £0.674 million including previously approved Transfers to Reserves. This mainly relates to underspends on specific funding including Discretionary Housing Payments that was received later in the year, and which can be carried forward to spend next year (£0.081 million) and Place Based funding (£0.015 million) which is committed for expenditure in 2026/2027 and have been included as proposed transfer to reserves. Taking these into account leave the Resource position as an underspend of £0.578 million. This is in line with the Probable Outturn position. 22
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4. Housing and Technical Resources are showing a breakeven position after the previously approved Transfers to Reserves for the First Stop Accommodation project within Homelessness service. Underspends in Property Services is mainly due to reduced grants for disabled adaptations, and which is offsetting overspends in Housing Services mainly due to reduced rental income than forecast within Homelessness and increased utilities costs. As noted above, the year-end position includes a £0.373 million underspend in relation to an element of the Resource budget delegated to the Integrated Joint Board (IJB) for the Centralised Adaptations Service for aids and adaptations, which is based on Social Work assessments. It is proposed that this non- recurring underspend of £0.373 million be retained by the IJB within their reserves earmarked for future costs. After this commitment, the year-end position is break-even, which is in line with the Resource’s Probable Outturn position. 5. Social Work Resources are showing a year-end underspend of £1.047 million including the previously approved Transfers to Reserves. This is an improvement of £1.047 million since the Probable Outturn. Within this is the Adults and Older People budget which is delegated to the Integrated Joint Board (IJB) and includes already approved Transfers to Reserves. It also includes a £2.745 million commitment in relation to the element of the budget delegated to the IJB – this is effectively an underspend on the delegated budget. It was approved at Probable Outturn that the IJB retain £1.762 million within their reserves for use in future years. The commitment of £2.475 million noted above is an increase of £0.983 million from the Probable Outturn position. This is mainly due to admissions to hospital and long-term care being greater than new services called on and the financial impact of the finalisation of financial assessments for new and existing service users. These are partially offset by employee turnover being less than assumed and increased spend in Telecare due to demand. It is proposed that the additional non- recurring underspend of £0.983 million also be retained by the IJB within their reserves earmarked for future costs. The Social Work Resources non-delegated Services is an underspend of £1.047 million including approved Transfers to Reserves. This is mainly due to reduced costs for anticipated residential placements, lower than anticipated costs of respite and increased turnover in staff across the Services. It is proposed that the underspend of £1.047 million be Transferred to Reserves for residual pressures within Children and Families Service which are anticipated to continue into 2026/2027, while the budget recovery plan continues to be implemented. 6. Joint Boards: There is a break-even position within Joint Boards in relation to the requisition budgets. The Probable Outturn position was break-even. 7. Loan Charges: There is an underspend of £4.006 million after the Transfers to Reserves approved at Probable Outturn (Appendix 3), an additional £1.905 million since Probable Outturn. This reflects the level of deposit interest received in year being greater than anticipated, as well as the benefit of interest on Revenue Balances. 8. Corporate Items: There is a net underspend at year end of £2.308 million, after taking into account previously approved Transfers to Reserves. This is a movement of £1.886 million (from the underspend of £0.422 million at Probable Outturn) and mainly reflects notable movements in relation to superannuation commitments (£1.2 million), and 2025/2026 investment monies to be carried forward (£0.566 million). Detail is shown in Table 1. 23
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Table 1: Movements in Corporate Items Since Probable Outturn £m Superannuation Accrual Monies accrued on the balance sheet in 2024/2025 are no longer required in 2025/2026 as the superannuation increase to 17.5% has been implemented from the first full pay in 2026/2027. 1.231 2025/2026 Investments Funding allocated to 2025/2026 Investments projects will be required in 2026/2027. This relates to committed staffing costs for Fly Tipping (£0.121m) and Local Action Fund projects (£0.445m) that will be included in the 2026/2027 Capital Programme mainly in relation to play parks projects. This is included as a proposed transfer to reserves. 0.566 Bad Debt Provision Movements in specific provisions across Resources has had a favourable impact on the Corporate Bad Debt Provision budget in 2025/2026. 0.129 Additional Procurement Savings A further underspend of £0.100 million has materialised in relation to procurement savings approved for 2026/2027 but that were achieved earlier than planned (in 2025/2026). 0.100 Fairer Futures Funding Funding received that was unable to spend before the end of the financial year and is committed for supporting the development of the new children’s service plan and a performance framework. This is included as a proposed transfer to reserves. 0.069 Centre West Rates Centre West rates bills for 2025/2026 from January to March have been accounted for as the Council are liable for these while the Centre is back in Council possession and being demolished. (0.111) Other Minor Movements (0.099) Further Underspend since Probable Outturn 1.885 Two year-end Transfers to Reserves are proposed. These are for 2025/2026 investment monies to be carried forward (£0.566 million) to complete the programmes of work, and Fairer Futures funding received (£0.069 million) that was unable to spend before the end of the financial year and is committed for supporting the development of the new children’s service plan and a performance framework. This takes the Corporate Items position to an underspend of £1.672 million. 9. Council Tax including Council Tax Reduction Scheme (CTRS): An over recovery of £0.314 million in 2025/2026 before Transfers to Reserves is a minor adverse movement of £0.016 million since the Probable Outturn. An increased Transfer to Reserves is proposed from that approved at Probable Outturn in relation to income from Second Homes which should be transferred to the HRA in line with the approved Council Tax Second Homes Policy (100% Surcharge) (£0.008 million). 24
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Appendix 3 Transfers to Reserves – Included in the Probable Outturn Purpose / Description Resource Value £m Resources Strategic Waste Fund Due to timing of spend on Waste projects, funding is required to be carried forward to in the Strategic Waste Fund to support future spend on Waste. Community and Enterprise 0.150 Air Condition for Refuse Collection Vehicles Due to timing of expenditure on the retro fitting of air condition units within older refuse collection vehicles, funding is required to be carried forward to next financial year. Community and Enterprise 0.080 Operational IT handheld devices Due to the timing of procurement of handheld devices for Grounds and Streets staff in line with IT development upgrades, funding is required to be carried forward to next financial year. Community and Enterprise 0.100 Front Line First Funding received as part of 2025/2026 Investment funding is required to be carried forward to reflect the profile of spend this year and within the overall three-year delivery programme. Community and Enterprise 0.438 Local Plan Annual contribution for future years costs associated with 2026/2027 Local Plan. Community and Enterprise 0.100 Local Growth Fund Transition Through utilising external funding received in-year, an underspend in core Council funding will be carried forward to maintain service levels into 2026/2027. Community and Enterprise 0.200 Fleet Sinking Fund Annual contribution to the Fleet sinking fund to maintain the asset replacement programme. Community and Enterprise 0.050 Total Community and Enterprise Resources Transfers at Probable Outturn 1.118 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 0.386 Total Community and Enterprise Resources Transfers at Year End 1.504 PEF The funding received from the Government can be used up to the end of the school term (June 2026). The underspend reflects the element of the funding that will be utilised in April to June 2026. Education 0.400 Additional Support for Learning Sourcing and purchasing Additional Support for Learning equipment for schools that will be utilised in April to June 2026. Education 0.078 Total Education Resources Transfers at Probable Outturn 0.478 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 0.739 Total Education Resources Transfers at Year End 1.217 Insurance Fund A contribution to manage the anticipated increase in insurance premiums paid from the Fund. Finance and Corporate 0.300 Total Finance and Corporate Resources Transfers at Probable Outturn 0.300 First Stop Temporary Accommodation The use of the in-year underspend to be set aside for the First Stop Accommodation project as planned (Executive Committee, November 2025). Housing and Technical 0.123 Total Housing and Technical Resources Transfers at Probable Outturn 0.123 Children and Families Pressures The transfer of one-off funding from the IJB due to reduced pension contributions has realised an underspend which will be carried forward to support the pressures in Children and Families until the Budget Recovery Plan is fully achieved. Social Work 3.095 Transformational Residential Care An in-year underspend is proposed as a contribution to transformational residential care in future years. Social Work 0.500 The Promise An in-year underspend in the IJB is proposed as a contribution to The Promise, to further augment the support for young people transitioning from Children and Family Services to Adult Services over the following two years. Social Work 0.750 Total Social Work Resources Transfers at Probable Outturn 4.345 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 1.047 Total Social Work Resources Transfers at Year End 5.392 Total Resource Transfers to Reserves at Probable Outturn 6.364 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 2.172 Total Resources Transfers at Year End 8.536 Loans Charges Loans Charges Funding to be utilised in future years in line with borrowing for service concession arrangements. This will be required to be drawn down from 2027/2028 (as approved at South Lanarkshire Council, January 2023). Loans Charges 0.358 Total Loans Charges Transfer at Probable Outturn 0.358 25
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Appendix 3 (cont) Corporate Items Service Concessions Underspend arising due to a change in interest rates and indexation since the initial calculations were undertaken, has meant that the estimated savings previously anticipated in 2028/2029 are available earlier. Corporate Items 4.388 Pay Award Underspend carried forward from 2025/2026 as a result of Teachers pay award being implemented in line with the school year. Corporate Items 3.987 Packaging Extended Producer Responsibility (PEPR) Staffing Profiling of spend on waste project staffing costs in future years. Corporate Items 0.545 Central Energy Efficiency Fund (CEEF) Resources are allocated funding from the CEEF Reserve to pay for spend to save projects which they repay over future years from the revenue savings generated by the project. This transfer represents the payback of savings from Resources and allows the Reserve to be regenerated for use on future projects. Corporate Items 0.297 Renewable Head Incentive (RHI) and Feed In Tariff (FIT) Income from RHI and FIT is received in-year and will be set aside for funding future capital spend. 0.200 Total Corporate Items Transfers at Probable Outturn 9.417 Council Tax Council Tax Second Homes Policy (100% Surcharge) Income of £0.200m should be transferred to the Housing Revenue Account in line with the Council’s second homes policy. HRA 0.200 Total Council Tax Transfers at Probable Outturn 0.200 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 0.008 Total Council Tax Transfer at Year End 0.208 Previously Approved Transfers to Reserves Loans Fund Review (An underspend of £13.349 million is anticipated in the Loans Fund Budget in 2025/2026. This budget underspend of £13.349 million will be set aside and used against the Budget Gap in 2027/2028 as planned (detailed in the Executive Committee report, June 2025). Loans Fund (T/f to Reserves) 13.349 Investments The total budget line 2025/2026 Investments – Transfers to Reserves is £13.859 million (£10.263 million one-off Revenue investments not required this year and the underspend in Loan Charges of £3.596 million). It is proposed that these two amounts (£10.263 million and £3.596 million) be transferred to Reserves at the end of the year (detailed in the Executive Committee report, June 2025). Investments (T/f to Reserves) 13.859 Teachers Numbers As there is no longer a need to restore teacher numbers to the higher level, this budget line can be transferred to reserves. Given the budget pressures resulting from the higher than budgeted pay award, it is recommended that consideration be given to using the £4.2 million to support the Budget Strategy – with a view to setting this aside for Pay Award (detailed in the Executive Committee report, August 2025 Teachers Numbers (T/f to Reserves) 4.200 Waste and Recycling Services The November Executive Committee agreed that £2.5 million of core monies released by pEPR funding will be retained within Community and Enterprise Resources and utilised towards one-off investment in waste and recycling services. It is anticipated that £0.3 million will be spent by the end of 2025/2026. As a result, £2.2 million has been transferred to earmarked reserves for use in future years (detailed in the Executive Committee report, December 2025). Waste (T/f to Reserves) 2.200 Budget Strategy The November Executive Committee agreed that £4.5 million of core monies released by pEPR funding will be used to support the Council’s Budget Gap. This will be transferred to earmarked reserves for use in future years (detailed in the Executive Committee report, December 2025). Budget Strategy (T/f to Reserves) 4.500 Total Approved Transfers to Reserves 38.108 Additional Transfers to Reserves – Use of Outturn Underspend Marmot Initiative Use of £1.000 million underspend to allow the Council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. Use of Outturn Underspend 1.000 Winter Wishes Use of £0.040 million underspend to support the continuation of the Winter Wishes programme within Children and Families in 2026/2027. Use of Outturn Underspend 0.040 Commercial Feasibility Use of £0.100 million underspend for Commercial Feasibility costs. Use of Outturn Underspend 0.100 Third Sector Use of £0.400 million underspend to support the findings of the Third Sector to contribute to the external medium grants allocation available for the next two years beyond 2026/2027. Use of Outturn Underspend 0.400 Budget Strategy Use of £2.039 million underspend for budget considerations in future years. Use of Outturn Underspend 2.039 Total Additional Transfers to Reserves – Use of Outturn Underspend 3.579 Total Transfers to Reserves at Year End: Total Transfers to Reserves Approved at Probable Outturn 58.026 Adjust: Increase / (Decrease) in transfers to reflect spend during the year 2.180 Total Transfers to Reserves at Year End 60.206 26
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Appendix 3 (cont) The increase in transfers to reflect changes in spend since Probable Outturn is shown below: Purpose / Description Resource Value £m Resources Strategic Waste Fund Due to timing of spend on Waste projects, funding is required to be carried forward to in the Strategic Waste Fund to support future spend on Waste. Community and Enterprise 0.275 Air Condition for Refuse Collection Vehicles Due to timing of expenditure on the retro fitting of air condition units within older refuse collection vehicles, funding is required to be carried forward to next financial year. Community and Enterprise 0.065 Front Line First Funding received as part of 2025/2026 Investment funding is required to be carried forward to reflect the profile of spend this year and within the overall three-year delivery programme. Community and Enterprise 0.046 Total Community and Enterprise Resources 0.386 PEF The funding received from the Government can be used up to the end of the school term (June 2026). The underspend reflects the element of the funding that will be utilised in April to June 2026. Education 0.253 Additional Support for Learning Due to the timing of spend that was originally in the probable outturn assumptions, additional funding is required to be carried forward for sourcing and purchasing Additional Support for Learning equipment for schools that will be utilised in April to June 2026. Education 0.486 Total Education Resources 0.739 Children and Families Pressures It is proposed that the Service underspend be carried forward to support the pressures in Children and Families until the Budget Recovery Plan is fully achieved. Social Work 1.047 Total Social Work Resources 1.047 Total Resource Proposed Transfers to Reserves at Year-End 2.172 Council Tax Council Tax Second Homes Policy (100% Surcharge) Income of should be transferred to the Housing Revenue Account in line with the Council’s second homes policy. HRA 0.008 Total Council Tax Transfers at Year End 0.008 Total Increase in Already Approved Transfers to Reserves 2.180 27
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Appendix 4 Transfers to Reserves – Additional Proposed Transfers at Year-End Purpose / Description Resource Value £m Resources Wast Services RCVs Funding required to support additional leasing costs for RCVs within Waste Services into next year. Community and Enterprise 0.605 IT Developments Funding for planned investment for IT development upgrades to planning and building standards performance systems. Community and Enterprise 0.100 Total Community and Enterprise Resources 0.705 ASN Adaptations Funding required to support ASN adaptations next financial year to support service delivery demands. Education 0.125 Equipment Replacement Fund Funding from schools’ Devolved Management Scheme being carried forward to allow spend across the academic year and to allow schools to support capital equipment requirements over a number of years. Education 0.325 Total Education Resources 0.450 DHP Funding Transfer for DHP funding received later in the year, that was unable to spend before the end of the financial year and will be spent in 2026/2027. Finance and Corporate 0.081 Place Based Funding Transfer for Council Place Based funding committed for projects in 2026/2027 with funding allocated to specific areas. Finance and Corporate 0.015 Total Finance and Corporate Resources 0.096 Total Resource Proposed Transfers to Reserves at Year End 1.251 Corporate Items 2025/2026 Investments Funding required to meet the obligations of the 2025/2026 investment commitments in relation to Local Action Fund (£0.445m) and Fly Tipping (£0.121m). Investments (T/f to Reserves) 0.566 Fairer Futures Funding Transfer for additional funding received that was unable to spend before the end of the financial year and is committed for supporting the development of the new children’s service plan and a performance framework. Education 0.069 Total Corporate Items Transfers to Reserves at Year End 0.635 Total Proposed Transfers to Reserves at Year End 1.886 Final Transfers resulting in a Break Even (section 4.20) Marmot Initiative Use of £1.000 million underspend (in addition to £1.000 million approved at Probable Outturn) to allow the Council to provide financial support to contribute towards the response to questions posed by the Marmot initiative. Use of Outturn Underspend 1.000 Youth, Family and Community Learning Allocation of £0.030 million for commitments in Youth, Family and Community Learning Services in 2026/2027. Use of Outturn Underspend 0.030 Local Government Elections Amount of £1.000 million be set aside to fund the Local Government Elections into 2027/2028. Use of Outturn Underspend 1.000 Budget Strategy Use of £1.101 million underspend to support future year’s budget strategies. Use of Outturn Underspend 1.101 Total Final Transfers to Reserves – Use of Outturn Underspend 3.131 28
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Appendix 5 Variance Explanations 1. The underspend in employee costs is due to vacancies within the service that continue to be actively recruited. 2. The underspend is due to the net effect of underspends in void rent loss, utility costs and ground maintenance charges partially offset by greater than budgeted expenditure on fixture and fittings and contract cleaning costs. 3. The planned overspend reflects anticipated spend on the implementation of the new One Housing system. 4. Income is over recovered mainly due to greater than anticipated house rents as a result of the number of buy backs in year. 5. The transfer to reserves is lower than budgeted reflecting the net effect of the variances noted. 6. The underspend is due to the level of deposit interest received in year being greater than anticipated, as well as the benefit of interest on Revenue Balances. Revised Projected Projected Actual Variance Under / % Note Annual Outturn Outturn 31/03/26 31/03/26 (Over) Variance Budget Variance Budget Category £m £m £m £m £m Employee Costs 15.360 15.295 0.065 15.267 0.093 Under 0.61% 1 Property Costs 62.592 62.420 0.172 62.115 0.477 Under 0.76% 2 Supplies and Services 0.405 0.477 (0.072) 0.427 (0.022) Over -5.43% Transport and Plant 0.195 0.213 (0.018) 0.193 0.002 Under 1.03% Administration 5.604 5.537 0.067 5.577 0.027 Under 0.48% Payment to Other Bodies 12.590 12.981 (0.391) 14.098 (1.508) Over -11.98% 3 Payment to Contractors 0.422 0.422 0.000 0.484 (0.062) Over -14.69% Transfer Payments 0.000 0.000 0.000 0.000 0.000 - 0.00% Financing Charges 26.133 26.164 (0.031) 25.985 0.148 Under 0.57% Total Controllable Exp. 123.301 123.509 (0.208) 124.146 (0.845) Under -0.69% Total Controllable Inc. (133.819) (133.740) (0.079) (134.150) 0.331 Over Recovered 0.25% 4 Transfer to/(from) Balance Sheet (4.076) (4.363) 0.287 (3.988) (0.088) Under Recovered -2.16% 5 Net Controllable Exp. (14.594) (14.594) 0.000 (13.992) (0.602) Over -4.12% Loan Charges 14.594 14.594 0.000 13.992 0.602 Under 4.12% 6 Net Controllable Exp. 0.000 0.000 0.000 0.000 0.000 - 0.00% SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 31 March 2026 (No.14) Housing Revenue Account 29
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Revenue Budget Monitoring for Period 2 - 1 April 2026 to 15 May 2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Committee of the forecast for the year to 31 March 2026 for the Council’s General Fund Revenue Account and Housing Revenue Account, and the actual spend position for the period 1 April 2026 to 15 May 2026 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the projected breakeven position on the General Fund Revenue Account for 2026/2027 (section 4.1), and the actual spend as at 15 May 2026 (Appendix 1), be noted; (2) that the proposed Transfers to Reserves (sections 4.3 to 4.5), be approved; and (3) that the projected breakeven position on the Housing Revenue Account for 2026/2027, and the actual spend as at 15 May 2026 (section 5 and Appendix 2), be noted. 3. Background 3.1. This overview report will summarise the projected outturn for 2026/2027 for both the Council’s General Fund (sections 4 and 5) and for the Housing Revenue Account (section 6). It will also provide the actual spend as at 15 May 2026. 4. General Services 2025/2026 Projected Outturn as at 15 May 2026 4.1. As at 15 May 2026, the projected outturn position for 2026/2027 on the General Services budget is breakeven (Appendix 1). The actual spend to date is shown in Appendix 1. 4.2. Committed Funding: Following the Budget being set on 25 February 2026, it is appropriate to update Members on the impact on the 2026/2027 Revenue Budget. 4.3. Of the committed investment monies (£33.300 million), officers have considered the budget profiling, and as a result, one-off funding of £19.829 million has been moved to the budget line 2026/2027 Investments – Transfers to Reserves to complete the committed works into future years. 4 31
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4.4. In addition, as part of the 2026/2027 Budget setting process, the Council agreed to a further extension to the Loans Fund Review. An underspend of £6.017 million was anticipated in the Loans Fund Budget in 2026/2027. £6.017 million has, therefore, been moved to the budget line Loan Charges – Transfers to Reserves and will be set aside and used to reduce the Budget Gap in 2027/2028 as planned. 4.5. Similarly, in line with borrowing for service concession arrangements, as approved at Council (January 2023), £0.826 million is required to be transferred to reserves to be utilised from 2027/2028. £0.826 million has therefore also been moved to the Loan Charges – Transfers to Reserves budget line as planned. 4.6. This funding of £26.672 million (sections 4.2 to 4.5) is committed for approved investment and future costs, and has been moved to the Transfers to Reserves budget lines in Appendix 1. 4.7. Transfers from Capital: The Budget in Appendix 1 includes a £5.300 million transfer from the Capital Programme for the Private Housing Scheme of Assistance (£1.000 million) and Planned Maintenance (£4.300 million) programmes. Following a review of the spend, it has been identified that it cannot be classed as Capital. Therefore, it is proposed that budget of £5.300 million will be transferred to Housing and Technical Resource’s Revenue budget. This is an accounting transaction only. The total overall budget for the projects remains the same. 4.8. Across the Council’s Budget, there are 3 notable areas where underspends are anticipated this financial year. These are taken in turn. 4.9. Loan Charges Underspend: An underspend is anticipated in 2026/2027 due to the capital profile meaning a reduced requirement to borrow for investment monies this financial year (£3.596 million), and that anticipated deposit interest and interest on revenue balances is expected to be higher than budgeted (£2.500 million). 4.10. Non-Domestic Rates Underspend: Following the national Rates Revaluation exercise and the rates poundage figure set as part of the 2026/2027 Settlement, an underspend of £2.700 million is anticipated in 2026/2027. This will be a one-off benefit in 2026/2027 and a permanent benefit to the Budget Strategy from 2027/2028 (included in the Budget Strategy paper to this Committee). 4.11. Empty Property Relief Underspend: A recurring underspend of £1.000 million is anticipated due to a reduction in the number of empty properties being supported and will mean a permanent benefit to the Budget Strategy from 2027/2028 (noted in the Budget Strategy report to this Committee). 4.12. We are still very early in the financial year. The budget for each of these areas has been moved to a separate budget line in Appendix 1 and will be considered later in the financial year as part of the Probable Outturn position. 5. Updates on Budget Areas 5.1. Packaging Extended Producer Responsibility (pEPR) and Teacher Numbers / Reduction in Class Contact Time (RCCT) 2026/2027: The 2026/2027 Revenue Budget paper to Council in February 2026 identified £7.865 million of core Council budget released from pEPR monies and £4.200 million of core Council budget for potential costs of RCCT in future years available as one-off benefits in 2026/2027. Both budgets have already been utilised within the Council’s budget for 2026/2027 and are part of the funding for the approved £33.3 million of one-off investments. 32
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5.2. Social Work Resources – Children and Families: The forecast for Children and Families, Justice and Performance and Support Services show a breakeven position. As reported to Social Work Resources Committee, budget pressures within Children and Families are continuing into 2026/2027 in relation to statutory duties of continuing care and increased costs and requirements for residential placements, fostering and kinship care. This break-even forecast includes an allocation of £1.080 million from the Integrated Joint Board (IJB) for Pension Contributions no longer required. This will support the ongoing budget pressures in Children and Families, while further options are being progressed to bring spend in line with budget, including the use of earmarked monies held in reserves. 5.3. Social Work Resources – Adult and Older People: As we move through the financial year, the forecast outturn will continue to be refined, taking into account the ongoing recruitment across the Service and management decisions. Any transfers to reserves will be confirmed as part of the Probable Outturn exercise. 5.4. Inflation and Price Assumptions: The Council’s budget for 2026/2027 includes the provision of budget for assumed inflationary increases for the Council’s main contracts including schools’ modernisation contract (Public Private Partnership (PPP)), school transport (Strathclyde Partnership for Transport (SPT) and Additional Support Needs (ASN) taxis), social care for Children and Families and waste. It also includes provision for assumed price impacts of utilities and fuel. 5.5. Inflation reduced to below 3% in May 2026, however it is anticipated to increase again during 2026/2027 due to increased utilities prices from June 2026 as a result of the current conflict in Iran. The schools’ modernisation contract increase is based on inflation at the start of the calendar year and has been accounted for. The costs for the other main contracts will continue to be monitored throughout the financial year as more information becomes available. 5.6. In relation to utilities, the Council is a member of the buying consortium who purchase wholesale energy in advance, on behalf of ourselves and other public sector bodies. All of the Council’s required units are purchased for 2026/2027 at a lower price than 2025/2026. However, this does not cover non-energy charges including standing charges etc. with only a minor net saving assumed in 2026/2027. This will continue to be monitored throughout the financial year as more information becomes available. 5.7. Fuel prices have seen an increase of approximately 30% from February to May as a result of the current conflict in Iran. Prices and any budgetary impact will continue to be monitored throughout the financial year. 5.8. An increased inflationary budget requirement for these areas has been assumed in the Council’s Budget Strategy for 2027/2028 to 2028/2029. However, for 2026/2027, it is proposed that they continue to be monitored. 6. Housing Revenue Account Position 6.1. As at 15 May 2026, Appendix 2 of the report shows a breakeven position on the Housing Revenue Account. 33
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7. Employee Implications 7.1. None. 8. Financial Implications 8.1. As detailed in sections 4 to 5 of the report. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Risk and Other Implications 10.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 10.2. There are no implications for sustainability in terms of the information contained in this report. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 2 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 25 February 2026 List of Background Papers Financial Ledger and budget monitoring results to 15 May 2026 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 34
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Note: While the Year to Date Actual at period 2 presents a net surplus position (£65.834m), this is timing only. The forecast outturn shows a breakeven position (section 4.1). Appendix 1 Revised Projected Projected % Note Year to Date Annual Outturn Outturn Actual Budget Variance Resources: £m £m £m £m Community and Enterprise Resources 138.745 138.745 0.000 0.00% 4.651 Facilities Waste and Grounds 84.332 84.744 (0.412) (0.49%) 2.351 Leisure and Culture 19.658 19.658 0.000 0.00% (0.128) Planning and Regulatory Services 5.925 5.426 0.499 8.42% 0.424 Enterprise and Sustainable Development 7.117 6.901 0.216 3.03% (1.415) Roads, Transportation and Fleet 21.713 22.016 (0.303) (1.40%) 3.419 Education Resources 524.398 524.398 0.000 0.00% 50.702 Education 524.398 524.398 0.000 0.00% 50.702 Finance and Corporate Resources 47.674 47.674 0.000 0.00% 7.502 Finance Services - Strategy 2.684 2.736 (0.052) (1.94%) 0.278 Finance Services - Transactions 18.987 18.739 0.248 1.31% 1.873 Audit and Compliance Services 0.430 0.430 0.000 0.00% 0.051 Information Technology Services 9.193 9.117 0.076 0.83% 3.270 Communications and Strategy Services 3.175 3.137 0.038 1.20% 0.532 Administration and Licensing Services 5.549 5.692 (0.143) (2.58%) 0.572 Personnel Services 7.656 7.823 (0.167) (2.18%) 0.926 Housing & Technical Resources 18.720 18.720 0.000 0.00% 3.865 Housing Services 8.669 8.659 0.010 0.12% 0.030 Property Services 10.051 10.061 (0.010) (0.10%) 3.835 Social Work Resources 270.442 270.442 0.000 0.00% 28.341 Performance and Support Services 6.791 6.460 0.331 4.87% 0.649 Children and Families 49.375 50.018 (0.643) (1.30%) 5.469 Adults and Older People 212.765 212.765 0.000 0.00% 22.158 Justice and Substance Misuse 1.511 1.199 0.312 20.65% 0.065 Joint Boards 1.875 1.875 0.000 0.00% 0.288 1,001.854 1,001.854 0.000 0.00% 95.349 Revised Projected Projected Year to Date Annual Outturn Outturn Actual Budget Variance Summary: £m £m £m £m Resources Total 1,001.854 1,001.854 0.000 0.00% 95.349 CFCR 5.470 5.470 0.000 0.00% 0.000 Loan Charges 35.755 35.755 0.000 0.00% 0.000 Corporate Items (5.715) (5.715) 0.000 0.00% 0.000 2026/2027 Investments - T/f to Reserves 19.829 19.829 0.000 0.00% 0.000 Loan Charges - T/f to Reserves 6.843 6.843 0.000 0.00% 0.000 Loan Charges - Underspend 6.096 6.096 0.000 0.00% 0.000 Non-Domestic Rates - Underspend 2.700 2.700 0.000 0.00% 0.000 Empty Property Relief - Underspend 1.000 1.000 0.000 0.00% 0.000 Total Expenditure 1,073.832 1,073.832 0.000 0.00% 95.349 Council Tax 210.719 210.719 0.000 0.00% 32.418 Less: Council Tax Reduction Scheme (26.228) (26.228) 0.000 0.00% (4.035) 184.491 184.491 0.000 0.00% 28.383 General Revenue Grant 428.326 428.326 0.000 0.00% 65.896 Non Domestic Rates 434.876 434.876 0.000 0.00% 66.904 Transfer from Reserves 26.139 26.139 0.000 0.00% 0.000 Total Income 1,073.832 1,073.832 0.000 0.00% 161.183 Net Expenditure 0.000 0.000 0.000 0.00% (65.834) Period Ended 15 May 2026 (No.2) Revenue Budget Monitoring Report SOUTH LANARKSHIRE COUNCIL 35
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Note: While the Year to Date Actual at period 2 presents a net surplus position (£10.389m), this is timing only. The forecast outturn shows a breakeven position (section 6.1). Appendix 2 Revised Projected Projected Year to Date Annual Outturn Outturn % Note Actual Budget Variance Budget Category £m £m £m £m Employee Costs 17.681 17.681 0.000 0.00% 1.764 Property Costs 63.036 63.036 0.000 0.00% 4.354 Supplies and Services 0.523 0.523 0.000 0.00% 0.026 Transport and Plant 0.195 0.195 0.000 0.00% 0.028 Administration 5.604 5.604 0.000 0.00% 0.049 Payment to Other Bodies 3.421 3.421 0.000 0.00% 0.012 Payment to Contractors 0.100 0.100 0.000 0.00% 0.036 Transfer Payments 0.000 0.000 0.000 0.00% 0.000 Financing Charges 33.918 33.918 0.000 0.00% 0.000 Total Controllable Exp. 124.478 124.478 0.000 0.00% 6.269 Total Controllable Inc. (142.365) (142.365) 0.000 0.00% (16.658) Transfer to/(from) Balance Sheet (3.498) (3.498) 0.000 0.00% 0.000 Net Controllable Exp. (21.385) (21.385) 0.000 0.00% (10.389) Loan Charges 21.385 21.385 0.000 0.00% 0.000 Net Controllable Exp. 0.000 0.000 0.000 0.00% (10.389) SOUTH LANARKSHIRE COUNCIL Revenue Budget Monitoring Report Period Ended 15 May 2026 (No.2) Housing Revenue Account 36
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget Monitoring Final Outturn - 2025/2026 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise Committee of the outturn position of the General Services and Housing Capital Programmes for the year ended 31 March 2026 advise of the projects expressed in financial terms, which have been carried into year 2026/2027 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to note the following recommendation(s):- [r (1) that the outturn on the 2025/2026 General Fund Capital Programme of £57.570 million (section 4.2), be noted; (2) that the carry forward of 2025/2026 projects into the 2026/2027 General Fund Capital Programme totalling £10.142 million (section 4.8), be approved; (3) that the outturn on the 2025/2026 Housing Capital Programme of £85.782 million (section 5.2), be noted; (4) that £1.958 million of Housing Capital Programme be carried forward into 2026/2027 (section 5.3), be approved; and (5) that the level of overall spend anticipated in 2026/2027, for the General Fund and Housing Capital Programmes, is the subject of a separate report to this Committee (sections 4.9 and 5.3), be noted. 3. Background 3.1. The attached statements to this report provide a final outturn position for the financial year 2025/2026. Spending has been split into two separate sections below:- General Fund Capital Programme inc. Education, Social Work, Roads and General Services (Section 4) Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2025/2026 Budget: The final agreed programme for the General Fund in 2025/2026 was £67.712 million. 5 37
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4.2. 2025/2026 Year End Position: Appendix 1 shows the total expenditure of £57.570 million on the General Fund Capital Programme for financial year 2025/2026. This is compared to the budget of £67.712 million and results in an underspend of £10.142 million. This underspend relates to projects within Community and Enterprise Resources (£8.401m), Education Resources (£0.966m), Housing and Technical Resources (£1.014m) and Finance and Corporate Resources (£0.048m), which are partly offset by a funded overspend in Social Work Resources of £0.287m. 4.3. The final spend position of £57.570 million results in approximately 96% of the original capital budget approved at the start of this financial year being spent (£60.216m). 4.4. This underspend reflects the profile of spend across a number of projects at the end of the financial year. The reasons for the revised profile of spend can be categorised as weather related delays / programme changes, re-tendering of projects required, and delays with external consultants and contractors progressing planned works. 4.5. Overall, the programme net underspend results in budget required in 2026/2027 rather than 2025/2026. The main projects responsible for the overall programme underspend are detailed in Appendix 2. This appendix provides a list of the continuing projects into 2026/2027, along with their estimated completion dates. 4.6. Year End Accounting Adjustments: Accounting Regulations mean that adjustments are required to report spend correctly as either Capital or Revenue for the purposes of publishing our Annual Accounts. This includes where spend from the Capital Programme is on assets that are not owned by the Council (for example Shawfield Industrial Estate spend) or where spend must be classed as Revenue due to the nature of the spend. This adjustment has no physical impact on projects – it is an accounting entry only. 4.7. From reviewing the Council’s Revenue and Capital spend, £8.786 million of capital spend is required to be recorded as Revenue spend. These transfers mean that for the purpose of publishing our Annual Accounts only, there is capital spend of £48.784 million. The funding sources for this spend are detailed in Appendix 1 and have also been transferred to the Revenue account for the purposes of the Accounts. 4.8. Carry Forward to 2026/2027: As noted in 4.2, the year-end underspend is £10.142 million. This will carry forward into financial year 2026/2027. 4.9. The overall base programme for 2026/2027 including this carry forward of £10.142 million is included in a separate report to this Committee. This separate report reviews the programme for the coming year detailing the overall level of spend achievable. 4.10. Funding: Funding available to support the programme in 2025/2026 is detailed in Appendix 1. 5. Housing Programme 5.1. 2025/26 Budget: Appendix 3 summarises the position on the Housing programme as at 31 March 2026. The revised capital programme for the year is £87.740 million, as reported to the Executive Committee on 1 April 2026. 38
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5.2. 2025/2026 Year End Position: The actual expenditure on the Housing programme was £85.782 million, an underspend of £1.958 million. The actual spend is broadly in line with the outturn previously reported although the actual spend on the New Build programme was better than forecast, while the spend on Housing Investment Programme (HIP) was slightly less than expected due to an underspend on kitchens and heating projects partially offset by overspends in external fabrics, windows and doors and environmental works. The planned land settlement for the site on Almada Street (£0.720 million) could not be concluded by 31 March and settled in early April 2026 and as a result the expenditure has slipped into 2026/2027. Additional spend on other sites offset this planned spend. 5.3. Carry Forward to 2026/2027: Taking into account the year end underspend would mean a carry forward of £1.958 million. A breakdown of the carry forward is £0.852 million for New Build programme and £1.106 million for Housing Investment Programme. This is detailed in a separate report to this meeting. It is proposed that the full amount be included in the 2026/2027 Capital Programme. 6. Employee Implications 6.1. None 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. Risk and Other Implications 8.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings. 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 existing policy, function, or strategy and, therefore, no impact assessment is required. 9.2. 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) 2 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent 39
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Previous References Executive Committee, 1 April 2026 List of Background Papers Capital Ledger prints to 31 March 2026 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 40
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APPENDIX 1 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/2026 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 31 MARCH 2026 Expenditure 2025/2026 Revised Budget 2025/2026 Actual to 31/03/26 £m £m General Fund Programme 67.712 57.570 Accounting Adjustments (Sections 4.6 and 4.7): Less: Transfers to Revenue (8.786) (8.786) Add: Year End Transfers to Capital 0 0 2025/2026 Outturn Position (Accounting Basis only) 58.926 48.784 Income 2025/2026 Actual to 31/03/26 £m Prudential Borrowing 10.288 Developer Contributions 3.534 Partners (including Levelling Up Fund, Cycling Scotland and Transport Scotland) 2.826 Scottish Government: - Capital Grant 28.115 - Road Safety Improvement 0.698 - Place Based Investment Programme 0.589 Capital Receipts 0.700 Specific Reserves 0.992 Revenue Contribution 1.042 TOTAL FUNDING 48.784 41
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/2026 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2025 TO 31 MARCH 2026 Projects with budget from 2025/2026 which will carry forward into 2026/2027 Project Name Project Type Completion Date Community and Enterprise Resources East Kilbride Town Centre Regeneration Throughout 2026/27 and beyond Hamilton Junctions Improvement Infrastructure Throughout 2026/27 and beyond Calderglen Pump Track Infrastructure July 2026 Clyde Walkway Infrastructure Throughout 2026/27 SLC Industrial Infrastructure – Energy Efficiency (Cathcart Road) Regeneration September 2026 Shawfield Remediation and Development Regeneration Throughout 2026/27 and beyond Leisure and Culture Transformation Fund Infrastructure Throughout 2026/27 Roads Investment Programme Infrastructure Throughout 2026/27 and beyond Active Travel Infrastructure Infrastructure Throughout 2026/27 and beyond Safe Routes Infrastructure Throughout 2026/27 and beyond Larkhall Leisure Centre Infrastructure Throughout 2026/27 and beyond Play Parks Infrastructure Throughout 2026/27 and beyond Education Resources Secondary Schools Refurbishment Throughout 2026/27 and beyond Housing and Technical Resources Prioritised Urgent Investment Refurbishment Throughout 2026/27 Lifecycle Replacement Schools Refurbishment Throughout 2026/27 Fire Alarm System Upgrade Refurbishment Throughout 2026/27 42
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2025/2026 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2025 TO 31 MARCH 2026 2025/2026 Annual Budget 2025/2026 Actual to 31/03/26 £m £m EXPENDITURE 2025/2026 Budget Incl. carry forward from 2024/25 87.740 85.782 2025/2026 Actual to 31/03/26 £m INCOME Capital Funded from Current Revenue 25.815 Prudential Borrowing 15.762 Scottish Government Specific Grant: – Capital Grant 11.312 – New Build 24.620 – Open Market Purchase Scheme 7.700 – Mortgage to Rent 0.160 – Climate Emergency Fund 0.219 Miscellaneous Income 0.194 TOTAL FUNDING 85.782 43
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Capital Budget 2026/2027 and Monitoring for Period 2 - 1 April 2026 to 15 May 2026 1. Purpose of Report 1.1. The purpose of the report is to:- consolidate the capital budget monitoring to give a Council-wide summary of the 2026/2027 Capital Programme including 2025/2026 carry forward. It includes information on two programmes: the General Fund Programme (being Education, Social Work, Roads and Other General Services) and the Housing Investment Programme, which covers all investment in relation to the Council’s Housing stock update Committee of progress on the Capital Programme for the period 1 April 2026 to 15 May 2026 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the position of the General Fund Capital Programme, detailed in (section 4) and the Housing Capital Programme (section 5), be approved; (2) that the adjustments to the General Fund programme, listed at Appendix 1, be approved; and (3) that the revised programmes be monitored by the Financial Resources Scrutiny Forum. 3. Background 3.1. South Lanarkshire Council (25 February 2026) approved a General Fund Capital Programme base budget of £105.247 million for financial year 2026/2027. Since the approval of this programme, there have been a number of events that will impact this budget namely the approval of investments as part of the 2026/2027 revenue budget and the finalisation of the year-end position for 2025/2026. This will be detailed in section 4. 3.2. A total Housing Capital Programme budget for 2026/2027 was also approved by Council in February 2026 of £90.934 million. This position is detailed in section 5. 3.3. This report provides an update on the Capital programmes as well as a summarised monitoring position as at 15 May 2026 (Period 2). Spending has been split into two separate sections: 6 45
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General Fund Capital Programme (which includes Education, Social Work, Roads and Other General Services) (Section 4) and Housing Capital Programme (Section 5) 4. General Fund Capital Programme 4.1. 2026/2027 Budget: Section 3.1 notes that the base General Fund Capital Programme is £105.247 million, as approved by Council in February 2026. This base budget is affected by the adjustments detailed in sections 4.2 to 4.13 and summarised in Table 1. 4.2. 2026/2027 Investments: As part of the Revenue Budget setting process in February 2026, an amendment was approved which allocated investment monies of £33.300 million. Officers from across the Council have considered the budget allocations and £12.130 million of this is anticipated to spend in 2026/2027. Of that amount, it is anticipated that £10.610 million will be Capital spend and will be added to the General Fund Programme to be funded by Revenue Budgets (CFCR). Increase to Budget: £10.610 million 4.3. 2025/2026 Carry Forward: As reported in the Final Outturn Report for 2025/2026 (a separate report to this meeting), a carry forward total of £10.142 million will ensure sufficient budget is available to conclude ongoing projects within the General Fund Capital Programme. Increase to Budget: £10.142 million 4.4. General Capital Grant: The Local Government Finance Circular received by the Scottish Government in May revised our 2026/2027 General Capital Grant allocation to £25.982 million. This is an increase of £5.031 million and reflects the additional distribution of a number of funds: 4.5. Nature Restoration Fund: An allocation has been made for Nature Restoration Fund £0.285 million. This will be added to the 2026/2027 Capital Programme and used to fund Urban Woodland Management plans, Local Nature Reserve plans and Peatland surveys. Increase to Budget: £0.285 million 4.6. Active Travel Funding: An additional amount of £2.451 million for Active Travel Infrastructure will be added to the 2026/2027 Capital Programme to fund a number of works including Strathaven Road East Kilbride Phase 2 (inc. footway, cycle way widening, street lighting, drainage), upgrade of East Kilbride underpasses (inc. lighting, landscaping, drainage, artwork), National Cycle Network 75 Phase 3 (Cambuslang to Newton widening, surfacing and lighting), Cambuslang connection to Clyde Cycle Park (inc. footway, segregated cycle route, street lighting, drainage), and Bothwell to Uddingston (footpath widening, new surfacing, street lighting, drainage). Increase to Budget: £2.451 million 46
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4.7. Climate Emergency Funding Projects: An allocation of £1.100 million for Climate Emergency Funding projects will be used for a number of projects including roof replacement & PV installation at Coulter Primary School, upgrades to Building Energy Management Systems at various schools, energy efficiency measures at St Andrews & St Brides and Holy Cross High Schools, installation of EV charging points at Hawbank and Canderside Roads Depots, Sports Pitch LED Floodlighting (Fernhill, Willie Waddell, Whitemoss and Newton Farm), extension of the Beat the Street programme in Uddingston and Bothwell, reusable drink system to reduce single use drinks containers in primary schools, and feasibility studies for the next phase of PV installations and LED replacement of school staging lights. Increase to Budget: £1.100 million 4.8. Flood Prevention Funding Projects: An allocation of £1.195 million for Flood Prevention will be added to the 2026/2027 Capital Programme with a programme of works being collated. This will include updating existing studies for Eastfield, Muirbank, Halfway Stormwater Management Plans, Hamilton Surface Water Management Plan and Rutherglen Road, Shawfield - Flood Risk Assessment. Increase to Budget: £1.195 million 4.9. Profiling of Spend Exercise 2026/2027: As per the Capital Budget and Monitoring Process, Resources were asked to confirm their anticipated spend levels for the full programme for the coming year to ensure that, in totality, the programme can be delivered in 2026/2027. This exercise has identified spend that requires to be removed from the programme this year. The movements are outlined below and taken in turn. City Deal Stewartfield Way / Hamilton Junctions: £7.335 million of budget has been reprofiled into future years to reflect expected contractor timescales for Stewartfield Way (£5.335 million), and for Hamilton Junction Improvements (£2 million) where only 6 months of Utility contractor works can be undertaken this year. Secondary Schools expansion budget: Reflecting the programme of works, spend of £9.000 million is now anticipated for 2026/2027 meaning that £4.743 million of budget will be required into future years. Estates Strategy: As the work on the Estate Strategy progresses, current indications are that expenditure of £7.3 million could be achieved in 2026/2027, meaning £4.7 million is removed for use in future years. 4.10. The review of spend profiles has meant a reduction to the programme of £16.778 million. Decrease to Budget: (£16.778 million) 4.11. Transfers to Revenue: In addition to the adjustments noted at Section 4.9 to 4.10, a £1.000 million transfer to the Revenue Budget for the Private Housing Scheme of Assistance project and £4.300m for Planned Maintenance is proposed. To reflect Accounting Regulations, this spend cannot be classed as Capital. Therefore, it is proposed that budget of £5.300 million will be transferred to Housing and Technical Resource’s Revenue budget. 47
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4.12. Capital expenditure can be funded by Revenue monies however Revenue spend cannot be paid for from Capital funding. The Council’s Capital programme includes funding that can be used for Revenue spend. We are therefore able to move funding between the Capital and Revenue Programmes and deliver the project as planned. This is an accounting transaction only. Transfer of Budget: (£5.300 million) 4.13. 2026/2027 General Services Base Budget Position: Taking into account the movements noted in sections 4.2 to 4.12, the General Services Programme for 2026/2027 is now £108.952 million. This is the base budget for the financial year. This is summarised in Table 1 and is shown in detail, in Appendices 2 and 3 to this report. Table 1 – 2025/2026 General Services Base Budget 2026 / 2027 £m Approved Programme – 26 February 2025 (Section 4.1) 105.247 2025/2026 Investments (Section 4.2) 10.610 2025/2026 Carry Forward (Section 4.3) 10.142 General Capital Grant – Nature Restoration Funding (Section 4.5) 0.285 General Capital Grant – Active Travel Funding (Section 4.6) 2.451 General Capital Grant – Climate Emergency Funding (Section 4.7) 1.100 General Capital Grant – Flood Prevention Funding (Section 4.8) 1.195 Profiling of Spend Exercise – Change in Profile of Spend (Section 4.9) (16.778) Transfers to Revenue (Sections 4.11 and 4.12) (5.300) 2026/2027 General Services Base Budget 108.952 4.14. Leisure and Culture Transformation Fund: The proposed budget for 2026/2027 includes the remaining £4.226 million of the £13 million total budget. 4.15. White Bridge, Chatelherault: Having now completed the feasibility study, it has been determined that delivery of the project is not financially viable, with estimated costs in the region of £8 million against an available budget of £1 million. The estimated increase in cost is due to legislative restrictions which now apply to building or development next to the River Avon where it is likely that fish will be affected by the works. It is therefore recommended that the existing £1 million budget be reallocated to improvements to the footpath network in the vicinity of the White Bridge, including upgrades to footpaths, steps, and signage. Budget of £0.100 million for design and tendering has been profiled to spend in quarter four of 2026/2027. 4.16. Place Based Investment Funding: Confirmation of the 2025/2026 Placed Based Investment Funding allocation for Larkhall Leisure Centre has been received, and there is a shortfall against budget of £0.263 million. This funding shortfall is being managed through an allocation of £0.263 million released from the Investments funding in the wider capital programme. 4.17. 2026/2027 Adjustments: Since the budget was approved in February 2026, Resources have submitted amendments to the programme totalling £0.550 million. A list of these adjustments is included in Appendix 1 and includes a transfer of £0.038 million of Climate Emergency Fund projects which is being managed through the Housing Revenue Account. 48
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4.18. If approved, these adjustments to the 2026/2027 Capital Programme take the total base budget for the year to £109.502 million 4.19. 2026/2027 Forecast: As noted in 4.16, the total capital spending programme for the year is £109.502 million. The detailed programme and spend for the General Fund are shown in Appendix 3. 4.20. Appendix 3 also shows a forecast for the financial year of £109.502 million. 4.21. 2026/2027 Actual Position: Actual spend incurred to the 15 May 2026 totals £1.899 million. 4.22. Actual funding received to 15 May 2026 is £1.767 million. This is shown in Appendix 3. Relevant officers will continue to closely monitor the generation of all income including receipts. 5. Housing Programme 5.1. 2025/2026 Budget: Section 3.2 notes that the total approved Housing Capital programme for the year is £90.434 million. The Final Outturn report for financial year 2025/2026 noted a carry forward of £1.958 million. 5.2. As per Section 4.19, the budget is increased by a transfer of funds from the General Fund’s Climate Emergency Fund (£0.038 million) for projects that will be managed as part of the Housing Programme. 5.3. The Scottish Government revised our Affordable Housing grant allocation for 2026/2027. This has been increased by £2.310 million and will increase the number of Open Market Purchases made in 2026/2027. 5.4. As a result of the confirmed figures noted in Sections 5.1 and 5.2, a revised programme for 2026/2027 of £94.740 million will be presented to the Executive Committee for approval. 5.5. Programme funding for the year also totals £94.740 million. Appendix 4 summarises the position on the Housing programme as at 15 May 2026. 5.6. 2026/2027 Forecast: As noted in 5.4, the total capital spending programme for the year is £94.740 million. Current estimates from Resources have identified an outturn of £94.740 million for the year. 5.7. 2026/2027 Actual Position: Spend to 15 May 2026 on the Housing Capital Programme amounts to £3.617 million. 5.8. As at 15 May 2026, £3.617 million of funding had been received. 5.9. Regular monitoring of both the General Fund Programme and the Housing Programme will be carried out in detail by the Financial Resources Scrutiny Forum and reported on a regular basis to the Executive Committee. 6. Employee Implications 6.1. None. 49
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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. Risk and Other Implications 8.1. The main risk associated with the Council’s Capital Programme is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of overspend is managed through four weekly Investment management meetings. 9. Integrated Impact Assessment and Consultation Arrangements 9.1. 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. 9.2. 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) 2 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council, 25 February 2026 List of Background Papers Capital Ledger prints to 15 May 2026 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 50
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APPENDIX 1 Proposed Adjustments Community and Enterprise Resources Tree Planting Grant awards from Future Woodlands Scotland (£0.030 million) and Trees for Cities (£0.001 million) have been received which will be used to expand the reach of both the Clyde Climate Forest and Future Woodlands Scotland’s strategic goals. Approval is sought to increase the 2026/2027 Capital programme by the grant awards totalling £0.031 million. £0.031m Education Resources St Athanasius Primary School Upgrading and expansion of the external play and teaching area to increase pupil capacity of PE, including upgrading of School Multi-Purpose Games Area (MUGA). This will be funded from Developers Contributions. Approval is sought to allocate £0.050 million received from Developers Contribution. £0.050m (£0.050m) Housing and Technical Resources Central Energy Efficiency Fund (CEEF) This is the revolving fund which delivers savings through the installation of energy efficient technologies within Council properties. Approval is sought to increase the Capital Programme by £0.557 million for the 2026/2027 CEEF programme of works installing PV Panels and LED lighting. Climate Emergency Fund Approval is sought to transfer Climate Change Funding of £0.038 million to the Housing Programme, to allow the project to be managed as part of the overall programme of works. £0.557m (£0.038m) TOTAL ADJUSTMENTS £0.550m 51
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APPENDIX 2 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/27 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2026 TO 15 MAY 2026 £m Total Base Budget (including carry forward from 2025/2026) 108.952 Proposed Adjustments – Period 2 0.550 Total Revised Budget 109.502 2026/27 Budget Period 2 Proposed Adjustments Revised 2026/27 Budget Resource £m £m £m Community & Enterprise 79.571 0.031 79.602 Education 15.297 - 15.297 Finance & Corporate 0.498 - 0.498 Housing & Technical 13.086 0.519 13.605 Social Work 0.500 - 0.500 TOTAL CAPITAL PROGRAMME 108.952 0.550 109.502 52
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APPENDIX 3 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/2027 GENERAL FUND PROGRAMME FOR PERIOD 1 APRIL 2026 TO 15 MAY 2026 2026/27 Base Budget 2026/27 Revised Budget 2026/27 Forecast Spend 2026/27 Forecast Variance 2026/27 Actual to 15/05/26 Expenditure £m £m £m £m £m General Fund Programme 108.952 109.502 109.502 - 1.899 Income 2026/27 Budget 2026/27 Revised Budget 2026/27 Actual To 15/05/26 £m £m £m Prudential Borrowing 54.520 54.520 0.000 Developers Contributions 1.775 1.775 0.000 Partners 3.071 3.102 0.000 Scottish Government: - Capital Grant 25.982 25.982 1.746 Levelling Up Fund 4.196 4.196 0.000 Capital Receipts 4.500 4.500 0.021 Specific Reserves 9.438 9.957 0.000 Revenue Contribution 5.470 5.470 0.000 TOTAL FUNDING 108.952 109.502 1.767 53
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APPENDIX 4 SOUTH LANARKSHIRE COUNCIL CAPITAL EXPENDITURE 2026/27 HOUSING PROGRAMME FOR PERIOD 1 APRIL 2026 TO 15 MAY 2026 2026/27 Annual Budget 2026/27 Forecast Spend 2026/27 Forecast Variance 2026/27 Actual to 15/05/26 £m £m £m £m Expenditure 2026/27 Budget 94.740 94.740 - 3.617 2026/27 Annual Budget 2026/27 Actual to 15/05/26 £m £m Income Capital Funded from Current Revenue 33.851 0.014 Capital Receipts - 0.093 Prudential Borrowing 33.385 3.408 Scottish Government Specific Grant: - New Build 18.474 - - Open Market Purchase Scheme 8.910 - - Mortgage to Rent 0.120 0.081 Other Income - 0.021 94.740 3.617 54
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 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 (20 May 2026) [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the additional funding totalling £12.054 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 £7.023 million has been identified across 2026/2027. This is detailed in Appendix 1. 5.2. Additional Capital funding of £5.031 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. 7 55
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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. Risk and 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) 3 June 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 56
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Appendix 1 Additional Revenue Funding Resource Description 2026/2027 £m Total £m Method Community and Enterprise No One Left Behind (NOLB) – Employability Funding has been provided for 2026/2027, to support the vision for economic transformation through tackling child poverty, tailoring support for all ages using the following allocations: • All-age employability support (£2.076m) • Tackling Child Poverty (£2.311m) • Specialist Employability Support (£0.284m) 4.671 4.671 Scottish Government Community and Enterprise Free School Meals Funding Allocation – Pensions Credit and Uplift for the Administrative Earnings Threshold Funding has been provided in 2026/2027 to reflect the financial cost of new eligibility criteria, for families in receipt of free school meals through targeted provision from 1 April 2026. Funding is for the provision of free school meals during school term-time only. It does not support holiday payments for eligible children. 0.213 0.213 Scottish Government Finance and Corporate Child Poverty Action Plan – Additional Funding for Discretionary Housing Payments – Mitigation of the Local Housing Allowance rate freeze for families Funding of £0.945m has been provided for financial year 2026/2027, to help mitigate the impact of the ongoing freeze on Local Housing Allowance rates. 0.945 0.945 Scottish Government Housing and Technical Additional Asylum Dispersal Funding This funding is intended to support the integration and allow Local Authorities to facilitate and assist with costs of supporting Asylum Seekers. The payment is to provide a contribution to eligible expenditure incurred during 2026/2027 in relation to pressure on local services associated with supporting Asylum Seekers. 0.270 0.270 UK Government Social Work Scottish Recommended Allowance (SRA) for kinship and foster carers Funding The funding is to support the SRA that all local authorities must pay as a minimum. Local authorities that already pay above these rates should continue to do so, ensuring that no existing kinship or foster carers will be financially disadvantaged as a result of this change. 0.255 0.255 Scottish Government Social Work Delivery of Care Leaver Payment Funding received to deliver the Care Leaver Payment £2,000 per eligible young person) in 0.197 0.197 Scottish Government 57
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Resource Description 2026/2027 £m Total £m Method accordance with the Care Leaver Payment (Scotland) Regulations 2026. Funding will also cover implementation and delivery costs. Social Work Section 27 Grant Funding – Justice Social Work This funding is for the purposes of delivering and commissioning Justice Social Work services. 0.472 0.472 Scottish Government TOTAL REVENUE FUNDING 7.023 7.023 58
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Appendix 2 Additional Capital Funding Resource Description 2026/2027 £m Total £m Method Community and Enterprise Climate Emergency The purpose of this funding is to scale up existing projects. This will be used to fund a number of projects including roof replacements, PV installations and LED replacements, upgrades to Building Energy Management Systems and installation of EV charging points. 1.100 1.100 Scottish Government Community and Enterprise Active Travel The purpose of this funding is to scale up existing projects on the active travel networks. This will be used to fund a number of projects including Strathaven Road East Kilbride Phase 2, upgrade of East Kilbride underpasses, National Cycle Network 75 Phase 3, Cambuslang connection to Clyde Cycle Park and Bothwell to Uddingston. 2.451 2.451 Scottish Government Community and Enterprise Nature Restoration Fund This funding is to support new and to enhance existing approaches to restoring biodiversity. This will be used to fund Urban Woodland Management plans, Local Nature Reserve plans and Peatland surveys. 0.285 0.285 Scottish Government Community and Enterprise Flooding This funding provides an increase in the flexible funding available to deliver services in line with the Local Authorities Flood Risk Management Plans and the National Flood Resilience Strategy. This will be used for updating existing studies for Eastfield, Muirbank, Halfway Stormwater Management Plans, Hamilton Surface Water Management Plan and Rutherglen Road, Shawfield - Flood Risk Assessment. 1.195 1.195 Scottish Government TOTAL CAPITAL FUNDING 5.031 5.031 59
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Employee Workforce Monitoring Information - 1 April 2025 to 31 March 2026 Summary 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide employment information relating to the Council for the period 1 April 2025 – 31 March 2026 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the following employment information for 1 April 2025 – 31 March 2026 relating to the Council be noted: - attendance statistics occupational health accidents/incidents discipline, grievance and Dignity at Work employee development labour turnover/analysis of leavers and exit interviews recruitment monitoring Staffing Watch as of 14 March 2026 [1recs] 3. Background 3.1. As part of the Council’s performance management arrangements, the following monitoring information is submitted to the Executive Committee. This report provides information on the position for the period 1 April 2025 – 31 March 2026. 4. Attendance Statistics 4.1. Information on absence statistics for 1 April 2025 – 31 March 2026, for the Council and each Resource is provided in Appendices 1 – 8. The main points to note are:- the Council’s annual average absence rate for 1 April 2025 – 31 March 2026 is 6.0%, which represents an increase of 0.1% when compared with the previous year the APT&C annual average absence rate for 1 April 2025 – 31 March 2026 is 6.0%, which remains unchanged when compared with the previous year the teaching staff average absence rate for 1 April 2025 – 31 March 2026 is 4.0%, which represents an increase of 0.4% when compared with the previous year 8 61
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the manual workers’ average absence rate for 1 April 2025 – 31 March 2026 is 8.1%, which represents an increase of 0.3% when compared to the previous year When compared with 1 April 2024 to 31 March 2025 (Appendix 8):- psychological and musculoskeletal conditions remain the main reasons for absence the total days lost due to musculoskeletal conditions increased by 937 days the total days lost due to psychological conditions increased by 2,511 days the total days lost due to stomach, bowel, blood and metabolic disorders decreased by 1,465 days the total days lost due to respiratory conditions have decreased by 4,580 days 4.2. Managers follow the procedures outlined in the Maximising Attendance Policy to support employees to remain at work, or to return to work after a sickness absence. Comprehensive employee supports are in place and Personnel Services work in close partnership with managers and Resource Management Teams on a case management basis, to ensure that appropriate actions are being taken, at the correct time during the course of an absence. 5. Occupational Health 5.1. Information on occupational health for the period 1 April 2025 – 31 March 2026 is provided in Appendix 9. When compared with 1 April 2024 to 31 March 2025:- psychological and musculoskeletal conditions remain the main reasons for medical referrals a total of 1,894 employees were referred for a medical examination which represents an increase of 157 a total of 1,955 employees attended physiotherapy treatment, which is a decrease of 3. Of these referrals, 68% remained at work whilst undertaking treatment a total of 2,100 employees were referred to the Employee Support Officer; this represents an increase of 181. 79% of these referrals related to personal issues a total of 668 referrals were made for counselling, representing a decrease of 65 a total of 185 employees were referred for Cognitive Behavioural Therapy, representing an increase of 97 6. Accidents/Incidents 6.1. The accident/incident report for the period 1 April 2025 – 31 March 2026 is contained in Appendix 10. When compared with 1 April 2024 to 31 March 2025:- the number of accidents/incidents recorded during the period was 2,280, which represents an increase of 474 the number of specified injuries/incidents decreased by 4 the number of minor accidents/incidents increased of 542 62
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the number of accidents resulting in an absence lasting over 3 days decreased by 11 the number of accidents resulting in an absence lasting over 7 days decreased by 39 7. Discipline, Grievance, Dignity at Work 7.1. Information on Disciplinary, Grievance Hearings and Dignity at Work for the period 1 April 2024 – 31 March 2025 is detailed in Appendices 11, 12a and 12b:- a total of 225 disciplinary hearings were held across Resources, which represents an increase of 42 when compared to the previous year. Action was taken in 214 of these cases and 2 Resource appeals were submitted, which were not upheld the target is to convene disciplinary hearings within 6 weeks. During the period 54% of hearings met this target which represents a decrease of 12% when compared with the previous year. The main reason(s) for not meeting this target relate to the availability of all the relevant parties including requests to reschedule dates due to annual leave and/or absences. Personnel Services works with employees and the relevant trades unions, to ensure hearings are convened as timeously as possible and there is an action plan in place to monitor timescales and to take steps to address areas of concern 10 appeals were submitted to the Appeals Panel, of which 4 were not upheld, 4 were withdrawn and 2 were pending as at 31 March 2026 33 grievances were raised during the period; an increase of 17 when compared with the previous year 34 dignity at work complaints were raised during the period; an increase of 6 when compared with the previous year 7 referrals for mediation were submitted; this figure remains unchanged when compared with the previous year 8. Employee Development 8.1. Information on Employee Development for the period April 2025 – March 2026 is detailed in Appendix 13:- the Council is committed to ensuring that every employee has the opportunity to undertake learning and development which relates to their job during this period there were 8,393 attendances at classroom learning and development events. There were also 972 attendances at virtual classroom learning and development events as our suite of eLearning courses continues to develop, employees have successfully completed 82,242 e-learning packages covering a wide variety of subjects 9. Labour Turnover/Analysis of Leavers and Exit Questionnaires 9.1. Labour Turnover Information on the number of leavers and exit questionnaires for the period 1 April 2025 – 31 March 2026 is detailed in Appendix 14. Exit questionnaires are completed by employees who leave voluntarily. This does not include planned retirements. The Council’s annual labour turnover figure is 3.3%. This figure has decreased by 0.6% when compared to the previous year. 63
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9.2. Analysis of Leavers and Exit Questionnaires When compared with 1 April 2024 to 31 March 2025:- there were 507 leavers eligible to complete an exit questionnaire, representing a decrease of 121 130 exit questionnaires were completed, which represents an increase of 14. The percentage of exit questionnaires completed was 26%, this figure has increased by 8% 10. Recruitment Monitoring 10.1. Information on Recruitment Monitoring for the period 1 April 2025 – 31 March 2026 is detailed within Appendix 15. From an analysis of the Equal Opportunities Monitoring Forms, the main points to note are:- 99% of applicants completed an Equal Opportunities Monitoring Form, which is an increase of 3% when compared to 1 April 2024 – 31 March 2025 of the applicants who declared themselves as disabled (1,609), 889 were shortlisted for interview and 73 were appointed. This compares to 955 applicants last year; of which, 393 applicants were shortlisted and 61 were appointed of those applicants who declared themselves as being from a black, Asian or ethnic minority background (4,246), 1,501 were shortlisted for interview and 131 were appointed. This compares to 1,755 applicants last year; of which 410 were shortlisted and 37 were appointed focus continues to be given to increasing ethnic minority representation within the Council. This work is aligned to the Employee, Equalities, Inclusion and Diversity (EEDI) Forum and the most recent progress update was made to the Forum at its meeting on 17 June 2026. Progress to date includes: a recruitment improvement plan has been established to enhance the candidate experience of the application process recruitment Key Performance Indicators (KPIs) have been introduced for candidates, hiring managers and Personnel Services the role of Resource Diversity Liaison Officer (DLO) has been reviewed and will be relaunched in September 2026 as a result of the ongoing improvement work, the Council has seen an increased % of people interviewed that declare BME from 5.9% in 24/25 to 9.1% in 25/26 with an increased % of appointments that declare BME from 2.4% in 24/25 to 4.5% in 25/26 of those applicants who declared themselves as being from an ex-armed forces background (247), 98 were shortlisted for interview and 18 were appointed. This compares to 98 applicants last year; of which 43 were shortlisted and 6 were appointed 11. Staffing Watch 11.1. Details of the number of employees in post on 14 March 2026 are contained in Appendix 16. There were 15,688 employees in post on 14 March 2026 compared to 15,619 on 8 March 2025, representing an increase of 69 employees. 12. Employee Implications 12.1. There are no implications for employees arising from the information presented in this report. 64
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13. Financial Implications 13.1. All financial implications are accommodated within existing budgets. 14. Climate Change, Sustainability and Environmental Implications 14.1. There are no Climate Change, Sustainability and Environmental Implications arising from the information presented in this report. 15. Risk and Other Implications 15.1. There are no implications for sustainability or risk in terms of the information contained within this report. 16. Integrated Impact Assessment and Consultation Requirements 16.1. 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 16.2. There was no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 19 May 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Fair, open and sustainable Ambitious, self-aware and improving Excellent employer Focused on people and their needs Working with and respecting others Previous References Executive Committee of 3 December 2025 List of Background Papers Monitoring information provided by Resources Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Elaine Maxwell, HR Business Manager Ext: 4647 (Tel: 01698 454647) E-mail: Elaine.Maxwell@southlanarkshire.gov.uk 65
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.2 5.2 6.0 April 2.8 2.9 3.5 April 7.0 7.3 7.3 April 5.1 5.2 5.7 May 5.1 5.4 5.6 May 3.2 3.0 3.8 May 6.2 7.1 7.4 May 5.1 5.3 5.6 June 4.9 5.3 5.6 June 2.2 2.8 2.9 June 6.5 7.2 7.5 June 4.7 5.2 5.4 July 4.0 4.3 4.6 July 1.1 1.0 1.4 July 5.8 6.3 6.5 July 3.8 4.1 4.3 August 4.2 4.6 5.0 August 1.3 1.9 1.7 August 6.2 7.5 7.0 August 4.1 4.7 4.7 September 5.2 6.2 5.9 September 2.9 3.5 4.1 September 7.6 8.3 8.3 September 5.3 6.1 6.1 October 5.2 6.3 6.0 October 2.7 3.8 4.2 October 7.1 7.7 8.4 October 5.1 6.0 6.2 November 6.1 7.0 6.8 November 4.3 5.0 5.3 November 8.1 8.4 8.8 November 6.2 6.9 7.0 December 6.7 7.1 7.3 December 4.8 5.4 5.6 December 7.8 8.5 9.5 December 6.6 7.0 7.5 January 5.8 6.8 6.2 January 4.8 4.9 5.0 January 7.8 8.3 8.4 January 6.1 6.7 6.5 February 6.3 7.0 6.4 February 4.9 4.9 5.1 February 8.0 9.0 9.1 February 6.4 7.0 6.8 March 6.3 7.0 6.6 March 4.1 4.5 4.8 March 8.1 8.4 8.7 March 6.3 6.8 6.7 Annual Average 5.4 6.0 6.0 Annual Average 3.3 3.6 4.0 Annual Average 7.2 7.8 8.1 Annual Average 5.4 5.9 6.0 7328 4003 4438 15769 Appendix 1 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Council Wide APT&C Teachers No of Employees at 31 March 2026 No of Employees at 31 March 2026 Manual Workers Council Wide No of Employees at 31 March 2026 No of Employees at 31 March 2026 66
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 3.2 3.5 April 6.3 6.8 7.2 April 6.0 6.3 6.6 April 5.1 5.2 5.7 May 3.7 3.1 2.6 May 6.3 6.3 7.4 May 5.9 5.9 6.6 May 5.1 5.3 5.6 June 4.3 4.1 3.6 June 5.9 6.4 7.4 June 5.7 6.0 6.8 June 4.7 5.2 5.4 July 2.3 3.8 3.6 July 4.6 4.5 5.9 July 4.3 4.4 5.5 July 3.8 4.1 4.3 August 3.0 3.4 2.5 August 5.2 6.2 6.7 August 4.9 5.7 6.1 August 4.1 4.7 4.7 September 2.5 3.8 3.5 September 7.1 7.5 8.2 September 6.4 6.9 7.4 September 5.3 6.1 6.1 October 2.0 4.2 3.3 October 7.0 7.2 8.2 October 6.3 6.7 7.4 October 5.1 6.0 6.2 November 2.6 3.6 3.3 November 8.1 8.3 8.6 November 7.3 7.6 7.7 November 6.2 6.9 7.0 December 3.0 3.8 4.6 December 7.5 8.1 9.1 December 6.8 7.4 8.4 December 6.6 7.0 7.5 January 3.6 3.9 4.1 January 7.4 7.8 8.0 January 6.9 7.2 7.4 January 6.1 6.7 6.5 February 4.0 4.0 3.6 February 7.8 8.7 9.0 February 7.2 7.9 8.1 February 6.4 7.0 6.8 March 3.2 3.5 4.8 March 7.9 8.2 8.6 March 7.2 7.4 8.0 March 6.3 6.8 6.7 Annual Average 3.2 3.7 3.6 Annual Average 6.8 7.2 7.9 Annual Average 6.2 6.6 7.2 Annual Average 5.4 5.9 6.0 590 2862 3452 15769 Resource Total No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 2 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Community and Enterprise Resources APT&C Council WideManual Workers 67
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.0 5.4 6.8 April 2.8 2.9 3.5 April 3.8 4.0 4.9 April 5.1 5.2 5.7 May 5.4 6.0 6.6 May 3.2 3.0 3.8 May 4.2 4.4 5.0 May 5.1 5.3 5.6 June 4.8 5.5 6.3 June 2.2 2.8 2.9 June 3.4 4.1 4.4 June 4.7 5.2 5.4 July 3.4 3.2 3.8 July 1.1 1.0 1.4 July 2.2 2.0 2.4 July 3.8 4.1 4.3 August 4.0 3.9 4.4 August 1.3 1.9 1.7 August 2.5 2.8 2.8 August 4.1 4.7 4.7 September 5.9 6.6 5.8 September 2.9 3.5 4.1 September 4.3 4.9 4.8 September 5.3 6.1 6.1 October 5.5 6.5 6.6 October 2.7 3.8 4.2 October 4.0 5.0 5.2 October 5.1 6.0 6.2 November 7.1 7.8 8.2 November 4.3 5.0 5.3 November 5.6 6.2 6.6 November 6.2 6.9 7.0 December 8.1 8.6 8.5 December 4.8 5.4 5.6 December 6.3 6.8 6.9 December 6.6 7.0 7.5 January 6.6 8.0 7.2 January 4.8 4.9 5.0 January 5.6 6.3 5.9 January 6.1 6.7 6.5 February 7.2 8.4 7.5 February 4.9 4.9 5.1 February 6.0 6.5 6.1 February 6.4 7.0 6.8 March 7.5 8.3 7.8 March 4.1 4.5 4.8 March 5.7 6.2 6.1 March 6.3 6.8 6.7 Annual Average 5.9 6.5 6.6 Annual Average 3.3 3.6 4.0 Annual Average 4.5 4.9 5.1 Annual Average 5.4 5.9 6.0 3246 4003 7249 15769 Teachers Resource Total No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 3 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Education Resources Council WideAPT&C 68
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 3.6 2.8 3.0 April 0.0 0.0 0.0 April 3.6 2.8 3.0 April 5.1 5.2 5.7 May 3.9 3.2 2.7 May 0.0 0.0 0.0 May 3.9 3.2 2.7 May 5.1 5.3 5.6 June 4.2 3.2 2.9 June 0.0 0.0 0.0 June 4.2 3.2 2.9 June 4.7 5.2 5.4 July 3.5 3.5 3.0 July 0.0 0.0 0.0 July 3.5 3.5 3.0 July 3.8 4.1 4.3 August 3.8 2.6 4.0 August 0.0 0.0 0.0 August 3.8 2.6 4.0 August 4.1 4.7 4.7 September 3.9 3.2 4.0 September 0.0 0.0 0.0 September 3.9 3.2 4.0 September 5.3 6.1 6.1 October 3.2 3.2 3.9 October 0.0 0.0 0.0 October 3.2 3.2 3.9 October 5.1 6.0 6.2 November 3.5 4.6 4.5 November 0.0 0.0 0.0 November 3.5 4.6 4.5 November 6.2 6.9 7.0 December 3.3 4.4 4.7 December 0.0 0.0 0.0 December 3.3 4.4 4.7 December 6.6 7.0 7.5 January 2.8 3.7 3.5 January 0.0 0.0 0.0 January 2.8 3.7 3.5 January 6.1 6.7 6.5 February 3.5 3.5 4.1 February 0.0 0.0 0.0 February 3.5 3.5 4.1 February 6.4 7.0 6.8 March 2.6 3.7 3.9 March 0.0 0.0 0.0 March 2.6 3.7 3.9 March 6.3 6.8 6.7 Annual Average 3.5 3.5 3.7 Annual Average 0.0 0.0 0.0 Annual Average 3.5 3.5 3.7 Annual Average 5.4 5.9 6.0 822 0 822 15769No of Employees at 31 March 2026 Appendix 4 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Finance and Corporate Resources No of Employees at 31 March 2026 No of Employees at 31 March 2026 APT&C Council WideManual Workers No of Employees at 31 March 2026 Resource Total 69
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 5.7 5.3 5.6 April 6.9 7.2 4.8 April 6.2 6.1 5.3 April 5.1 5.2 5.7 May 4.9 5.2 4.5 May 6.1 8.1 5.7 May 5.4 6.4 5.0 May 5.1 5.3 5.6 June 5.4 5.7 5.1 June 6.8 8.4 6.0 June 6.0 6.8 5.5 June 4.7 5.2 5.4 July 5.0 5.3 5.2 July 8.1 8.6 6.4 July 6.2 6.7 5.7 July 3.8 4.1 4.3 August 5.1 5.5 5.4 August 8.5 8.8 6.0 August 6.4 6.9 5.7 August 4.1 4.7 4.7 September 4.7 7.5 5.9 September 7.8 7.4 6.7 September 6.0 7.5 6.2 September 5.3 6.1 6.1 October 4.9 7.3 5.7 October 5.2 6.0 7.1 October 5.0 6.8 6.3 October 5.1 6.0 6.2 November 4.8 6.8 6.9 November 6.7 6.2 7.8 November 5.6 6.5 7.2 November 6.2 6.9 7.0 December 5.1 6.4 6.6 December 7.4 5.8 8.9 December 6.0 6.2 7.5 December 6.6 7.0 7.5 January 4.4 7.0 5.2 January 6.0 6.2 5.9 January 5.0 6.7 5.5 January 6.1 6.7 6.5 February 5.2 7.0 6.1 February 6.3 7.1 5.8 February 5.6 7.0 6.0 February 6.4 7.0 6.8 March 5.3 6.8 5.6 March 7.2 5.9 5.5 March 6.1 6.4 5.6 March 6.3 6.8 6.7 Annual Average 5.0 6.3 5.7 Annual Average 6.9 7.1 6.4 Annual Average 5.8 6.7 6.0 Annual Average 5.4 5.9 6.0 881 564 1445 15769 Manual Workers Council Wide No of Employees at 31 March 2026No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 5 Housing & Technical Resources Resource Total Absence Trends - 2023/2024, 2024/2025 & 2025/2026 APT&C 70
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2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 2023 / 2024 2024 / 2025 2025 / 2026 % % % % % % % % % % % % April 6.5 6.5 7.0 April 9.4 8.8 9.4 April 7.4 7.3 7.8 April 5.1 5.2 5.7 May 5.8 5.8 6.6 May 8.4 9.5 8.6 May 6.6 7.0 7.2 May 5.1 5.3 5.6 June 5.5 6.0 6.6 June 8.6 9.2 8.7 June 6.5 7.0 7.3 June 4.7 5.2 5.4 July 5.4 6.5 6.8 July 8.8 11.2 9.0 July 6.5 8.0 7.5 July 3.8 4.1 4.3 August 4.8 6.9 7.1 August 8.6 11.4 8.7 August 6.0 8.4 7.7 August 4.1 4.7 4.7 September 5.6 7.2 7.7 September 9.3 12.0 10.0 September 6.8 8.8 8.5 September 5.3 6.1 6.1 October 6.5 7.5 7.0 October 8.5 11.0 10.1 October 7.1 8.6 8.0 October 5.1 6.0 6.2 November 7.3 8.1 6.6 November 9.0 10.0 10.1 November 7.8 8.7 7.8 November 6.2 6.9 7.0 December 7.4 7.0 7.6 December 9.5 11.6 11.2 December 8.1 8.5 8.8 December 6.6 7.0 7.5 January 7.0 6.7 7.0 January 10.3 11.3 11.4 January 8.1 8.2 8.4 January 6.1 6.7 6.5 February 7.0 7.0 6.6 February 9.9 11.6 11.9 February 7.9 8.5 8.3 February 6.4 7.0 6.8 March 7.1 7.5 6.9 March 9.4 10.7 11.1 March 7.9 8.6 8.3 March 6.3 6.8 6.7 Annual Average 6.3 6.9 7.0 Annual Average 9.1 10.7 10.0 Annual Average 7.2 8.1 8.0 Annual Average 5.4 5.9 6.0 1789 1012 2801 15769 Resource TotalManual Workers No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 No of Employees at 31 March 2026 Appendix 6 Absence Trends - 2023/2024, 2024/2025 & 2025/2026 Social Work Resources APT&C Council Wide 71
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Appendix 7 Community and Enterprise 2.3 4.9 7.2 Education 1.7 3.4 5.1 Finance and Corporate 1.3 2.4 3.7 Housing & Technical 2.1 3.8 6.0 Social Work 2.5 5.5 8.0 Council Overall for April 2025 - March 2026 2.0 4.1 6.0 Absence by Long and Short Term From: 1 April 2025 - 31 March 2026 Resource Total Long Term % April 2025 - March 2026 Total Short Term % Resource Total Absence % 72
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Appendix 8 Reason Total Work Days Lost % of Work Days Lost Psychological 76691 36 Musculoskeletal 46664 22 Respiratory 24162 11 Stomach 22559 10 Others 45293 21 Total Days Lost 215369 100 Reason Total Work Days Lost % of Work Days Lost Psychological 74180 34 Musculoskeletal 45727 21 Respiratory 28742 13 Stomach 24024 11 Others 45707 21 Total Days Lost 218380 100 Absence Monitoring Absence Classifications From 1 April 2025 to 31 March 2026 From 1 April 2024 to 31 March 2025 73
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FROM: 1 April 2025 - 31 March 2026 comparison with 1 April 2024 - 31 March 2025 Teachers Others 488 154 263 95 299 595 395 199 343 46 269 485 RESOURCE Apr-Mar 2024/25 Apr-Mar 2025/26 RESOURCE Apr-Mar 2024/25 Apr-Mar 2025/26 RESOURCE Apr-Mar 2024/25 Apr-Mar 2025/26 Community and Enterprise 471 525 Community and Enterprise 371 455 Community and Enterprise 2 7 Education (Teachers) 298 238 Education 828 855 Education 22 33 Education (Others) 403 371 Finance and Corporate 95 93 Finance and Corporate 0 1 Finance and Corporate 75 85 Housing and Technical 140 184 Housing and Technical 0 4 Housing and Technical 228 218 Social Work 485 503 Social Work 8 18 Social Work 483 518 Total 1919 2100 56 122 Total 1958 1955 Total 88 185 Reason Apr-Mar 2024/25 Apr-Mar 2025/26 Work Stress 186 107 Addicition 5 3 Personal 243 119 Anxiety/Depression 229 407 Bereavement 70 32 Total 733 668 Appendix 9 Analysis of Counselling Referrals by Cause Total (Apr-Mar 2025/26) 1894 Total (Apr-Mar 2024/25) 1737 No of Employees Referred For Physiotherapy No of Employees Referred To Employee Support Officer No of Employees Referred For Cognitive Behavioural Therapy Not Disclose Occupational Health Reports Medical Referrals Community and Enterprise Education Finance and Corporate Housing and Technical Social Work Totals 74
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Apr 24 - Mar 25 Apr 25 - Mar 26 Apr 24 - Mar 25 Apr 25 - Mar 26 Apr 24 - Mar 25 Apr 25 - Mar 26 Apr 24 - Mar 25 Apr 25 - Mar 26 Apr 24 - Mar 25 Apr 25 - Mar 26 Apr 24 - Mar 25 Apr 25 - Mar 26 Specified Injury 3 0 0 1 1 0 0 0 0 1 4 2 Specified Injury (Violence) 0 0 1 0 0 0 1 0 0 0 2 0 Total Specified Injury* 3 0 1 1 1 0 1 0 0 1 6 2 Over 7 Day 19 4 6 0 0 0 7 2 10 0 42 6 Over 7 Day (Violence) 0 0 3 1 0 0 0 0 1 0 4 1 Total Over 7 Day** 19 4 9 1 0 0 7 2 11 0 46 7 Over 3 Day 2 0 6 0 0 0 0 0 3 0 11 0 Over 3 Day (Violence) 0 0 0 0 0 0 0 0 0 0 0 0 Total Over 3 Day** 2 0 6 0 0 0 0 0 3 0 11 0 Minor Injury 93 80 156 191 3 3 24 24 67 90 343 388 Near Miss 5 26 22 65 0 0 6 6 13 23 46 120 Violence (Physical) 28 44 1037 1437 0 0 1 1 50 53 1116 1535 Violence (Verbal) 14 11 123 140 0 1 15 15 50 39 202 206 Total Minor*** 140 161 1338 1833 3 4 46 46 180 205 1707 2249 Total Finalised 164 165 1354 1835 4 4 48 48 194 206 1770 2258 Accident 1 3 9 4 0 0 0 0 0 0 10 7 Incident 0 0 5 3 0 0 0 0 1 0 6 3 Violence (Physical) 0 0 12 9 0 0 0 0 1 0 13 9 Violence (Verbal) 0 0 4 0 0 0 3 3 0 0 7 3 Near Miss 0 0 0 0 0 0 0 0 0 0 0 0 Total to be investigated**** 1 3 30 16 0 0 3 3 2 0 36 22 Total Events/Month 165 168 1384 1851 4 4 51 51 196 206 1806 2280 *Specified Injury is any fracture (other than fingers/toes), amputation, loss or sight, serious burns, crushing injury, scalping, loss of consciousness caused by asphyxiation/head injury, a chemical or hot metal burn to the eye or **Over 3 Day /Over 7 Day absence relates to events outwith the specified injury category that resulted in an absence or inability to do normal work for more than 3/7 days (not including day of injury) Finance and Corporate Housing & Tech Social Work TOTAL Appendix 10 Analysis of Accidents / Incidents From 1 April 2025 - March 2026 comparison with 1 April 2024 - 31 March 2025 Accidents by Month of Occurrence Community and Enterprise Education 75
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APT&C Manual / Craft Teachers Total APT&C Manual / Craft Teachers Total Community and Enterprise 2 96 N/A 98 0 1 N/A 1 2 95 N/A 97 29 27 35 57% Education 12 N/A 10 22 0 0 0 0 12 0 10 22 2 4 16 27% Finance and Corporate 3 0 N/A 3 1 0 N/A 1 2 0 N/A 2 1 1 1 67% Housing and Technical 9 17 N/A 26 0 2 N/A 2 9 15 N/A 24 10 9 7 73% Social Work 10 66 N/A 76 3 4 N/A 7 7 62 N/A 69 19 20 35 51% Total (Apr-Mar 2025/26) 36 179 10 225 4 7 0 11 32 172 10 214 61 61 94 54% Total (Apr-Mar 2024/25) 50 120 13 183 7 12 1 20 44 107 12 163 48 73 62 66% APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total APT&C Manual/ Craft Teachers Total Total (Apr-Mar 2025/26) 2 0 0 2 0 0 0 0 0 0 0 0 2 0 0 2 0 Total (Apr-Mar 2024/25) 0 2 0 2 0 0 0 0 0 0 0 0 0 2 0 2 0 *Resources nil responses are not included in figures Appeal's Panel FROM: 1 April 2025 - 31 March 2026 Appeal's Panel Total 4-6 Upheld in Part Not Upheld Total Appendix 11 Withdrawn 6+ % Held within 6 Weeks Upheld in Part Record of Disciplinary Hearings No of weeks to convene Disciplinary Hearing Total Manual/ Craft Upheld N.B. Non-White employees refers to those employees who have indicated that they are:- Any other mixed background, Indian, Pakistani, Bangladeshi, Chinese, Any other Asian background, Caribbean, African and any other black background. No Action Outcome of Disciplinary Hearings Teachers 3 RESOURCE APT&C Action Taken 0 0 4 4 Upheld Outcome of Appeals RESOURCE Total No of Appeals APT&C Not Upheld 24 Appeals Pending FROM: 1 April 2025 - 31 March 2026 comparison with 1 April 2024 - 31 March 2025 Appeals pending to date No of Disciplinary Hearings Manual/ Craft Teachers 76
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Record of Grievances Grievances No of Grievances No Resolved at Stage 1 No Resolved at Stage 2 No Resolved at Stage 3 Still in Process Total (Apr-Mar 2025/26) 33 0 21 2 10 Total (Apr-Mar 2024/25) 16 2 14 0 0 Dignity at Work Dignity at Work No of Incidents No Resolved at Informal Stage No Resolved at Formal Stage No of Appeals Appeals in Process Still in Process Community and Enterprise 12 5 1 1 6 Education 6 5 1 Finance and Corporate 1 1 Housing and Technical 3 3 Social Work 12 9 3 Total (Apr-Mar 2025/26) 34 19 1 1 14 Total (Apr-Mar 2024/25) 28 1 27 FROM: 1 April 2025 - 31 March 2026 comparison with 1 April 2024 - 31 March 2025 FROM: 1 April 2025 - 31 March 2026 comparison with 1 April 2024 - 31 March 2025 Appendix 12a 77
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Appendix 12b Referrals for Workplace Mediation Workplace Mediation Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 Jan-26 Feb-26 Mar-26 No of Referrals 0 1 1 2 0 0 0 0 1 0 2 0 *No of Successful Cases 0 0 0 0 1 1 0 0 0 0 0 0 *No of Unsuccessful Cases 0 0 0 0 0 0 0 0 0 0 0 0 No of cases unsuitable for mediation 0 0 0 1 2 0 0 0 0 1 0 2 Workplace Mediation Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 No of Referrals 1 1 1 0 1 0 1 0 0 1 1 0 *No of Successful Cases 0 0 0 0 0 0 0 0 0 0 0 0 *No of Unsuccessful Cases 0 0 0 0 0 0 0 0 0 0 0 0 No of cases unsuitable for mediation 1 0 0 0 0 1 0 1 0 0 1 0 As at March 2026 78
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Attended classroom based training Community and Enterprise 1750 Education 2842 Finance and Corporate 133 Housing and Technical 981 Social Work 2687 Total 8,393 Attended training delivered virtually Community and Enterprise 39 Education 89 Finance and Corporate 29 Housing and Technical 74 Social Work 741 Total 972 Courses Completed / Passed Community and Enterprise 13998 Education 23016 Finance and Corporate 6182 Housing and Technical 10698 Social Work 28348 Total 82,242 Employee Development 1 April 2025 - 31 March 2026 Appendix 13 79
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Appendix 14 From: 1 April 2025 - 31 March 2026 Reason for leaving Community and Enterprise Education Finance and Corporate Housing & Technical Social Work Total % Career Advancement 26 79 8 14 28 155 31% Child Caring / Caring Responsibilities 15 9 1 0 3 28 5% Disatisfaction with terms and conditions 2 4 0 4 0 10 2% Further Education 3 7 0 3 2 15 3% Moving outwith area 6 4 2 2 13 27 5% Personal Reasons 34 50 5 9 25 123 24% Poor relationship with managers / colleagues 4 3 1 0 2 10 2% Travelling difficulties 0 0 0 2 1 3 1% Other 42 52 8 9 25 136 27% Total no. of leavers per Resource eligible for an exit questionnaire 132 208 25 43 99 507 Number of exit questionnaires completed 27 63 8 8 24 130 % of leavers questionnaires completed 20% 30% 32% 19% 24% 26% From: 1 April 2024 - 31 March 2025 Number of exit interviews conducted 174 272 18 59 105 628 Total no. of leavers per Resource eligible for an exit interview 22 54 6 16 18 116 % of leavers interviewed 13% 20% 33% 27% 17% 18% * Note these totals include temporary employees Analysis of Leavers and Exit Questionnaires 80
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Appendix 15 Applied Interviewed Appointed % breakdown of applications received % breakdown of candidates interviewed % breakdown of applicants interviewed (based on total applications received) % breakdown of appointments (based on total appointments made) *Working age population in South Lanarkshire % **South Lanarkshire Council workforce % 24099 10993 1634 Male 48.3 25.74 8020 3239 450 33% 29% 13% 28% Female 51.7 74.26 16079 7754 1184 67% 71% 32% 72% Disabled 17 1.35 1609 889 73 7% 8% 4% 4% Not disabled 83 95.63 22490 10104 1561 93% 92% 42% 96% Disability not disclosed NA 3.02 0 0 0 0% 0% 0% 0% Under 50 57.1 57.12 19657 8724 1321 82% 79% 36% 81% Over 50 42.9 42.88 3367 1923 313 14% 17% 8% 19% Minority Ethnic 4 2.48 1075 346 0 4% 3% 1% 0% BME (subset of ME) 4 1.25 4246 1501 131 18% 14% 6% 8% White Scottish and White Other British 92 67.14 3140 1002 73 13% 9% 4% 4% ***Ethnicity not disclosed/provided NA 30.38 18945 8933 1363 79% 81% 37% 83% 908 559 140 4% 5% 2% 9% 247 98 18 1% 1% 0% 1% ***30% of employees did not disclose their ethnicity ** Includes Black, Asian, and Mixed ethnic backgrounds Applied Interviewed Appointed % breakdown of applications received % breakdown of candidates interviewed % breakdown of applicants interviewed (based on total applications received) % breakdown of appointments (based on total appointments made) *Working age population in South Lanarkshire % **South Lanarkshire Council workforce % 14066 6360 1447 Male 48.3 25.74 4139 1480 390 29% 23% 11% 27% Female 51.7 74.26 9804 3478 1057 70% 55% 25% 73% Disabled 17 1.35 955 393 61 7% 6% 3% 4% Not disabled 83 95.63 13111 5967 1386 93% 94% 42% 96% Disability not disclosed NA 3.02 11297 3991 987 80% 63% 28% 68% Under 50 57.1 57.12 2769 2369 460 20% 37% 17% 32% Over 50 42.9 42.88 1755 410 37 12% 6% 3% 3% Minority Ethnic 4 2.48 12089 4920 1227 86% 77% 35% 85% BME (subset of ME) 4 1.25 98 43 6 1% 1% 0.3% 0.4% White Scottish and White Other British 92 67.14 ***Ethnicity not disclosed/provided NA 30.38 * Includes Black, Asian, and Mixed ethnic backgrounds ***30% of employees did not disclose their ethnicity * source - 2022 census **source - Mainstreaming Equalities Report 2025 Total No of Male Applicants Recruitment Monitoring Analysis of Gender, Disability, Ethnicity and Age From: 1 April 2025 - 31 March 2026 Total Number of applications received: 24118 Total Number of Equal Opportunities Monitoring forms received: 24099 Total Number of posts advertised: Total No of applicants disability not disclosed Total EO Forms Received Total EO Forms Received 1017 Total Number of appointments: 1646 Total Number of posts filled: 1012 Total Number of applications received: Total No of applicants aged over 50 14615 Total No of applicants age not disclosed Total No of Minority Ethnic applicants* Total No of BAME applicants** Total No of White applicants*** *** Includes White Scottish and White Other British Total No of applicants aged under 50 Total No of applicants aged over 50 Comparison demographic information * source - 2022 census **source - Mainstreaming Equalities Report 2025 Gender / Disability / Ethnicity/ Age Total No of Male Applicants Total No of Female Applicants Total No of applicants aged under 50 Total No of Disabled Applicants Total No of applicants not disabled From: 1 April 2024 - 31 March 2025 Total Number of appointments: 1515 Gender / Disability / Ethnicity/ Age Total no of applicants ethnicity not disclosed Total No of Ex-armed forces applicants *Includes, Asian, Black, Mixed and White Irish, Polish, Gypsy/Traveller, Roma, Showman/Showwoman, other white and other ethnic backgrounds. Comparison demographic information Total No of BAME applicants** Total Number of Equal Opportunities Monitoring forms received: 14066 Total No of Ex-armed forces applicants Total No of White applicants Total No of Female Applicants Total No of Disabled Applicants Total No of applicants not disabled 81
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Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3376 1235 341 254 1546 2361.13 4.00 1601.75 416.42 268.73 51.63 16.60 0.00 2.00 0.00 Education - Others 3195 95 85 545 2470 2237.93 6.00 1054.83 990.77 127.95 47.80 10.00 0.00 0.58 0.00 Education - Teachers 4116 672 127 2110 1207 3519.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3519.30 Finance & Corporate Resources 815 187 19 370 239 730.93 8.00 79.92 341.57 222.38 56.06 23.00 0.00 0.00 0.00 Housing & Technical 1414 791 111 361 151 1311.88 3.00 204.17 698.81 363.72 30.49 10.00 0.00 1.69 0.00 Social Work Resources 2772 184 235 953 1400 2373.57 3.00 316.00 1447.12 477.52 96.33 32.60 0.00 1.00 0.00 9015.44 (excluding Teachers) Total All Staff 15688 3164 918 4593 7013 12534.74 24.00 3256.67 3894.69 1460.30 282.31 92.20 0.00 5.27 3519.30 Resource Total F/T P/T F/T P/T Total Chief Officer Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Grade 6 Fixed SCP Teacher Community & Enterprise Resources 3351 1198 365 239 1549 2404.42 5.00 1650.91 410.60 269.67 47.94 18.30 0.00 2.00 0.00 Education - Others 3169 97 94 551 2427 2438.90 5.00 1172.94 1063.60 136.40 48.00 11.00 0.00 1.96 0.00 Education - Teachers 4154 705 127 2140 1182 3544.20 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3544.20 Finance & Corporate Resources 813 184 22 360 247 721.38 8.00 89.59 338.44 207.13 56.22 22.00 0.00 0.00 0.00 Housing & Technical 1373 760 115 337 161 1266.27 3.00 188.00 676.43 354.95 32.89 9.00 0.00 2.00 0.00 Social Work Resources 2759 189 232 927 1411 2364.87 3.00 320.84 1449.61 472.02 84.80 33.60 0.00 1.00 0.00 9195.84 (excluding Teachers) Total All Staff 15619 3133 955 4554 6977 12740.04 24.00 3422.28 3938.68 1440.17 269.85 93.90 0.00 6.96 3544.20 Female Salary Band Total Number of Employees Full-Time Equivalent Male Female Salary Band Quarterly Joint Staffing Watch Return : Number Employed On 8 March 2025 Male Quarterly Joint Staffing Watch Return : Number Employed On 14 March 2026 Analysis by Resource Appendix 16 Analysis by Resource Total Number of Employees Full-Time Equivalent 82
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: 2027/2028 to 2028/2029 Revenue Budget Strategy 1. Purpose of Report 1.1. The purpose of the report is to:- advise the Committee on the Budget Strategy for 2027/2028 to 2028/2029 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the Revenue Budget position for 2027/2028 to 2028/2029 (detailed in section 4, Table 2), a Budget Gap of £26.500 million, be noted; (2) that the Programme of Transformational Reviews, detailed in Section 5, be noted; (3) to note that, in arriving at the Budget Gap, no account has been taken of any increase in Council Tax (section 6.1); (4) that the scenarios around the level of increase in Council Tax that could contribute to reducing the Budget Gap (section 6) be noted; (5) that the Summary and Next Steps at section 7, including the Timeline provided in Table 4, and the Net Zero Challenges in sections 7.8 and 7.9, be approved; (6) that the longer-term outlook (section 11) be noted; and (7) that the risks detailed in the Other Implications Section (section 15.3), be noted. 3. Background 3.1. Now that the Budget and Council Tax has been set for financial year 2026/2027, attention turns to the next Budget setting cycle. The Council has a Medium-Term Strategy in place covering the years 2027/2028 and 2028/2029, reported as part of 2026/2027 budget setting, and this is the subject of this report. 3.2. Section 4 will outline the Medium-Term Strategy. It will look at the current Budget Gap across the coming years from 2027/2028 to 2028/2029 and will explain how this has moved due to setting the Budget for 2026/2027, and also as a result of updating assumptions on a number of items within the Budget Strategy. 3.3. The paper will go on to provide an update on the ongoing Programme of Transformational Reviews (section 5) and will provide contextual information in relation to Council Tax levels (section 6). 3.4. A Summary, Next Steps and a Timeline for consideration will be provided in section 7. Section 8 will cover Reserves whilst section 9 will provide information in relation to Financial Resilience. 9 83
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3.5. Section 10 will note the consultation and communication process, section 11 will make reference to the refresh of the Council’s Long-Term Strategy and section 15 will note the implications of the report including reference to potential areas of risk in relation to the Budget. 4. Revenue Budget Gap and Strategy Items 4.1. The Council has an expected Budget Gap in future years. The Budget Gap is the excess that the Council is predicting it will have to spend, over the funding it has available. To balance our Budget, the Budget Gap has to be bridged through reducing our expenditure or increasing income. 4.2. The previously reported Budget Gap for 2027/2028 and 2028/2029 was £42.819 million (South Lanarkshire Council, February 2026). This is summarised in Table 1. This table reflects the starting position in the development of the 2026/2027 Budget, where rates of Council Tax increases were considered. At that point in the 2026/2027 Budget process, modelling involving a 6% increase in Council Tax assumed across the years from 2027/2028 to 2028/2029 meant that the Budget Gap would be around £6 million over these years. Table 1 – Original Budget Gap 2027/2028 £m 2028/2029 £m Total £m Original Budget Gap (Council, 25 Feb 2026) 23.319 19.500 42.819 4.3. This section takes the original Budget Gap in Table 1 as a starting point, and updates it to reflect the impact of Budget Decisions taken during the 2026/2027 Budget Setting process, as well as changes to the Budget Strategy in relation to assumptions on grant movement, pay award and pension, contract impacts and other inflation and Council Tax property numbers. These are detailed in Appendix 1 and summarised in sections 4.4 to 4.17. 4.4. 2026/2027 Budget Decisions: As part of the 2026/2027 Budget Setting process (February 2026), the agreed savings (£4.503 million), Council Tax increase (£11.168 million) and recurring investments (£3.534 million) left a recurring budget surplus of (£13.655 million) before one-off investments. This recurring budget surplus of £13.655 million can be used to reduce the Budget Gap into 2027/2028. Reduction to Budget Gap (£13.655 million) 4.5. The report to Council in February 2026 also outlined the impact of 2026/2027 approved savings beyond that year. M&O03 Organisational and Management Structures Review (£0.124 million) and M&O08 Customer Engagement Review (£0.038 million) were both approved for 2026/2027 (Council, 25 February 2026) and will realise further savings into 2027/2028. This reduces the Budget Gap by £0.162 million into 2027/2028. Reduction to Budget Gap (£0.162 million) 4.6. Grant Movement (Appendix 1, Section 2): The grant assumption into 2027/2028 and 2028/2029 is Flat Cash. This is based on the Scottish Government’s Medium- Term Financial Strategy (MTFS) published last year which provided for no change to the Local Government Settlement across the medium term. At this point, there is no information regarding any impact of the Scottish Government’s Reform Agenda on future Local Government Settlements. 84
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4.7. Information on the level of Government Grant for 2027/2028 is not anticipated until later in the financial year. Any changes in the level of grant received against the level assumed in the Budget Strategy could significantly impact on the Budget Gap and this is, therefore, an area of risk. 4.8. While the general grant assumption is Flat Cash, further information has been provided from the Scottish Government on specific elements of the grant: the consequence of Council Tax Increases and the level of Loan Charges Support. 4.9. Council Tax Properties: As noted in previous Budget Strategies, increases in Council Tax due to increased property numbers, does not give a permanent benefit to the Council as there will be a reduction in Government Grant. The impact had previously been calculated as a reduction of £2.200 million in the Budget Gap, however, the Scottish Government have clarified the assumed income generated for a Band D property and how any total increase in assumed income across Scotland is then reallocated across councils. As a result, there is a net estimated reduction in the Budget Gap of £0.700 million 2027/2028 and £0.500 million in 2028/2029, reflecting the impact of assumed increases in Council Tax receivable for new properties. This is a benefit to the Budget Gap. Reduction to Budget Gap (£1.200 million) 4.10. Loan Charges Support: Councils were previously given permissions to borrow to fund their capital expenditure, and the Scottish Government funded the resulting loan charges. While the level of support for Loan Charges is reducing as old borrowing ends, the Scottish Government have ringfenced the total funding for loan charges across Scotland, and any amount not required to pay off old debt is reallocated across councils. It is estimated that the Council’s Government Grant will increase by £1.800 million in 2027/2028, and £1.400 million in 2028/2029 to reflect national changes in loan charges support. This is a benefit to the Budget Gap. Reduction to Budget Gap (£3.200 million) 4.11. Pay Award and Pension (Appendix 1, Section 3): Given the level of Pay Awards experienced to date, a revised assumption has been made regarding the potential pay award for both teaching and non-teaching staff beyond 2026/2027, as well as the full year effect of an estimated Teachers’ Pay Award from August 2027 (into 2028/2029). For both teaching and non-teaching staff, an increase in the estimated pay award has been assumed in both 2027/2028 and 2028/2029. The Pay Award requirements across the 2 years are therefore increased by £0.100 million in 2027/2028, and £3.500 million in 2028/2029. Increase to Budget Gap £3.600 million 4.12. In relation to the Local Government Pension Scheme, following an actuarial review, a report was presented to Strathclyde Pension Fund Committee in late 2025 which highlighted the Fund’s positive position and gave consideration to reducing Employer Contribution Rates. While this has not been confirmed formally, we have been advised that for budgeting purposes, we could assume a reduction of 2.5% in Employer Contribution Rates from 2027/2028. This would equate to £5.000 million of reduced costs from 2027/2028 and this has now been assumed in the Budget Gap. Reduction to Budget Gap (£5.000 million) 85
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4.13. Contract Impacts / Other Inflation (Appendix 1, Section 5): Updated assumptions have been made to inflationary increases for the secondary schools’ modernisation contract (PPP), school transport (SPT and ASN taxis), social care for Children and Families and waste. These are all based on the most recent forecast inflation rates for the next 2 financial years. The requirements across the 2 years are therefore increased by £3.845 million in 2027/2028, and £1.003 million in 2028/2029. Increase to Budget Gap £4.848 million 4.14. In relation to Non-Domestic Rates, the 2026/2027 Budget Strategy included an allocation to accommodate a potential increase in rate poundage. However, as a result of the national Revaluation exercise and the rates poundage figure set as part of the 2026/2027 Settlement, an underspend of £2.7 million is now anticipated in 2026/2027. This will be a one-off benefit in 2026/2027 (referred to in a separate paper to a future meeting) but will be a permanent benefit to the Budget Strategy of £2.700 million from 2027/2028. This is a benefit to the Budget Gap in 2027/2028. It is likely that the poundage will increase into 2027/2028 and 2028/2029 and this continues to be taken account of in the Budget Gap previously identified. Reduction to Budget Gap (£2.700 million) 4.15. On Empty Property Relief, the 2025/2026 underspend within Finance and Corporate Resources was £0.803 million due to reduced costs (a minor decrease from the £0.878 million in the Probable Outturn position reported to Executive Committee in February 2026). The recurring underspend from 2026/2027 is slightly higher at £1.000 million due to the anticipated reduction in the number of empty properties being supported. This will be a one-off benefit in 2026/2027 (referred to in a separate paper to a future meeting) but will be a permanent benefit to the Budget Strategy of £1.000 million from 2027/2028. Reduction to Budget Gap (£1.000 million) 4.16. For Utilities and Fuel, recent information has suggested an upward trend in prices into 2027/2028 as a result of the current conflict in Iran. Current estimates are that an additional £3.850 million would be required in 2027/2028. The Council currently has £2.100 million earmarked in Reserves for utilities and this would be used in 2027/2028, with the balance of £1.750 million being an addition to the Budget Gap for 2027/2028. The Council is a member of the buying consortium who purchase wholesale energy in advance, on behalf of ourselves and other public sector bodies. As only a small proportion of the required units are purchased for the year 2027/2028 and 2028/2029, the cost of this cannot be accurately quantified. This will be noted as a risk item (see section 15.3). More wholesale units will be purchased during the current financial year, and further information will be provided to Members as part of the November 2026 Budget Strategy update if available. This will include an update on the 2028/2029 position. Increase to Budget Gap £1.750 million 86
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4.17. Finally, in relation to the Insurance Fund, the Probable Outturn report to Executive Committee in February 2026 proposed a transfer to reserves to cover the costs for increased premiums anticipated within the Insurance Fund of £0.300 million. This is required permanently from 2027/2028 in addition to further increased premiums anticipated in future years given the impact of recent storm events and fires and damage to Council property. Budget increases of £0.800 million in 2027/2028 and £0.500 million in 2028/2029 have been added to the Budget Strategy. Increase to Budget Gap £1.300 million 4.18. Council Tax Property Numbers (Appendix 1, Section 6): Updated estimates of new build properties in 2027/2028 and 2028/2029 has allowed an increase in assumed income levels of £0.900 million across the next 2 years. Reduction to Budget Gap (£0.900 million) 4.19. Taking the above into account, leaves a revised Budget Gap of £26.500 million across 2027/2028 and 2028/2029. This is summarised in Table 2 and is the position before any assumption in relation to Council Tax. Table 2: Revised Budget Gap Across 2027/2028 and 2028/2029 2027/2028 £m 2028/2029 £m Total £m Original Budget Gap (Council, 25 Feb 2026) 23.319 19.500 42.819 Budget Surplus from 2026/2027 (section 4.4) (13.655) - (13.655) Full Year Impact of 2025/2026 Approved Savings (section 4.5) (0.162) - (0.162) Grant Movement – Council Tax Properties (section 4.9) (0.700) (0.500) (1.200) Grant Movement – Loan Charges Support (section 4.10) (1.800) (1.400) (3.200) Pay Award (section 4.11) 0.100 3.500 3.600 Pension (section 4.12) (5.000) - (5.000) Inflationary Increases for Contracts (section 4.13) 3.845 1.003 4.848 Non-Domestic Rates (section 4.14) (2.700) - (2.700) Empty Property Relief (section 4.15) (1.000) - (1.000) Utilities and Fuel (section 4.16) 1.750 - 1.750 Insurance Fund (section 4.17) 0.800 0.500 1.300 Council Tax Property Numbers (section 4.18) (0.400) (0.500) (0.900) Revised Budget Gap before Council Tax 4.397 22.103 26.500 4.20. Table 2 shows the Budget Gap across the next 2 years. The Budget Gap itself is made up of a number of items, and it is important to note that it is impacted significantly by the level of price inflation forecast for the coming years. This is shown reflected in the additional budget required for contract inflation (an extra £4.848 million) which is based on more recent inflation forecast information than had previously been available, as well as in the requirement for additional utilities and fuel budgets (£1.750 million) which reflects upward movement in market price forecasts for fuel / energy. This is detailed further in section 6.18. 87
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4.21. The 2025/2026 year-end position and 2026/2027 period 2 forecast position are finalised and are included as separate papers to this Committee. 4.22. Teacher Numbers / Reduced Class Contact Time (RCCT): As previously reported (Council, 25 February 2026), the £4.2 million of Council budget that had been earmarked to manage the cost of reinstating teacher numbers to the 2023 level, was no longer required. This core funding of £4.2 million was taken as a one-off benefit in 2026/2027 only and is still available in the Council’s Budget beyond 2026/2027. 4.23. National discussions on RCCT are ongoing and recent information suggests that the policy will not be implemented until August 2027 for Primary Schools and August 2028 for Secondary Schools. Reducing the amount of time that a teacher is in the classroom would mean a requirement for additional teachers to be brought into the system. This would have financial implications for councils including South Lanarkshire Council. 4.24. COSLA Leaders have agreed to progress with the RCCT policy on the understanding that full funding is provided. However, we have still to establish how that funding will be calculated and what funding will be made available. As noted above, timescales and expectations for RCCT are still to be confirmed and if the Scottish Government do not fully fund the cost of RCCT, then the Budget Gap that the Council has to manage, and savings required would be higher that they would be if funding is provided. 4.25. Packaging Extended Producer Responsibility (pEPR): Similarly, the 2026/2027 Budget included an allocation of pEPR funding from the UK Government – in excess of £7 million per annum. This released the Council’s core budget for investment on a one-off basis. The release of core Council budget of £7.8 million in 2026/2027 meant that this was available on a one-off basis and used to support one-off Investments for that year. No information is known beyond 2026/2027, and it is not clear if the future Local Government Settlement will be reduced in subsequent years. However, it is suggested that if the core budget is again released in 2027/2028, then this be allocated to support the Depot Rationalisation project. 4.26. Emissions Trading Scheme (ETS): The UK wide ETS is a cap-and-trade system designed to cut UK greenhouse gas emissions. The UK ETS Authority has announced its intention to expand the scope of the UK ETS to cover incineration and Energy from Waste (EfW) from 2028. It is anticipated that a methodology for passing on ETS costs from EfW operators to waste suppliers will be developed meaning that it is likely that this will be a cost to Scottish councils which has been estimated at £28 million for 2028, to £40.9 million by 2032 and £150 million by 2050. The Budget Gap in Table 2 takes no account of any costs of the ETS at this point. COSLA Leaders recently agreed that their Environment and Economy spokesperson engages in urgent discussions with the Scottish Government on this matter. Updates will be provided when these are known. 4.27. Local Government Election 2027: The Local Government Elections will take place in May of 2027, so they fall into financial year 2027/2028. It is estimated that these will cost £1.000 million. Due to the favourable year end position reported in a separate report to the June 2026 Executive Committee, it is proposed that an amount of £1.000 million be Transferred to Reserves and set aside to fund the Local Government Elections into 2027/2028. Assuming this proposal is approved, there is no impact on the 2027/2028 Budget Strategy. 88
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5. Programme of Transformational Reviews 5.1. One way of managing the Budget Gap is through Transformational Reviews ongoing across the Council. South Lanarkshire Council is already delivering a number of transformation programmes that have the potential to change how services are delivered and how the Council operates. These programmes span organisational redesign, estates, digital development, system modernisation and partnership working. 5.2. Recent initiatives include participation in the Marmot programme, the Third Sector Review, Estates Review, systems developments and a programme of service reviews contributing towards efficiency and savings targets. Together, these programmes demonstrate a sustained commitment to improvement and transformation across the organisation. 5.3. The driver for our need to change is how we need to react to a changing local authority environment. This includes changing demand for services, as well as the need to continue to balance our budget every year. Our programme of change is ongoing and is detailed in a separate report to this Committee (Transformation – Programme of Reviews and Benefit Realisation). This report consolidates ongoing programmes with new and planned programmes of work, and provides Members with a a summary of the outcomes from the Transformational Review Programme achieved so far. 5.4. As the Transformational Reviews continue to progress, proposals will be presented to Members for approval as part of the Budget setting process for 2027/2028 and 2028/2029. 5.5. While any savings from the majority of the Reviews have still to be confirmed, it is unlikely that that they would cover the full extent of the Budget Gap over the next 2 years, currently estimated at over £26 million, without impacting / reducing services provided. 6. Council Tax 6.1. One of the levers available to councils to assist in reducing their Budget Gap is an increase in Council Tax levels. In arriving at the Budget Gap which is currently in excess of £26 million (Table 2), no account has been taken of any increase in Council Tax. 6.2. The 2026/2027 Council Tax Budget is £184.491 million, therefore every 1% increase in the Band D level means a £1.845 million of additional income. 6.3. For illustration, a 6% increase in Council Tax in both 2027/2028 and 2028/2029 would reduce the Budget Gap by £22.9 million on a recurring basis. This would leave a potential Budget Gap of £3.6 million to be met through reducing expenditure (by making savings) across the period to 2028/2029. 6.4. However, if Council Tax was only approved at 3% per annum, this would only reduce the Budget Gap by £11.3 million on a recurring basis. This would leave a substantial Budget Gap of £15.2 million to be met through reducing expenditure (by making savings) across the period to 2028/2029. 89
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6.5. These illustrations are shown in Table 3. The level of cuts in spending required in the 3% Council Tax scenario would be extremely challenging and have wide ranging impacts on service delivery. Table 3 – Council Tax Illustration at 6% and 3% 2027/2028 £m 2028/2029 £m Total £m Current Budget Gap 4.397 22.103 26.500 Increase in Council Tax in 2027/2028 and 2028/2029 at 6% (11.100) (11.800) (22.900) Revised Potential Budget Gap / (Surplus) after illustrative Council Tax increase of 6% (6.703) 10.303 3.600 Current Budget Gap 4.397 22.103 26.500 Increase in Council Tax in 2027/2028 and 2028/2029 at 3% (5.600) (5.700) (11.300) Revised Potential Budget Gap / (Surplus) after illustrative Council Tax increase of 3% (1.203) 16.403 15.200 6.6. In South Lanarkshire, the comparatively low level of Council Tax we charge sets us apart from other councils and provides options for consideration when addressing the significant budget gap for future years. 6.7. South Lanarkshire Council set its 2026/2027 Council Tax (Band D) at £1,468.48. This was a 6.5% increase on the previous year. The highest increase across all councils in Scotland in 2026/2027 was 10.0%, with the average increase being 7.68%. 6.8. The 2026/2027 Scottish Average Council Tax at Band D is £1,661.92. South Lanarkshire Council’s 2026/2027 Band D rate of £1,468.48 would require to be increased by 13% to be in line with the Scottish average. If the Council were to increase its Council Tax Band D to the level of the Scottish average, this could generate additional income. By having a Council Tax Band D at the current level, the Council is forgoing income of £24.0 million of income that would be available if we were to take Council Tax to the Scottish average. 6.9. Table 3 illustrates the Council’s Budget Gap over the next 2 years. Taking into account the illustrative increases of 6% and 3%, Members can see the impact that Council Tax can have on reducing the 2 year cumulative Budget Gap to £3.6 million and £15.2 million respectively. 7. Summary and Next Steps 7.1. As detailed in Table 2, the Council’s Budget Gap over the years 2027/2028 to 2028/2029 is £26.500 million. This Budget Gap is based on the assumptions and estimates summarised in section 4 (and detailed in Appendix 1). 7.2. Information on the level of Government Grant for 2027/2028 is not anticipated until later in the financial year and therefore remains an area of risk to the Budget Strategy. 7.3. As the Transformational Reviews continue to progress, proposals will be presented to Members for approval as part of the Budget setting process for 2027/2028 and 2028/2029. 90
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7.4. There are options available to the Council to consider levels of Councils Tax, noting that South Lanarkshire’s Council Tax is the lowest in Scotland and is significantly below the Scottish Average. Options to bridge any residual Budget Gap after any increase in Council Tax, will need to include savings proposals. 7.5. Timeline: A proposed timeline for the Budget process, commencing with this refresh of the Budget Strategy, is detailed in Table 4. Table 4 – Proposed Timeline Timeline Members Seminar Week commencing 16 November 2026 Budget Update Paper for Committee 25 November 2026 Budget Consultation 26 November 26 – February 27 Receive Local Government Settlement for 2027/2028 End December 2026 Update the Budget Strategy for Members (post Settlement) January 2027 Set Council Budget for 2027/2028 and Budget Strategy for 2028/2029 February 2027 7.6. As noted in section 6.9, Table 3 illustrates the Council’s Budget Gap over the next 2 years. Taking into account the illustrative increases of 6% and 3%, Members can see the impact that Council Tax can have on reducing the 2 year cumulative Budget Gap to £3.6 million and £15.2 million respectively. 7.7. The Financial outlook for the Council is still challenging, and as is detailed in section 8 (Long Term Financial Strategy), the increase in income generated by the Council is not covering the increase in its costs. This is exacerbated by the higher than anticipated increases in inflation being forecast for the coming years. The Council’s longer-term outlook presents Budget Gaps of between £15 million and £24 million per annum over the next 10 years to 2036/2037. 7.8. In addition, this Budget takes no account of the challenges and ambitions of the Council in relation to Net Zero or the revenue impact of wider capital investment. The Council owns and manages a vast estate of properties. While the Council’s Estate Strategy is working towards the identification of the key Council properties and the investment funding of £24 million allocated by the Council will assist in their transformation and will also assist in moving towards Net Zero, it will not be sufficient to meet the significant cost implications of meeting Net Zero targets. 7.9. While the Council continues to seek external funding to assist in the journey to Net Zero, as highlighted in a recent Audit Scotland report Transforming the approach to climate change: Lessons from public audit, there is limited long‑term certainty over climate funding, and climate‑related investment is often dependent on short‑term or competitive external funding streams. Audit Scotland advise that longer term financial planning for sustainability investment would be beneficial but if this is funded from Revenue, then it would increase the Budget Gaps presented in this paper. This would need to be offset by an increased savings requirement, Transformation, Service cuts or an increased level of Council Tax. 91
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7.10. Reinstatement of Temporary Funding: The Budget Strategy across the years 2027/2028 to 2028/2029 includes a number of solutions which are temporary in nature and will require to be re-instated in future years of the Strategy period. Appendix 2 shows the year of reinstatement. Importantly, as the reinstatements fall within the years 2027/2028 and 2028/2029, then they are included in the Budget Gap of £26.500 million noted in Table 2 (section 4.17). 8. Reserves Strategy 8.1. A Reserves Strategy was presented to the Finance and Corporate Resources Committee on 10 September 2025. This detailed the Council’s Reserves, their balance at the end of 2024/2025, their purpose, and also a proposed strategy. 8.2. The Strategy is subject to an annual review to consider the monies held in the Earmarked/Committed General Fund Reserve, alongside the Council’s Revenue Budget Strategy. This will be undertaken following the completion of the Annual Accounts for 2025/2026 with an update provided to the Finance and Corporate Resources Committee on 30 September 2026. 9. Financial Management and Resilience 9.1. A Financial Resilience and Sustainability report was presented to the Risk and Audit Scrutiny Committee on 30 September 2025. This provided a summary of the 2026/2027 to 2027/2028 Budget Strategy, demonstrating the Council’s understanding of the medium-term financial outlook and providing information on the Council’s Financial Resilience and Sustainability. 9.2. This paper demonstrated the Council’s financial resilience by explaining its detailed financial planning, its level of reserves and its key financial strengths in term of its balance sheet position. It noted that any risks identified through horizon scanning are mitigated where appropriate through the Budget Strategy, which is a key part of the Council’s financial resilience framework. 9.3. An annual update on the Council’s financial sustainability will be presented to the Risk and Audit Scrutiny Committee on 29 September 2026. 10. Communications, Engagement with Elected Members and Public Consultation 10.1. The financial challenges being faced by the Council and the operational changes that transformational change will bring mean that clear communication is essential. The communication and consultation process for the 2026/2027 Budget worked well, and we would look to build on that work to ensure the Council’s financial challenges are understood by all stakeholders. 11. Long Term Financial Strategy 11.1. In addition to looking at the Budget Strategy covering 2027/2028 and 2028/2029, it is considered best practice to consider a longer-term outlook and present a picture of the potential Budget Gaps that the Council could be facing over the next 10 years. 11.2. It is important to remember the difficulties in estimating the financial outlook for the Council when we are looking out to 10 years in the future. There is no certainty on the level of funding that the Council will receive even for the next financial year, and the pressures on the Council’s budget will inevitably change over such a lengthy timeframe with overseas conflicts being one of a number of influences on our financial outlook that we have experienced in recent years. 92
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11.3. In order to present a longer-term Strategy, a number of high-level assumptions have been made in relation to key budget areas. These key budget areas are detailed in Appendix 3 and cover estimates of Government Grant (flat cash), Inflation (based on Treasury Financial Adviser’s projection of between 2.2% and 3% depending on the Index), Pay Award (from 2029/20230 onward), reinstatement of prior year budget decisions and Council Tax property numbers. 11.4. The result of these assumptions shows a Budget Gap across the next 10 years of £180.400 million (shown from 2029/2030 in Appendix 4). The £180.400 million includes the Budget Gap of £26.500 million for 2027/2028 and 2028/2029 (noted in Table 1) and importantly, is the Budget Gap before taking any account of an increase in Council Tax. 11.5. The Budget Gap across years will continue to be met from efficiencies, savings from Transformational Reviews and the consideration of levels of Council Tax. In addition, as referred to in a previous Budget report (Executive Committee, November 2025), the Council currently holds monies in Earmarked Reserves for use in the Long-Term Financial Strategy. 12. Employee Implications 12.1. There are no direct employee implications from this report. 13. Financial Implications 13.1. The financial implications are summarised within the report. 14. Climate Change, Sustainability and Environmental Implications 14.1. At this stage Members are not being asked to approve the budget. Elements feeding into this current Budget Strategy are anticipated to reflect increases in cost of current activity, rather than any change to existing practices and, therefore, should have no direct environmental impact change as a result. The Council’s Integrated Impact Assessment process (refer section 16) includes a Sustainability Impact Assessment. 14.2. Climate Change targets will have an impact on the Council’s future financial strategies. This will be included in future Budget Strategy papers as appropriate. 15. Risk and Other Implications 15.1. The financial strategy is a way of managing a number of key risks which directly impact on the money available to deliver Council objectives. 15.2. The main risk areas where the Council has made assumptions in the Budget Strategy for 2027/2028 and 2028/2029, and which have a significant impact on the budget estimates going forwards, are on the level of grant which we will receive (refer section 4.6), and the level of pay award (refer section 4.11). In addition, the impact of general demand or price increases / inflation can only be assumed at this stage, and these have been estimated, as far as possible. Also, the level of new build properties and, therefore, Council Tax Income generation is based on best information at the time of writing. Any movement in these assumptions would be a risk to the Strategy. 93
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15.3. Specific risks for the budget are: Government Grant: As detailed in section 4.6, there is no certainty on the level of Government Grant funding that will be received over the life of this Strategy. This Strategy is based on economic information and advice we have to date, however, it is accepted that these are assumptions. The Council will not know its own grant award until later in the financial year. This is therefore an area of risk. Pay Awards: As noted in section 4.11, the Strategy includes an increased assumption for both teaching and non-teaching staff in 2027/2028 and beyond, as well as the full year effect of an estimated Teachers’ Pay Award from August 2027 (into 2027/2028). The pay deal for Non-Teachers is set for 2026/2027 only and there has been no agreement of what the pay award will be beyond financial year 2026/2027. For teaching staff, there is no pay deal beyond August 2026. This is therefore a risk to the financial Strategy. Inflation: Some of the Council’s key contracts are linked to inflation including Waste and the Schools PPP. An increased assumption has been made in relation to forecast inflation, however given the value of these contracts, any further fluctuation in inflation rates could have a sizeable impact. This is an area that will continue to be monitored and will be considered as part of the Long-Term Financial Strategy (referred to in section 11). Utilities and Fuel: As noted in Appendix 1 section 5.5, there is an upward trend in the price for utilities and fuel as a result of the current conflict in Iran. While an estimate has been made of the impact into 2027/2028, the buying consortium that the Council is a member of who purchase wholesale energy in advance, have only bought a small proportion of the required units for 2027/2028 and 2028/2029. The cost of this cannot therefore be accurately quantified at this time. This will continue to be monitored as further purchases are made during the year. Information will be provided to Members as part of the November 2026 Budget Strategy update if available. This will include an update on the 2028/2029 position. Insurance: The Council operates an Insurance Fund to manage claims and liabilities arising from normal business. An amount has been included in the Budget Strategy to allow the Fund to balance on an annual basis (refer section 4.17), however, recent storm events and their frequency alongside increasing premium costs mean that this may be insufficient if this pattern continues. This will continue to be monitored. Net Zero / Property: The Council owns and manages a vast estate of properties and there is a need to consider what our property estate will look like going forward. While the investment funding of £24 million allocated by the Council will assist in their transformation and will also assist in moving towards Net Zero, it will not be sufficient to meet the significant cost implications of meeting Net Zero targets. Any additional statutory requirements imposed on the Council at short notice, would be a financial risk to the Budget Strategy. 94
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Emissions Trading Scheme (ETS): Section 4.26 details the UK wide ETS and the potential cost to the Council. The Budget Strategy assumes that the cost to local Government will be funded. While COSLA officers will continue to work with and raise relevant concerns with Scottish and UK Governments, the outlook regarding both cost and funding is uncertain, therefore this is a risk to the Budget Strategy. 15.4. Level of Support Provided to the Integration Joint Board (IJB) and South Lanarkshire Leisure and Culture SCIO (SLLC): The Council’s Budget Strategy for 2027/2028 to 2028/2029 at this stage assumes no additional allocation of monies from the Council to the IJB or SLLC. It is for the IJB and SLLC to produce their own balanced budgets. In terms of SLLC specifically, through ongoing engagement, officers will continue to work with SLLC regarding funding and continued opportunities around the Management Fee and budget sustainability for SLLC. 16. Integrated Impact Assessment and Consultation Requirements 16.1. 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 integrated impact assessment is required. 16.2. There is no requirement to undertake any consultation in terms of the information contained in this report. However, as the progress of Transformational Change Programme and the identification of savings continues, proposals will be presented to Members later in the year and stakeholder consultation and integrated impact assessments will be carried out. The results will be provided to members to inform their decision-making process. Jackie Taylor Executive Director (Finance and Corporate Resources) 12 May 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References Council, 25 February 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:- Jackie Taylor, Executive Director (Finance and Corporate Resources) Ext: 4622 (Tel: 01698 454622) E-mail: jackie.taylor@southlanarkshire.gov.uk 95
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Appendix 1 2027/2028 to 2028/2029 Budget Strategy: Budget Strategy Items This Appendix details the Budget Strategy Items included in the 2027/2028 to 2028/2029 Budget Strategy (Table 2 of main report). Section references relate to the main report. 1. Budget Strategy Expenditure Assumptions 1.1. In arriving at the expenditure assumptions, a number of factors are taken into account including the reinstatement of previous year solutions, demographics and economic conditions. These are summarised in Table 1, with the detail of each in section 2 covering the 2 years from 2027/2028 to 2028/2029. Table 1 – Items Contributing to the Budget Gap 2027 / 2028 £m 2028 / 2029 £m Grant Movement (Section 4.6 - 4.10 and Appendix 1, para 2.1 – 2.9) The grant assumption into 2027/2028 and 2028/2029 is Flat Cash, however the risk to this position is noted (section 4.6). This also includes the impact of new properties on grant received because we are collecting Council Tax from more properties and Loan Charges support. (1.300) (0.900) Pay and Pension Items (Section 4.11 – 4.12 and Appendix 1, para 3.1 – 3.5) Includes assumed pay award for teachers and non-teachers as well as the permanent reduction in Pension Contributions in 2027/2028. 12.800 15.600 Reinstatement / Impact of Prior Year Budget Decisions (Appendix 1, para 4.1 – 4.13) This includes the need to reinstate budget to cover one-off savings from previous years and the benefit of previous year decisions. (10.803) 4.353 Contract Impacts / Other Inflation (Section 4.13 – 4.17 and Appendix 1, para 5.1 – 5.10) Includes typical inflationary increases on non-domestic rates, the secondary schools’ modernisation contract (PPP), school transport, utilities and fuel, social care for children and families and waste. 5.100 4.550 Council Tax – Property Numbers (Section 4.18 and Appendix 1, para 6.1 to 6.2) Reflects a projection of an increase in property numbers into 2026/2027 and the 2 years of the Strategy. (1.400) (1.500) Total Budget Strategy Items 4.397 22.103 Total Budget Strategy Items for 2027/2028 and 2028/2029 26.500 2. Government Grant (net benefit of £2.200 million) 2.1. Local Government budgets are affected by both changes in the UK Government Budget and the subsequent Scottish Government Budget. 96
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2.2. A Flat Cash Government Grant position has been assumed into 2027/2028 and 2028/2029. 2.3. Consequence of Council Tax Increases on Grant (Properties): As noted in previous Budget Strategies, increases in Council Tax due to increased property numbers, does not give a permanent benefit to the Council as there will be a reduction in Government Grant – £911 Council Tax is assumed by the Scottish Government for a Band D property. 2.4. In relation to 2027/2028 to 2028/2029, the net estimated reduction in Government Grant reflecting the assumption of Council Tax receivable for new properties is £0.500 million for 2027/2028, and £0.500 million for 2028/2029. 2.5. Loan Charges support: Previously, rather than giving such large amounts in Capital Grants, Councils were given permissions to borrow, and then the Scottish Government funded the resulting loan charges. In 2008 the procedure changed, and Scottish Government now just give capital grants. However, Councils are still supported with their historical loan charges. 2.6. In relation to 2027/2028 to 2028/2029, the net estimated increase in Government Grant reflecting changes in Loan Charges support across Councils is £1.800 million for 2027/2028, and £1.400 million for 2028/2029. 2.7. Population: There may also be changes in how grant is distributed to councils, based on their share of population numbers. 2.8. In previous years, the Council has experienced both increases and decreases in grant as a result of the funding quantum and the way in which the funding is distributed. Movement in grant is wholly dependent on the distribution methodology used. It is proposed that the prudent approach is to not assume any grant increase due to population changes, and that if there is new money, it is likely this will have a policy intent attached and therefore no impact to the Council’s Budget Gap. 2.9. The total net benefit of Government Grant changes on the 2027/2028 and 2028/2029 Strategy is £2.200 million. 3. Pay Items (net cost of £28.400 million) 3.1. Pay Award (inc. Apprenticeship Levy): An assumption had been made regarding the potential increase for both teaching and non-teaching staff beyond 2026/2027, as well as the full year effect of an estimated Teachers’ Pay Award from August 2027 (into 2028/2029). The Pay Award requirements across the 2 years are, £17.800 million into 2027/2028, and £15.600 million into 2028/2029. 3.2. The pay deal for Non-Teachers is set for 2026/2027 only. There has been no agreement of what the pay award will be beyond financial year 2026/2027. For teaching staff, there is no pay deal beyond August 2026. 3.3. These assumptions will be updated as more information becomes available. This excludes pay award for the Integrated Joint Board and the South Lanarkshire Leisure and Culture SCIO. 97
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3.4. Local Government Pension Scheme: A report was presented to Strathclyde Pension Fund Committee last year regarding the Fund’s position and the Employer Contribution Rates. As a result of the positive position of the Fund, it is expected that employer contribution rates will be reduced from 2027/2028. The final position will be known when the actuarial valuation is completed this year. However, for budgeting purposes it is anticipated that this could be a reduction of 2.5% which could equate to £5.000 million of reduced costs. This has now been assumed in the Budget Gap presented in Table 1. 3.5. The total cost impact of the Pay Items on the 2027/2028 to 2028/2029 Strategy is £28.400 million. 4. Reinstatement / Impact of Prior Year Budget Decisions (net benefit of £6.450 million) 4.1. A number of budget strategy solutions approved for the previous year budgets were temporary in nature. These must be re-instated into 2027/2028 and 2028/2029. These are taken in turn below and summarised in Table A. 4.2. Reduction in Pension Contributions: It was agreed as part of the 2024/2025 Revenue Budget and Savings report to Council (February 2024) that the in-year underspends totalling an estimated £45.200 million would be transferred to Reserves and used to support the Budget Strategy in years 2024/2025 to 2026/2027. 4.3. The use of Pension Contribution Reserves in 2026/2027 needs to be reinstated in 2027/2028. This adds £17.700 million of costs to the Budget Strategy in 2027/2028 only. 4.4. 2023/2024 Underspend: In the 2024/2025 Revenue Budget and Savings report to Executive Committee (November 2023), it was agreed that an underspend of £6.000 million would be used to support the Strategy with £2.000 million in each year over the period 2024/2025 to 2026/2027. This temporary solution needs to be reinstated into 2027/2028 at a cost of £2.000 million. 4.5. Lanarkshire Valuation Joint Board Requisition Payments: There is a need to reinstate money in relation to temporary requisition payment savings in respect of the Council’s funding of the Joint Board. £0.264 million is required in 2027/2028. 4.6. Loans Fund Review Savings: As reported at the 2025/2026 Council budget meeting (February 2025), the Budget Gap included the benefits from the Loans Fund Review proposals that were presented to Members at the November 2024 Executive Committee. The approval of the budget removes £3.600 million in 2027/2028. 4.7. Use of Loans Fund Review Underspends: As noted in section 4.6, the Budget Gap included the benefits from the Loans Fund Review proposals that were presented to Members at the November 2024 Executive Committee. This includes additional in-year underspends to help address the Budget Gap on a one-off basis. This removes £13.000 million from the Budget Gap in 2027/2028 but is required to be re-instated in 2028/2029. 4.8. In addition, £9.000 million is removed from the Budget Gap in 2028/2029 but is required to be re-instated in 2029/2030. 98
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4.9. Loan Charges: As previously reported to Executive Committee (November 2025) a significant capital receipt is anticipated from the sale of an industrial site. As well as being used to fund any new capital spend, capital receipts can also be used to reduce the level of approved borrowing. This capital receipt will be used to reduce previously approved borrowing. This will result in a recurring revenue saving to the Council’s Loan Charges budget of £1.500 million in 2027/2028. 4.10. Local Growth Fund (LGF): As previously reported to Council (February 2026), from 2026/2027, the LGF Revenue allocation is lower than the previous year’s funding by £1.150 million. Using the LGF money as well as budget carried forward from 2025/2026, we are able to maintain the 2026/2027 programme of works, including employability, at the same level as before. However, in order to keep spend at the same level into future years, an allocation of £1.150 million has been added to the budget in 2027/2028. 4.11. 2025/2026 and 2026/2027 Savings: The Budget report to Council in February 2025 outlined the impact of 2025/2026 savings beyond that year. CER10 Business Support (£0.353 million) would require reinstatement in 2028/2029. This adds £0.353 million to the Budget Strategy into 2028/2029. 4.12. The Budget report to Council in February 2026 also outlined the impact of 2026/2027 approved savings beyond that year. M&O03 Organisational and Management Structures Review (£0.124 million) and M&O08 Customer Engagement Review (£0.038 million) were both approved for 2026/2027 (Council, 25 February 2026) and have an impact on the Budget Gap in 2026/2027. This reduces the Budget Gap by £0.162 million into 2027/2028. 4.13. 2026/2027 Budget Surplus for One-Off Investment: As reported at the 2026/2027 Council budget meeting, as well as balancing the Budget for 2026/2027, the approved budget amendment for 2026/2027 has a financial impact on the Budget Gap in 2027/2028. The 2026/2027 budget surplus of £13.655 million was used for one-off investments in that year and is available to reduce the Budget Gap permanently in 2027/2028. 4.14. The total impact of Reinstatements / Prior Year Budget Decisions on the 2027/2028 to 2028/2029 Strategy is a benefit of £6.450 million. These are summarised in Table A. Table A – Reinstatement / Prior Year Budget Decisions 2027 / 2028 £m 2028 / 2029 £m Pension Contribution Reserves – net impact of using one-off reserves each year, reinstated the next. Reinstatement offset by further use of reserves until completion in 2027/2028 (2024/2025 Revenue Budget and Savings report to Executive Committee, November 2023). 17.700 - Previous use of 2023/2024 underspend used for the 3 years to 2026/2027, reinstated in 2027/2028 (2024/2025 Revenue Budget and Savings report to Executive Committee, November 2023). 2.000 - Reinstate budget required following the temporary reduction in requisition payments to the Valuation Joint Board. 0.264 - Loans Fund Review Savings (Overall Position of Revenue Budget and Level of Local Taxation for 2025/2026, February 2025). (3.600) - 99
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2027 / 2028 £m 2028 / 2029 £m Use of Loans Fund Review Underspends (Overall Position of Revenue Budget and Level of Local Taxation for 2025/2026, February 2025). (13.000) 4.000 Loan Charges - significant capital receipt is anticipated from the sale of an industrial site (2026/2027 to 2027/2028 Revenue Budget Gap and Savings Proposals for 2026/2027 report to Executive Committee, November 2025) (1.500) Local Growth Fund - to keep spend at the same level into future years, an allocation of £1.150 million has been added to the budget in 2027/2028 (Council, February 2026) 1.150 - 2025/2026 and 2026/2027 savings approved with a future year impact - Business Support, Organisational and Management Structures Review and Customer Engagement Review (Council February 2025 and February 2026) (0.162) 0.353 2025/2026 Budget Surplus for One-Off Investment available to reduce budget gap (Approved Budget Amendment, February 2025) (13.655) - Total (10.803) 4.353 5. Contract Impacts / Other Inflation (net cost of £9.800 million) 5.1. Education - Secondary Schools’ Modernisation Contract / School Transport (SPT and ASN Taxis): An allocation of £3.450 million has been added to the Budget Strategy for 2027/2028 and a further £2.200 million for 2028/2029 (total £5.650 million). This includes anticipated inflationary increases for the Schools Modernisation Contract (£2.550 million in 2027/2028 and £1.750 million in 2028/2029) and to manage inflation on School Transport contracts for both SPT and ASN taxis (£0.900 million in 2027/2028 including impact of 2026/2027 and £0.450 million in 2028/2029). 5.2. Non-Domestic Rates: The 2026/2027 Budget Strategy included an allocation to accommodate the impact of property revaluation and rate poundage increases into 2026/2027. An underspend of £2.7 million is now anticipated in 2026/2027 as a result of the national Revaluation exercise and the rates poundage figure set as part of the 2026/2027 Settlement. This can be utilised permanently within the Budget Strategy and reduces the Budget Gap by £2.700 million in 2027/2028. 5.3. It is likely that the poundage will increase into 2027/2028 and beyond, however any impact would be the result of Scottish Government changes to bandings, and these are not available until the Local Government Settlement is issued later in the calendar year. In order to prepare for the change in poundage, an inflationary increase is included, similar to previous increases experienced. This would add £0.500 million for 2027/2028 and £0.500 million for 2028/2029. 5.4. Empty Property Relief: The 2025/2026 underspend within Finance and Corporate Resources was £0.803 million due to reduced costs associated with Empty Property Relief (a minor decrease from the £0.878 million in the Probable Outturn position reported to Executive Committee in February 2026). This is anticipated to continue into 2026/2027 and beyond. This can be utilised permanently within the Budget Strategy and reduces the Budget Gap by £1.000 million in 2027/2028. 100
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5.5. Utilities and Fuel: Recent information has suggested an upward trend in prices into 2027/2028 as a result of the current conflict in Iran. Current estimates are that an additional £1.750 million will be required in 2027/2028. The Council is a member of the buying consortium who purchase wholesale energy in advance, on behalf of ourselves and other public sector bodies. As only a small proportion of the required units are purchased for the year 2027/2028 and 2028/2029, the cost of this cannot be accurately quantified. This will be noted as a risk item (see section 15.3) and as more wholesale units are purchased during the year, further information will be provided to Members as part of the November 2026 Budget Strategy update. 5.6. Waste: The Council has a number of significant contracts for waste collection and disposal. Taking account of estimated inflationary increases each year, as well as £0.250 million per annum to allow the service to manage the increasing number of properties, the following is included in the Budget Strategy for the next 2 years: £1.200 million and £0.850 million respectively. 5.7. Social Care: In previous years, the Strategy assumed increases in prices reflecting the ongoing commitments for Children and Families Social Care contracts held by the Council (excluding Adults and Older People contracts). Given the work being carried out to review the overall costs included in Children and Families, it is assumed that this Service will be back on budget, and an inflationary increase only is required. In addition, the Education Resources impact of these contracts has also been accounted for. This equates to £1.100 million in 2027/2028 (including impact of 2026/2027) and £0.500 million in 2028/2029 (total £1.600 million). 5.8. Insurance Fund: The Revenue Budget Monitoring for Period 1 April 2025 to 29 December 2025 and Probable Outturn report to Executive Committee in February 2026 proposed a transfer to reserves to cover the costs for increased premiums anticipated within the Insurance Fund of £0.300 million. This is required permanently from 2027/2028 in addition to further increased premiums anticipated in future years given the impact of recent storm events and fires and damage to Council property. Budget increases of £0.800 million in 2027/2028 and £0.500 million in 2028/2029 have been added to the Budget Strategy. 5.9. Strathclyde Passenger Transport: In previous years, SPT had adjusted their requisitions to reflect the movement in the local government grant to councils. The Strategy for 2027/2028 assumes no change in the requisition payment, reflecting the assumption that there will be no change in grant levels. This will be updated as more information becomes available. 5.10. The total impact of Contract / Other Inflation on the 2027/2028 and 2028/2029 Strategy is £9.650 million. 6. Council Tax Properties (£2.900 million) 6.1. Estimates of new build properties in 2027/2028 and 2028/2029. Assuming Council Tax Band D, this is estimated to generate net income of £1.400 million for 2027/2028 and £1.500 million for 2028/2029. 6.2. While there remains a risk that development will not progress as originally anticipated, housebuilding continues to progress in sites across the Council area. The position will continue to be monitored during 2026/2027. The impact of new houses on the Government Grant is detailed in Appendix 1, section 2.3. 7. Total Budget Strategy Items (2027/2028 to 2028/2029): The total of these items is £26.500 million. 101
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Appendix 2 Temporary Solutions Year of Adjustment 2027 / 2028 £m 2028 / 2029 £m 2029 / 2030 £m 2025/2026 Corporate Solutions Reduction in Employers’ Pension Contribution (1) Reinstated into 2027/2028 (Executive Committee, November 2023) 17.700 - - 2024/2025 to 2026/2027 Solutions (2) Use of 2023/2024 Probable Outturn Monies £6.000 million used across 2024/2025 to 2026/2027 at £2.000 million per annum (Executive Committee, November 2023) 2.000 - - Reduction in LVJB Requisition Reinstatement of temporary reduction. 0.264 - - 2027/2028 to 2029/2030 Solutions Use of Loans Fund Review Underspends (3) £26.495 million used across 2027/2028 to 2029/2030 (Executive Committee, November 2024) (13.000) (9.000) (4.495) Re-instatement of Loans Fund Review underspends 13.000 9.000 Total Temporary Solutions 6.964 4.000 4.505 (1) Requirement to reinstate budget of £17.700 million in 2027/2028 following the use of Reserves resulting from the reduction in Employers Pension Contributions in 2025/2026. (2) Requirement to reinstate £2.000 million in 2027/2028 to reflect the use of £2.000 million each year from 2024/2025 to 2026/2027, and £0.264 million in 2027/2028 for the temporary reduction in LVJB Requisition payments. (3) Use of Loans Fund Review underspends of £13.000 million in 2027/2028, £9.000 million in 2028/2029 and £4.495 million in 2029/2030. £13.000 million is then reinstated into 2028/2029 and £9.000 million into 2029/2030. 102
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Appendix 3 Long Term Budget Strategy – 2027/2028 to 2036/2037 Budget Assumptions The Longer-Term Budget Strategy includes assumptions in key budget lines. Each is taken in turn. 1. Government Grant General Government Grant: The grant assumption beyond 2028/2029 continues to assume Flat Cash based on the Scottish Government’s Medium-Term Financial Strategy (MTFS) published last year. While the general grant assumption is Flat Cash, further specific elements of the grant have been considered: Redress Scheme, Council Tax Increases and the level of Loan Charges Support. Redress Scheme: The Redress for Survivors (Historical Child Abuse in Care) (Scotland) Act 2021 introduced a scheme to provide financial redress payments to survivors of historical child abuse in care in Scotland. Local Government is contributing £100m to the Redress Scheme, top-sliced from the Local Government Settlement over 10 years from 2022/2023. Based on agreement at COSLA Leaders in October 2025, a £50m uplift has been assumed equating to an estimated £3 million reduction in grant for the Council across the period 2032/3033 to 2035/2036 (£0.750 million per annum). Council Tax increases: The impact on grant as a consequence of assumed increases in Council Tax receivable for new properties is £0.500m per annum across the longer-term Budget Strategy. Loan Charges Support: It is estimated that the Council’s Government Grant will increase by £5.500 over the longer-term Budget Strategy with the assumed increases in 2027/2028 (£1.8 million) and 2028/2029 (£1.4 million) reducing to between £0.100 million and £0.7 million increases per annum. 2. Inflation Pay Award: For non-teaching staff, a pay award of 3% has been assumed in 2027/2028, 2.5% for 2028/2029 and 2029/2030, and 2% per annum beyond this. For teaching staff, a pay award of 3% from August 2027, 2.5% from August 2028 and August 2029 and 2% per annum beyond this has been assumed. Contracts: Inflationary increases for contracts are based on current inflation projections for 2027/2028 and 2029/2030 as at April 2026. Beyond this period, an assumption has been made that the level of inflation reduces to 2% in line with the Bank of England inflation target by 2030/2031 and that it remains at that level beyond this. 3. Reinstatement of Prior Budget Decisions All reinstatements of prior budget decisions have been accounted for including the temporary use of underspends. The increase in 2035/2036 relates to Loan Charges budget that requires to be re-instated linked to the approval of savings that were taken across 2025/2026 to 2027/2028 from the Loans Fund review. 103
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4. Council Tax Property Numbers: Estimates of income from new build properties have been assumed in 2027/2028 and 2028/2029 and beyond. While there remains a risk that development will not progress as originally anticipated, housebuilding continues to progress in sites across the Council area. The position will continue to be monitored during 2026/2027. Increase: No account has been taken of any increase in Council Tax over the period of the long-term strategy. 104
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Appendix 4 Long Term Financial Strategy 2029/2030 2030/2031 2031/2032 2032/2033 2033/2034 2034/2035 2035/2036 2036/2037 Grant Movement 0.100 (0.200) (0.200) 1.250 1.050 1.050 1.150 0.500 Pay and Pension Items 15.500 13.200 13.000 13.300 13.600 13.900 14.200 14.500 Contract Impacts / Other Inflation 4.550 3.750 3.750 3.750 3.750 3.750 3.750 3.750 Reinstatement / Impact of Prior Year Budget Decisions 4.505 5.995 - - - - 4.800 - Council Tax – Property Numbers (1.100) (1.000) (1.000) (1.000) (1.000) (1.000) (1.000) (1.000) Budget Gap before Council Tax 23.555 21.745 15.550 17.300 17.400 17.700 22.900 17.750 105
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Larkhall Leisure Centre Replacement – Full Business Case Glasgow City Region City Deal - Larkhall Community Growth Area 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] set out the Full Business Case (FBC) for the Larkhall Leisure Centre replacement element of the Larkhall Community Growth Area City Deal project advise Committee on the next steps in progressing the project 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the Larkhall Leisure Centre replacement Full Business Case be approved; and (2) that grant funding of £3.0 million be sought in accordance with the City Deal grant distribution process outlined in the Assurance Framework in relation to the delivery of the project. [1recs] 3. Background 3.1. The Council is one of eight local authorities who, with the UK and Scottish Governments, are signatories to the £1.13 billion Glasgow City Region City Deal. 3.2. The City Deal is made up of a list of 20 key infrastructure projects that are intended to collectively drive economic growth across the Glasgow City Region area. 3.3. The Community Growth Areas (CGAs) is one of four South Lanarkshire projects among the list of twenty. Larkhall Community Growth Area is one of the four CGAs that have been combined to form the CGA project – the other CGAs being located in Newton, Hamilton and East Kilbride. 3.4. The CGAs comprise a number of individual education, transport and community infrastructure projects which will be delivered over a timeframe of up to 12 years which will in turn ‘create’ capacity to accommodate the increase in population from housebuilding of initially up to 2,600 new homes in East Kilbride and 1,700 new homes in Larkhall. The proposed replacement of the Larkhall Leisure Centre is one of the projects to be brought forward to FBC stage at Larkhall CGA. 10 107
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3.5. Governance arrangements for the City Deal initiative are defined within the associated City Deal Assurance Framework. This sets out requirements for the development of Business Cases for individual projects. The first level business case was the Community Growth Areas Strategic Business Case, and this was approved by the Executive Committee on 26 August 2015 and the second level business case, the Larkhall CGA Outline Business Case, was approved by the Executive Committee on 8 February 2017. 3.6. On 18 August 2015 the City Deal Cabinet approved Strategic Business Cases for all the Council’s City Deal Projects. The Outline Business Case for Larkhall CGA was approved on 13 August 2019, augmented to reflect required guidance from the Programme Management Office (PMO). 3.7. Full Business Cases for the project requires to be formally approved via:- the Member Authority committee process the City Deal approved procedures 4. Current Proposal 4.1. A FBC has now been produced for the Larkhall Leisure Centre replacement element of the Larkhall CGA project. 4.2. The Leisure Centre will be a new-build facility that will replace the existing ageing sports centre which no longer meets the needs of the community. The replacement Leisure Centre will provide a gross internal floor area of 2,864m² and will comprise:- a 25-metre 6 lane swimming pool featuring an adjustable-depth moving floor to accommodate users of all ages and abilities and complemented by tiered spectator seating for local aquatic events a wellness suite with sauna and steam rooms a state-of-the art gym equipped with cardiovascular and resistance training technology a multi-functional fitness and dance studio adaptable for yoga, Pilates and community events with a dedicated tea prep facility a 3 court games hall which will support a range of facilities including badminton, pickleball and 5-a-side football associated accessible changing, showering and toilet facilities that are fully compliant with current guidelines 4.3. The new Leisure Centre will be constructed in accordance with contemporary environmental goals and sustainability practices with approaches focussed on maximising energy efficiency whilst minimising environmental impact. Key elements of this include optimising the orientation of the building to maximise natural light and solar heat gain, internal thermal segregation and strategic zoning to minimise heat loss, and incorporating sustainable materials with high thermal performance and airtight properties. These measures are designed to create an environmentally responsible facility that not only meets the present need of the community but is also future-proofed against the demands of a changing climate. 4.4. The CGA is focused on development of family-style houses, and the provision of an accessible and modern Leisure Centre is an essential element of the community infrastructure. The delivery of this key project is a necessary pre-requisite for delivery of the full CGA developments. 108
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4.5. This FBC continues to make the case for Larkhall CGA project in terms of:- Strategic Fit Commercial Case Economic Case Financial Case Management Case 4.6. The Executive Summary of the Larkhall Leisure Centre replacement FBC is contained in Appendix 1. 4.7. The critical success factors against which the Larkhall Leisure Centre replacement project will be judged are:- being an integral element of the CGA infrastructure alongside transport, education and other community facilities that will unlock housing growth in the CGA the construction of the new facility will be undertaken in tandem with the operation of the existing leisure centre which needs to provide continuity for users and the wider community until the new facility is completed the delivery of the construction contract on time and within budget This project will deliver on these requirements. 4.8. The production of the FBC is the final City Deal approval milestone for this project element of the CGA projects and provides the basis for full delivery and construction of replacement Leisure Centre. The value of the City Region contribution to the project allows a streamlined delegated approval process to be adopted, with a sign-off by the programme GCR Chief Executive, without the need to revert to the GCR Cabinet. 4.9. This project is being delivered via Hub South West Scotland, with Hub South West acting as the Council’s pre-procured development partner under the Scottish Futures Trust (SFT) Hub programme. Hub South West has run a competitive tender process within its supply chain to appoint a Tier 1 construction contractor, with Council involved in governance and approvals. BAM Construction has then been appointed for the enabling works and subject to this approval will be appointed for the full works contract. 4.10. The approval of this FBC is expected to release funding to allow construction work to be completed in Spring/Summer 2028. A programme of enabling works commenced on site in May 2026 (erection of site hoardings, drainage works, construction of a haul road, installation of an electricity sub-station, and part demolition works of the existing centre) using Council funding which has prepared the site for the main construction contract which will commence, subject to approval, in August 2026. 5. Employee Implications 5.1. There are no direct employee implications from this project for the Council as existing resources within Enterprise and Sustainable Development Services are currently tasked with the management and delivery of this City Deal project. On completion of the works, the facility will be operated by South Lanarkshire Leisure and Culture under existing terms and conditions. 109
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6. Financial Implications 6.1. The project budget for the Larkhall Leisure Centre replacement is £27.827 million. Project costs include professional fees, construction works, contingency, community benefit monitoring and evaluation. The costs also include early works to the Larkhall Academy sports campus to enable it to support leisure activities during the project demolition and construction periods. These works were completed in December 2025. 6.2. The funding package to support the Larkhall Leisure Centre replacement is shown in table 1 below and comprises the following contributions: South Lanarkshire Council (£22.500 million) City Deal grant (£3.000 million) as part of the overall City Deal Programme Shared Prosperity Fund (£1.150 million) Place Based Investment Fund (£0.677 million) Regeneration Capital Grant Fund (£0.300 million) sportscotland (£0.200 million) 6.3 As outlined in the Capital Budget 2026-2027 paper (Agenda Item 6), Place Based Investment Funding has been confirmed for 2025/2026 for allocation to Larkhall Leisure Centre. There is however a shortfall against budget of £0.263 million and this funding shortfall is being managed through an allocation of £0.263 million released from the Investments funding in the wider capital programme.. 6.4 The funding will be incorporated into the Council’s future year capital programmes for monitoring purposes. Total £m Budget 27.827 Funding Contributions: £m South Lanarkshire Council 22.500 City Deal 3.000 Shared Prosperity Fund 1.150 Place Based Investment Fund 0.677 Regeneration Capital Grant Fund 0.300 SportScotland 0.200 TOTAL 27.827 Table 1 7. Climate Change, Sustainability and Environmental Implications 7.1. The statutory processes associated with the approval of the CGAs have considered the following climate change, sustainability and environmental implications and are subject to monitoring and review as detailed proposals for each phase of the development progress: encourage energy efficiency through the orientation and design of buildings choice of materials and the use of low and zero carbon generating technologies support sustainable water resource management support sustainable waste management 110
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consider the lifecycle of the development encourage the use of sustainable and recycled materials in construction support habitat connectivity and consider active travel and sustainable transport links 8. Risk and Other Implications 8.1. Risk - The City Deal Cabinet has a Risk Management Strategy applied across all City Deal projects. The purpose of this Risk Management Strategy is to provide a systematic and effective method by which risks can be consistently managed. It adopts a best practice approach, describes the specific risk management techniques and standards to be applied and the responsibilities for achieving effective risk management. 8.2. The Council is required to apply this City Deal Risk Management Strategy across each of its City Deal projects to ensure consistency across all City Deal projects. This will be a key tool in mitigating project risks and thereby limiting our financial risk associated with the Council’s 14% share of City Deal project costs. A robust monitoring system has also been put in place to ensure that ‘early warnings’ are provided, and appropriate action taken. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a significant change to an existing policy, function or strategy; however, it does involve the construction of a new facility in Larkhall. An Integrated Impact Assessment has, therefore, been completed. Larkhall Leisure Centre – Integrated Impact Assessment - https://www.southlanarkshire.gov.uk/downloads/download/1200/integrated_impact_assessm ents_-_2026-27_non-budget_proposals 9.2. Consultation has taken place with relevant Resources within the Council and with the wider Larkhall community through the planning process and through several well publicised and well attended public consultation and stakeholder events. Kevin Carr Executive Director (Community and Enterprise Resources) 10 June 2026 Link(s) to Council Values/Priorities/Outcomes Our children and young people thrive Thriving businesses, fair jobs and vibrant town centres Good quality, suitable and sustainable places to live People live the heathiest lives possible We will work to progress and improve We will work towards a sustainable future in sustainable places 111
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Previous References Executive Committee, 26 August 2015 - Glasgow and Clyde Valley City Deal – Strategic Business Cases Executive Committee, 8 February 2017 - Glasgow City Region City Deal – Larkhall Community Growth Area, Outline Business Case Executive Committee, 21 February 2024 – 2024/2025 Capital Programme Update Executive Committee, 26 February 2025 – 2025/26 Capital Programme Update Community and Enterprise Resources Committee, 13 May 2025 – Larkhall Leisure Centre Progress Update List of Background Papers City Deal, Larkhall Leisure Centre replacement Full Business Case Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Graeme Inglis, Project Manager E-mail: graeme.inglis@southlanarkshire.gov.uk 112
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Appendix 1 – Larkhall Leisure Centre replacement – Full Business Case Executive Summary Executive Summary This Full Business Case (FBC) is for £3.0 million - £2.58m City Deal (86%) and £0.420m SLC (14%), of City Deal funding to be matched by a further £24.8m from a cocktail of sources, including SLC, Place Based Investment Fund, Shared Prosperity Fund, RCGF and SportScotland - providing a total funding package of £27.8m to develop a new leisure centre in Larkhall to replace the existing ageing facility. This FBC continues to build the case from the Strategic Business Case (SBC) which secured approval for £60.3m (reduced from £62.3m due to requirement to vire funds to Greenhills Road City Deal project) across South Lanarkshire’s four CGAs and from the Outline Business Case (OBC) which secured approval for £20.15m City Deal funding to develop the Larkhall CGA project, comprising off-site education, community and transport infrastructure. The design process has been informed by extensive stakeholder engagement. Workshops and consultations with South Lanarkshire Council, SportScotland, and local residents provided valuable insights that shaped the proposal. Public engagement events attracted over 700 responses, reflecting strong community interest and support. Feedback from these consultations has been incorporated into the design, ensuring the facility meets the needs of its users. Overview of Works In summary, the new leisure centre will be situated at a site adjacent to Larkhall Academy (in close proximity to the existing leisure centre) and provide 2,383 sqm (GIA) of class 10 leisure floorspace, comprising: • 25m, 6 lane swimming pool with moveable floor and c.144 capacity spectators’ area; • Gym (c.244m²) - to accommodate high spec cardiovascular and resistance equipment, free weight training areas; • Fitness and dance studio (c.165m²) - a large-scale multipurpose space to cater for the latest trends in fitness; • Games Hall (513m²) that provides courts for badminton, pickleball and 5-a-side football; and • Flexible space which will be used to support learning and training opportunities for local people as well as business support activities for entrepreneurs, microbusinesses, SME’s etc. The Larkhall Community Growth Area (CGA) is a strategic City Deal investment programme designed to unlock housing growth and supporting infrastructure across Larkhall, delivering up to 1,750 new homes alongside transport, education and community facilities. Larkhall Leisure Centre forms a core component of the CGA infrastructure package, providing essential additional denominational secondary capacity to enable planned housing delivery to proceed at pace and in a sustainable manner. 113
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The Larkhall Community Growth Area (CGA) is a strategic City Deal investment programme designed to unlock housing growth and supporting infrastructure across Larkhall, delivering up to 1,750 new homes alongside transport, education and community facilities. Larkhall leisure centre forms a core component of the CGA infrastructure package, providing essential additional denominational secondary capacity to enable planned housing delivery to proceed at pace and in a sustainable manner. The CGA project scope is set out in Table 1 below. Table 1: CGA Project Scope CGA Larkhall Developer Persimmon Homes plus other developer partners to be finalised City Deal (CD/SLC), Additional SLC, S75 Holy Cross High School Extension Larkhall Academy Improvements Glengowan Primary School Extension Larkhall Leisure Improvements Road Network Upgrade Follow-On 1,750 new houses over 15 years (preferred option) On-site roads/ utilities infrastructure, greenspaces and local facilities Strategic Case The OBC demonstrates a clear strategic need for additional community infrastructure (replacement of an ageing leisure centre) to support the planned 1,750 new homes, ensuring local infrastructure keeps pace with growth and allowing the wider development to progress. The rationale for public sector investment is based on the positive externalities and an equity market failure rationale. In scoping out the options at OBC stage, alternative sources of public sector funding were considered but, in the economic climate, none were identified. The project contributes to several cross-cutting policy objectives and would note the following new policy documents since approval of the OBC where the project demonstrates a strong fit: • National Strategy for Economic Transformation (NSET); • National Performance Framework (NPF); • Glasgow City Region Economic Strategy; • South Lanarkshire Economic Strategy; and • South Lanarkshire Local Development Plan. Economic Case The physical benefits of this specific project are projected on a proportional basis of the total benefits, as presented in the Larkhall CGA OBC. The benefits will be driven from the combination of City Deal funding and the further money leveraged through developer contributions. The OBC secured £20.15m of City Deal (CD) Funding at CGA level (split 86% City Deal and 14% SLC), with a further £6.65m in developer contributions earmarked under the proposed Option 3 (preferred option – roads and education infrastructure) – totaling £26.8m. 114
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Of the CD funding, £3.0m is to be allocated to the new health and leisure centre, which will leverage a further £23.8m from a range of sources – total project cost of £27.8m. On this basis, the Larkhall leisure centre represents 15% of the CD total, and as such can be attributed this proportion of the economic impacts. Based on a proportional split (15%), the project would generate the following economic impacts – Table 3 and Table 4. Table 3: Project Benefits Benefit Option 3 – Full CGA H+L facility (@15%) GCR Net Additional GVA by 2035 £111m £16.7m GCR Net Additional GVA over 25 years £107m £16.1m Scotland Net Additional GVA by 2035 £176m £26.4m Scotland Net Additional GVA over 25 years £169m £25.4m NPV Total costs over 25 years (£m) £59m £8.9m GCR Benefit-Cost Ratio over 25 years 1.8 1.8 GCR Net Additional Construction Jobs PYE by 2035 1,180 177.0 GCR Net Additional Operational Jobs FTE over 25 yrs 110 16.5 Net Additional Private Sector Investment by 2035 (£m) £118m £17.7m Note: Figures are rounded to the nearest £0.1m. Table 4: Impacts – On basis of Option 3 Project Performance Option 3 – Full CGA H+L facility (@15%) Total units delivered 1,750 263 Net Direct Construction PYEs (Scotland) 4,000 600 Net Direct Operational FTEs (Scotland) 240 36 Total Net Direct Benefits – GVA Discounted @ 3.5% £297m £44.6m Total Public Cost-Direct Benefit NPV Discounted @ 3.5% £239m £35.9m The detailed Economic Case in the OBC presents an analysis of the alternative options and identifies Option 3 as the preferred intervention for City Deal. Commercial Case SLC explored alternative funding options for the Larkhall CGA infrastructure but found no viable sources due to economic conditions and limited funding programmes. Developer contributions secured through the S75 agreement have reached their maximum, and neither the Scottish Government can fund the required works. City Deal funding, alongside a range of other sources therefore remains essential. The requirements for follow-up on private/public sector funding as stated in the OBC remain unchanged. The Council have used an established national framework through Hub South West and look to appoint the main contractor, BAM Construction based on a competitive bid process. Hub South West provides a compliant procurement framework and development partner model, enabling South Lanarkshire Council to access established supply chains and current market pricing without the need for direct market engagement. Its approach supports value for money 115
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through competitive benchmarking, programme certainty, and risk management, while embedding community benefits and sustainable delivery aligned with net zero objectives. As part of the Scottish Futures Trust hub programme, it offers a proven route for the delivery of education infrastructure projects in line with City Deal procurement principles. The type of contract agreed with BAM construction is a DBDA agreement through HubSW. A DBDA Agreement, or Design Build Direct Agreement, is a construction contract commonly used in public sector projects to directly engage a contractor for both design and construction services. It differs from traditional methods by consolidating project phases into a single, capital funded contract, often used for new builds or refurbishments like schools. The construction programme is estimated to take 103 weeks to deliver, beginning in June 2026 and completing in June 2028. Financial Case Following on from a competitively tendered procurement exercise, the cost of delivering the new health and leisure centre is estimated at £27,827,459, of which £3.0m - £2.58m City Deal (86%) and £0.420m SLC (14%), has been requested from the City Deal in grant support. To date, c. £2.45m has been spent on land assembly, site enabling and professional/design fees. It should be noted that costs have increase c.£4.0m since the OBC which reflects capital inflations and additional of the multi-sport games hall / courts. Phasing of project expenditure and by source is provided below. Table 5: Project Funding and Sources Funding Sources Original Revised Formally Confirmed 2024/25 2025/26 2026/27 2027/28 TOTALS SLC funds - £18.0 £18.0 £18.0 £0.0 £0.0 £5.8 £12.2 £18.0 SLC additional (1) £0.0 £3.9 £3.9 £0.0 £0.1 £3.8 £0.0 £3.9 SLC additional (2) £0.0 £0.4 £0.4 £0.0 £0.0 £0.4 £0.0 £0.4 SLC additional (3) £0.0 £0.2 £0.2 £0.0 £0.2 £0.0 £0.0 £0.2 City Deal £3.0 £3.0 £0.0 £0.0 £0.0 £3.0 £0.0 £3.0 Place Based Investment Fund £1.6 £0.6 £0.6 £0.0 £0.6 £0.0 £0.0 £0.6 Shared Prosperity Fund 2024/25 £1.0 £1.0 £1.0 £1.0 £0.0 £0.0 £0.0 £1.0 SG RCGF £0.3 £0.3 £0.3 £0.3 £0.0 £0.0 £0.0 £0.3 SportScotland £0.0 £0.2 £0.2 £0.0 £0.0 £0.2 £0.0 £0.2 Shared Prosperity Fund 2025/26 £0.0 £0.2 £0.2 £0.0 £0.2 £0.0 £0.0 £0.2 SUB TOTALS £23.9 £27.8 £24.8 £1.3 £1.2 £13.2 £12.2 £27.8 116
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Pride in Place Programme – Hamilton Town Centre 1. Purpose of Report 1.1. The purpose of the report is to:- provide an update on the Pride in Place Programme in respect of the appointment of the Hamilton Town Centre Neighbourhood Board and seek approval for the appointment of the Neighbourhood Board and governance arrangements 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the appointment of representatives to the Hamilton Town Centre Neighbourhood Board (the Neighbourhood Board), as set out in paragraphs 4.4. and 4.5, be approved; (2) that it be approved that decisions on the replacement of any Neighbourhood Board members, or the appointment of additional Neighbourhood Board members, be delegated to the Executive Director (Community and Enterprise Resources) in consultation with the Chair of the Neighbourhood Board, the MP for Hamilton and the Chair of this Committee, provided that should any elected representatives on the Neighbourhood Board no longer hold those positions, they will be automatically replaced by those elected to their positions as MP, MSP and Ward 17 Councillors, as the case may be, with any such changes being reported to Committee for noting; (3) that the progression of the Hamilton Town Centre Pride in Place project being directed by the Neighbourhood Board, and all decisions in respect of the use of Pride in Place funding being taken by the Neighbourhood Board, be approved with such decisions then being delivered operationally by the Council as the accountable body, as set out in paragraph 5.1; (4) that authority is delegated to the Executive Director (Community and Enterprise Resources) in consultation with the Executive Director (Finance and Corporate Resources) to implement decisions of the Neighbourhood Board as set out in paragraph 5.1, save to the extent such authority has already been delegated in terms of the Scheme of Delegation; and (5) that it be noted that update reports on the Pride in Place Programme, including decisions on expenditure by the Neighbourhood Board and the proposed Pride in Place Plan, will be reported to Committee for noting. 11 117
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3. Background 3.1. In September 2025, the UK Government confirmed that 12 local authorities would benefit from Phase 2 of the Pride in Place Programme, including South Lanarkshire Council. The programme aims to support the most in-need neighbourhoods across the UK by awarding up to £20m over 10 years for each neighbourhood. The Programme relies on local people and partnerships, bringing together residents the local MP, the Council, businesses and community organisations to produce a clear vision for their area. 3.2. Selected neighbourhoods will decide how to prioritise funding, based on extensive community engagement, across three core objectives:- to build stronger communities to create thriving places to empower people to take back control 3.3. In October 2025, the Council received a letter from the Secretary of State for Scotland inviting applications to the Programme from the four eligible UK Parliamentary constituencies within South Lanarkshire, based on the highest deprivation levels and the weakest social infrastructure (using the Scottish Index of Multiple Deprivation and the Community Needs Index). Constituencies identified by the UK Government as being ‘in scope’ contained one or more ‘high-need Intermediate Zones’. 3.4. In consultation with Group Leaders, six applications were submitted to the UK Government in November 2025 and on 12 December 2025, the Council was notified that the Hamilton Town Centre – An Anchor for Hamilton Area was identified as the neighbourhood within the South Lanarkshire Council area to receive funding from the Pride in Place Programme. 3.5. Executive Committee on 4 February 2026 approved the recruitment of an Independent Chair of the Hamilton Town Centre Neighbourhood Board and, following an agreed recruitment and selection process, Executive Committee on 1 April 2026 approved the appointed of Ronnie Smith as Chair of the Neighbourhood Board. 3.6. In accordance with UK Government Guidance on the Pride in Place Programme, the Chair is required to lead on the recruitment of the Neighbourhood Board. 4. Appointment of the Neighbourhood Board 4.1. As previously outlined to Committee, the Chair has led the recruitment for members of the Neighbourhood Board, with the aim of ensuring an inclusive and representative selection of people from across the community. The Chair has been supported by the Council and Imogen Walker MP. 4.2. The Chair has been guided by the following criteria in convening and agreeing the Board, working with their MP and the Council:- Boards must have at least eight members, to ensure a broad range of voices and perspectives the majority (at least 51%) of members should live or work within the boundaries of the neighbourhood, ensuring that the Board is resident-led members should broadly reflect the range and diversity of people who live in the area – for example, in relation to age, ethnicity, gender, faith, disability or income levels 118
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4.3. As per the UK Government guidance referenced in paragraph 3.6, the Neighbourhood Board should include the following members: the local MP MSP at least one ward Councillor Other representatives such as:- community leaders such as community groups, faith groups and youth groups local businesses and social enterprises such as Business Improvement District representatives, Chamber of Commerce, and key employers/investors cultural, arts, heritage and sporting organisations such as local sports clubs and heritage groups. public agencies and anchor institutions such as local schools, higher and further education establishment, community planning partnerships, GPs. A senior local authority officers such as Director of Economic Development is also eligible to sit on the Board to ensure co-ordination with wider plans 4.4. At the request of the Chair, adverts and public notices were published seeking expressions of interest for membership of the Neighbourhood Board. At the closing date of 17 April 2026, 30 expressions of interest were received from a range of interested parties Thereafter, a short-leeting process was undertaken and 13 candidates were invited to interview with the Chair and the Council’s Chief Executive on 28 May 2026. Following that interview, the following candidates are recommended for appointment to the Board: Name Representation Councillor Davie McLachlan Ward 17 Local Councillor Councillor Colin Dewar Ward 17 Local Councillor Chioma Gregory Local Resident Catriona Mason Seniors Together Gillian McCahon Hamilton Information Project for Youth (HIPY) Ian Robertson Local Resident and former Director at Glasgow City Council – City Development Alasdair Irvine Local Resident and Chartered Surveyor Tracey Campbell-Hynd Local Business Owner and Chair of Lanarkshire Chamber of Commerce Malcolm Thomas-Harley Hamilton Business Improvement District Martin Cryans South Lanarkshire Leisure and Culture TBC Education Rep Alison Brown Head of Enterprise and Sustainable Development, South Lanarkshire Council 4.5. In addition to the above members, the Board will also comprise the Chair, Ronnie Smith, Imogen Walker MP and Alex Kerr MSP, giving a total Board composition of 15 members. Subject to approval by Committee, there is a requirement to notify the UK Government by 17 July 2026. 119
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4.6. As regards future changes in the membership of the Neighbourhood Board, it is proposed that should any members leave the Board then a decision on their replacement, or the appointment of additional Board members, be delegated to the Executive Director (Community and Enterprise Resources) in consultation with the Chair of the Board, the MP for Hamilton and the Chair of the Committee. However, it is also proposed that should any elected representatives on the Board no longer hold those positions, they will be automatically replaced by those elected to their positions as MP, MSP and Ward 17 Councillors, as the case may be. Any such changes will be reported to Committee for noting. 4.7. The Neighbourhood Board is required to develop a Pride in Place Plan outlining their vision for change over the next decade and how they will use their funding to achieve their goals. The Board is required to detail how funding will be spent in the first 4-year investment cycle. This Plan is required to be formally submitted to the UK Government for approval by 28 November 2026 with approval anticipated in spring 2027. 4.8. It is anticipated that the Board will hold its initial meeting mid-July in order that it can agree a consultation strategy and arrange to hold various consultation events over the summer/early autumn to inform the Pride in Place Plan. To support this activity the Council, has appointed two project officers for an initial period of one year to lead on this activity which is fully funded by UK Government. 5. Governance Arrangements 5.1. The Pride in Place Programme seeks to ‘empower local communities to shape and improve their neighbourhoods’. As set out in paragraph 4.5, a Pride in Place Plan has yet to be developed and suitable projects/programmes identified. Nonetheless, in line with the UK Government Guidance, the progression of the Hamilton Town Centre Pride in Place project will be directed by the Neighbourhood Board, and all decisions in respect of the use of Pride in Place funding will be taken by the Neighbourhood Board and not the Council. Thereafter the Council, as the accountable body, will deliver and/or oversee those projects/programmes. As such, delegated authority is sought for the Executive Director (Community and Enterprise Resources) in consultation with the Executive Director (Finance and Corporate Resources) to implement such decisions save to the extent such authority has already been delegated in terms of the Scheme of Delegation. 5.2. Update reports including decisions on expenditure by the Neighbourhood Board will be reported to Committee for noting including the proposed Pride in Place Plan. 5.3. The Neighbourhood Board will establish its own meeting arrangements, including its own terms of reference. Information on the work of the Neighbourhood Board will be available on its website including minutes of meetings, consultation events and the emerging Pride in Place Plan. 6. Next Steps and Timescales 6.1. The following activity and timeline are proposed:- Appointment of Independent Chair – Complete Appointment of Neighbourhood Board – for approval prior to submission to UK Government by 17 July 2026 Community engagement – Summer/Autumn 2026 Submission of Pride in Place Plan for Hamilton Town Centre – by 28 November 2026 Approval of Pride in Place Plan for Hamilton Town Centre – spring 2027 120
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7. Employee Implications 7.1. The meetings of the Board will be administered by Administration and Legal Services within Finance and Corporate Resources. 7.2. As outlined in paragraph 4.6, the Council has appointed two project officers for an initial period of one year to lead on Pride in Place activity which is fully funded by UK Government. 8. Financial Implications 8.1. Hamilton Town Centre will receive up to £20m over a 10-year period commencing in 2026/2027 until 2035/2036. The funding will be split 63% towards capital works and 37% revenue funding. The UK Government however advises that funding post financial year 2028/29 will be reviewed at the next Spending Review. 8.2. Revenue funding will be paid out across two tranches in Year 1 (2026/2027) of the programme – 50% will be made at the start of the financial year, which has been received and the remaining 50% on approval of the Pride in Place Plan. 8.3. The Pride in Place funding is in addition to the £8m approved for Hamilton Town Centre as part of the 2025/2026 Budget. 9. Climate Change, Sustainability and Environmental Implications 9.1. The Neighbourhood Board will be encouraged to have due consideration to climate change, sustainability and environmental considerations. 10. Risk and Other Implications 10.1. The success of the Neighbourhood Board will be reliant on the community coming together and having the drive and commitment to realise their vision over a 10-year period. 11. Integrated Impact Assessment and Consultation Requirements 11.1. The Neighbourhood Board will be encouraged to undertake Integrated Impact Assessments where required as projects are developed. 11.2. There is an obligation on the Neighbourhood Board to undertake community consultation to establish the priority projects for Hamilton Town Centre. This will take place during summer/autumn 2026. Kevin Carr Executive Director (Community and Enterprise Resources) 10 June 2026 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Fair, open and sustainable Working towards a sustainable future in a sustainable environment Thriving business, fair jobs and vibrant town centres 121
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Previous References Executive Committee of 4 February 2026 – Pride in Place – Hamilton Town Centre Executive Committee of 1 April 2026 – Pride in Place – Hamilton Town Centre List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Alison Brown, Head of Enterprise and Sustainable Development alison.brown@southlanarkshire.gov.uk 122
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Local Action Fund Approach for 2026/2027 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] seek the approval of the Committee in respect of the proposed approach the Council is to take for the Local Action Fund in the 2026/2027 financial year and proposed spend for Ward 18 (Hamilton West and Earnock) [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the proposed approach the Council is to take for the Local Action Fund in the 2026/2027 financial year be approved, as set out in Section 4; (2) that the proposal from Ward 18 (Hamilton West and Earnock) members to issue a Local Action Fund grant of £1,100 to Hillhouse Tenants and Residents Association is approved, as set out in Section 4.10; and (3) that it be noted that future reports will be submitted to the Committee to seek approval for further spend from the Local Action Fund. 3. Background 3.1. As part of the Budget Amendment approved by Council on 25 February 2026, it was agreed that the Local Action Fund would be available again for the 2026/2027 financial year, the Local Action Fund providing £50,000 for each of South Lanarkshire’s 20 Wards, the spend to be approved by the Executive Committee, following input from local councillors. Specifically, the Budget Amendment stated as follows:- “Building on last year’s investment in all wards, we will provide for £50k per ward. A paper will be brought to a future Committee to agree the parameters of the fund and how it will operate, focussing on community plans and priorities and working with communities and local members to identify projects to be approved by the Executive Committee” 3.2. The Committee received a report at its meeting on 20 May, which included a proposal for how the Local Action Fund would operate in 2026/2027. The Committee agreed that a decision on this would be deferred pending two member briefings on the Local Action Fund proposals, which had been arranged to take place following the Committee meeting. 12 123
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3.3. The two briefings took place on 27 May and 1 June and were attended by 41 members, with discussion on a number of points, including:- how members could be supported in assessing the priorities in their wards that the Local Action Fund might be used to support whether decisions could be taken in time to award grants from the Local Action Fund to support group activities over the summer period the application and decision process, and associated timescales the due diligence that would be undertaken on proposed grantees 3.4. As was requested at the May meeting of the Committee, a note has been provided to elected members with details of how the Local Action Fund monies were spent in 2025/2026. 4. Proposed Approach 4.1. As previously reported to the Committee in May, the proposed approach for 2026/2027 builds on that adopted in the previous financial year, with members seeking to use their knowledge of local priorities to inform decisions. 4.2. This knowledge 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. 4.3. Elected members have been provided with links to the various community plans the Council has developed or has access to, including other local community plans that the Council is aware of: Community Planning. 4.4. As the Committee will be aware, 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. 4.5. As was discussed at the member briefings, 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 Local Action Fund projects. Appropriate communication with the wider public on the funding and process will be made available. It would also be possible for some form of simple Participatory Budgeting process to be run for a small number of wards, if members wish that, albeit this could not be resourced on a wholesale basis. 4.6. 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 Local Action Fund proposals, alone or with other ward members. Subject to those checks, suggestions will be reported to the Executive Committee for consideration and approval. 124
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4.7. 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 Local Action Fund 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 Local Action Fund 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 Local Action Fund 4.8. 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. 4.9. It is proposed that the Local Action Fund would be taken forward as outlined in the timetable below, this being slightly updated form that reported to the Committee in May:- Members briefing session on process and existing Community Priorities shared with Ward Members 25 May and 1 June 2026 Executive Committee 24 June 2026 Guidance issued to members on Local Action Fund for 2026/27 25 June 2026 Engagement with Community Partnerships if necessary Through June and July 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 4.10. Subsequent to the two member briefings a proposal has been submitted on behalf of all the Ward 18 (Hamilton West and Earnock) members to issue a grant of £1,100 from the Ward’s Local Action Fund, to Hillhouse Tenants and Residents Association, with the funding being used as a contribution of the cost of two buses to take local families on an annual outing to Burntisland. 4.11. Once proposals have been agreed by Committee, they will be added to the programme of spend for the current year, to be taken forward for implementation by officers in the normal way, where they are service area delivery, such as on local infrastructure. Where grants to third party organisations have been agreed they will likewise be taken forward by officers, in line with existing procedures for the issuing of grants. 125
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5. Employee Implications 5.1. None. 6. Financial Implications 6.1. As detailed in section 4 of the report, each Ward has been allocated £50,000, a total of £1.0 million for all 20 Wards. 6.2. As part of this paper, a small grant of £1,100 has been proposed for Ward 18. 7. Climate Change, Sustainability and Environmental Implications 7.1. Any implications for climate change, sustainability or the environment from the proposals included in Appendix 1 are anticipated to be minimal. 8. Risk and Other Implications 8.1. A risk associated with spend on the Ward proposals is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources and projects. The risk is managed through financial monitoring arrangements at which any variance is analysed. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in this report. As noted above, the proposed approach highlights the use of existing analysis of 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 Local Action Fund projects Jackie Taylor Executive Director (Finance and Corporate Resources) 1 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, Effective, Efficient and Transparent Previous References South Lanarkshire Council – 26 February 2025 Executive Committee - 25 June 2025 Executive Committee - 27 August 2025 Executive Committtee – 20 May 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:- Iain Strachan, Head of Administration and Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk 126
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Education Resources) Subject: Statutory Consultation on Proposed Primary School Catchment Changes 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide information on proposed changes to denominational primary school catchment arrangements in Hamilton, including alterations to the catchment areas of St Mary’s Primary School and St Paul’s Primary School to better balance pupil numbers, the removal of the optional catchment arrangement between St Mary’s Primary School and St Peter’s Primary School, and the removal of the optional catchment arrangement between St Peter’s Primary School and Our Lady and St Anne’s Primary School seek approval from Executive Committee to undertake a statutory consultation on the proposed changes, in accordance with the Schools (Consultation) (Scotland) Act 2010 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that a statutory consultation under the Schools (Consultation) (Scotland) Act 2010 is undertaken on proposed changes to the catchment areas of St Mary’s Primary School, Hamilton and St Paul’s Primary School to balance pupil numbers more effectively, the removal of the optional catchment area between St Mary’s Primary School and St Peter’s Primary School and the alignment of this area to St Peter’s Primary School, and the removal of the optional catchment area between St Peter’s Primary School and Our Lady and St Anne’s Primary School and the alignment of this area to Our Lady and St Anne’s Primary School. [1recs] 3. Background 3.1. The current catchment areas for St Mary’s Primary School, Hamilton, and St Paul’s Primary School are shown in Appendix 1. These reflect a historic boundary arrangement which, in light of changes in housing patterns, population distribution, and planned developments, now requires review. Redrawing the boundary would support more effective management of school capacities and a more balanced distribution of pupils across the two schools. 3.2. The current optional catchment area where families may choose either St Peter’s Primary School or St Mary’s Primary School, Hamilton, as their denominational catchment school is shown in Appendix 3. 13 127
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3.3. The current optional catchment area where families may choose either St Peter’s Primary School or Our Lady and St Anne’s Primary School as their denominational catchment school is shown in Appendix 5. 3.4. Sections 4 to 7 set out current pupil rolls, projected school populations, and the estimated number of pupils expected to arise from known housing developments within the catchment areas of the affected schools. 4. St Mary’s Primary School 4.1. St Mary’s Primary School has 15 Classrooms. With this accommodation (assuming an average of 30 pupils per class), the school could accommodate 450 pupils. 4.2. The current pupil roll (September 2025 census) is 451. Trends based on the average of the last three years’ P1 intake figures suggest the mainstream roll will reach 469 in August 2028. 4.3. In addition, after August 2028, there are a further 23 pupils projected to be generated from future housing developments within the St Mary’s catchment area. 4.4. This means that the projected roll is expected to be 481 by August 2030 and post 2030 to rise to 527 if all known housing developments are completed. 5. St Paul’s Primary School 5.1. St Paul’s Primary School currently has 6 Classrooms, and assuming an average of 30 pupils per class, the school could accommodate 180 pupils. 5.2. The current pupil roll (September 2025 census) is 145. Trends based on the average of the last three years’ P1 intake figures suggest the roll will be 140 in August 2028. 5.3. Known housing developments within the St Paul’s catchment area are projected to generate 3 additional pupils. 6. St Peter’s Primary School 6.1. St Peter’s Primary school currently has 6 classrooms, and, assuming an average of 30 pupils per class, the school could accommodate 180 pupils. 6.2. The current pupil roll (September 2025 census) is 102. Trends based on the average of the last three years’ P1 intake figures suggest the roll will be 90 in August 2028. 6.3. Currently, there are no known housing developments within St Peter’s Primary school catchment area. 7. Our Lady and St Anne’s Primary School 7.1. Our Lady and St Anne’s Primary school currently has 8 classrooms, and assuming an average of 30 pupils per class, the school could accommodate 240 pupils. 7.2. The current pupil roll (September 2025 census) is 161. Trends based on the average of the last three years’ P1 intake figures suggest the roll will be 131 in August 2028. 7.3. Currently, there are no significant housing developments within Our Lady and St Anne’s Primary school catchment area. 128
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8. Proposals 8.1. Catchment realignment of St Mary’s and St Paul’s Primary School Appendix 1 outlines the existing catchment areas of St Paul’s and St Mary’s Primary Schools. 8.2. The proposal is to realign an area currently zoned to St Mary’s Primary to St Paul’s Primary school. This will allow for a better distribution of housing in the area and a more balanced pupil population across both schools. 8.3. Within the area proposed to be re-zoned to St Paul’s Primary School there are proposals for a large development on the site of the former University of West of Scotland (UWS). Initial proposals indicate that there will be between 345 and 365 residential units on the site. 8.4. If 350 units are built, there would be 34 denominational pupils expected to be generated from the UWS site development. 8.5. The pupil projection figures for St Mary’s Primary indicate that the school will further exceed the planning capacity should all pupils predicted to be generated from known developments within the catchment area materialise. 8.6. In addition to the proposal to re-zone the development site at the former UWS, there are also existing housing areas proposed to be re-zoned to help manage the school rolls effectively and also to ensure that the catchment boundary changes proposed are sensible and clearly defined. 8.7. The addresses proposed to be rezoned are: Arthur Street, Barrack Street, Beckford Street, Bothwell Road, Bothwell Street, Caird Gardens, Caird Park, Caird Street, Clydesdale Street, Douglas Street, Hamilton Park North, Hamilton Park South, Mausoleum Drive, May Gardens, May Street, May Wynd, New Park Street, Park Holme Court, Racecourse View, The Furlongs (Avon House, Bothwell House, Brandan House, Cadzow House, Clyde House, Kinneil House, Mausoleum House, Park House) and The Paddock. 8.8. The number of pupils from existing housing within the area proposed to be rezoned that currently attend St Mary’s Primary school is 26. (session 2022/2023). In session 2024/2025, this number was 27. In session 2025/2026 this number was 22. There are no pupils within this area currently enrolled at St Mary’s Primary Hamilton for primary 1 in August 2026. 8.9. St Paul’s has the capacity to accommodate both the pupils from the existing housing within the proposed area to be re-zoned, and also from the housing development on the former UWS site. 8.10. Appendix 2 shows the proposed catchment areas of St Mary’s Primary School and St Paul’s Primary School. 9. Optional Area 1 – St Peter’s Primary and St Mary’s Primary 9.1. Appendix 3 outlines the area that currently offers an option to parents to either attend St Mary’s Hamilton or St Peter’s as their denominational catchment school. 129
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9.2. The proposal is to zone this area to St Peter’s Primary schools, thereby removing the option to attend St Mary’s Primary as the denominational catchment primary school. 9.3. In session 2024/2025, there were 8 pupils from this area enrolled at St Mary’s Hamilton and 14 enrolled at St Peter’s. In session 2025/2026, there were 15 pupils from this area enrolled at St Mary’s Primary School and 16 enrolled at St Peter’s. 9.4. Therefore, over the previous 2 sessions, 66% of families in this area have chosen to attend St Peter’s Primary as their denominational catchment primary school. 9.5. The addresses proposed to be zoned to St Peter’s Primary School are: Nos 6b-55 Allanshaw Gardens, Allanshaw Grove, Arbroath Grove, Buchanan Crescent, Chantinghall Gardens, Fraser Crescent, Hardie Street, Laighstonehall Road, Rosevale Crescent, St Giles Park, St Giles Way, Stonehall Avenue, Westwood Crescent (nos 40-81 already in St Peter’s catchment), Nos 2-40 and 50- 52 Woodfoot Road. 9.6. Appendix 4 outlines the proposed new catchment area for St Peter’s Primary School. 9.7. St Peter’s Primary school has sufficient capacity to accommodate all pupils within this area. 9.8. In addition, by removing St Mary’s Primary school, Hamilton as a choice from this area it further helps to ease the capacity pressures experienced at St Mary’s Primary and manage the rolls of the denominational primary schools in the area more effectively. 10. Optional Area 2 – St Peter’s Primary and Our Lady and St Anne’s Primary 10.1. Appendix 5 outlines the area that currently offers an option to parents to either attend Our Lady and St Anne’s or St Peter’s as their denominational catchment school. 10.2. The proposal is to zone this area to Our Lady and St Anne’s thereby removing the option to attend St Peter’s as the denominational catchment primary school. 10.3. In session 2024/2025, there were 22 pupils from this area enrolled at Our Lady and St Anne’s Primary and 7 enrolled at St Peter’s Primary school. In session 2025/2026 this was reduced to 12 pupils enrolled at Our Lady and St Anne’s Primary and 7 at St Peter’s Primary. 10.4. Therefore, over the previous 2 sessions, 70% of families have chosen to attend Our Lady at St Anne’s Primary as their denominational catchment primary school. 10.5. The addresses proposed to be zoned to Our Lady and St Anne’s Primary school are: Nos 50, 63-69 Buchan Street, Fairhill Avenue, Falconer Terrace, Kerr Crescent, Nos 49-75 and 96-116 Millgate Road, Neilsland Square. 10.6. Appendix 6 outlines the proposed new catchment area for Our Lady and St Anne’s Primary school. 10.7. Our Lady and St Anne’s Primary school has sufficient capacity to accommodate the pupils within this area. 130
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10.8. In addition, by removing the choice within this area, it further helps to manage the rolls of the denominational primary schools in the area more effectively. 11. Risk and Other Implications 11.1. Secondary School implications: Both St Mary’s Primary and St Paul’s Primary Schools are zoned to Holy Cross High School, therefore there would be no effect on secondary pupil numbers as a result of this proposal being implemented. By aligning optional area 1 to St Peter’s, the associated secondary school would be St John Ogilvie High School. By aligning optional area 2 to Our Lady and St Anne’s, the associated secondary school would be Holy Cross High. 12. Implementation Date 12.1. If, following a period of statutory consultation, the proposals were approved, the implementation date of any catchment realignment would be for P1 enrolment in January 2027 for session 2027/2028. 12.2. Families with children already attending any of the affected schools and with a further sibling enrolling in P1 in respect of school sessions August 2027 through to August 2032 will have the choice for their P1 child to be granted placement in that school regardless of any catchment change. 12.3. As part of the statutory consultation process, Public Meetings will be held to fully engage with the local communities affected by this proposal. 13. Employee Implications 13.1. Employee resources would continue to be provided by means of existing staffing protocols when calculating class teacher requirements and agreed management structures. 14. Financial Implications 14.1. The proposal demonstrates a Best Value approach to effectively managing the primary school estate and the Council’s property portfolio. 15. Climate Change, Sustainability and Environmental Implications 15.1 There are no implications for climate change, sustainability or the environment associated with this report. 16. Integrated Impact Assessment and Consultation Requirements 16.1. This report does not present a new strategy, policy or plan and is, therefore, not subject to equality impact assessment. The report seeks approval for formal consultation. Lyndsay McRoberts Executive Director (Education Resources) 5 June 2026 131
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Link(s) to Council Values/Priorities/Outcomes Education and learning: inspiring learners, transforming learning, strengthening partnerships 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:- David Hinshelwood, Interim Head of Education (Support Services and School Estate) Ext: 4468 (Tel: 01698 454468 ) E-mail: david.hinshelwood@southlanarkshire.gov.uk 132
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Appendix 1 – Existing catchment areas for St Mary’s Primary School and St Paul’s Primary School St Paul’s PS catchment area St Mary’s PS catchment area 13 133
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Appendix 2 – Proposed catchment areas for St Mary’s and St Paul’s 134
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Appendix 3 – St Peter’s PS catchment and area where either St Peter’s or St Mary’s can be opted for Optional area – St Peter’s or St Mary’s St Peter’s PS catchment area St Mary’s PS catchment area 135
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Appendix 4 – Proposed St Peter’s PS catchment Proposed St Peter’s PS catchment area St Mary’s PS catchment area 136
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Appendix 5 – Our Lady and St Anne’s PS catchment and area where either St Peter’s or Our Lady and St Anne’s can be opted for Optional area between St Peter’s and Our Lady and St Anne’s Our Lady and St Anne’s catchment area St Peter’s catchment area 137
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Appendix 6 – Proposed Our Lady and St Anne’s Primary School catchment area Proposed Our Lady and St Anne’s catchment area St Peter’s catchment area 138
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Housing and Technical Resources) Subject: Council of Sanctuary Accreditation 1. Purpose of Report 1.1. The purpose of this report is to:- [purpose] ⧫ provide an update to Executive Committee on the Council of Sanctuary programme and what is required to achieve accreditation, following the motion raised at full Council by an elected member in December 2025 ⧫ seek approval to progress the work to pursue Council of Sanctuary accreditation, including governance arrangements and next steps 2. Recommendation(s) 2.1. Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the Council join the City of Sanctuary UK Local Authority Network; (2) that the establishment of a senior officer-led cross-Council Working Group, to lead and coordinate this work, be noted; (3) that the proposed governance and delivery approach, including the development of a Council of Sanctuary Action Plan and Evidence Portfolio, be noted; and (4) that a further report is presented to Executive Committee seeking approval to apply for Council of Sanctuary accreditation, once the Action Plan and Evidence Portfolio are developed. 3. Background 3.1. In December 2025, full Council agreed a motion raised by an elected member to adopt Council of Sanctuary principles and requested officers work towards achieving accreditation. 3.2. Officers have since completed initial scoping and, as requested, this report sets out what is required to obtain Council of Sanctuary accreditation and seeks approval to progress this work towards accreditation. 3.3. City of Sanctuary UK is a recognised charity and national umbrella organisation promoting welcome, safety and inclusion for people seeking refuge from conflict, persecution, or risk. The organisation supports councils, schools, universities, health bodies and communities to:- Learn about the experiences of asylum seekers and refugees Embed inclusive and anti-racist practices Share good practice across services and local partnerships 14 139
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3.4. City of Sanctuary coordinates the Local Authority Network and accreditation process and provides training and guidance to support organisations to meet the “Learn – Embed – Share” criteria. 3.5. National guidance (UK Government, Scottish Government and COSLA) increasingly emphasises the need for proactive leadership around cohesion, anti-racism and misinformation. Accreditation would align South Lanarkshire with other local authorities and organisations adopting structured approaches to community integration (recognised groups include Edinburgh, Glasgow, Aberdeen Cities of Sanctuary and Perth and Kinross Council of Sanctuary). 3.6. If approved by Executive Committee, South Lanarkshire Council will join the City of Sanctuary UK Local Authority Network to support the initial scoping work. Membership of the network is a prerequisite for Council of Sanctuary accreditation; however, councils can be members without committing to pursue accreditation. Approval at this stage would enable the Council to join the network and undertake the structured development work required to assess readiness for accreditation; it would not constitute approval to submit an accreditation application. 3.7. The following potential positive benefits can be identified for councils who engage with City of Sanctuary:- positive recognition as a welcoming local authority strengthened community cohesion with the benefit of network learning and support improved relationships with national partners and readiness for future changes to asylum systems 4. Current Position in South Lanarkshire 4.1. South Lanarkshire Council has a well-established, nationally recognised track record in refugee resettlement, including:- over 10 years of delivering structured and compassionate resettlement programmes committee-approved commitments supporting up to 30 refugee households per year (approx. 130 individuals annually) strong performance across Syrian, Afghan and Ukrainian schemes a skilled, experienced and permanent resettlement workforce strong cross-service collaboration highly positive engagement feedback from families and partners a mature network of community-based integration activities 4.2. Comparable strengths can be seen in other accredited local authorities such as Perth and Kinross Council (recognised in 2024), acknowledged for high-quality operational support, compassionate practice, sustainability, community integration, and a strong multi-agency partnership culture. 4.3. While foundations are strong, unprecedented demand on the homelessness service and increased numbers of asylum and refugees dispersed within South Lanarkshire have reduced capacity for coordinated community engagement and corporate-level cohesion activity. Accreditation will require:- 140
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a more formal, whole-Council approach clear evidence of staff training, policy alignment and inclusive practice renewed investment in community engagement, communication, and anti-racism initiatives 4.4. Progressing this work at this stage is timely and it supports strengthened local responses, enhances corporate cohesion, and reinforces positive public messaging. It also aligns with wider work underway across homelessness, housing, education, community safety, and equalities. 4.5. Moving forward, it is recognised that addressing the three requirements noted at paragraph 4.3 above would be a specific focus for the proposed working group. 5. Requirements for Accreditation 5.1. To achieve Council of Sanctuary status, South Lanarkshire Council must:- 1. Maintain membership of the Local Authority Network (a prerequisite for accreditation); 2. Submit an application demonstrating corporate commitment to learning, embedding and sharing sanctuary principles; 3. Demonstrate strong partnership engagement, including people with lived experience; and 4. Develop and publish a Council of Sanctuary Action Plan and supporting Evidence Portfolio. 6. Next Steps 6.1. If approved, the following steps are proposed:- 1. Executive Directors nominate service leads to the Cross-Council Working Group (proposed lead: Housing Services). 2. Establish the Cross-Council Working Group (agree terms of reference, chair, membership, meeting schedule and reporting route). 3. Develop a full proposal and Council of Sanctuary Action Plan (including deliverables, owners, milestones, resourcing, risks and monitoring arrangements) for consideration by Executive Committee. 4. Submit a further report to Executive Committee seeking approval to apply for Council of Sanctuary accreditation, once the Action Plan and Evidence Portfolio are developed. 6.2. The working group will be cross-Council and partnership-based, with third-sector involvement and input from people with lived experience. Progress will be overseen through appropriate senior officer governance arrangements, with any significant resource implications or proposed accreditation application brought back to Executive Committee for approval. 6.3. EKIN, a third-sector partner, has already expressed interest in working with the Council with a view to enhancing support to refugee resettlement programmes and potentially supporting work towards Council of Sanctuary accreditation. 7. Employee Implications 7.1. There are no direct employee implications arising from the recommendations in this report at this stage. Any workforce implications identified through development of the Action Plan would be considered and reported as required. 141
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8. Financial Implications 8.1. There are no additional financial implications at this stage. Delivering community engagement and evidence-gathering will require some resource, and funding opportunities through existing partnership structures, national cohesion support or grant-funding will be explored. A detailed assessment will be undertaken as part of the Action Plan development. 8.2. The Council holds ring-fenced refugee resettlement reserves funded through UK and Scottish Government programmes, with eligibility restrictions. As the Action Plan is developed, officers will confirm whether any existing funding can be used to support relevant activity and will ensure compliance with grant conditions. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no climate or environmental implications arising from this report. 10. Risk and Other Implications 10.1. Progressing this work would support the Council’s equalities, inclusion and community cohesion objectives through strengthened training, monitoring, communications and participation arrangements. 11. Integrated Impact Assessment and Consultation Requirements 11.1. There are no immediate Integrated Impact Assessment requirements. Any future action plan or policy changes will be assessed accordingly. 11.2. At this stage, there was no requirement for consultation in terms of the content of this report. Stephen Gibson Executive Director (Housing and Technical Resources) 19 May 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs We will work to put people first and reduce inequality Working with and respecting others Caring, connected, sustainable communities Good quality, suitable and sustainable places to live Previous References South Lanarkshire Council – 10 December 2025 List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Jackie Fernie, Homelessness and Housing Support Manager Ext: (Tel: 01698 455139) E-mail: Jacqueline.fernie@southlanarkshire.gov.uk 142
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Chief Executive Subject: Recommendation Referred by Licensing 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 Licensing Committee at its meeting on 19 May 2026 in relation to the revised Statement of Licensing Policy for Short Term Lets 1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the updated Statement of Licensing Policy for Short Term Lets be approved. 3. Background 3.1. Recommendations Referred by Licensing Committee of 19 May 2026 – Short Term Lets Licensing Policy Review – Extract of Minute A report dated 24 April 2026 by the Executive Director (Finance and Corporate Resources) was submitted on the revised Statement of Licensing Policy for Short Term Lets. On 2 November 2022, the Executive Committee had approved the Council’s Short Term Lets Policy, in implementation of the 2022 Order, which introduced the Short Term Lets licensing regime. There were approximately 195 licensed short term lets within the South Lanarkshire area. On 29 August 2024, the Civic Government (Scotland) Act 1982 (Licensing of Short Term Lets) Order 2024 (‘the 2024 Order’) had been enacted to include the following licence application types in the short term letting regime, along with minor technical changes:- ♦ Provisional Short Term Let Licence ♦ Confirmation of Provisional Short Term Let Licence ♦ Transfer of Short Term Let Licence The Licensing Committee approved minor changes to the Council’s Statement of Licensing Policy for Short Term Lets to include the new application types listed above on 24 June 2025. It also approved in principle to the new fees for those application types. The fees were approved by the Finance and Corporate Resources Committee on 10 September 2025. 15 143
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A public consultation had been launched on 29 December 2025, as part of the 3 yearly review of the Policy. This was undertaken by way of an online survey on the Council’s website. The consultation closed on 24 January 2026. The consultees detailed in paragraph 3.6. of the report had been consulted directly. A summary of the consultation questions and the responses received were attached as Appendix 2 of the report. As required by the 2022 Order, mandatory conditions of licence applied to all Short Term Let licences issued across Scotland. In addition to the mandatory conditions, the Council could set additional conditions using discretionary powers within the 2022 Order which could respond to local challenges and concerns. Additional conditions aimed to ensure that best practice was applied by licence holders to secure public safety and minimise the risk to public nuisance, as well as anti-social behaviour resulting from the operation of a short term let. Following consideration of the consultation responses and a separate review by officers, it was recommended that:- ♦ the Council should impose additional conditions for Short Term Lets, as detailed in Appendix 3 to the report, which would be incorporated into the Statement of Licensing Policy for Short Term Lets ♦ no changes should be made to the current Policy in terms of temporary exemptions, and that there be no temporary exemptions In addition, there were some other minor changes proposed to the existing Policy, which included a statement that the fees would be reviewed annually as part of the Council’s annual review of fees and charges and inclusion of provision for a 3-yearly review of the Policy. The updated Statement of Licensing Policy for Short Term Lets was attached as Appendix 1 to the report. The updated Statement of Licensing Policy for Short Term Lets would be submitted to the Executive Committee on 24 June 2026 for approval. The Committee decided: (1) the content of the report be noted; (2) that the updated Statement of Licensing Policy for Short Term Lets be endorsed:- ♦ to include additional licence conditions, as detailed in Appendix 3 to the report ♦ to reflect that there would be no temporary exemptions (3) that the updated Statement of Licensing Policy for Short Term Lets be referred to the Executive Committee on 24 June 2026 for formal approval. [Reference: Minutes of the Executive Committee of 2 November 2022 (Paragraph 7), Minutes of 24 June 2025 (Paragraph 3) and Minutes of the Finance and Corporate Resources Committee of 10 September 2025 (Paragraph 14)] 144
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3.2. A link to the report submitted to the Licensing Committee of 19 May 2026 is provided for information: Agenda Document Pack - Licensing Committee - 19_05_2026. 4. Employee Implications 4.1. There are no employee implications arising from this report. 5. Financial Implications 5.1. There are no financial implications arising directly from this report. 6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability and environmental implications arising directly from this report. 7. Risk and Other Implications 7.1. There are no risk or other implications arising directly from the content of this report. 8. Integrated Impact Assessment and Consultation Requirements 8.1. The Council consulted with organisations listed within this report. There were 19 responses received from the consultees or members of the public during the 4 week consultation period, which had been summarised in Appendix 2 to the report to the Licensing Committee. Council officers have also caried out an Integrated Impact Assessment which did not highlight any negative impacts from the proposed changes to the Policy. The Integrated Impact Assessment is available on the Council’s website and can be accessed here https://www.southlanarkshire.gov.uk/downloads/file/18479/short_term_lets_policy_re view . Paul Manning Chief Executive 1 June 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 Executive Committee, 2 November 2022 Licensing Committee, 24 June 2025 Finance and Corporate Committee, 10 September 2025 Licensing Committee, 19 May 2026 145
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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 146
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Appointment of Trustees to South Lanarkshire Leisure and Culture Board 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise of a change to the trustees to the South Lanarkshire Leisure and Culture (SLLC) Board seek nominations to fill the vacant trustee positions note the requirement for a further report to be brought back to Committee in September on Board appointments [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that Councillor Cowie replace Councillor Devlin as a trustee of the South Lanarkshire Leisure and Culture Board; (2) that the Council confirm to South Lanarkshire Leisure and Culture that it recommends that Councillor Razzaq be the new Vice-Chair of the South Lanarkshire Leisure and Culture Board; (3) that nominations are sought to fill the remaining vacant trustee positions for elected members or officers of the Council; and (4) note that a further report on appointments to the South Lanarkshire Leisure and Culture Board will be brought to the 16 September meeting of the Committee. 3. Background 3.1. The revised governance arrangements and constitution for SLLC were approved by the Council at its meetings on 23 June 2021 and 15 June 2022 respectively. The constitution set out the membership of the SLLC Board which included 14 charity trustees made up of 5 elected members or officers of the Council, 1 representative of the trade unions and 8 who were neither an elected member nor an officer of the Council. 3.2. The constitution also set out eligibility criteria and the appointment process for trustees. This process requires the Council to give written notice to SLLC for the appointment of a trustee, and to be guided by SLLC’s Nominations Committee in relation to the selection of appropriate trustees. 3.3. Following her appointment as Leader of the Council, Councillor Devlin has resigned from the SLLC Board. Currently, the Council has only two appointed trustees on the Board, being Councillor Razzaq and Councillor Nelson. The Council is entitled to appoint up to five trustees. 16 147
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4. Appointment of Trustees 4.1. Following notification from the Chair of the SLLC Board that Councillor Devlin has resigned, and as noted above, currently there are three elected member trustee vacancies. It is proposed that Councillor Cowie replace Councillor Devlin as a trustee on the Board, and nominations are sought to fill the remaining two vacant positions from elected members of the Council. 4.2. In the first instance, and in line with existing practice, it would be for the Council’s SNP Group to decide whether it wished to take up the remaining two vacancies. Thereafter, other nominees could be sought. 4.3. Councillor Devlin also held the position of Vice-Chair of the SLLC Board, this being a position for a Council trustee to hold. The election of the Vice-Chair is a matter for the SLLC Board, but it is proposed that the Committee confirm to SLLC its wish that Councillor Razzaq be appointed to that position. 4.4. As the Committee will be aware, SLLC is currently going through a process to appoint a new independent Chair and an additional independent trustee. It is anticipated that the SLLC Nominations Committee will be in a position to make recommendations on this to the Council in early September, after which the Council would need to confirm its agreement with this, in terms of SLLC’s constitution. As such, it is anticipated that a report will be brought to the Committee on 16 September seeking agreement as to these proposed appointments. Subject to that reporting, the appointment of the new Chair and independent trustee would then be confirmed at the SLLC AGM in November. 4.5. In addition, as trustee appointments are for as period of 3 years, the Council will also require to confirm its trustee appointments for the next three years, in advance of the AGM. The September report to Committee will also cover this, which will naturally be subject to the outcome of the May 2027 local government elections, and subsequent external appointments of councillors. 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 associated with this report. 8. Risk and Other Implications 8.1. An elected member is not obliged to accept an appointment to an external organisation. However, if they do then they may find themselves taking on additional legal duties, e.g. as a trustee of a charity or a director of a company, where they will, in essence be obliged to act in the best interests of that organisation. The exact nature of these legal duties will depend upon the nature of the organisation in question and the role they are appointed to. There is also potential for future conflicts of interests between such a role and their role as an Elected Member. The Standards Commission has issued an Advice Note on such matters. There are no other implications arising from this report. 148
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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 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. SLLC have, however, been consulted on the contents of this report. Jackie Taylor Executive Director (Finance and Corporate Resources) 4 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References South Lanarkshire Council 15 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:- Iain Strachan, Head of Administration and Legal Services Ext: 4658 (Tel: 01698 454658) E-mail: iain.strachan@southlanarkshire.gov.uk 149
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Executive Director (Community and Enterprise Resources) Subject: Investment Challenge Motion 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide a paper on Investment Challenge, as requested in the Motion to Council on 10 December 2025 [1purpose] 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- [recs] (1) that the investment principles listed in section 4, be noted; (2) that the opportunities detailed in Appendix 2 (summarised in section 6), and the potential partners/funding sources in section 6, be noted; and (3) that the next steps detailed in section 7, be noted. 3. Background 3.1. On 10 December 2025, the Council approved a Motion entitled Investment Challenge Paper. 3.2. The Motion is included in full in Appendix 1 and notes that, “despite a strong capital programme, the investment ambitions of the Council and our communities have exceeded the level of funding available over a number of years. The Council considers that the time has come for a Challenge Paper on infrastructure and investment to drive constructive challenge across local and central government and to help create a pipeline of credible options for investment for South Lanarkshire Council and our partners”. 3.3. This paper has been prepared by officers to address the Motion and to bring an investment Challenge Paper to the Executive Committee. The aim of the paper is to affirm the investment principles and ambitions for South Lanarkshire. This is detailed in Section 4. 3.4. Section 5 of the paper sets the scene for the future of the Glasgow City Region (GCR), of which the Council is part. Section 6 then summarises a series of investment opportunities which would enhance South Lanarkshire and contribute to the success of our key strategic plans including Council Plan, Community Plan, Local Transport Strategy, Economic Strategy and other key strategies and objectives. The status of these opportunities is also noted. Detail on these is included in Appendix 2. 17 151
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3.5. Through Appendix 2, any potential partners and funders are noted where relevant to the investment opportunity. Where appropriate, the appendix also notes what would be required in order to realise these opportunities. 3.6. Finally, the Motion noted that it was agreed that any pipeline of options and proposals arising from an Investment Challenge Paper be subject to review and scrutiny by the Executive Committee and /or an appropriate Resource Committee before final decisions are made. The planned approach to this is noted in the Summary and Next Steps (section 7). 4. Investment Principles and Ambitions 4.1. The Council has experience in developing masterplans for town centres (Hamilton Town Centre Masterplan and East Kilbride Town Centre Masterplan) and country parks (Calderglen and Chatelherault). These masterplans set out a vision and framework on where investment will have the greatest benefit and demonstrate the ambition of the Council to benefit the communities and where relevant, investors. The intention of the masterplans (for the Town Centres specifically) is to set out the context for public and private sector investment over the next 15+ years. 4.2. The masterplans provide the strategic context to support a delivery structure and programme of activity. They also provide the strategic framework to support external funding applications as well as the development of business models. All Masterplans were subject to a public consultation to garner the views of the communities on the proposals being put forward. 4.3. Having these Masterplans in place and supported by the views of the community, means that any funding identified, either internally or from an external funder (commercial or otherwise) can be readily directed to support the aims of the Masterplan. This has been the case for the 2026/2027 Investment monies where funding earmarked for spend on the Country Parks has been allocated to masterplan projects such as the new play park at Chatelherault and car parking and active travel proposals in Calderglen. 4.4. The Motion proposed that we draw inspiration from the approach used in these robust pieces of work, with a view to establishing a framework within which future investment plans could be developed. It also noted the principles on which the Council’s investment proposals should be founded: Infrastructure first Right First-Time decision making based on robust business cases Timely, quality public consultation The needs and aspirations of our communities 4.5. The approach used in developing the Masterplans supports these principles as the focus is on developing infrastructure, proposing detailed business cases as and when appropriate, and sourcing the views of the communities through timely consultation. This best practice approach will be embraced in developing investment opportunities moving forward. By identifying these opportunities, the Council will be ready to react when funding becomes available. 152
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5. The Future Role of Glasgow City Region 5.1. In November 2025, the First Minister announced plans for new enabling legislation in the next Parliament to give Regional Partnerships legal status, new devolved powers and flexibility to design regional delivery models. This reflects the shift in Scottish and UK policy toward stronger regional governance. 5.2. GCR delivers major programmes including City Deal, Investment Zone, Shared Prosperity Fund, New Local Growth Fund, Clyde Mission, etc. The proposed devolved powers to Regional Partnership will see greater powers for GCR with activity underway to design the future regional model for innovation, investment, infrastructure, housing, planning, transport skills and economic development. 5.3. It is evident that GCR will have a greater role in decision-making and investment which is already being witnessed with the UK Government’s New Local Growth Fund (see para 1.3 in Appendix 1) which is required to be administered by GCR for regional projects of scale. The Council must ensure therefore that it has a pipeline of activity that aligns with regional strategies in order to position itself to be best placed to secure investment. 6. Investment Options and Opportunities 6.1. The Council approved a report entitled 2026/2027 Capital Programme Update and Future Capital Investment Strategy on 25 February 2026. As well as approving a £105 million Capital Programme for 2026/2027, the report also detailed the Council’s Priority Projects – Growing South Lanarkshire 2022 to 2030. This demonstrated that in addition to core projects, the Council also has some significant capital investment plans for the years to 2030 including a new Leisure centre in Larkhall costing £27 million, Secondary Schools Refurbishment totalling £18 million and improvements to Stewartfield Way (£30 million). This reflects the Council’s ambitious Capital Investment plans for the coming years. 6.2. As detailed in section 3.4, the Motion noted that this Investment Challenge Paper should set out a series of investment ambitions for the Council, our funders and partners, that would enhance South Lanarkshire and contribute to the success of our main strategic plans including the Council Plan and the Community Plan. It also encouraged the extension of the Council’s current ambitions to include partnership and collaboration. 6.3. Table 1 lists a number of investment ambitions and opportunities which will advance the Council’s key strategic plans, and which are over and above the strategic capital plans that are already in place. The detail of these is noted in Appendix 2 which takes each investment opportunity in turn and aligns them with the relevant Council Strategy where appropriate. Table 1 – List of Investment Ambitions and Opportunities Commercial Opportunities Business Space Transportation Infrastructure and Services Town Centres Transition to Net Zero Country Parks Long Term Estates Strategy Housing Emergency and Homelessness Regeneration Capital Grant / Vacant and Derelict Land Projects An Bothan Project Renewable Energy Fund 153
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6.4. Partner Activity: Whilst Table 1 (and Appendix 2) identifies opportunities for the Council, it is important for us to understand the ambitions of our partners, to identify potential collaborative working opportunities and to ensure South Lanarkshire as location is as ambitious as possible. Through our existing communication channels in Regeneration and Employability, officers continue to engage with a range of partners including NHS, Police, West of Scotland University, South Lanarkshire Council, New College Lanarkshire etc. 6.5. External Funding Opportunities: Officers are continually horizon scanning for external funding opportunities and are reaching out to a number of organisations to better understand their funding priorities including Sportscotland, Scottish Football Association, National Lottery, Creative Scotland, Historic Environment Scotland etc. 6.6. As requested in the Motion, consideration has been given to other funding options. One of these is the Scottish National Investment Bank however as they cannot invest directly with local authorities, and any investment they do is at commercial rates, any collaboration is likely to be more expensive than borrowing from the Public Works Loan Board (PWLB). 6.7. In relation to Strathclyde Pension Fund, as an investment body, they are interested in projects of scale, and making a return on their investment. Glasgow City Council has commissioned consultancy support to “identify and attract new sources of capital into Glasgow and the wider city region, with a particular focus on considering whether an Impact Fund, similar to those in place in Greater Manchester and London, to accelerate housing development, should be created here. This will be a larger investment proposal with a focus on the City Region Investment Workstream, and could be something that Strathclyde Pension Fund may be interested in investing in. As a member authority of the GCR, Council Members will continue to be updated as the programme of works progresses. 7. Summary and Next Steps 7.1. Section 4 of this report provides a summary of the position in relation to the GCR, while section 5 of this report provides Members with a list of investment opportunities which are over and above our already ambitious capital plans stretching to 2029 and beyond. Details of these are provided in Appendix 2. 7.2. Where possible, funding opportunities are referenced, some of which are already being actively pursued, and others where further work would be required to develop business cases before they can be confirmed as proposed projects. This approach is in line with the principles detailed in section 4 (and reiterated below) which should be followed for any project under consideration: Infrastructure first Right First-Time decision making based on robust business cases Timely, quality public consultation The needs and aspirations of our communities 7.3. Members are asked to note the pipeline of opportunities detailed in section 6 (Appendix 2). As funding opportunities are realised, projects will be developed in line with the principles in section 7.2. External funding opportunities will be pursued as appropriate and will form part of the business cases for projects, along with the opportunity to pursue collaborative working with partner organisations. 154
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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. There are no implications for climate change, sustainability or the environment in terms of the recommendations of this report. 11. Risk and Other Implications 11.1. The main risk associated with any of the project opportunities identified is that there is an overspend. Given the robust business cases required if we are to progress any project moving forward, then the risk has been assessed as low. 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. There is also no requirement to undertake any consultation in terms of the information contained in this report. Jackie Taylor Executive Director (Finance and Corporate Resources) Kevin Carr Executive Director (Community and Enterprise Resources) 12 May 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: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 155
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Appendix 1 Council Motion – Investment Challenge Paper (10 December 2025) (incorporating the amendment agreed by Council) The Council notes that future Capital Investment Strategy is anticipated alongside capital budget proposals for the new financial year. The Council further notes that, despite a strong capital programme, the investment ambitions of the Council and our communities have exceeded the level of funding available over a number of years. The Council considers that the time has come for a Challenge Paper on infrastructure and investment to drive constructive challenge across local and central government and to help create a pipeline of credible options for investment for South Lanarkshire Council and our partners. The Council therefore agrees to the following recommendations: 1. That an Investment Challenge Paper be brought forward for consideration at a future meeting of the Executive Committee. 2. That this Investment Challenge Paper sets out investment principles and ambitions for South Lanarkshire, drawing inspiration from the approaches previously adopted by the Scottish Government in developing an Infrastructure Investment Plan and by the Council in developing master plans for town centres and country parks. The principles of these Investment proposals should be founded on: Infrastructure first Right First-Time decision making based on robust business cases Timely, quality public consultation The needs and aspirations of our communities 3. That the Investment Challenge Paper sets out a series of investment options for the Council, our funders and partners that would enhance South Lanarkshire and contribute to the success of our Council Plan, Community Plan, Local Transport Strategy, Economic Strategy and other key strategies and objectives, such as developing Long Term Estate Strategy, action on the housing emergency, the transition to net zero and exploring commercial opportunities for the Council. 4. That the Investment Challenge Paper should not be limited to our Council’s ambitions to enhance our Capital Strategy, such as through the delivery of a replacement Blantyre Leisure Centre, but should extend to our ambitions for partnership and collaboration, such as the extension of the Larkhall rail line. 5. That in the development of the Investment Challenge Paper, council officials engage with potential partners and funders, such as the Scottish National Investment Bank, Glasgow City-Region, the Scottish Government, the Scotland Office and Strathclyde Pension Fund. That any pipeline of options and proposals arising from an Investment Challenge Paper be subject to review and scrutiny by the Executive Committee and /or an appropriate Resource Committee before final decisions are made. 156
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Appendix 2 Investment Challenge Opportunities This appendix details a number of investment ambitions and opportunities which will advance the Council’s key strategic plans, and which are over and above the strategic capital plans that are already in place. Each opportunity is taken in turn and is aligned with the relevant Council Strategy where appropriate. Also highlighted is the current status and any current and potential funding and partnership involvement and collaboration with external partners and funders. 1. Commercial Opportunities 1.1. A recent report titled Response to Industrial Market Challenges was approved by the Executive Committee in February 2026. This identified a Summary of Interventions which included the following aspirational areas: • Grants programme for existing industrial stock. • Dispose of the Council’s obsolete industrial property. • Creation of Serviced Plots or Units including through Partnership Working. • Enhance Operational Business Centres. • Laboratory Space / R&D Space. 1.2. The Budget set for 2026/2027 invested monies in all of these areas with the focus on delivering good quality, fit for purpose business space across South Lanarkshire: Expansion of Business Grants (£0.4m) and Supporting and Developing Local Business (£1m to offer higher value grants, £0.5m to develop our own business centres, and £2m to pay for the costs to fund the development of these spaces which will become self-financing when operational and generating income, enabling in excess of £11m in commercial properties). However, more funding would allow us to do more. There are a number of funding opportunities that are available and being pursued to augment the Council’s current programme of works. This includes a number of funding streams that are directed through the City Region, and the Council is working with its partners to maximise its allocation of monies, and the impact that these funds can make on the Council area. 1.3. UK Government New Local Growth Fund (NLGF): The introduction of the NLGF has meant a change in emphasis of funding from Revenue to Capital compared to the previous Shared Prosperity Fund. As outlined in paragraph 5.3, these monies will be allocated to the Glasgow City Region and the eight Member Authorities including South Lanarkshire Council are collaborating to develop Regional Projects of Scale. This is in line with the Council’s ambitions. 1.4. The Council was required to submit expressions of interests in April 2026 for projects to Glasgow City Region PMO for consideration as Regional projects. These included commercial projects, creation of serviced industrial site, business grants and a housing viability project. 35 expressions of interest were received from across the City Region with £20m now ringfenced for an ‘Enabling Commercial Space’ project of which £3.4m is allocated for a Council project. In addition, a further £20m is to be allocated to a further strategic project yet to be identified. This collaboration with the City Region will give us the opportunity to develop the Council’s commercial capacity further and could generate income to support the Revenue Budget in the longer term. 157
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1.5. National Wealth Fund (NWF): The NWF is a private limited company and is wholly owned by HM Treasury. Over the past three years, it has partnered with local authorities across the UK, deploying over £1 bn in lending and building expertise in sectors such as heat networks, transport, and retrofit. Building on this foundation, they recently launched a new phase of support, shaped by feedback from our partners and aligned with the UK Government's Industrial and Infrastructure Strategies and Clean Power Action Plan 2030. 1.6. The focus is to establish strategic partnerships with City Regions to form long-term collaborations and support the development of investment-ready projects and Local Growth Plan priorities. This has been launched in 4 regions including Glasgow City Region, and their offer has 3 strands which councils and City Regions can access: a Knowledge Service, Local Authority Lending and Flagship Project Advisory. 1.7. Glasgow City Region (GCR) is partnering with the National Wealth Fund (NWF) to look at options for financing major infrastructure projects with GCR keen to ensure that NWF have visibility of a range of projects across the region to allow them to identify where they could best offer support. All 8 councils of the GCR have entered into a Strategic Partnership Agreement with the NWF which formalises an agreement to carry on working together as has been the case to date, however as a Council, we are still free to work with the NWF on our own. 1.8. The Council has prepared a submission to the GCR to seek consideration of advice from the National Wealth Fund for a number of projects which are all aimed at furthering the ambitions of the Council and are aligned to a number of key strategic proprieties. This includes Enhancing Commercial Industrial Space. GCR are initially taking forward a commercial industrial project of regional scale along with the NWF. The Council will be part of this programme of works, but progress is dependent on the GCR. 1.9. The Local Innovation Partnership Fund: Is a UK wide £500m research and innovation programme led by UK Research and Innovation and backed by the UK Government. It is designed to drive economic growth by investing in placed-based innovation. Glasgow City Region has received an allocation of £50m allocated as follows: • £25m for commercialisation of Research & Development activities • £20m for lab space to support cluster growth • £5m for complementary skills programme 1.10. The Urban Regeneration Company, Clyde Gateway, of which the Council is a partner along with Glasgow City Council and Scottish Enterprise, has submitted a proposal for Red Tree Labs at Shawfield for a £3m gap in their funding of their £22m project. 1.11. Strategic Sites Accelerator Programme: The UK Government Department of Business and Trade has invited parties to submit a comprehensive pro-forma containing information on sites to be considered for participation in a Strategic Sites Accelerator programme. The UK wide £600 million programme aims to unlock sites for investment from the growth-driving sectors of the Industrial Strategy by the end of the year, with the aim of scaling up the programme over time. Sites must be within Industrial Strategy Zones to be eligible to be selected in the first wave of sites. The Region-wide GCR Investment Zone is an industrial Strategy Zone. 158
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1.12. The deadline for submissions was 27 February 2026, and the Council submitted a joint proposal for the Shawfield Area in conjunction with Clyde Gateway. 1.13. Any progress on any of these funding opportunities to allow the Council to respond to industrial market challenges, will be brought to Members as appropriate. 2. Town Centres 2.1. Significant work is underway in East Kilbride and Hamilton Town Centres including the Price in Place Programme, which will take a number of years to come to fruition. However, there are 8 other towns identified in the South Lanarkshire Local Plan. As well as the approved masterplans for Hamilton and East Kilbride Town Centres, Town Centre Strategies and Action plans were previously approved by Committee for Rutherglen, Cambuslang, Larkhall, and Blantyre. For each of these, the action plans were progressed and completed in partnership with the communities with a number of key projects delivered. There remain aspirations across these communities to continue to develop and grow the town centres as the heart of their community. 2.2. The remaining towns of Lanark, Carluke, Biggar and Strathaven had developed a range of strategies and locally led approaches. Lanark worked on the Vision through the community council, Carluke the Conversation and Place Plan through the development trust, Strathaven were delivering the CARS project and Biggar accessed funds such as the Renewable Energy Fund to deliver local priorities. Again, a number of aspirations and opportunities remain across these towns. 2.3. Subject to identifying suitable resources and funding, by developing these in conjunction with local communities, we could look to continue to improve town centres increasing local spend and creating a greater sense of community and wellbeing. It also relies on significant community engagement and buy-in. 3. Country Parks 3.1. Masterplans are in place for both of the Council’s Country Parks (Chatelherault and Calderglen). While funding has been approved for some projects from the Transformation Fund and 2026/27 Budget Investments, further funding is required for some of the more ambitious plans including a potential new events/wedding venue at Chatelherault and a new visitor experience at Calderglen. 3.2. Both of these projects are of scale and require resources to develop the projects and associated business cases and develop external funding applications to the likes of Historic Environment Scotland and Heritage Lottery. 4. Long Term Estate Strategy 4.1. The work on this Strategy is ongoing with a report to be presented to a future meeting of this Committee. 4.2. This Estates Review considers the future of all the Council’s assets and whether these can be rationalised, and that the future estate is smaller, high quality and contributes to the Council’s future Net Zero ambitions. This ongoing piece of work will continue to consider emerging policy. Due regard will continue to be given to the operational requirements of South Lanarkshire Leisure and Culture, particularly in relation to wet leisure provision which will include Blantyre Leisure Centre. 159
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4.3. The future report to this Committee, referenced in section 4.1, will detail the Estate Strategy, including the expenditure proposals for the £24 million of previously allocated investment monies. 5. Transition To Net Zero 5.1. The Sustainable Development and Climate Change Strategy (SDCCS) 2022-27 was approved by South Lanarkshire Council on 15 June 2022. This Strategy sets out the policy context for the Council’s approach to developing sustainably and tackling the climate emergency over a five-year period, while also providing a broad strategic direction for longer-term planning. The aim is to deliver on agreed outcomes and contribute to a long-term vision for a more sustainable, resilient, and equitable South Lanarkshire. 5.2. To support delivery of the SDCCS, an associated overarching 5-year action plan was developed, alongside more detailed annual action plans which are approved by, and reported biannually to, the Climate Change and Sustainability Committee. A copy of the original 5-year action plan can be found here with a list of the refreshed actions as at the mid-point (2025) included in Appendix 3. 5.3. These action plans show the direction of travel in relation to the Transition to Net Zero. They set out clear priorities and actions to improve health and wellbeing, promote climate justice, empower communities, protect and restore the natural environment, and drive economic transformation, highlighting achievements, challenges, and next steps across the Council’s 13 strategic priorities. 5.4. Actions within the plan are being delivered within existing resources, supplemented by external funding where possible (e.g. Climate Emergency Fund, Scottish Government grants). Additional funding opportunities and projects continue to be explored and include the potential for an Almada Street Heat Network where the Council, in conjunction with Scottish Water Horizons and the Scottish Government is currently exploring a heat network for the Bothwell Road / Almada Street area. This network would utilise the surplus heat from the Bothwell Road Waste Water Treatment plant. As part of the Council’s Probable Outturn exercise for 2025/2026, the Executive Committee approved funding of £0.300m to match fund three heat networks to outline business case (Carluke, East Kilbride and this one in Hamilton), and to conduct a feasibility study for one heat network in Cambuslang. Match funding will be sought from the Scottish Government in the first instance. 5.5. Windfarm / Solar Farm like North Ayrshire’s Council owned solar farm in conjunction with the private sector, is being considered by Housing and Technical Resources. Similarly, Solar Panels on Council Buildings including car parks, could be progressed in partnership with the private sector. These rely on a business case being developed and on overcoming previous issues experienced re guaranteeing energy supply, and procurement channels. 5.6. Funding opportunities for the Transition to Net Zero include The Clyde Mission Heat Decarbonisation Fund (CM-HDF) established by Glasgow City Region but funded by the Scottish Government under the Clyde Mission programme. Its purpose is to accelerate the replacement of fossil fuel heating systems with low and zero carbon alternatives across the Clyde Mission corridor, in line with local, regional and national policy objectives. CM-HDF complements national initiatives like the Heat in Buildings Strategy but is distinct in its place-based focus and could support some of these areas of activity to reduce emissions, lower energy bills, address fuel poverty and stimulate local economic activity through green jobs and supply chain opportunities. 160
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5.7. The next application deadline is 31 July 2026. Officers from Housing and Technical Resources are currently carrying out the preparatory work to write a bid and submit this by the deadline set. 6. Transportation Infrastructure and Services 6.1. Across South Lanarkshire, transport investment is fundamental to economic performance and community wellbeing with businesses relying on efficient networks to attract staff, move goods and access markets, while residents depend on transport to reach employment, colleges, universities, apprenticeships and essential services. In areas such as Clydesdale, where choices are more limited, improvements to road safety, bus and rail services, demand-responsive transport and interchange facilities can make the difference between opportunity and exclusion. Transport investment is central to sustaining communities, supporting businesses and enabling inclusive growth. 6.2. The Local Transport Strategy (LTS) 2026–2036, seeks to deliver a safe, resilient and sustainable transport network that supports net-zero emissions, inclusive economic growth and improved health and wellbeing. The investment challenge is therefore about aligning local and national ambition, as well as the funding, to deliver transport infrastructure and services that are reliable, affordable and accessible across all modes. 6.3. Safety: A safe transport network underpins all other investment ambitions. The Council’s responsibility for over 2,200 kilometres of local roads, hundreds of bridges and structures, extensive footway and cycleway networks, and traffic management systems means that continued and sustained investment in roads maintenance, bridge strengthening, winter service, flood risk management and road safety schemes is essential. Initiatives such as the ongoing Accident Investigation and Prevention (AIP) Programme, Roads Investment Programme and measures to address climate impacts ensure that communities and businesses can rely on the network day in, day out. Without this baseline of maintenance, safety and resilience, wider ambitions for public transport and modal shift cannot be realised. 6.4. Road Infrastructure Investment: While the LTS prioritises sustainable transport, it also recognises the essential role of the road network in supporting buses, freight, servicing trips and rural accessibility. Strategic schemes such as Cathkin Relief Road and Greenhills dualling project as well as the to be completed Stewartfield Way Enhancement in East Kilbride and the Lanark Town Centre Circulatory System demonstrate how targeted road investment can unlock development land, reduce congestion, improve air quality and create safer environments for pedestrians, cyclists and bus users. These multi-million pound projects illustrate the importance of maintaining a pipeline of well-developed road schemes that deliver wider social, environmental and economic benefits rather than simply additional traffic capacity. Alongside these large-scale projects, the Council continues to invest annually in the general road network, with an approved Roads Investment Programme of £15.3 million for 2026/2027. 161
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6.5. Rural Connectivity: The investment challenge is most acute in Clydesdale, where dispersed settlements, longer travel distances and limited service frequencies place additional pressure on residents, businesses and public services. The LTS highlights that access to employment, further and higher education, healthcare and training in Clydesdale often depends on the availability of reliable bus and rail services, supported by safe local road connections. Core corridors linking communities such as Lanark, Carluke, Biggar, Douglas and surrounding villages require sustained investment to maintain safety and reliability, while complementary solutions such as Demand Responsive Transport, community transport and improved interchange with rail are essential to address gaps in provision. 6.6. Strengthening Bus Infrastructure and Services: Buses are a critical mode of transport across South Lanarkshire and a lifeline for many communities, particularly in rural areas and for those without access to a car. The Council has continued to invest in bus priority at signalised junctions, high-quality shelters, real-time passenger information, and interchange improvements such as those at Hamilton Interchange and the ongoing proposals for Lanark Interchange. 6.7. However, infrastructure investment must be matched by high-quality services. Continued collaboration with SPT, Transport Scotland and operators to improve service frequency, reliability and coverage, and to continue to explore changes to how the bus network is planned and operated across the west of Scotland, including franchising or enhanced partnership models where appropriate. 6.8. Rail Investment and Regional Connectivity: Rail connectivity is a critical component of South Lanarkshire’s transport network, supporting access to employment, education, healthcare and national markets, and aligning directly with the Local Transport Strategy’s ambition for a safe, integrated and sustainable system. Existing rail corridors provide essential links to Glasgow and beyond but also play a vital local role in connecting towns and communities across South Lanarkshire. Continued partnership working with Transport Scotland, Network Rail, ScotRail and SPT is therefore essential to maintain asset condition, improve service reliability and deliver targeted enhancements. 6.9. The East Kilbride Rail Enhancement Project, including electrification and the new Hairmyres Station interchange, demonstrates the benefits of coordinated national and local action, improving accessibility, capacity and integration with active travel and park-and-ride. Similarly, ongoing improvements to Lanark Station and Interchange will strengthen connections between rail, bus and active travel, supporting access to services, employment and learning for communities across Clydesdale. Looking further ahead, the Local Transport Strategy identifies a clear ambition to develop and appraise additional rail enhancements that respond to geographic need and economic opportunity. This includes the potential extension of the Larkhall railway to Stonehouse and potentially onward to the Avon Valley, reopening rail access to communities that currently rely heavily on road travel. Such an extension has the potential to support regeneration, housing growth, access to jobs and education, and reduced car dependency in semi-rural and rural areas, while strengthening east–west connectivity within South Lanarkshire. 6.10. Clyde Metro: South Lanarkshire Council supports the ambition behind Clyde Metro as a transformational, multi-modal mass transit programme for the Glasgow City Region. The potential benefits including improved access to employment, education and healthcare, reduced carbon emissions and stronger regional competitiveness are well recognised. 162
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6.11. However, the development of Clyde Metro must be underpinned by a balanced, place-based approach that accurately reflects the geographic diversity of the region, including urban, semi-rural and rural communities, and the differing transport needs, travel patterns and economic roles that exist across it. In South Lanarkshire, this means ensuring that Clyde Metro options and phasing do not focus solely on core urban corridors or radial routes leading into and through Glasgow but also support local priorities and outcomes in centres such as Hamilton, East Kilbride, Cambuslang, Rutherglen and Clydesdale towns, as well as the wider network of town centres, business locations and settlements that underpin the regional economy. 6.12. It is essential that Clyde Metro is developed as a genuinely multi-modal and integrated programme, complementing existing and planned investment in local rail enhancements, bus service improvements, interchanges and active travel networks. Careful consideration must be given to how proposals interact with the existing road network, particularly where road space reallocation is proposed. Buses, servicing, freight, rural movements and local journeys are fundamental to business operations and everyday life and balancing of available road space is essential. 6.13. The Council therefore advocates an approach to Clyde Metro that maintains network balance, protects safety and reliability across all modes, and supports economic and social inclusion across the whole city region. Early option development, appraisal and phasing should explicitly assess impacts and benefits for urban, semi-rural and rural communities alike, ensuring that investment decisions deliver locally relevant outcomes, strengthen resilience, and support businesses and communities wherever they are located, not solely those on the most heavily trafficked central corridors. 6.14. Active Travel: Investment in walking, wheeling and cycling is integral to delivering the LTS vision of a safe and sustainable network. Schemes such as the expansion of the National Cycle Network (including NCN 74 and NCN 75), town-based active travel networks in Lanark, Carluke, Hamilton and East Kilbride, and safer routes to schools all support everyday access to services and learning. In rural areas, active travel improvements linked to park-and-ride, rail stations and bus stops help to extend the reach of public transport and reduce dependency on private car use. 6.15. Collaboration and Sustained Funding: Delivering the schemes and initiatives highlighted above will require significant funding and long-term collaboration between local, regional and central government and a move towards sustained, outcome-focused funding models. Short-term and competitive funding cycles make it difficult to plan strategically, particularly for rural areas and public transport services. Funding permitting, the Council could work with partners to develop a shared, credible pipeline of road, bus, rail, active travel and mass transit investments that deliver a safe network and tangible benefits for communities and businesses across the entire Council area. 7. Housing Emergency and Homelessness 7.1. Housing New Build Programme: In funding the Housing New Build Programme through borrowing, the Council has been able to lever in external support from the Scottish Government. The Council’s allocation of Scottish Government Grant for planning purposes (the Resource Planning Assumption) for the Affordable Housing Supply Programme has been confirmed for next few years, although this will need to be confirmed by the new Parliament. This joint working will continue to deliver on the aspirations of the Council. 163
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7.2. Homelessness: In order to address pressures in the homeless sector, the Council has identified 3 projects: the partnership with Social Bite to deliver 15 new homeless units in Harriet Gardens, Rutherglen which opened in early April 2026, the purchase and conversion of a former hotel in Hamilton, and the development of a former care home in Cambuslang. 7.3. In terms of identification of further opportunities, consideration could be given to a further Social Bite venture in another area of South Lanarkshire, however, it is proposed that this is only considered once the original venture in Rutherglen has proven successful. 8. Regeneration Capital Grant / Vacant and Derelict Land Projects 8.1. The Scottish Government is a key funding partner of the Council and has provided financial support to facilitate the delivery of a number of projects over recent years. These include Regeneration Capital Grant Fund (RCGF) and Vacant and Derelict Land Fund (VDLF). The VDLF has supported the Council and Clyde Gateway in the regeneration of the chromium sites in the Clyde Gateway area and recently the RGCF has supported a community owned facility in Glassford for the development of their local hall / community hub. 8.2. In recent years the RCGF has been under pressure from Scottish Government with a reduced allocation. Successful awards tend to be smaller community led initiatives. 9. An Bothan Project 9.1. The Scottish Government’s Gaelic Language Plan emphasises its commitment to supporting the Gaelic Language and recognises that Gaelic is an integral part of Scotland’s heritage, national identity and current cultural, economic and social life. The Government encourages initiatives to ensure Gaelic has a sustainable future in a modern, growing and progressive Scotland. 9.2. The Council has received funding for feasibility plans for the An Bothan project. If further funding were to be made available, then this would provide South Lanarkshire with a ‘state of the art’ modern building for the development of Gaelic language and culture and establish the Council as a leading exponent of Gaelic Language among Scottish Local Authorities and the wider community. There is the potential to bid for the cost of the build, on the basis that 100% of the funding is sourced from the Scottish Government. 10. Renewable Energy Fund 10.1. The Council administers the community benefit element of the Renewable Energy Fund (REF) for 42 wind farms within South Lanarkshire and the community benefit for Clyde Wind Farm Fund (CWFF) and 5 operational quarries. Operators of larger windfarm developments provide recurring annual fund contributions, formalised through legal agreements, whilst smaller developments such as single wind turbines sites, may consider providing a ‘capitalised’ one off community benefit payment. Community groups, social enterprises, trusts, public organisations and not for profit organisations within 10km of contributing wind farm provider are eligible to apply. Over the ten-year period, 2015/2016 to 2024/2025, the Council has made awards including of £15.6m from the Community Benefit Funds. 10.2. A review of the guidance and priorities for the REF was undertaken and amendments were approved at the Community and Enterprise Resources Committee in February 2024 which supports capital and revenue projects within the localised areas. Consideration could be given to a more strategic approach to REF to delivery projects across South Lanarkshire. 164
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Appendix 3 Sustainable Development and Climate Change Strategy 2022-27 – Action Plan The key work areas which have been identified for inclusion in future annual plans are as follows: • Continue to develop action to reduce the Council’s carbon emissions, including development of a route map for net zero Scope 1 emissions. • Continued implementation of the Council’s LHEES and associated Delivery Plan, including efforts to address fuel poverty. • Progress implementation of Sustainability Impact Assessment and Sustainable Procurement Process, including roll out of relevant training. • Develop the Council’s approach to local implementation of the Good Food Nation Plan. • Contribute to the redesign of the Council’s website to support sustainability objectives. • Preparation for the forthcoming energy efficiency standards for housing and the anticipated Heat in Buildings Bill. • Development of the Open Space Strategy and Local Development Plan 3 (LDP3). • Continue the Council’s efforts to adapt to the impacts of climate change, including completion of the strategic climate change risk and opportunity assessment and development of an adaptation plan. • Strengthening collaboration with the Lanarkshire Climate Action Hub to enhance local climate action initiatives and community engagement. • Continuing waste reduction efforts including further exploration of food waste reduction pilots, promotion of reuse activity and the circular economy, preparation of the anticipated Deposit Return Scheme, and continued implementation of the Litter Strategy. • Assessing and developing understanding of the Council’s built and natural historic assets for informed decision making. • Progressing projects for tree planting on Council-owned land to support climate targets. • Further work to increase biodiversity and peatlands restoration to improve carbon sequestration and ecosystem health. • Expanding workforce upskilling opportunities in the green and circular economy. • Evaluating the local food and drink sector’s capacity to supply the Council, supporting local economic resilience. 165
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Transformational Review Programme – Summary of Outcomes Report 2025/2026 and Future Pipeline 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide a summary of the outcomes from the Council’s Transformational Review Programme for the year 2025/2026, and the Future Pipeline of Transformation 2. Recommendation(s) 2.1. The Executive Committee is asked to approve the following recommendation(s):- (1) that the summary of outcomes from the Council’s Transformational Review Programme (section 4 / Appendix 1), be noted; (2) that the transformation themes and pipeline of activity moving forward (section 5 / Appendix 2), be noted; (3) to note that the transformation programme will continue to be developed and refined in line with changes in legislation, demand, financial assumptions and operational challenges (section 5.3); and (4) that the approach to benefits realisation (section 6), the planned template for monitoring and reporting outcomes (Appendix 3) and the governance arrangements in place, be noted. 3. Background 3.1. South Lanarkshire Council continues to operate in a period of sustained change and increasing financial pressure, as demonstrated in a separate report to this Committee, Revenue Budget Strategy 2027/2028. To continue delivering effective, high‑quality services for our residents, we must plan proactively for the future and adapt how we operate. 3.2. The Council faces a range of challenges, including economic pressures, demographic change, increasing demand for services, legislative requirements and rapid technological development. Collectively, these factors require a continual focus on transformation and improvement. In order to care for and educate our residents, and to provide safe, healthy environments for people to live and work in, the Council must continue to evolve its services, workforce, estate and ways of working. 18 167
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3.3. Transformation is not new to the Council, as demonstrated in the Audit Scotland report published in October 2025: South Lanarkshire Council: Best Value Thematic Management Report. This report noted that the Council has a Transformational Change Programme in place that is clearly linked to its updated Council Plan, financial plans and Digital Strategy, but that it needs to explore further transformation opportunities alongside other measures to help bridge its Budget Gap and improve outcomes for the people of South Lanarkshire. It also noted that, while we report on the financial aspects of transformation, we could also report on the impact on service quality and outcomes for service users. 3.4. The programme of change continues, and the need for transformation is continual. This report covers what we are currently doing, our continued plan for change, and how we will monitor and report this moving forward. 3.5. This report brings together information on previous/current transformation activity (section 4) alongside a forward‑looking programme of work (section 5). It sets out how the Council intends to respond to these challenges, balance future budgets and improve services over the coming years. 3.6. A key part of transforming (and any change) is to monitor the outcomes realised as part of the transformation. Section 6 proposes a benefits realisation approach, while section 7 looks at the governance process in place to support this. 4. How South Lanarkshire is Transforming 4.1. One of the key drivers for transformation is the need to balance the Council’s budget. As reported in a separate report to this Committee (2027/2028 and 2028/2029 Revenue Budget Strategy), the expected Budget Gap over the next two years is £26.500 million, before taking account of any increase in Council Tax. The transformation programme is expected to contribute towards closing the Budget Gap, and the programme identifies where savings may be achieved. 4.2. However, finance is not the only reason to transform. South Lanarkshire Council is already delivering a number of transformation programmes that have the potential to significantly change how services are delivered and how the Council operates. These programmes span organisational redesign, the Council’s property estate, digital development, system modernisation and partnership working. 4.3. More recent initiatives include participation in the Marmot programme, the Third Sector Review, significant systems developments as well as the programme of service reviews contributing towards efficiency and savings targets. Together, these programmes demonstrate a sustained commitment to improvement and transformation across the organisation. 4.4. Appendix 1 shows the many areas of Transformation that have already taken place in recent years, and includes detail of the impact, both financial where relevant, and also the impact in terms of service outcomes. It shows the wide-ranging work carried out across the Council to meet the financial challenges we face, but also to change services for the better, to improve the customer experience, and importantly, to improve people’s lives across South Lanarkshire. 4.5. The programme of service reviews in Appendix 1 has delivered nearly £6 million in savings towards the 2025/2026 and 2026/2027 budget, with more anticipated in future years. These savings are being delivered through Council-wide and Resource-specific activities focused on ongoing efficiencies, maximising the use of resources, improving and adapting services and spend to save initiatives. 168
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4.6. As well as these efficiency reviews, Transformation activity has taken place through reviews across Resources, through the implementation of Large-Scale Systems Implementation, and through investment monies including the Transformation Fund for South Lanarkshire Leisure and Culture. These are detailed in Appendix 1. 5. Pipeline of Activity 5.1. As described above, the driver for our need to change is how we need to react to a changing local authority environment. This includes changing demand for services, as well as the need to continue to balance our budgets every year. 5.2. The planned programme of change is detailed in Appendix 2. This consolidates ongoing programmes with new and planned programmes of work. All of these have been combined into their relevant themes as detailed by 5.4. 5.3. The programme outlined represents a position at a point in time and looks ahead over the next 3 years. Given the changing environment, it is essential that this programme remains flexible and is subject to regular review. This programme is designed to be fluid and to be added to. Changes to the programme will reflect changes to legislation, demand or operational challenges, or may need to change to reflect changes in our financial strategy. 5.4. In doing this, the transformation programme looks to align with the ambition set out in the Council Plan and is structured around key themes which reflect the Council’s priorities and the scale of change required. These are:- Ongoing efficiencies and spend‑to‑save. Aligns with Council Plan Priority “We will work to recover, progress and improve” and Council Plan Value “Accountable, effective, efficient and transparent”. Recognising the benefits of prevention. Aligns with Council Plan Priority “We will work to put people first and reduce inequality” and Council Plan Outcome “People live the healthiest lives possible”. Maximising the use of our resources, including buildings, workforce and technology. Aligns with Council Plan Priority “We will work to recover, progress and improve” Being an enterprising Council, including opportunities for income generation. Aligns with Council Plan Priority “We will work towards a sustainable future in sustainable places” and Council Plan Outcome “Thriving business, fair jobs and vibrant town centres”. Improving and adapting services to better meet the needs of people and communities in South Lanarkshire. Aligns with the Council Plan Vision “Improve the lives and prospects of everyone in South Lanarkshire”. 169
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6. Benefits Realisation 6.1. It is important to understand what we expect to achieve through the programme of transformation. To support this, a benefits realisation approach has been developed which can set out at the outset what we expect to achieve from the programme of work. 6.2. Benefits may include cashable savings, productivity improvements and qualitative service improvements for customers and service users. The approach will also define how success is measured and reported, providing transparency and accountability for delivery. 6.3. Appendix 3 provides the planned template for monitoring outcomes from programmes. As they commence, we should record what we expect in the way of benefits (both quantitative and qualitative). We can then use that assessment to monitor progress as programme progress. 7. Governance 7.1. It is proposed that the Performance and Review Scrutiny Forum continue to receive updates on the overall programme of transformation, recognising that Executive Committee and Individual Resource Committees will have a role to play in decision making where necessary. 7.2. Papers to the Performance and Review Scrutiny Forum will provide updates on a quarterly basis for the whole programme, including benefits realisation. 7.3. At an officer level, programmes will continue to be monitored by a programme of senior officer meetings, with Lead Officers at Head of Service Level, sponsored by Executive Director. The programme would be monitored through the provision of information on the benefits realisation template (Appendix 3). 8. Financial Implications 8.1. Section 4 of this report provides a reminder of the key financial challenges that the Council faces. The transformation programme is expected to contribute towards closing the Budget Gap. Section 4 / Appendix 1 of this report provides a summary of outcomes from the Council’s Transformational Review Programme to date, including savings achieved over the past 2 financial years. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications at this stage of the process. 10. Risk and Other Implications 10.1. There are no other implications at this stage of the process. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required at this point. 11.2. The was no requirement to undertake any consultation in terms of the information contained in this report. 170
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Jackie Taylor Executive Director (Finance and Corporate Resources) 29 May 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Working with and respecting others Accountable, effective, efficient and transparent Ambitious, self-aware and improving Fair, open and sustainable Excellent employer We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Lorraine O'Hagan, Head of Finance (Strategy) Ext: 5637 (Tel: 01698 455637) E-mail: lorraine.o'hagan@southlanarkshire.gov.uk 171
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Appendix 1 Transformation Programme – Benefits Realisation Achievements to date from current and ongoing reviews, including cashable and non-cash implications Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) 2025/2026 and 2026/2027 Approved Savings from Programme of Reviews Procurement Finance & Corporate Resources (FCR) Review and strengthening of corporate procurement arrangements to maximise compliance, improve value for money and identify savings opportunities, including collaborative procurement. Ongoing efficiencies and spend‑to‑save Cashable Savings £1.043 million of savings included in the 2026/2027 Budget Strategy, with a total of £1.984 million delivered since 2025/2026. Further savings are targeted for future years. Overtime FCR / All Resources Review of overtime usage, controls and workforce planning arrangements across services to better manage demand, reduce reliance on premium costs and to support the health and wellbeing of employees. Ongoing efficiencies and spend‑to‑save Cost avoidance / Cashable Savings £0.991 million of savings included in the 2026/2027 Budget Strategy, with a total of £1.355 million delivered since 2025/2026. Charging FCR / All Resources Review of fees and charges to ensure alignment with policy, affordability and cost recovery principles where appropriate. Enterprising Council Income generation £0.200 million of savings included in the 2026/2027 Budget Strategy, with a total of £0.575 million delivered since 2025/2026. Organisational and FCR / All Resources A review of management and supervisory structures in order to align to the current Preferred Operating Model and generate Ongoing efficiencies Cashable Savings 172
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Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) Management Structures organisational benefits of enhancing efficiency, consistency, and capacity across Council services, as well as identifying savings for 2026/2027 and 2027/2028. £0.900 million of savings included in the 2026/2027 Budget Strategy, with a total of £1.900 million delivered since 2025/2026. Digital Transformation FCR Maximising digital, and investment in digital systems and process automation to streamline activity and ensure resources are suitably deployed to priority projects across three key areas of focus: Business Systems and Processes, Workforce Productivity and Customer Engagement. Maximising use of resources Productivity savings £0.030m saving secured for 2026/2027 through a website contract refresh making the website more user friendly and accessible. Further developments as well as financial savings are expected in future years. Customer Engagement FCR Improving how residents engage with Council services, including channel shift, improved access and customer experience. Improving and adapting services Qualitative benefits / Likely cashable savings £0.048 million of savings included in the 2026/2027 Budget Strategy The programme is defined by two workstreams covering: Continuous Improvement (new solutions to automate processes with improved workflow and getting it right first time for the customer) and Transformational Change (new technologies such as investment in a new Customer Experience Platform). 173
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Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) Planning and Regulatory Community and Enterprise Resources (CER) The introduction of charges for a range of new discretionary advice and support services for Planning and Building Standards. Enterprising Council Cashable Savings £0.272 million of savings included in the 2026/2027 Budget Strategy. Pre-application advice services are tailored to reduce workload and make the formal planning process more timeous. South Lanarkshire Leisure and Culture (SLLC) CER / SLLC Aligning governance and ensuring ongoing discussions around financial sustainability to build a sustainable approach to how the Council and SLLC work together. Maximising use of resources Sustainability for SLLC / Savings for SLC Youth. Family and Community Learning (YFCL) Education Resources (EDR) The identification of service improvements and efficiencies while maintaining high standards of delivery and ensuring equitable access and outcomes for young people, adults, and families. Improving and adapting services £0.465 million of savings included in the 2026/2027 Budget Strategy. Consideration was given to the entire remit of services across South Lanarkshire. It highlighted areas of the service that could be better aligned to locality-based models and areas of the service that were operating with particular success. The review also identified a need to enhance the current locality-based models across all YFCL services, strengthening community- based provision. 174
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Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) Other Resource Reviews In-House and Procured Services FCR / All Resources A robust examination of existing contracts and areas of high spend in order to ensure that Best Value is being delivered. This review assessed the Council’s statutory powers, current contract terms, considerations of cost, and factors within the Resource / Service itself such as capacity and capability, to ensure that the Council maximises its ability to deliver services in-house where appropriate. Maximising use of resources / Spend to save Cost avoidance A greater proportion of works being brough in-house, facilitated by staff recruitment. This has reduced the reliance on external delivery and allows greater control over programming, performance and workforce. The review also noted many areas of good practice where in-house provision is actively considered, as well as areas of collaborative working with external parties to deliver best value and mitigate areas of high risk. Shared Services FCR The Council engages with SOLACE and the Improvement Service across a number of workstreams as part of the national SOLACE/Improvement Service Transformation Programme. Workstreams cover public sector reform, opportunities for collective transformation, and building the capacity to lead and deliver the work. Improving and adapting services Cost avoidance / Cashable Savings / Income Generation as a result of shared (national) procurement practices, reduced duplication aided by the Duties and Powers Portal and the development of a sector-wide digital assets register. This work is ongoing. Third Sector Partnership FCR The development of The South Lanarkshire Third Sector Partnership Agreement, which set out better ways of working together, including a commitment by the Council to include the local third sector in strategic and service delivery discussions. This was co-produced with the Enterprising Council Enhanced partnership working between the Council and Third Sector and the creation of fair, open and transparent processes for accessing Council funding and increased stability within existing resources with £0.300 million permanent 175
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Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) local third sector, alongside a Third Sector Grants Policy that establishes clear and transparent processes for payments from the Council to the sector. funding included in the 2026/2027 Budget. Fleet CER Progress has been made in returning the Council fleet to pre-COVID levels. Collaboration with the wider transformational review programme is ongoing to identify any fleet implications and savings as reviews are progressed. Work continues on a review of the Fleet Strategy, which will include a review of key strategic outcomes. Maximising use of resources / Spend to save Collaboration with Resources continues across the programme of reviews, with the potential to internalise areas of expenditure and increase alignment with Council priorities. Routes to Work South (RTWS) CER RTWS operates as an Arms-Length External Organisation, and, given the changes in employability policy and in the funding landscape over recent years, a review of the current delivery mechanism was undertaken. Maximising Use of Resources Cost avoidance / Sustainability for RTWS This review resulted in a reduction in duplication and costs, ensuring appropriate financial control by the Council while increasing the reach of parental employability support to communities across South Lanarkshire. Estate Strategy Housing and Technical Resources (HTR) Review and rationalisation of the Council estate to reduce / avoid cost, considering net zero challenges, improve utilisation and support new ways of working. The Council’s Estate Strategy supports future public service delivery, encourage collaboration with other public sector bodies, and guides Maximising use of resources Cashable savings in future years/Cost Avoidance The objective of the Strategy is to prioritise a high-quality, energy-efficient estate, focussing on maintaining the buildings we retain and making them fit for purpose. 176
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Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) decisions about investment, rationalisation, co- location, and asset disposal. Factoring HTR A full review of the Council’s Factoring Service is ongoing. This service provides a repairs and maintenance service to owners of former Council Houses, with a view to delivering a high- quality effective service. Improving and adapting services The Review will inform the future direction of the Factoring Services, its function and service delivery model. The outcome will be reported to Committee in September. Property Services HTR The review considered the organisational structure and the span-of-control. Maximising use of resources / spend to save Reduced reliance on subcontractors through the expansion of in-house teams for electrical testing, kitchen upgrades and fencing works. Void performance has also improved, reducing rent free periods. Large-Scale Systems Developments Housing, Social Care and Oracle Fusion FCR / HTR / Social Work Resources (SWR) Modernisation of core systems to improve service delivery, data quality, integration and staff productivity. Maximising use of resources Productivity and service delivery benefits are anticipated from all new systems, as well as cashable savings from the implementation of Oracle Fusion. Liquidlogic and One Housing are newly implemented and any financial benefits are not yet realised. South Lanarkshire Futures SWR / HTR Led by South Lanarkshire Council, in partnership with Barnardo’s and local services, the project supports young people transitioning from care to independent living. Improving and adapting services / Recognising the benefits of prevention By January 2025, five young people had been supported into independent living, reducing out-of-area placements and homelessness presentations. The project generated £0.230 million in savings for 2024/2025. Further placements will 177
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Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) allow the Council to achieve the full year impact of £1.6 million in 2026/2027. The Project has been shortlisted for the Chartered Institute of Housing Awards 2025 as a finalist for the Marion Gibb Award for Equality in Housing. Analogue to Digital FCR / SWR Shared Cloud-Based Alarm Receiving Centre (ARC) Solution this project ensured the continued delivery of community alarms services ahead of the UK-wide analogue switch off in October 2025. Improving and adapting services The project focuses on service improvement with the cloud-based system offering efficiencies through flexible working and better data access. A key outcome for the project is for the use of digital solutions to assist in preventing hospital admissions or the need for long-term care for sheltered housing tenants. Marmot – Pilot EDR / All Resources Pilot activity focused on prevention and reducing inequality through embedding proportionate universalism within service delivery. Recognising the benefits of prevention Long‑term demand reduction 2026/2027 Investments Children’s Services – Pods Social Work Resources (SWR) The 2026/2027 budget includes a £0.500 million investment in accommodation units which will further support delivery of The Promise by enabling young people to gain experience of living independently prior to moving to their own home. Improving and adapting services Cashable savings to assist in the Budget Recovery Plan for Children and Family Services, as well providing transition housing for young people and improving their outcomes. 178
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Programme Lead Resource Programme Summary Transformation Theme Benefits Realisation (including financial implications) Culture Strategy CER Facilitation of a place based, culture strategy by through funding to provide for local community led activities and events sharing and celebrating heritage, local history, arts and culture. Improving and adapting services Investment in communities and their culture, recognising that each town and village in South Lanarkshire has its own identity. Supporting and Developing Local Business CER An allocation of £3.500 million for Supporting and Developing Local Business. Improving and adapting services An offering of higher value grants for businesses to upgrade commercial stock, invest to meet the demand for commercial space and for the Council to improve its own business centres, to support the business community in South Lanarkshire. Energy Efficiency Investment of £1.000 million to expand the Energy Efficiency Programme. Spend to Save Investment will improve energy efficiency in Council facilities and allow a recurring investment fund to deliver future projects supporting the transition to Net Zero. Leisure and Culture Transformation Programme Capital Investment in Buildings South Lanarkshire Leisure and Culture (SLLC) £13 million investment across the SLLC Estate to improve the user experience and rejuvenate the offer for customers. Improving and adapting services / Maximising the use of resources As well as a better user experience, the improvements will assist SLLC in developing a sustainable business model. 179
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Appendix 2 Transformation Programme Pipeline Note: Programme summaries below are drafted for reporting purposes and can be refined as project scope and timelines are confirmed. Programme Ongoing / new Lead Resource Programme Summary Transformation Theme Indicative Timeline Financial Implications Procurement Ongoing Finance & Corporate Resources (FCR) Review and strengthening of corporate procurement arrangements to maximise compliance, improve value for money and identify savings opportunities, including collaborative procurement. Ongoing efficiencies and spend‑to‑save Ongoing Cashable savings Overtime Ongoing FCR / All Resources Review of overtime usage, controls and workforce planning arrangements across services to better manage demand and reduce reliance on premium costs. Ongoing efficiencies and spend‑to‑save Short to medium term Cost avoidance / Cashable Savings Charging Ongoing FCR / All Resources Review of fees and charges to ensure alignment with policy, affordability and cost recovery principles where appropriate. Enterprising Council Ongoing Income generation South Lanarkshire Leisure and Culture (SLLC) Ongoing Community and Enterprise Resources (CER) / SLLC Aligning governance, and ensuring ongoing discussions around financial sustainability Maximising use of resources Medium term Sustainability for SLLC / Savings for SLC Digital Transformation Ongoing FCR Maximising digital , and investment in digital systems and process automation to streamline activity Maximising use of resources Medium to long term Productivity savings 180
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Programme Ongoing / new Lead Resource Programme Summary Transformation Theme Indicative Timeline Financial Implications Customer Engagement Ongoing FCR Improving how residents engage with Council services, including channel shift, improved access and customer experience. Improving and adapting services Short to medium term Qualitative benefits / Likely cashable savings Estates Strategy Ongoing Housing and Technical Resources (HTR) Review and rationalisation of the Council estate to reduce / avoid cost, considering net zero challenges, improve utilisation and support new ways of working. Maximising use of resources Medium to long term Cashable savings / Cost Avoidance Assets – Commercial Opportunities New All Resources Identification of opportunities to generate income or realise value from Council land particularly around commercial / industrial space Enterprising Council Medium term Income generation ASN Transport / Fleet New Education Resources (EDR) / CER Review of ASN transport and wider fleet arrangements to improve efficiency, sustainability and value for money. Ongoing efficiencies and spend‑to‑save Medium term Cost Avoidance / Cashable savings Systems Developments – Housing and Social Care Ongoing HTR / Social Work Resources (SWR) Modernisation of core systems to improve service delivery, data quality, integration and staff productivity. Maximising use of resources Short Term Productivity benefits Marmot – Pilot New Education Resources (EDR) / All Resources Pilot activity focused on prevention and reducing inequality through embedding proportionate universalism within service delivery. Recognising the benefits of prevention Medium to Long term Long‑term demand reduction Children’s Services – Pods / Gap Homes New Social Work Resources (SWR) Development of internal provision to reduce reliance on external placements and improve outcomes for children and young people. Improving and adapting services Medium term Cashable savings 181
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Programme Ongoing / new Lead Resource Programme Summary Transformation Theme Indicative Timeline Financial Implications Children’s Services – Day Placements (Outwith Placements) New SWR / EDR Reduction in the use of outwith placements through service redesign and increased in‑house capacity. Improving and adapting services Medium term Cost avoidance / Cashable savings School Estate / Early Years New Education Resources (EDR) Review of school estate utilisation and early years provision to ensure long‑term sustainability and alignment with demand. Maximising use of resources Medium to Long term Efficiency Joint Collaboration / Improvement Service Programme Ongoing FCR / All Resources Participation in national and regional collaboration and improvement activity to support best practice and efficiency. Ongoing efficiencies and spend‑to‑save Ongoing Efficiency / possible cashable savings Waste New Community and Enterprise Resources (CER) Improvements to recycling performance, preparation for future regulatory change and exploration of income‑generation opportunities. Enterprising Council Medium to Long term Cashable savings 182
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Appendix 3 Benefits Tracker Template A benefits tracker template will be used to record expected benefits (cashable, productivity and qualitative) at the outset of each programme and to monitor progress and realisation over time. Summary Benefits Tracker Programme Benefits Cashable / Qualitative Status (RAG) Detailed Benefits Tracker Programme Name Programme Owner Expected Benefits Description of benefit Measure (original) This could be a KPI, or other qualitative measure (from before the transformation) Measure (expected) Ambition / target. Expected Timeframe for Benefit How will progress be reported? Progress Check Date of assessment On Track (RAG) If not on track – what action are we taking? 183
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Community and Enterprise Resources) Subject: Update on Scotland’s Climate Change Plan 2026 to 2040 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Committee with an overview of the recently published Scottish Government’s Climate Change Plan 2026 to 2040 [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendations:- [recs] (1) that the overview of the contents of the Climate Change Plan be noted; and (2) that the role and responsibilities for local authorities, as set out in the Climate Change Plan, be noted (see Appendix 1). [1recs] 3. Background 3.1. In November 2024, the Scottish Parliament passed the Climate Change (Emissions Reduction Targets) (Scotland) Act 2024. The new legislation replaced Scotland's previous system of annual and interim greenhouse gas emissions targets with a framework of five-year carbon budgets which set limits on emissions over these periods. 3.2. The proposed Carbon Budgets for Scotland (as recommended by the Climate Change Committee) are:- 57% lower than 1990 levels for the First Carbon Budget (2026 to 2030) 69% lower than 1990 levels for the Second Carbon Budget (2031 to 2035) 80% lower than 1990 levels for the Third Carbon Budget (2036 to 2040) 94% lower than 1990 levels for the Fourth Carbon Budget (2041 to 2045) 3.3. The Scottish Government published a draft Climate Change Plan – 2026-2040 (CCP) for consultation on 6 November 2025. South Lanarkshire Council submitted a response to this consultation with contributions from elected members and key services across the Council. The full response was reported to the Climate Change and Sustainability Committee on 11 February 2026. 19 185
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3.4. The above draft plan has now been superseded by the finalised Climate Change Plan: 2026–2040 (CCP) which was published on 24 March 2026. The CCP sets out the policies and proposals the Scottish Government will take forward in order to meet its emissions reduction targets (as set out in 3.2). It is a statutory plan required under the Climate Change (Scotland) Act 2009 and covers a 15-year period aligned with the new five-year carbon budgets. The plan aims to keep Scotland on a credible pathway to net zero by 2045, while delivering wider economic, health and social benefits. 4. Scotland’s Climate Change Plan 4.1. Scotland’s Climate Change Plan 2026 to 2040, published by the Scottish Government on 24 March 2026, contains over 150 policies and proposals to decarbonise Scotland’s economy to align with net zero by 2045. The Plan outlines the emissions pathway for seven key sectors, the key actions required and the economic opportunities and benefits these actions will support. 4.2. A summary of the key policy driver for each of the seven key sectors is provided below:- 4.2.1. Buildings (residential and public) a target for decarbonising heating systems by 2045 heat in Buildings Programme financial support for energy efficiency heat Networks Development 4.2.2. Transport: Vehicle Emissions Trading Scheme and Zero Emissions Vehicle (ZEV) Mandate policies to reduce car use, such as free bus travel, investment in public and active transport, and local schemes consumer incentives to encourage electric vehicle (EV) uptake by households, sole traders and micro businesses early investment in HGV infrastructure and vehicle replacement, to support the private sector to transition to zero-emission HGVs 4.2.3. Waste measures to reduce landfill emissions further ban on biodegradable municipal waste going to landfill Deposit Return Scheme for single-use drinks containers and reforms to extended producer responsibility schemes (e.g. packaging and batteries) actions to modernise recycling, including a new co-designed statutory Code of Practice for household waste and recycling services, and statutory local recycling and reuse performance targets 4.2.4. Energy Supply support the inclusion of energy from waste in the UK Emissions Trading Scheme (ETS) 4.2.5. Business and Industrial Process and Negative Emissions Technologies electrification of industrial processes Carbon Capture, Utilisation and Storage (CCUS) Deployment Hydrogen Action Plan and Sector Development Scottish Industrial Energy Transformation Fund (SIETF) 186
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4.2.6. Agriculture delivery of the Agricultural Reform Route Map reduce emissions from agriculture non-road mobile machinery investigate technologies for alternative, improved or more efficient fertilisers 4.2.7. Land Use, Land Use Change and Forestry (LULUCF) increase in the annual woodland creation target every year until the end of the decade, hitting 18,000 hectares per year in 2029/2030, and with an aim of achieving 21% woodland cover in Scotland by 2032. targeted forestry grants to support landowners and by additional private finance through the Woodland Carbon Code. increase peatland restoration by 10% each year to 2030 and maintain levels after that, leading to the restoration of more than 400,000 hectares by 2040. 4.3. The implementation of the CCP will be coordinated by the Scottish Government and delivered through a collaborative approach. Local authorities are highlighted as primary delivery partners alongside businesses, communities and third sector organisations. 5. Local Authorities Role and Responsibilities 5.1. The Climate Change Plan, Annex 2 (Sectoral Annexes)1 sets out clear delivery expectations for local authorities. They are expected to play a key role in the planning, coordination and direct delivery of the CCP across all sectors. A sector-by-sector summary of responsibilities is provided in Appendix 1. 5.2. Across all seven sectors, local authorities have responsibilities for implementation. This includes developing programmes and investable projects, strengthening partnerships and securing external funding and private investment. Delivery must also incorporate effective community engagement and embed just transition principles, such as tackling fuel poverty and supporting local employment (See Section 7). South Lanarkshire Council is required to play a leading delivery role in the buildings, waste, and land use sectors, while also contributing significantly to the transport and energy sectors and supporting delivery across business, industry, and agriculture. Effective implementation will depend on strong cross-service coordination, sustained investment and partnership working. 5.3. In practice, the Council is already contributing to the delivery of the CCP through a wide range of actions aligned to national priorities. These include decarbonising buildings through energy efficiency and low-carbon heating upgrades, expanding active travel and electric vehicle infrastructure, improving recycling rates and reducing waste, enhancing biodiversity and green spaces, supporting renewable energy and engaging communities in climate action. 5.4. The Sustainable Development and Climate Change Strategy 2022 to 2027 (SDCCS) is the Council’s main strategic document for addressing climate change at a local level. Although the strategy predates the CCP, it broadly aligns with the national policy priorities of climate mitigation, climate adaptation and just transition structured around the interlinking themes of People, Place and Planet. The forthcoming development of a new SDCCS provides a key opportunity to build on these themes. 1 Scotland's Climate Change Plan: Annex 2 - Sectoral Annexes 187
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6. The Benefits of Climate Action 6.1. The CCP highlights the benefits of climate action and notes that a failure to take the action now would mean Scotland missing out on the enormous opportunities that net zero offers. Action to reduce emissions offers many different types of benefits under four broad categories:- Financial benefits: Direct financial benefits and cost savings as a result of the policies in the plan being implemented. Delivery of the policies in the Plan is estimated to generate £42.3 billion2 in direct cost savings and financial benefits for Scotland between 2026 and 2040 (in 2025 prices) Economic opportunities: Economic benefits as a result of the transition to net zero, such as the growth in green jobs or opportunities for businesses Health impacts: Improved health outcomes such as warmer, more energy efficient homes leading to reduced cold-related illnesses and hospital admissions Co-benefits: Wider benefits to Scottish society as a result of decarbonisation 6.2. Information on the benefits of decarbonising has also been strengthened through the Edinburgh Climate Change Institute UK Co-Benefits model to quantify the wider benefits associated with delivery of the plan. Beyond direct savings and health impacts, climate action is estimated to deliver an additional £8.0 billion in wider socio- economic benefits between 2026 and 2040. These co-benefits include: improved quality of life reduced noise pollution safer, more liveable communities lower public service costs 7. Just Transition Principles 7.1. The Climate Change Plan 2026 to 2040 is the first plan underpinned by Just Transition principles. It sets out the wider impacts of policies across different sectors and actions to ensure a just transition for people and communities, workers and employers. The Plan commits to:- protecting workers and communities affected by climate change avoiding deindustrialisation supporting regions facing concentrated impacts addressing rural and island impacts 7.2. The CCP will also include just transition indicators as part of its monitoring and evaluation framework using social, environment and economic indicators to track progress. The Council will work to align future work with Just Transition principles, including within the development of the next Sustainable Development and Climate Change Strategy. The Council has been working with a PhD student researching Just Transition within South Lanarkshire and the outputs from this work will be critical in shaping the Council’s approach going forward. The research specifically looks at transport and housing, two key themes within the CCP. 2 Scotland's Climate Change Plan: 2026-2040, page 12 188
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8. Adaptation: Delivering a Climate Resilient Future 8.1. The CCP sets out Scotland’s overall framework for meeting statutory carbon budgets and responding to climate change. Within this framework the Scottish National Adaptation Plan (2024-2029) (SNAP3) is the primary delivery mechanism for climate adaptation to ensure that communities, services, infrastructure and the natural environment become more climate resilient. 8.2. SNAP3 is structured around five long-term outcomes:- connecting our natural environment to increase resilience preparing our communities to be more resilient to climate impacts supporting our economy, businesses and industry to be responsive to both the risks and opportunities of a changing climate delivering climate resilient public services and infrastructure ensuring Scotland is taking action at the international level on climate adaptation 8.3. Both the CCP and SNAP3 emphasise Just Transition principles, social justice and inclusion and protecting vulnerable communities from disproportionate climate impacts. The Scottish Government recognises these dual benefits across climate mitigation and adaptation, and this is reflected in the design and monitoring of the SNAP3 and the CCP. Local Authorities are expected to align local plans, infrastructure investment and service delivery with both adaptation and emissions reduction objectives under the CCP/SNAP3 framework. 8.4. As a Council, we are aligning work with SNAP3 expectations through practical, locally focused adaptation action embedded across our services. A strategic climate change risk and opportunities assessment is being undertaken to help understand organisational impacts of climate change now and in the future. In doing so, the Council will be able to fulfil statutory duties and support evidence-based decision making. Through our biodiversity and green space work, we are expanding and enhancing green and blue infrastructure such as sustainable drainage, woodland creation and habitat restoration to manage surface water, offer natural cooling and strengthen biodiversity while delivering carbon and health co-benefits. Building retrofit actions embedded in the Local Heat and Energy Efficiency Strategy are helping us work towards a more resilient Council estate while making properties more comfortable to reside in and cheaper to run. Meanwhile, emergency and resilience planning is helping to improve our preparedness for storms and floods. We are also working with regional partners and neighbouring councils on cross-boundary resilience priorities, aligning investment and delivery with national objectives. Together, these actions help the Council contribute to SNAP3’s long-term outcomes for a climate-resilient Scotland. 9. Support for Public Bodies 9.1. As noted throughout the CCP and in Section 5, public sector action will be vital in allowing Scotland to meet the aims of the plan and to achieve net zero. The plan also recognises the significant challenges to delivery and notes the following support networks available to support public bodies: the Climate Delivery Framework a group co-chaired by the Scottish Government and COSLA, which supports the joint shaping of key climate change polices and implementation at the national, regional and local level 189
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the Sustainable Scotland Network which supports the public sector to drive action on climate change, through building and showcasing leadership on climate change; peer-to-peer knowledge exchange and support; capacity building; and development of case studies, tools and resources Statutory guidance for public bodies to support them in putting the climate change duties into practice, including a climate change plan template for local authorities. Sustainable Procurement which provide detailed guidance to public bodies on including social and environmental requirements in contracts The Scottish Climate Intelligence Service funded jointly by the Scottish Government and all 32 local authorities, which helps local authorities use data to plan, monitor and deliver climate action Adaptation Scotland which is funded by the Scottish Government to provide capacity-building support for local authorities and the public, private and third sectors to be more resilient to the impacts of our changing climate 10. Next Steps for South Lanarkshire Council 10.1. The CCP emphasises that the scale of delivery must accelerate in the coming years for Scotland to achieve its carbon budgets and ultimately meet net zero in a fair and equitable way. 10.2. Delivery of these commitments will require coordinated action across all Council Resources, with a requirement for climate consideration to be embedded in capital investment decisions and all Resource and Service planning. 10.3. A new Sustainable Development and Climate Change Strategy covering the period 2028 to 2035 is under development. This strategy will align with the priorities and requirements of the CCP. 11. Employee Implications 11.1. All Resources will be required to contribute to the implementation of Scotland’s Climate Change Plan to ensure that actions and targets are met. The Council’s Policy and Performance Team will monitor and report on the Council’s progress through Public Sector Climate Change Duties Reporting. 12. Financial Implications 12.1. Scotland’s Climate Change Plan is the first to set out the costs of the policies within it. The assessment shows that the net cost arising from delivering the policies in the plan is estimated at £2.1 billion. These figures have been produced by deducting the estimated cost savings and financial benefits from the estimated costs.3 12.2. The level of investment needed to implement the policies within the CCP is significantly beyond the Council’s budget and will require additional external investment and grant funding. The CCP highlights the need for significant upfront investment with the longer-term savings and wider economic and health benefits. 13. Climate Change, Sustainability and Environmental Implications 13.1. The climate change, sustainability and environmental implications of the Climate Change Plan will be significant. The policies outlined in the plan provide a framework for Scotland and South Lanarkshire Council to reduce greenhouse gas emissions and adapt to climate change. 3 Scotland's Climate Change Plan: 2026-2040, page 19 190
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14. Risk and Other Implications 14.1. One of the top risks for the Council is: ‘Inability to take the necessary action due to funding constraints, to combat climate change, and work toward achieving net zero carbon emissions by 2045, thereby contributing to negative and irreversible environmental, social and economic impacts on the council and its residents’. Without a fully funded plan in place to support the required action within the Climate Change Plan, this will continue to be one of the Council's top risks. 15. Integrated Impact Assessment and Consultation Requirements 15.1. At this stage, this report does not introduce a new policy, function or strategy or recommend a change to an existing policy; therefore, no impact assessment is required. 15.2. No consultation was required in terms of the contents of this report. Kevin Carr Executive Director (Community and Enterprise Resources) 1 June 2026 Link(s) to Council Values/Priorities/Outcomes Focused on people and their needs Accountable, effective, efficient and transparent Fair, open and sustainable We will work to put people first and reduce inequality We will work towards a sustainable future in sustainable places We will work to recover, progress and improve Our children and young people thrive Good quality, suitable and sustainable places to live Thriving business, fair jobs and vibrant town centres Caring, connected, sustainable communities People live the healthiest lives possible Inspiring learners, transforming learning, strengthening partnerships Previous References Climate Change and Sustainability Committee report, 11 February 2026, Scottish Government Consultation on the Climate Change Plan 2026 - 2040 List of Background Papers Climate Change (Scotland) Act 2009 Climate Change (Emissions Reduction Targets) (Scotland) Act 2024 Climate change duties: statutory guidance for public bodies Scotland's Climate Change Plan: 2026–2040 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:- Kathryn McCafferty, Carbon Management Officer E-mail: kathryn.mccafferty@southlanarkshire.gov.uk 191
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Appendix 1: Local Authority Role and Responsibilities Buildings (residential and public): Implement and monitor the Local Heat and Energy Efficiency Strategies (LHEES) delivery plans and zones Improve energy efficiency of homes and buildings, including insulation and fabric upgrades Upgrade council housing stock to meet net zero and fuel poverty commitments Identify, develop and support heat network opportunities, Use schemes like Area Based Schemes to deliver place-based retrofit Support large-scale deployment of clean heat technologies, including heat pumps and heat networks Work with communities and advice services to drive uptake Transport: Expand active travel infrastructure, including walking, wheeling, and cycling networks Deliver bus priority measures to improve public transport reliability Support the rollout of electric vehicle (EV) charging infrastructure Lead programmes to support behaviour change and modal shift Align transport interventions with spatial planning and town centre regeneration Waste Improve recycling performance and reduce contamination Deliver local circular economy initiatives, including reuse and repair schemes Maintain and upgrade waste collection and treatment services Support delivery of waste infrastructure aligned with national policy Lead public engagement campaigns to promote waste reduction and recycling Energy Supply Enable renewable energy development through planning and land use decisions Support community and locally owned energy projects Facilitate development of local energy systems, including heat and electricity networks Support delivery of energy infrastructure, including grid and storage capacity Work with partners to attract investment in local energy projects Ensure alignment of energy initiatives with place-based strategies such as LHEES Business and Industrial Engage with local businesses to support energy efficiency improvements and decarbonisation Promote access to advice and funding support programmes Support the development of low-carbon supply chains and green jobs Provide planning support for low-carbon commercial and industrial development Facilitate shared infrastructure solutions, including low-carbon heat networks 192
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Align economic development, employability, and skills programmes with net zero priorities Agriculture Work with farmers and land managers to promote low-carbon and sustainable farming practices Support awareness and uptake of national agricultural support schemes Facilitate land-based emissions reduction and resilience projects Integrate agricultural considerations into regional land-use planning Support partnerships delivering nature-based solutions involving the agricultural sector Land Use, Land Use Change and Forestry (LULUCF) Deliver tree planting and woodland creation projects Support and implement peatland restoration activities where appropriate Manage council land to increase carbon sequestration and biodiversity outcomes Deliver green and blue infrastructure, particularly within towns and communities Integrate nature-based solutions within planning and development frameworks Coordinate landscape-scale environmental projects with key partners 193
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Chief Executive Subject: Good Food Nation Plan 1. Purpose of Report 1.1. The purpose of the report is to:- update Committee on the upcoming duties for all local authorities on the development of Good Food Nation (GFN) plans and South Lanarkshire Council’s current progress on our local plan 2. Recommendations 2.1. The Committee is asked to approve the following recommendation(s):- (1) that the plans to meet the requirements for the Council to prepare South Lanarkshire’s Good Food Nation Plan be noted. 3. Background 3.1. The Good Food Nation (Scotland) Act 2022 was passed in June 2022. It imposes a legislative duty on Scottish Ministers, local authorities and territorial health boards to prepare and publish GFN plans. 3.2. The legislation asks Ministers and public bodies to “have regard” in their plans to how food-related issues affect outcomes across a wide range of sectors and areas, including: Health and physical & mental wellbeing Social and economic wellbeing Environmental sustainability, climate change, and biodiversity Economic development Animal welfare Education Child poverty 3.3. The Act explicitly requires decision makers to have regard to the principle that adequate food is a human right, referencing Article 11 of the International Covenant on Economic, Social and Cultural Rights. 3.4. In preparing plans, authorities must consider the role of all parts of the food system and supply chain, the importance of a sustainable food system in tackling climate change and biodiversity loss, and the role of high-quality, nutritious, culturally appropriate food in improving wellbeing. 20 195
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3.5. The Act does not just create a set of food strategies for Scotland; it puts food into policy and law on an equal footing to other Scottish Government policy priorities and asks that we consider the interrelationships and dependencies across policy. It also provides for clear accountability, monitoring, and reporting on plans for food. 3.6. The Act establishes a statutory Scottish Food Commission which became operational in January 2026. The Commission’s role includes: Scrutinising Good Food Nation Plans Providing advice and recommendations Supporting transparency and evidence-based policymaking 4 The National Good Food Nation Plan 4.1. The national Good Food Nation Plan was put before Scottish Parliament and approved in December 2025. 4.2. The national Good Food Nation Plan sets out six over-arching Outcomes for a Good Food Nation; the range of targets and indicators that will be used to gauge progress towards achieving them; and details of a wide range of food-related policies and initiatives from across the Scottish Government: 1. A Better Food Environment 2. A More Sustainable Food System 3. Thriving Local and Regional Food Economies 4. High-Quality Scottish Food Production 5. A Food System That Promotes Health and Wellbeing 6. Connection, Participation and Food Culture 4.3. The Good Food Nation Plan exists to provide an overarching framework for a clear, consistent, and coherent future Scottish food policy that will be taken forward at both the national and local levels. Relevant authorities do not need to mirror the national plans outcomes but must “have regard” for them. 5 Relevant Authority Plans 5.1. Section 10 of the Act, which is not yet in force, requires each “relevant authority” to publish a Good Food Nation plan. Local authorities and health boards are included in the definition of “relevant authority”. 5.2. Local Authorities were provided with 12 months written notice in March 2026 that it is intended that Section 10 of the Act will come into force in April 2027. However, this notice highlighted that this may take place later than this date. 5.3. Once Section 10 is in force, relevant authorities will be legally required to publish a Good Food Nation plan within a period of 12 months. 5.4. Local Good Food Nation plans are intended to bring together, in a comprehensive fashion, the actions that local organisations are taking or will take to address a wide range of food-related issues. 5.5. The Act requires these plans to “have regard” to the scope for food-related issues to affect outcomes or the national plan and the legislation, but relevant authorities are free to set their own local outcomes reflecting the needs of the local food system. 196
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5.6. The production of a local authority’s Good Food Nation plan will require input and activity from different council services, including procurement, education, social care, economic development, environmental protection, cultural and leisure services and waste management. There will also be ongoing outputs from the plan for all of its contributors. 5.7. While the statutory duties rests with the Council, the local plan will be co-developed across our local food system and with Community Planning partners and residents. 5.8. NHS Lanarkshire is also a “relevant authority” and will be required to produce its own plan. Council officers have been meeting with both NHS Lanarkshire and North Lanarkshire Council to ensure some regional consistency and support across our plans. 5.9. The Living Lab is a commissioned resource for relevant authorities which is providing resources and policy support across Scotland, including useful monthly, topical online drop-in sessions with all relevant authorities across Scotland. 6. Key Requirements in the Development of a Local Plan 6.1. Written records and statements are required to demonstrate how we have met our duties under the legislation in the development of our plan. It is recommended that we document this evidence from the beginning to support our statement. This evidence will be subject to scrutiny by the Food Commission. 6.2. When preparing a GFN plan, the relevant authority must publish and consult on a draft of the plan and have regard to any responses received. When consulting, the relevant authority must have regard to: the importance of communicating in an inclusive way the importance of communicating in a way that is effective in engaging children and young people 6.3. There are concerns about consultation fatigue with both the Council and NHS Lanarkshire having the same duties to undertake consultation on similar plans, in the same timescales. We will work together to mitigate this. 6.4. Joint and regional plans are possible but each relevant authority participating in them must be able to demonstrate how they individually meet their duties in the production and reporting of the plan. Legal advice is recommended for all partners considering a joint plan as duties apply individually to each relevant authority that participates in a joint plan. 6.5. We must document how we have had ‘due regard’ to the national plan and produce a statement to this effect. 6.6. Authorities are required to report progress against their plans’ outcomes every two years and undertake a full review of the plan every five years. All plans are required to have outcomes, indicators, measures and list related policies as part of the duties. 6.7. Funding to support the development of plans is being discussed between COSLA and the Scottish Government and is expected to commence once Section 10 legislation comes into force. NHS Boards have been advised they will not receive any additional funding to develop their plans. 197
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6.8. A new statutory instrument is also be introduced under the legislation requiring all relevant public bodies to “have regard” to our own local GFN plan when carrying out “specific functions” in either policy or actions across other policy areas. Further information and a list of the specified functions are not yet published as there was still significant debate around them at the time of publishing the national plan. 6.9. When the list of specified functions is published, it may require us to review the functions specified on the list as part of our plan development and on an ongoing basis thereafter. This would include mapping other related policies and considering and noting any interdependencies with our Good Food Nation plan at review points. 7. Current and Next Steps 7.1. The Community Engagement Team Manager and Tackling Poverty and Inequalities Officer are the Good Food Nation Lead Officers for South Lanarkshire Council. They will work with colleagues internally and externally through the Community Planning Partnership to develop and draft our local plan. 7.2. In 2025/2026, a grant was offered to fund the establishment and start-up costs of an organised community food network for South Lanarkshire. The Community Food Network South Lanarkshire is coordinated by a partnership of five local third sector organisations: Grow73, Clydesdale Community Initiatives, Healthy and Active East Kilbride, Larkhall Community Growers and VASLan. The network will be self- sustaining through the third sector locality networks coordinated by VASLan. 7.3. The Community Food Network undertook engagement on local food systems across third sector food related organisations as an output of the funding and a report is forthcoming to inform the development of the Plan. 7.4. The Council’s lead officers will work across South Lanarkshire Council to form an internal working group of officers to begin to discuss the duties and requirements of the Council in relation to the plan and the various departments that will need to take actions in their respective areas to develop it. This group will have an initial meeting in June 2026. 7.5. Relevant officers in the working group will identify and drive forward their theme for the development of the plan with the Community Engagement Team acting as an overall facilitator to produce the plan and conduct the public consultation requirements with stakeholders and partners. 7.6 Updates will be provided to elected members as appropriate, with the proposed local Good Food plan presented to the relevant committee in line with the timescales of the legislation. 8. Employee Implications 8.1. Scottish Government funding levels remain unknown at this stage. Currently, existing Council officers will carry out initial development and scoping of approaches to develop the plan and identify expected resourcing needs to undertake the work, including any requirement for a temporary officer role to support the work. 9. Financial Implications 9.1. Further to the enactment of Section 10, it is anticipated that funding will be made available to relevant authorities to develop the plan. 198
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9.2. The Community Food Network is likely to require support towards ongoing costs and further engagement during the development of the local plan, given that the previous Shared Prosperity Funding has come to an end. 10. Risk and Other Implications 10.1. There is a risk that elements of the South Lanarkshire Food system are not within the scope of influence of Local Government, which could impact on achieving the outcomes set out in the local Good Food Plan for South Lanarkshire. This risk would be minimised by ensuing cross sector partnership involvement in the development of South Lanarkshire’s Good Food Plan. 10.2. There are possible future implications in terms of ‘due regard’ to ‘specified duties’ which have still to be legislated or described. 11. Climate Change, Sustainability and Environmental Implications 11.1. A strategic environmental assessment will need to be carried out by the working group prior to public consultation and presentation of a draft plan. 11.2. Sustainability and climate change should be a key element of a Good Food Nation plan. 12. Integrated Impact Assessment and Consultation Requirements 12.1. The Good Food Nation plan will require an Integrated Impact Assessment which will be completed prior to public consultation and updated thereafter. 12.2. All necessary and appropriate consultations will be undertaken within the council, with partner organisations and community groups. Paul Manning Chief Executive 4 June 2026 Link(s) to Council Values/Priorities/Outcomes We will work to put people first and reduce inequality We will work to progress and improve We will work towards a sustainable future in sustainable places Caring, connected, sustainable communities Focused on people and their needs Previous References None List of Background Papers https://www.legislation.gov.uk/asp/2022/5/contents Contact for Further Information If you would like to inspect the background papers or want further information, please contact Jennifer Kerr, Community Engagement Manager, Community Engagement Team Email: Jennifer.Kerr1@southlanarkshire.gov.uk Mobile: 07880 174955 199
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Report Agenda Item Report to: Executive Committee Date of Meeting: 24 June 2026 Report by: Executive Director (Finance and Corporate Resources) Subject: Membership of Committees, Forums and Trusts - Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update on the membership of committees, forums and trusts following on from the decisions taken at the previous Council meeting [1purpose] 2. Recommendation(s) 2.1. The Committee is asked to approve the following recommendation(s):- [recs] (1) that the updated committee and forum memberships, as detailed in the appendix to the report, be noted; and (2) that it be noted that Councillor Razzaq, as Chair of Finance and Corporate Resources Committee, will be appointed as Trustee to both The South Lanarkshire Educational Trust and The South Lanarkshire Charitable Trust. 3. Background 3.1. At the Council meeting held on 27 May 2026, authority was delegated to the Chief Executive to update memberships as a consequence of Councillor Devlin being appointed as Leader of the Council and Councillor Razzaq being appointed as Chair of Finance and Corporate Resources Committee. 3.2. A copy of the updated membership of committees and forums is attached as an appendix to the report. 3.3. As agreed at the Executive Committee on 15 August 2018, the Chair of the Finance and Corporate Resources Committee is a member of both The South Lanarkshire Educational Trust and The South Lanarkshire Charitable Trust. As the newly appointed Chair, Councillor Razzaq will become a member of both Trusts. 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. 21 201
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6. Climate Change, Sustainability and Environmental Implications 6.1. There are no climate change, sustainability or environmental implications in terms of this report. 7. Risk and Other Implications 7.1. There are no implications in terms of risk. 8. Integrated Impact Assessment and Consultation Requirements 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) 4 June 2026 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Previous References South Lanarkshire Council of 27 May 2026 Executive Committee of 15 August 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:- Susan Somerville, Administration Manager Tel: 07557 323097 E-mail: susan.somerville@southlanarkshire.gov.uk 202
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South Lanarkshire Council 2022 to 2027 Appendix 1 Membership of Resource Committees and Forums Resource Committees and associated Forums Community and Enterprise Resources Committee (26) John Anderson, Ralph Barker, Walter Brogan, Robert Brown (Chair), Andy Carmichael, Gerry Convery, Andrea Cowan, Margaret Cowie, Maureen Devlin (Depute) (ex officio), Colin Dewar, Gladys Ferguson-Miller, Ross Gowland, Lynsey Hamilton, Graeme Horne, Cal Johnston-Dempsey, Susan Kerr, Martin Lennon, Richard Lockhart, Hugh MacDonald, Ian McAllan, Kenny McCreary, Davie McLachlan, Carol Nugent, Kirsten Robb, Helen Toner, David Watson Substitutes Alex Allison, Ross Clark, Margaret Cooper, Allan Falconer, Alistair Fulton, Gavin Keatt, Catherine McClymont, Elaine McDougall, Mark McGeever, Richard Nelson, Graham Scott, David Shearer Roads Safety Forum (10) John Anderson, Ralph Barker, Margaret Cowie (Depute), Colin Dewar, Cal Johnston-Dempsey, Susan Kerr, Kenny McCreary, Davie McLachlan (Chair), Julia Marrs, Norman Rae Substitutes Walter Brogan, Robert Brown, Janine Calikes, Richard Lockhart, Eileen Logan, Helen Toner Education Resources Committee (26 + External representatives) Alex Allison, John Anderson, Robert Brown, Ross Clark, Margaret Cowie, Maureen Devlin (ex-officio), Allan Falconer, Grant Ferguson, Elise Frame, Alistair Fulton, Geri Gray, Lynsey Hamilton (Chair), Cal Johnston-Dempsey, Gavin Keatt (Depute), Susan Kerr, Ross Lambie, Richard Lockhart, Eileen Logan, Katy Loudon, Ian McAllan, Julia Marrs, Mo Razzaq, Graham Scott, Bert Thomson, Margaret B Walker, David Watson Substitutes Margaret Cooper, Poppy Corbett, Mary Donnelly, Monique Equi, Graeme Horne, Martin Hose, Hugh Macdonald, Kenny McCreary, Carol Nugent, Norman Rae, Kirsty Williams, Vacancy (Labour Group x 2) External Members Religious: Angela Milton, Reverend Jillian Storrie Teacher: Jennifer Gaffney, Joan Lennon Parent Council/Carer: Naomi Baxter, Christine Hall Education Appeals Committee 15 members serving or acting as a substitute on Education Resources Committee (excluding Chair and Depute Chair) Margaret Cowie, Mary Donnelly, Grant Ferguson, Elise Frame, Alistair Fulton, Susan Kerr, Ross Lambie, Richard Lockhart, Ian McAllan, Julia Marrs, Mo Razzaq, Graham Scott, Bert Thomson, Margaret B Walker, Kirsty Williams 15 members not serving on Education Resources Committee Ralph Barker, Mathew Buchanan, Andy Carmichael, Maureen Chalmers, Andrea Cowan, Ross Gowland, Mark Horsham, Catherine McClymont, Elaine McDougall, Mark McGeever, Richard Nelson, John Ross, David Shearer, Helen Toner, Vacancy (Conservative Group) 21 203
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Finance and Corporate Resources Committee (26) Alex Allison, Walter Brogan (Depute), Mathew Buchanan, Andy Carmichael, Maureen Chalmers, Margaret Cooper, Andrea Cowan, Maureen Devlin (ex officio), Mary Donnelly, Grant Ferguson, Gladys Ferguson-Miller, Celine Handibode (Depute), Graeme Horne, Martin Hose, Gavin Keatt, Ross Lambie, Katy Loudon, Hugh Macdonald, Catherine McClymont, Elaine McDougall, Mark McGeever, Mo Razzaq (Chair), John Ross, Graham Scott, Kirsty Williams, (Vacancy – to be filled after the by- election) Substitutes Archie Buchanan, Poppy Corbett, Colin Dewar, Ross Gowland, Susan Kerr, Martin Lennon, Richard Lockhart, Richard Nelson, Carol Nugent, Norman Rae, Helen Toner, David Watson, Vacancy (Labour Group) Employee, Equalities, Diversity and Inclusion Forum (11) Walter Brogan, Janine Calikes, Ross Clark, Margaret Cowie (Depute), Grant Ferguson, Ross Lambie, Catherine McClymont, Mark McGeever, Mo Razzaq (Chair), Kirsten Robb, Vacancy (Conservative Group) Substitutes Mathew Buchanan, Poppy Corbett, Cal Johnston-Dempsey, Gavin Keatt, Katy Loudon, Norman Rae Joint Consultative Forum (10) Robert Brown, Mathew Buchanan, Gerry Convery, Gladys Ferguson-Miller, Geri Gray, Graeme Horne, Richard Lockhart, Hugh Macdonald, Catherine McClymont, Mo Razzaq (Chair) Substitutes Andrea Cowan, Maureen Devlin, Martin Lennon, Ian McAllan, Mark McGeever Appeals Panel and Grievance and Disputes Panel 3 members in total to serve on the Panel, comprising the Chair or one of the Depute Chairs of the Finance and Corporate Resources Committee, a member of the Administration, who is not the Chair or Depute Chair(s) of the relevant Resource/Service Committee, and a member of the Opposition Groups to be drawn from the Finance and Corporate Resources Committee and the following 15 members not serving on the Finance and Corporate Resources Committee John Anderson, Ralph Barker, Robert Brown, Ross Clark, Gerry Convery, Margaret Cowie, Monique Equi, Elise Frame, Geri Gray, Cal Johnston-Dempsey, Kenny McCreary, David Shearer, Bert Thomson, Margaret B Walker, Vacancy (Conservative Group) Housing and Technical Resources Committee (26) Walter Brogan, Archie Buchanan, Mathew Buchanan, Janine Calikes, Gerry Convery, Margaret Cooper, Andrea Cowan, Margaret Cowie (Depute), Maureen Devlin (ex officio), Colin Dewar, Allan Falconer, Grant Ferguson, Gladys Ferguson-Miller, Alistair Fulton, Ross Gowland, Geri Gray, Susan Kerr, Richard Lockhart, Martin Lennon, Julia Marrs, Kenny McCreary, Davie McLachlan (Chair), Norman Rae, Kirsten Robb, David Shearer, Kirsty Williams Substitutes Robert Brown, Mary Donnelly, Monique Equi, Elise Frame, Martin Hose, Cal Johnston-Dempsey, Gavin Keatt, Eileen Logan, Richard Nelson, Helen Toner, Margaret B Walker, David Watson 204
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Social Work Resources Committee (26) Alex Allison, John Anderson, Walter Brogan, Archie Buchanan, Mathew Buchanan, Janine Calikes, Maureen Devlin (ex officio), Colin Dewar, Mary Donnelly, Allan Falconer, Elise Frame, Celine Handibode, Graeme Horne, Mark Horsham, Martin Hose, Gavin Keatt, Eileen Logan, Hugh Macdonald, Catherine McClymont, Mark McGeever, Carol Nugent, John Ross, Graham Scott, Margaret B Walker (Chair), David Watson, Kirsty Williams (Depute) Substitutes John Bradley, Robert Brown, Maureen Chalmers, Margaret Cooper, Margaret Cowie, Geri Gray, Susan Kerr, Richard Lockhart, Elaine McDougall, Davie McLachlan, Richard Nelson, Bert Thomson Area Committees Cambuslang and Rutherglen Area Committee (12) John Bradley (Depute), Walter Brogan, Robert Brown, Janine Calikes, Andrea Cowan, Margaret Cowie, Alistair Fulton, Martin Lennon, Katy Loudon, Carol Nugent (Chair), Norman Rae, Margaret B Walker Clydesdale Area Committee (13) Alex Allison, Ralph Barker, Poppy Corbett, Ross Gowland (Depute), Lynsey Hamilton, Mark Horsham, Ross Lambie, Richard Lockhart, Eileen Logan, Ian McAllan, Catherine McClymont (Chair), Julia Marrs, David Shearer East Kilbride Area Committee (18) John Anderson, Archie Buchanan (Chair), Mathew Buchanan, Gerry Convery, Margaret Cooper, Monique Equi, Joe Fagan, Grant Ferguson, Gladys Ferguson-Miller, Elise Frame, Geri Gray (Depute), Susan Kerr, Hugh Macdonald, Elaine McDougall, Kirsten Robb, Graham Scott, David Watson, Kirsty Williams Hamilton Area Committee (21) Andy Carmichael, Maureen Chalmers, Ross Clark, Maureen Devlin, Colin Dewar, Mary Donnelly, Allan Falconer (Chair), Celine Handibode, Graeme Horne, Martin Hose, Cal Johnston-Dempsey, Gavin Keatt, Kenny McCreary, , Mark McGeever, Davie McLachlan, Richard Nelson, Mo Razzaq (Depute), John Ross, Bert Thomson, Helen Toner, Vacancy 205
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Other Committees and associated Forums Climate Change and Sustainability Committee (28) Alex Allison, John Anderson, Ralph Barker, Maureen Chalmers, Ross Clark, Margaret Cooper, Maureen Devlin (ex-officio), Colin Dewar, Monique Equi, Ross Gowland, Lynsey Hamilton, Gavin Keatt, Ross Lambie, Richard Lockhart, Katy Loudon, Julia Marrs, Elaine McDougall, Carol Nugent, Norman Rae (Chair), Mo Razzaq, Kirsten Robb (Depute), John Ross, Graham Scott, Bert Thomson, Helen Toner, Margaret B Walker, Kirsty Williams, (Vacancy - to be filled following by-election) Substitutes Walter Brogan, Robert Brown, Andy Carmichael, Gerry Convery, Poppy Corbett, Andrea Cowan, Allan Falconer, Gladys Ferguson-Miller, Elise Frame, Geri Gray, Martin Hose, Richard Nelson, David Watson Conference Allocation Committee (6) Ross Clark, Gerry Convery (Chair), Gavin Keatt (Depute), Richard Nelson, Kirsten Robb, David Shearer Executive Committee (29) Alex Allison, John Anderson, Robert Brown, Andy Carmichael, Maureen Chalmers, Ross Clark, Gerry Convery (Depute), Margaret Cooper, Andrea Cowan, Maureen Devlin (Chair) (ex officio), Gladys Ferguson-Miller, Elise Frame, Lynsey Hamilton, Gavin Keatt, 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, (Vacancy – to be filled following by-election) 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 Financial Resources Scrutiny Forum (10) Mathew Buchanan, Colin Dewar, Monique Equi, Allan Falconer, Ross Gowland, Grant Ferguson (Chair), Richard Lockhart, Julia Marrs (Depute), Carol Nugent, Vacancy (Lib Dem/Green/Ind Group) Substitutes Archie Buchanan, Elise Frame, Vacancy (Labour Group x 2) Performance and Review Scrutiny Forum (10) John Anderson, Maureen Chalmers, Gerry Convery (Depute), Maureen Devlin (Chair), Richard Lockhart, Katy Loudon, Davie McLachlan, Kirsten Robb, John Ross, Margaret B Walker Substitutes Andrea Cowan, Gladys Ferguson-Miller, Martin Hose, Gavin Keatt, Eileen Logan Standards and Procedures Advisory Forum (11) Alex Allison, Maureen Chalmers, Gerry Convery, Margaret Cooper, Maureen Devlin (Chair), Ross Lambie, Eileen Logan, Ian McAllan, Mark McGeever, Kirsten Robb, John Ross Substitutes Robert Brown, Poppy Corbett, Andrea Cowan, Lynsey Hamilton, Gavin Keatt, Richard Nelson, David Shearer, David Watson 206
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Rural Task Force (10) Alex Allison (Chair), Andy Carmichael (Depute), Margaret Cooper, Poppy Corbett, Elise Frame, Ross Gowland, Eileen Logan, Catherine McClymont, Julia Marrs, David Shearer Substitutes Ross Clark, Lynsey Hamilon, Susan Kerr, Ross Lambie, Ian McAllan, Richard Nelson Licensing Committee (10) Andy Carmichael (Chair), Margaret Cowie, Maureen Devlin (ex-offico), Catherine McClymont, Kenny McCreary, Mark McGeever, Julia Marrs, David Shearer, Bert Thomson (Depute), Helen Toner Substitutes Robert Brown, Mary Donnelly, Gladys Ferguson-Miller, Davie McLachlan, Richard Nelson, Graham Scott Public Processions Panel (3) 3 members of Licensing Committee with Chair and Depute Chair being given first option of participating Petitions Committee (9) Mary Donnelly, Allan Falconer, Alistair Fulton (Chair), Susan Kerr, Eileen Logan, Richard Nelson (Depute), Norman Rae, Graham Scott, Helen Toner Substitutes Alex Allison, Robert Brown, Archie Buchanan, Janine Calikes, Margaret Cowie, Mo Razzaq Planning Committee (26) Alex Allison, Ralph Barker, Archie Buchanan, Ross Clark, Gerry Convery (Depute), Margaret Cowie, Maureen Devlin (ex officio), Colin Dewar, Mary Donnelly, Alistair Fulton, Celine Handibode, Graeme Horne, Cal Johnston-Dempsey, Ross Lambie, Martin Lennon, Davie McLachlan, Richard Nelson (Chair), Norman Rae, Mo Razzaq, John Ross, Graham Scott, David Shearer, Helen Toner, David Watson, Kirsty Williams, (Vacancy – to be filled following by-election) Substitutes Walter Brogan, Robert Brown, Mathew Buchanan, Margaret Cooper, Poppy Corbett, Allan Falconer, Grant Ferguson, Richard Lockhart, Gladys Ferguson-Miller, Ian McAllan, Kenny McCreary, Julia Marrs, Bert Thomson Planning Local Review Body (Panel of 10 members with named substitutes) Alex Allison, Gerry Convery (Depute), Colin Dewar, Gladys Ferguson-Miller, Cal Johnston-Dempsey, Davie McLachlan, Richard Nelson (Chair), Norman Rae, Graham Scott, David Shearer Substitutes Robert Brown, Margaret Cowie, Maureen Devlin, Grant Ferguson, Alistair Fulton, Graeme Horne, Gavin Keatt, Richard Lockhart, Ian McAllan, Kenny McCreary 207
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Recruitment Committee (Panel of 6 members with named substitutes) Alex Allison, Robert Brown, Maureen Chalmers, Ross Clark, Gerry Convery (Depute), Maureen Devlin (Chair) Substitutes John Anderson, Margaret Cooper, Gavin Keatt, Eileen Logan, Katy Loudon, Richard Nelson Risk and Audit Scrutiny Committee (10) Ralph Barker, Mathew Buchanan, Colin Dewar, Mary Donnelly (Depute), Monique Equi, Alistair Fulton, Ross Gowland, Richard Lockhart, Elaine McDougall (Chair), Vacancy (Lib Dems/Green/Ind Group) Substitutes Julia Marrs, Bert Thomson, Helen Toner, Vacancy (Labour Group) Licensing Divisions Licensing Division 1 (Clydesdale) (10) Alex Allison, Ralph Barker, Poppy Corbett, Ross Gowland, Richard Lockhart, Eileen Logan, Ian McAllan, Catherine McClymont, Julia Marrs, David Shearer Licensing Division 2 (East Kilbride) (10) John Anderson, Archie Buchanan, Mathew Buchanan, Maureen Devlin, Grant Ferguson, Gladys Ferguson-Miller, Geri Gray, Elaine McDougall, Graham Scott, Kirsty Williams Licensing Division 3 (Hamilton) (10) Andy Carmichael, Ross Clark, Maureen Devlin, Colin Dewar, Celine Handibode, Martin Hose, Cal Johnston-Dempsey, Mark McGeever, Davie McLachlan, Helen Toner Licensing Division 4 (Rutherglen and Cambuslang) (10) John Bradley, Walter Brogan, Robert Brown, Janine Calikes, Andrea Cowan, Margaret Cowie, Martin Lennon, Katy Loudon, Carol Nugent, Norman Rae 27 May 2026 208